Final Consolidated Annual Progress Report on Activities Implemented under the Central Fund for Influenza Action (CFIA)

Transcription

1 Final Consolidated Annual Progress Report on Activities Implemented under the Central Fund for Influenza Action (CFIA) Report of the Administrative Agent of the CFIA for the Period 1 January 2007 to 31 December 2012 Multi-Partner Trust Fund Office Bureau of Management United Nations Development Programme 31 May 2013

2 Central Fund for Influenza Action PARTICIPATING ORGANIZATIONS Food and Agriculture Organization (FAO) International Civil Aviation Organization (ICAO) International Labour Organization (ILO) United Nations Children s Fund (UNICEF) United Nations Development Programme (UNDP) United Nations High Commissioner for Refugees (UNHCR) United Nations Office for the Coordination of Humanitarian Affairs (OCHA) United Nations Office for Project Services (UNOPS) United Nations Population Fund (UNFPA) World Food Programme (WFP) World Tourism Organization (UNWTO) PARTICIPATING NON-UN ORGANIZATIONS International Organization for Migration (IOM) World Organization for Animal Health (OIE)

3 CONTRIBUTORS USA UNITED KINGDOM NORWAY SPAIN

4 Abbreviations and Acronyms AHI Avian and Human Influenza BCC Behaviour Change Communication BCP Business Continuity Planning BCM C4D CAPSCA Business Continuity Management Communications for Development Cooperative Arrangement for the Prevention of Spread of Communicable Disease by Air Transport CAR Central African Republic CFIA Central Fund for Influenza Action CFIA MC Central Fund for Influenza Action Management Committee CUs Containerised Units DFID Department for International Development DRC Democratic Republic of the Congo EAC East Africa Community ECOWAS EID EPR Economics Community of Western Africa States Emerging Infectious Disease Epidemic Preparedness and Response FAO Food and Agriculture Organization GoS Government of Syria H1N1 / AH1N1 Pandemic (H1N1) 2009 H5N1 Avian Influenza HPAI Highly Pathogenic Avian Influenza ICAO International Civil Aviation Organization ICT Information and Communication Technology IDP Internally Displaced Persons IEC Information, Education and Communication IHR ILO International Health Regulations International Labour Organization IOM International Organization for Migration IPSAS International Public Sector Accounting Standards JP Joint Programme Lao PDR Lao People's Democratic Republic LHWs Lady Health Workers LLE Lessons Learned Exercise LOAs Letter of Agreements MC Management Committee MPTF Office Multi-Partner Trust Fund Office MENA Middle East and North Africa MoH Ministry of Health MoMT Ministry of Manpower and Transmigration of Indonesia MOU Memorandum of Understanding NCDM National Committee for Disaster Management NGOs Non-Governmental Organizations OAP Operational Action Plans OCHA United Nations Office for the Coordination of Humanitarian Affairs 1

5 OIE P2RX PAHO PLCCAs PCA RCs ROC SAAs SMEs TASW TERN TOR TOT SADC UN UNCAPAHI UNCT UNDP UNFPA UNHCR UNICEF UNOPS UNPDF UNWTO USAID US AFRICOM WASH WFP WIMWE WISE World Organization for Animal Health Pandemic Readiness and Response Exercises Pan American Health Organization Pandemic Logistics Corridor Capacity Assessments Partnership Cooperation Agreement Resident Coordinators Republic of Congo Standard Administrative Arrangements Small and Medium-sized Enterprises Towards a Safer World initiative Tourism Emergency Response Network Terms of Reference Training-of-Trainers Southern African Development Community United Nations UN System Consolidated Action Plan for Avian and Human Influenza UN Country Team United Nations Development Programme United Nations Population Fund United Nations High Commissioner for Refugees United Nations Children s Fund United Nations Office for Project Services United Nations Partnership for Development Framework United Nations World Tourism Organization United States Agency for International Development United States Africa Command Water, Sanitation and Hygiene World Food Programme Work Improvement for Migrant Workers and their Employers Work improvement in Small Enterprises

6 Definitions Allocation: Amount approved by the Central Fund for Influenza Action Management Committee (CFIA MC) for a project. Approved Project: A project that has been approved by the CFIA MC for which a project document has been subsequently signed. Direct Costs: Costs that can be traced to or identified as part of the cost of a project in an economically feasible way. Contributor Commitment: A contribution expected to be received or already deposited by a contributor based on a signed Standard Administrative Arrangement (SAA) with the UNDP Multi-Partner Trust Fund Office (MPTF Office), in its capacity as the Administrative Agent of the CFIA. Contributor Deposit: Cash deposit received by the MPTF Office for the CFIA. Delivery rate: A financial indicator of the percentage of funds that have been utilized by comparing the expenditures reported by a Participating Organization against the net funded amount. Indirect Cost: A general cost that cannot be directly related to any particular programme or activity of the organization. In the case of the CFIA these costs are recovered in accordance with each organization s own financial regulations and rules. Net funded amount: Amount transferred by the MPTF Office to a Participating Organization less any refunds of unspent balances transferred back by the a Participating Organization. Participating Organizations: Organizations that have signed a Memorandum of Understanding with the MPTF Office. Project Financial Closure: A project is considered financially closed when all financial obligations of an operationally completed project have been settled, and no further financial charges may be incurred. Project Operational Closure: A project is considered operationally closed when all activities for which a Participating Organization is responsible under the approved programmatic document have been completed. Project Expenditure: Amount of project disbursement made plus unliquidated obligations during the year. Project Start Date: Date of transfer of first instalment from the MPTF Office to the Participating Organization. Window A: Refers to non-earmarked voluntary contributions of Norway and Spain, and earmarked contribution of Department for International Development (DFID) to the CFIA where the projects, objectives, and Participating Organizations shall be approved by the CFIA MC. Window B: Refers to earmarked contributions of USAID to the CFIA available for the purpose of financing Participating Organizations and specific objective(s) of the UN Consolidated Action Plan for Avian and Human Influenza, for which projects concerned shall be approved by the CFIA MC.

7 Figure 1: Involvement of the UN agencies and partners in the seven objectives of the UN System Consolidated Action Plan for Avian and Human Influenza (UNCAPAHI) 1 1 Source: Review of the UNCAPAHI, p. 6, 15 July See

8 Table of Contents Executive Summary Introduction Strategic Framework Governance Arrangements The CFIA Management Committee The Administrative Agent The Lessons Learned Exercise Overall Fund Achievements by UNCAPAHI ObjectiveUNCAPAHI Objective UNCAPAHI Objective OBJECTIVE 1: ANIMAL HEATH AND BIOSECURITY OBJECTIVE 2: SUSTAINING LIVELIHOODS OBJECTIVE 3: HUMAN HEALTH International Labour Organization (ILO) OBJECTIVE 4: COORDINATION OF NATIONAL, REGIONAL AND INTERNATIONAL STAKEHOLDERS United Nations Development Programme (UNDP) OBJECTIVE 5: COMMUNICATION: PUBLIC INFORMATION AND SUPPORTING BEHAVIOUR CHANGE World Tourism Organization (UNWTO) United Nations Children s Fund (UNICEF) OBJECTIVE 6: CONTINUITY UNDER PANDEMIC CONDITIONS International Civil Aviation Organization (ICAO) United Nations Office for the Coordination of Humanitarian Affairs (OCHA) International Organization for Migration (IOM) The Office of the United Nations High Commissioner for Refugees (UNHCR) World Tourism Organization (UNWTO) Office of UN System Influenza Coordination (UNSIC) OBJECTIVE 7: HUMANITARIAN COMMON SERVICES SUPPORT World Food Programme (WFP) Financial Performance Sources, Uses, and Balance of CFIA Funds Partner Contributions Transfer of Funds to Participating Organizations Expenditure Accountability and Transparency Conclusion...39

9 Executive Summary 1. Introduction In November 2006, the United Nations Central Fund for Influenza Action (CFIA) Trust Fund was established to enable rapid funding of urgent unfunded and under-funded priority actions of the Consolidated Action Plan for Contributions of the UN System and Partners for Avian and Human Influenza (UNCAPAHI) and was operationally completed in December The CFIA enabled Participating Organizations, namely the Food and Agriculture Organization (FAO), International Civil Aviation Organization (ICAO), International Labour Organization (ILO), International Organization for Migration (IOM), United Nations Children s Fund (UNICEF), United Nations Office of United Nations High Commissioner for Refugees (UNHCR), United Nations Development Programme (UNDP), United Nations Office for the Coordination of Humanitarian Affairs (OCHA), United Nations Population Fund (UNFPA), World Tourism Organization (UNWTO), the World Food Programme (WFP), and World Organization for Animal Health (OiE) to work effectively to build capacity for pandemic readiness. The Multi-Partner Trust Fund Office (MPTF Office) of the United Nations Development Programme (UNDP) serves as the Administrative Agent of the CFIA. This 2012 Final Consolidated Progress Report on Activities Implemented under the CFIA builds on previous Consolidated Annual Progress Reports spanning the years It reports on the operations of the CFIA and the implementation of projects approved for funding throughout the duration of the Fund. In line with the MOU, this Report is consolidated based on information and data contained in the individual progress reports and financial statements submitted by Participating Organizations to the MPTF Office, as well as previous annual reports prepared by the MPTF Office. This report is neither an evaluation of the CFIA nor the MPTF Office s assessment of the performance of the Participating Organizations. However, the report does provide the CFIA Management Committee with a comprehensive overview of achievements and challenges associated with projects funded through the CFIA. Over its duration, the CFIA fully and successfully achieved its programmatic goals. Initiatives supported by the Fund, fully in-line with the UN Delivering-As-One framework, have galvanized the collaboration of UN agencies and Governments, as well as many other stakeholders, in the development of communications, surveillance and coordination, networks, preparedness plans and logistics that will help assure the continuity of basic services and bolster resilience in the event of a pandemic. These capacities have not only improved preparedness in major industries, such as travel and tourism, but have enabled countries to safeguard some of their most vulnerable populations, including migrants, refugees, women and children. The strength of the networks established and streamlined cooperation enabled by the CFIA have been proven during several international global crises. In 2009, when the World Health Organization (WHO) announced the emergence and rapid spread of the influenza A (H1N1) virus, the capacity built in the previous years supported the CFIA enabled Participating Organizations to quickly adjust their activities and better respond to the outbreak, especially in developing countries. In addition, Fund activities have helped countries manage emergencies outside of pandemic flu, including communicable diseases like polio and cholera, as well as the Fukishama nuclear accident in Japan, the Icelandic volcanic ash cloud incident and civil unrest in the Middle East region.

10 The 2011 Lessons Learned Exercise (LLE) to assess the effectiveness of the Fund drew similar conclusions. Commissioned by the CFIA Management Committee (MC), the report concluded that the creation of the CFIA established a funding mechanism that successfully assisted some of the world s most vulnerable populations and helped countries prepare for and cope with pandemics. Most importantly, the LLE confirmed that the operational applicability of the CFIA initiative, with its focus on a multi-hazard and Whole-of-Society Approach and One Health' movement that aims to tackle diseases at the animal-human-ecosystem interface, reached beyond the scope of project implementation. In accordance with the CFIA Terms of Reference (TOR) the fund was operationally completed on 31 December Report Structure This is the final CFIA Annual Progress Report prepared by the MPTF Office as the Administrative Agent, in fulfillment of the reporting requirements set out in the Letter of Agreements (LOAs) (later re-named Standard Administrative Arrangements (SAAs)) concluded with contributors, which stipulate that the Administrative Agent shall submit annual consolidated narrative and financial reports to contributors through the CFIA Management Committee (MC). This final consolidated narrative and financial report reflects on the entire operative span of the Fund ( ). This report is consolidated based on prior annual reports prepared by the MPTF Office, as well as individual project reports submitted by Participating Organizations for which CFIA funding was approved. Section one provides an overview of the CFIA s background, strategic framework and the governance arrangements for CFIA operations. It also summarizes outcomes from the CFIA Lessons Learned report. Section two presents project-level achievements by UNCAPAHI Objectives. Section three provides an overview of the financial performance of the CFIA. The transparency and accountability framework is outlined in section four, and the report conclusion is presented in section five. 3. Implementation Achievements and Challenges During its operational period, the CFIA fully achieved its goals resulting in outcomes that built upon years of progress, and undoubtedly boosted agencies and countries ability to respond to future emergencies and pandemics. The capacities that have been learned, supported and implemented through CFIA funding have enabled preparedness for, continuity during and resiliency from pandemic influenza and other health threats and emergencies. Through six years of CFIA operations, Participating Organizations enabled long-term global capacity to control Highly Pathogenic Avian Influenza (HPAI) and prepare responses for future pandemics by successfully contributing to the following Objectives of UNCAPAHI: Objective 2: Sustaining Livelihoods Objective 3: Human Health Objective 4: Coordination of National, Regional and International Stakeholders Objective 5: Communication: Public Information and Supporting Behaviour Change Objective 6: Continuity under Pandemic Conditions Objective 7: Humanitarian Common Services

11 ILO implemented projects primarily focused on Objective 3. Initiatives protected human health through pandemic preparedness planning with interventions targeting the workplace, namely migrant labor and small and medium-sized enterprises (SMEs). The agency s many Training-of-Trainers (TOT) workshops, programmatic materials and methodologies bolstered business continuity planning (BCP) in such important sectors as manufacture and tourism in its focus countries, Indonesia and Thailand. The UNDP was the lead agency for UNCAPAHI Objective 4, under which it supported significant outputs for the governments of China, Egypt and Indonesia: including the update of national plans in Egypt; a consolidated UN System strategy and joint programme in Indonesia; and a joint China-UN Avian and Pandemic Influenza (API) Programme. Under UNCAPAHI Objective 5, the UNWTO reinforced and proved the efficacy of the Tourism Emergency Response Network (TERN), which has allowed for two-way targeted communications on pandemics in a way that traditional communications could not. The TERN was elemental during a number of major events following the Pandemic (H1N1) 2009, such as the volcano ash cloud incidence, the nuclear accident in Japan, the Arabic Spring, and also for confidence building measures. In addition, the UNWTO developed recommendations titled, Use of Georeferences, Date and Time in Travel Advice and Event Information, which addressed the sensitivity and impacts of naming and citing pandemics, as well as related communications. Also primarily engaged under Objective 5, UNICEF put in place a vast range of risk reduction, awareness building and social mobilization activities, supporting 16 country offices and 2 regional offices in the development and implementation of integrated communication strategies and preparedness plans. Ten country offices undertook community activities; thirteen countries developed a wide range of communication materials targeting the most vulnerable and most at-risk populations; and 42 country offices implemented capacity building activities to better prepare for and respond to epidemics. Six Participating Organizations, OCHA, ICAO, IOM, UNHCR, UNWTO and WFP, implemented projects to achieve UNCAPAHI Objective 6 on contingency planning for continuity of operations during a pandemic, including preparation for humanitarian actions WHO alert phases 5 and 6. OCHA was the lead agency for Objective 6. Through , the OCHA Pandemic Influenza Contingency (PIC) team significantly helped a number of least developed countries undertake pandemic planning actions at the national level, with an emphasis on the Whole-of-Society Approach and the inclusion of non-health and agriculture sectors. Major outputs included the integration of pandemic plans into national disaster plans, simulations that have proven an improved planning, and the adoption of the PIC Planning Framework for Pandemic Contingency in a range of countries. In July 2011, with the closure of Pandemic Influenza Coordination (PIC) section, the management of the OCHA programme was transferred to the Office of UN System Influenza Coordination (UNSIC). Since then, UNSIC oversaw the implementation of the projects through to their completion by end of 2012, and reported on their cumulative achievements since their commencement in Some 88 countries across four regions (Americas; Asia-Pacific; Europe and Africa; and the Middle East) signed on to the ICAO-led Cooperative Arrangement for the Prevention of Spread of Communicable Disease by Air Transport (CAPSCA) projects. Through the development of Standards and Recommended Practices (SARPs),

12 harmonized guidelines, workshops and airport assistance visits, the projects improved the safety of air travel and global preparedness in the aviation sector. ICAO projects established networks that proved invaluable during two major public health emergencies: the Influenza A (H1N1) pandemic; and the Fukushima nuclear power plant accident. Major outcomes from projects led by IOM under Objective 6, reached into the migrant, indigenous, border and poultry and farm worker communities and their country hosts (approximately 12) across Africa, Asia and Latin America. Through a variety of IEC materials, trainings, and preparedness activities, IOM projects improved readiness and prevention in these vulnerable groups and successfully advocated for the inclusion of their needs in country preparedness planning. Also under Objective 6, UNHCR projects successfully advocated for the inclusion of persons of concern in national planning, resulting in about 40 per cent of participating countries including refugees in their contingency plans (up from 5 per cent). With the support of UNCTs, additional major project outcomes included inter alia: activities implemented in 27 different countries hosting 69 refugee camps; surveillance systems developed globally; UNHCR Health Information System (HIS) established in 95 per cent of refugee camps globally; drugs stockpiled and medical supplies and protective equipment finalized at health posts in 42 camps; and water and sanitation projects completed in 14 different countries. Also, where it had operations, UNHCR expanded its programme to include urban refugees. With a primary focus on Objective 7, the WFP led in the development and management of the Towards a Safer World Initiative (TASW), and validated new Emergency Preparedness and Response Package (EPRP) for Country Offices, which built on the Operational Action Plans (OAP) that were developed for more than 90 per cent of its offices. WFP also organized three Pandemic Readiness and Response Exercises (P2RX) to bolster preparedness throughout vulnerable regions and countries in Africa. The P2RX strengthened relationships between the WFP and civilian and military emergency response planners, and with its focus on logistics networks, whole of society response and civil-military coordination, the exercises supported regional capacity enhancement. Though most Agencies annotated completion of project goals by 2012, some projects did face constraints, mainly from influenza fatigue, changes in government, political unrest and natural disasters. Overall however, such challenges did not impede the excellent realization of project implementation and achievement of the Fund s objectives. 4. Financial Performance As of December 2012, the CFIA received a total of US$45.96 million in contributor deposits from the United Kingdom Department for International Development (DFID), Norway, Spain and the United States Agency for International Development (USAID). USAID contributed US$29.97 million, 65 per cent of total CFIA funds. Of the total deposits, US$45.48 million was transferred to ten Participating Organizations by 31 December As of 31 December 2012 Participating Organizations incurred US$44.67 million in expenditure cumulatively since the Fund s establishment, which represents 98.2 per cent of transferred funds. As of 31 December 2012, the balance of funds with the Administrative Agent was US$101,537, and with Participating Organizations US$806,186.

13 5. Accountability and Transparency The MPTF Office GATEWAY ( which is regularly updated, provides all interested stakeholders with detailed and current information on the CFIA s operations and offers real-time data from the MPTF Office accounting system on financial information on contributions, programme budgets and transfers to Participating Organizations, and annual expenditure data. It also provides extensive narrative information, including its strategic framework, governance arrangements, and eligibility and allocation criteria, as well as annual and quarterly narrative reports. 6. Conclusion The Central Fund for Influenza Action (CFIA) fully and successfully met its intended goal of financing the urgent unfunded and under-funded priority actions of the United Nations System Consolidated Action Plan for Avian and Human Influenza (UNCAPAHI) strategic framework. Under the leadership of Dr David Nabarro, UN System Senior Coordinator for Avian and Human Influenza, the CFIA increased the synergy of UN system action in priority areas (such as Pandemic Preparedness Planning and response within the UN system and in support of national authorities) and established partnerships and alliances between the UN system and other vital stakeholders to enhance the overall impact of global efforts. With CFIA- UNSIC support, the key elements of an efficient coordination process were successfully pursued including: creating synergistic partnerships that bridge the existing operational gaps of the UNCAPAHI; scaling up support for implementation by working in unison towards common outcomes; and building capacities at the country level to support the fight against pandemic influenza threat and to align with national plans and priorities while motivating national, UN and contributing partners on accountability and action. The Fund s activities undoubtedly strengthened the multi-sectoral partnership between member States, the United Nations (UN) and the larger humanitarian community to jointly combat the threat of the highly pathogenic avian influenza (HPAI) pandemic, as well as other unpredictable health emergencies. Grounded in a multi-hazard and whole society pandemic preparedness approach, CFIA achievements embraced and furthered the UN Delivering as One framework and will remain operationally relevant well after the close of the Fund. Having fully met its objectives, and in accordance with its Terms of Reference, the CFIA was operationally completed in December 2012.

14 1 Introduction The United Nations Central Fund for Influenza Action (CFIA) was established in November 2006 to enable rapid funding of urgent unfunded and under-funded priority actions of the Consolidated Action Plan for Contributions of the UN System and Partners for Avian and Human Influenza (UNCAPAHI). The CFIA is governed by the Management Committee, which is chaired by the Senior UN System Coordinator for Avian and Pandemic Influenza and includes Participating Organizations and contributors. The CFIA enables Participating Organizations, namely the Food and Agriculture Organization (FAO), International Civil Aviation Organization (ICAO), International Labour Organization (ILO), International Organization for Migration (IOM), United Nations Children s Fund (UNICEF), United Nations Office of United Nations High Commissioner for Refugees (UNHCR), United Nations Development Programme (UNDP), United Nations Office for the Coordination of Humanitarian Affairs (OCHA), United Nations Population Fund (UNFPA), World Tourism Organization (UNWTO), the World Food Programme (WFP), and World Organization for Animal Health (OiE) to work effectively to build capacity for pandemic readiness that reaches into refugee and migrant communities, that prepares humanitarian personnel and that safeguards essential food supplies - capacity that is relevant to hundreds of millions of people. This current capacity provides an effective base for communication, contingency planning and operational continuity that applies to the H1N1 pandemic and future public health emergencies. The Multi-Partner Trust Fund Office (MPTF Office) of the United Nations Development Programme (UNDP) serves as the Administrative Agent of the CFIA. The Final Consolidated Annual Progress Report on Activities Implemented under the CFIA is submitted to the CFIA Management Committee and Contributors, in fulfillment of the reporting provisions of the CFIA Terms of Reference (TOR), the Memorandum of Understanding (MOU) signed with Participating Organizations, and the Letter of Agreements (LOAs)/Standard Administrative Arrangements (SAAs) with Contributors. This Report covers the period 2007 to 2012, building on the previous four Consolidated Annual Progress Reports from 2007 through The Report provides information on the implementation of projects funded by the CFIA, as well as on common challenges and lessons learned. The Report is consolidated based on information and data contained in the individual progress reports and financial statements submitted by Participating Organizations to the MPTF Office. It is neither an evaluation of the CFIA nor the MPTF Office s assessment of the performance of the Participating Organizations. However, the report does provide the CFIA Management Committee with a comprehensive overview of achievements and challenges associated with projects funded through the CFIA. 1.1 Strategic Framework In the face of the risk of an influenza pandemic, effective and coordinated effort by the UN system and its partners are a fundamental pre-condition for meeting key objectives and managing the complexity of the

15 challenges at stake. As such, in July 2006, the UNCAPAHI 2 was developed as a basis for coordinated action and as a tool for resource mobilisation and strategic resource allocation. This Action Plan identifies seven strategic Objectives (Figure 1), which cover the scope of the response to Avian and Human Influenza (AHI). In October 2006, the UN System Inter-Agency Technical Working Group on Influenza developed a Terms of Reference (TOR) for a pooled fund in advance of the fourth inter-governmental conference on Avian and Pandemic Influenza held in Bamako, Mali (December 2006). A pooled fund was seen as a critical element of an effective coordinated UN response, by enabling rapid funding for urgent unfunded and under-funded priority actions of the UNCAPAHI. The CFIA was created shortly thereafter. In accordance with the CFIA TOR finalized in November 2006 and revised in December 2009, CFIA funds are available to Participating Organizations to assist countries with restricted pandemic implementation capacity to respond to unforeseen needs requiring urgent action. CFIA funds also support joint programming where it can provide either start-up or supplementary resources to on-going activities for local, regional, and/or global initiatives. 1.2 Governance Arrangements The CFIA is governed by an inter-agency Management Committee (MC) composed of representatives from each Participating Organization to the UNCAPAHI that has concluded an MOU with the MPTF Office. Following the amendment of the CFIA TOR in July 2007 to permit participation of contributors as members of the Management Committee, DFID, Norway, Spain and USAID joined the MC. The MPTF Office serves as an ex-officio member. The World Bank and WHO also participated in the MC. The MC oversees and coordinates the operations of the CFIA, providing strategic direction, approving projects and deciding on fund allocation. It is chaired by the Senior UN System Coordinator for Avian and Pandemic Influenza The CFIA Management Committee In accordance with its TOR, the Management Committee (MC), which was composed of high-level avian flu focal points from each Participating Organization and contributors, met regularly to approve project submissions by Participating Organizations and make funding decisions by consensus. The MC was chaired by the UNSIC Coordinator, Dr. David Nabarro, who ensured that CFIA operations were in-line with its Terms of Reference and oversaw the operations of the Fund. The MC successfully developed a standardized proposal request process, which enabled it to rapidly allocate funds to Participating Organizations based on agency requests. Funding decisions were made by the Management Committee within two weeks of receipt of all required information and sometimes sooner, for example with fast track procedures to ensure the approval of urgent project proposals. The UNDP, as Administrative Agent (AA), disbursed the authorized amounts within the 3-5 business days of receiving the required documentation from the MC. Throughout its duration, the MC also regularly reviewed its procedures and amended them as necessary to ensure its efficiency. 2 This document is available at the CFIA website of the MPTF Office GATEWAY, or at the portal maintained by UNSIC,

16 In accordance with its TOR, the MC commissioned a Lessons Learned Study, which revealed overt support for the CFIA s MC, particularly its rapid and timely transfer of allocated resources, the flexibility it provided for programme adaptation and its supportive guidance. The LLE concluded that, the participating organizations have appreciated the access given by the MC, alongside its openness for consultation. They have also recognized the enhanced coordination and the added value of the peer review process mechanism introduced by the fund. By the Fund s scheduled close in 2012, the MC had approved 43 projects for funding under the CFIA The Administrative Agent Participating Organizations appointed the UNDP MPTF Office to serve as their Administrative Agent (AA) and therefore assume responsibility for a range of fund management services, including: (a) receipt, administration and management of contributions; (b) transfer of funds approved by the CFIA MC to Participating Organizations; (c) reporting on the source and use of contributions received; (d) synthesis and consolidation of the individual annual narrative and financial progress reports submitted by each Participating Organization for submission to contributors through the MC; and (e) ensuring transparency and accountability of CFIA operations by making available a wide range of CFIA operational information on the CFIA website of the MPTF Office GATEWAY. The CFIA website on the MPTF Office GATEWAY can be accessed at The Lessons Learned Exercise In 2011, The Management Committee (MC) of the CFIA commissioned a Lessons Learned Exercise (LLE) that highlighted the significant contributions the Fund has made in reducing the risk of an Avian and Human Influenza (AHI) pandemic over its five years of operation. The CFIA-LLE assessed the fund mechanism s effectiveness, achievements gained and constraints encountered during project implementation. The CFIA contributions to the UNCAPAHI s unfunded and underfunded priorities were reviewed in addition to the processes and procedures pursued during implementation. The LLE also examined the contribution of CFIA supported interventions to the UN reform process, including the CFIA domains of national ownership, harmonization, alignment, accountability and managing for results, all of which constitute the fundamental principles of the aid effectiveness agenda aiming to increase the AHI pandemic preparedness within assisted countries. Outcomes of the LLE are summarized in Box 1. Feedback from the LLE respondents was very positive regarding their interactions with the Fund s Secretariat, served by the MPTF Office, and it was noted that the MC s transparent managerial and administrative guidance, as well as its work aggregating the reports from Participating Organizations into a widely shared comprehensive report, enhanced the programme s visibility and illustrated the value of collective UN assistance. Through the LLE, an overwhelming majority expressed satisfaction over the AA s performance, regarding the promptness of MOU signing, fund transfers and timely reporting. The LLE findings illustrated the easy and smooth course that agencies had in working with the CFIA on all the major issues such as requesting and transferring funds. The LLE concluded that the CFIA proved that global challenges are best handled through a coordinated funding mechanism. CFIA funded projects substantiated the need for UN system-wide support of preparedness, while CFIA grants boosted the One UN vision framework. The small grants to the Resident Coordinator (RC) system

17 enabled UN RCs to bring together UN Country Teams to deal with influenza issues in the spirit of Delivering-as- One. The LLE reported that over its five years of operation, the CFIA undoubtedly raised and sustained institutional capacity, enabling all stakeholders to better respond to pandemics. The Fund successfully galvanized publicprivate partnerships as well as community participation in preparedness. It found that community involvement was a central strategy to be employed in the promotion of AHI readiness, and recognized social communications as a priority area for sustained action. In the area of management and governance, the LLE reported that the CFIA inclusiveness and flexible approach contributed to the achievement of UN Consolidated Action Plan on AHI and improved the scope of CFIA coordination. The multi-stakeholder CFIA Management Committee chaired by the UN System Senior Coordinator for Influenza, promoted a focus on results, transparency, simplification and UN internal coordination. The CFIA also provided a unified management platform and standard reporting structure, and corroborated the advantage of sustaining the legitimate distinct lead roles and responsibilities for each partner organization. AHI preparedness capacities, when mainstreamed into UN Agencies core functions, widened their strategic capabilities. The LLE confirmed that the CFIA reinforced aid effectiveness and UN Reform, by enhancing UN Agencies comparative advantages in support of pandemic preparedness. Consideration of the Paris Declaration principles on Aid Effectiveness strengthened the coordination of AHI interventions at the country level, generating a set of well-coordinated multilateral collaborative efforts that resulted in strong national ownership and leadership, alignment with government priorities, better harmonization, productive results and mutual accountability. BOX 1. Results of the 2011 LLE The CFIA proved that global challenges are best handled through a coordinated funding mechanism and that UN system-wide support of pandemic preparedness is needed. The CFIA undoubtedly raised and sustained institutional capacity, enabling all stakeholders to better respond to pandemics. CFIA inclusiveness and its flexible approach contributed to the achievement of the UNCAPAHI and improved the scope of CFIA coordination. The LLE revealed overt support for the CFIA s MC, particular its rapid and timely transfer of allocated resources, the flexibility it provided for programme adaptation and its supportive guidance. The CFIA reinforced aid effectiveness and UN Reform, by enhancing UN Agencies comparative advantages in support of pandemic preparedness. The multi-stakeholder CFIA Management Committee chaired by the UN System Senior Coordinator for Influenza, promoted a focus on results, transparency, simplification and UN internal coordination. MPTF Grants boosted the One UN framework and supported Paris Declaration principles on Aid Effectiveness.

18 2 Overall Fund Achievements by UNCAPAHI ObjectiveUNCAPAHI Objective UNCAPAHI Objective The following section presents a summary of the main achievements of all 41 projects implemented by Participating Organizations throughout the duration of the Fund. The results are organized: (a) by UNCAPAHI Objective; (b) by Participating Organization; and (c) by the individual project. It should be noted that several Participating Organizations had projects that fulfilled multiple Objectives. Table 2.1 shows which projects were primary to each UNCAPAHI Objective (indicated by a P ), as well as the other Objectives to which they contributed (indicated by an x ). For ease of reading, the achievements of these projects are described under the primary UNCAPAHI Objective of their work. Table 2.1: Agency Projects by Primary UNCAPAHI Objective Project # Lead Objective Lead Objective Project # Agency Agency Objective Objective No Projects were funded or contributed. CFIA A5 ICAO P Objective CFIA A11 ICAO P No projects were primary. CFIA A14 ICAO P Objective CFIA A17 ICAO P CFIA A2 ILO x P x x x CFIA A6 IOM x x P CFIA A7 ILO x P x x x CFIA A9 IOM x x P CFIA A13 ILO x P x x x CFIA B4 IOM x x P CFIA A18 ILO x P x x x CFIA B9 IOM x x P CFIA A19 ILO x P x x x CFIA A15 IOM x x P Objective CFIA B12 IOM x x P CFIA A3 UNDP P CFIA B13 IOM x x P Objective CFIA B17 IOM x x P CFIA A4 WTO P x CFIA A8 OCHA P CFIA A21 WTO P x CFIA B1 OCHA P CFIA A20 UNICEF P CFIA B6 OCHA P CFIA A22 UNICEF P CFIA B10 OCHA P Objective CFIA B11 OCHA P CFIA A1 WFP x x x P CFIA B14 OCHA P CFIA A12 WFP x x x P CFIA A16 OCHA P CFIA B3 WFP x x x P CFIA B5 UNHCR x x P CFIA B7 WFP x x x P CFIA B8 UNHCR x x P CFIA B19 WFP x x x P CFIA B15 UNHCR x x P CFIA B16 WFP x x x P CFIA B18 UNHCR x x P CFIA A10 WTO x x P CFIA B UNSIC UNSIC P Primary Project Objective is indicated by a P. Other Objectives to which Projects contributed are indicated by an x.

19 2.1 OBJECTIVE 1: ANIMAL HEATH AND BIOSECURITY Objective 1 aims to ensure, through a global, cohesive framework in response to avian influenza in poultry, that animal health is safeguarded, bio-security is brought up to standard, and capacity is there, when needed, for scaling up veterinary services to detect early and stamp out rapidly new avian infections through prompt movement restrictions and culling, and for sustaining vaccination of poultry and other interventions when they are indicated. It also aims to clarify how the emergence of pandemic agents, food, agricultural practices, land use, and ecosystem management are related. Throughout the duration of the Fund, no projects were funded under or contributed to Objective OBJECTIVE 2: SUSTAINING LIVELIHOODS Objective 2 aims to ensure that the economic and poverty impact of avian influenza as well as related control measures are monitored and rectified. It also aims to limit any adverse repercussions on the Millennium Development Goals and seek fair and equitable compensation for those whose livelihoods are endangered by avian influenza and control measures. Five projects implemented by ILO and six projects led by WFP sought to achieve outputs under Objective 2, however this objective was not primary for any project (see Table 3.1). 2.3 OBJECTIVE 3: HUMAN HEALTH Objective 3 aims to strengthen the public health infrastructure, including surveillance systems, to (a) reduce human exposure to the H5N1 virus; (b) strengthen early warning systems, including early detection and rapid response to human cases of avian influenza; (c) intensify rapid containment operations for a newly emerging human influenza virus; (d) build capacity to cope with a pandemic, including surge capacity for a pandemic; and (e) coordinate global science and research, particularly as this pertains to the availability of a pandemic vaccine and antiviral drugs. It also aims to strengthen community based treatment of acute respiratory infections, including pre-positioning of medical supplies in peripheral areas to enhance capacity to respond as well as to enhance nutrition security and access to micronutrients to minimise the impact of infection on susceptible populations. Five projects led by the ILO primarily focused on achieving Objective 3. Thirteen additional projects also contributed to this objective (see Table 3.1) International Labour Organization (ILO) Project CFIA-A2 Avian Influenza and the Workplace in Thailand This project focused on information sharing and the promotion of sound preventive behaviour in the workplace, especially for poultry workers, farmers, and within SMEs. Through this project, action-oriented participatory training materials for influenza prevention at the workplace were developed based on ILO s Work Improvement in Small Enterprises (WISE) programme and were widely disseminated in Thailand. In cooperation with workers and employers organizations, as well as with government agencies, a network of workplace influenza trainers was developed to ensure training

20 coverage. Thirty-four workshops were conducted, reaching approximately 1,400 people. In addition, a one-day National Tripartite Achievement workshop enabled a discussion of Thailand s strategic plans and awareness raising activities, while introductory meetings were arranged with UNCT AHI focal points to ensure complementarity of work. Outreach to Thailand s unorganized workers was undertaken through Avian Influenza (AI) workshops, and a consolidated national programme to support workplace level actions on AI was developed. The project also conducted a study on working conditions of commercial processing poultry workers and released a documentary on AI prevention and PHI preparedness in the workplace. 3 CFIA A7 Avian Influenza and the Workplace in Indonesia This project had a special focus on SMEs and covered 5 provinces in Indonesia. By its conclusion, two training materials were adapted from project CFIA A2: Protecting Your Health and Business from Avian Influenza; and Protecting Your Employees and Business from Pandemic Human Influenza. In parallel with and to support the development of these training materials, inter alia, a consultative meeting with constituents was organized and a National Advisory Committee was established. In addition, a mapping exercise of the informal economy and a rapid assessment on the knowledge level of workers in target areas was undertaken. An exercise to collect OSH best practices at the plant level was also completed and the project commenced engagement with stakeholders on national activities relating to AI and PHI issues. The ILO supported the Indonesian government in developing Business Continuity Plan (BCP) Guidelines 4 for the private sector, and held several trainings, including TOTs for various business groups, workers, businesses associations and SMEs. CFIA-A13 Livelihoods Support for Avian and Human Influenza Pandemic Prevention and Preparedness at the Workplace This project was a continuation of project CFIA-A2 and was expanded to Indonesia, Cambodia, Lao PDR, Malaysia and Viet Nam. Bilateral consultations with various facets of the Governments and national awareness raising workshops in Cambodia, Lao PDR, Malaysia and Viet Nam were held with the goal of sensitising a tripartite audience to pandemic preparedness and prevention in the workplace. The outbreak of the influenza A (H1N1) pandemic during 2009 indicated a shift in priorities, along with higher demand for training materials in The training manuals previously developed (CFIA-A7) were ultimately translated into English, French, Japanese, Khmer, Korean, Laotian, Malay, Spanish, Thai and Vietnamese and distributed widely to meet new demand and assist in other regions. In addition, the pandemic preparedness model established in Thailand was shared with Cambodia, Lao PDR, Malaysia, and Viet Nam through workshops. The project also resulted in the creation of a first level trainer s network and influenza training modules. Influenza prevention components were incorporated into the Work Improvement in Neighbourhood Developments (WIND) training curriculum for workers and added to the Work improvement in Small Enterprises (WISE) training curriculum on pandemic human influenza preparedness for SMEs. These were further amended in 2011 to focus on migrant workers. In 2011, ILO refocused its project in Indonesia to address business continuity planning beyond an influenza pandemic. A practical training manual for BCP was developed and supported by TOT workshops in Indonesia and Thailand. CFIA-A18 Avian Influenza and the Workplace in Indonesia This project covered five provinces in Indonesia and was a continuation of a previous project (CFIA-A2) with the added focus of BCP to address multi- 3 These materials were also published on ILO Bangkok s website ( en/wcms_099390/index.htm). 4

21 hazard scenarios beyond an influenza pandemic. In the course of the project, ILO pioneered communications on pandemic preparedness and simulations to institutions such as the Ministry of Health, to raise awareness on issues related to manpower, business continuity and preparedness. The tools developed were well recognized by ASEAN member States, which asked to receive the practical training manual for BCP. In addition, based on the existing guidance book on BCP, a training module for developing BCP was drafted and circulated to national partners. A set of manuals on business continuity planning were also finalized. Over the course of the project, many TOT workshops were held to support training on pandemic prevention and preparedness. CFIA-A19 Influenza Prevention, Pandemic Preparedness and Business Continuity at the Workplace Phase 3 This project assisted ILO constituents in the development of influenza prevention and pandemic preparedness mechanisms at the workplace. Throughout the project and its tripartite TOT workshops, ILO built a network of informed employers and workers that could spread information on preparedness and prevention, country-wide in Thailand. Action-oriented materials, including training manuals for the workplace were developed, translated and printed for dissemination nationwide. TOT workshops were held to maintain the knowledge and lessons learned over the course of recent influenza pandemics, with some pilot sessions focused specifically on migrant labor. The WISE methodology together with its training suite on pandemic animal and human influenza was revamped in order to focus on migrant workers and the Work Improvement for Migrant Workers and their Employers (WIMWE), an action manual developed to improve the safety, health and influenza preparedness of migrant workers and their employers, was produced. 2.4 OBJECTIVE 4: COORDINATION OF NATIONAL, REGIONAL AND INTERNATIONAL STAKEHOLDERS Objective 4 aims to ensure that national government ministries work together in a focused way, bringing in civil society and private sector groups, in pursuit of sound strategies for avian influenza control and pandemic preparedness. Twelve projects contributed to the achievement of UNCAPAHI Objective 4, however only one project, led by UNDP was primary (see Table 3.1). UNDP was the lead agency for Objective United Nations Development Programme (UNDP) CFIA-A3 Support to Coordination of Avian and Human Influenza Activities, This project assisted the governments of China, Egypt and Indonesia in AHI pandemic prevention and preparation. In Egypt, a regional UN System Team for Avian and Pandemic Influenza was established and the AHI Integrated National Plan was updated. The project also supported awareness raising and integration of pandemic influenza into national multi hazard crisis preparedness and response planning. Project outcome documents included a booklet on best practices in controlling AI, and two others on HPAI control and the 6th International AHI Conference, a meeting supported by the project. During the 2009 H1N1 outbreak, the project was able to help disseminate information on protective measures and medical assistance, in addition to providing policy and technical support to the National H1N1 Crisis Management Committee under the Prime Minister s Office. With H5N1 endemic in the country, the project supported the creation of a new Animal Health Strategy and Action Plan, and conducted influenza pandemic simulation exercises to support preparedness.

22 In Indonesia, the project established a consolidated UN System strategy and joint programme that supported regular technical and coordination meetings and helped provide a venue for open information exchange. A fiveyear results framework ( ), which incorporated pandemic influenza and other emerging diseases into the UNDAF, was drafted and significant progress was made on developing strategic coordination linkages for overall response and inter-institutional efforts. Several multi-stakeholder events were held on global influenza trends and pandemic preparedness. Progress toward the development of a One Health approach to emerging zoonotic diseases was also made. In China, a joint China-UN Avian and Pandemic Influenza (API) Programme was developed, along with a China UN PPP to strengthen national leadership capacity for prevention and preparedness. The China project established a multi sectoral working group to implement the UN API, create a bilingual UN AI web page, assess epistemological and institutional capacity, and evaluate a joint pandemic exercise. An influenza A (H1N1) flu vaccination campaign was organised, the influenza stockpile was distributed and the UN China pandemic preparedness plan revised. Trainings, seminars and workshops were also held. 2.5 OBJECTIVE 5: COMMUNICATION: PUBLIC INFORMATION AND SUPPORTING BEHAVIOUR CHANGE Objective 5 aims at strategic communication to provide clear and unambiguous risk and outbreak information to the general public and key groups of people with the highest potential for stemming the spread and impact of disease. This includes communicating with the public, households, and communities to mobilise them to adopt appropriate behaviours to reduce risks and mitigate the impact of any outbreaks or pandemic. Twenty-two projects contributed to the achievement of Objective 5. Two projects let by UNICEF and two projects led by UNWTO were primarily focused on this Objective (see Table 2.1) World Tourism Organization (UNWTO) CFIA-A4 Targeted Communications for Travellers, the Travel industry, and Tourist Destinations This project developed a campaign to alert travellers to the Tourism Emergency Response Network (TERN) 5. In 2006, the project established the web portal, designed to address the different needs of the many actors involved in travel and tourism during an emergency response. The site served as a communications platform for sending important messages to the TERN. In 2009, the promotion of the portal was stopped in favor of targeted communications on the actual Influenza A(H1N1) situation. During this emergency, the TERN 5 AAPA (Association of Asia and Pacific Airlines), ABTA (British Travel Association), ACI (Airport Council International), AEA (Association of European Airlines), AHLA American Hotel and Lodging Association, ALTA (Asociación Latinoamericana de Transporte Aéreo), ASTA (American Society of Travel Agents), ATO (Arab Tourism Organization), ATTA (African Travel and Tourism Association), CETO (Association of Tour Operators), CHTA (Caribbean Hotel and Tourism Association), CLIA (Cruise Lines International Association), CTC (Canadian Tourism Commission), CTO (Caribbean Tourism Organization), DRV (German Travel Association), ECTAA (European Travel Agents and Tour Operators Associations), ETC (European Travel Commission), FIA (Federation Internationale de l Automobile), IAAPA (International Association of Amusement Parks and Attractions), IATA (International Air Transport Association), IH&RA (International Hotel and Restaurant Association), ISF (International Shipping Federation), MPI (Meeting Professionals International), NTA (National Tour Association), NTA (National Tourism Alliance Australia), PATA (Pacific Asia Travel Association), SKÅL (International Association of Travel and Tourism Professionals), TOI (Tour Operators Initiative for Sustainable Tourism Development), UFTAA (United Federation of Travel Agents Associations), UNWTO (World Tourism Organization), UST (US Travel), WTAAA (World Travel Agents Associations Alliance), WTTC (World Travel and Tourism Council), WYSETC (World Youth Student and Educational Travel Confederation)

23 allowed for two-way symmetric targeted communication, and effectively addressed the needs and concerns of the sector and its actors. CFIA-A21 Targeted Communications for Travellers, the Travel industry, and Tourist Destinations Phase II This project helped keep the TERN active and robust. Comprised of 34 major network associations from the travel and tourism sector, the TERN was used for a number of major events following the Pandemic (H1N1) 2009, such as the volcano ash cloud incidence, the nuclear accident in Japan, the Arabic Spring, and also for confidence building measures. In addition, the UNWTO finalized and distributed the Toolbox for Crisis Communications in Tourism, which included up-to date techniques for social media management, checklists, tools, templates and important sources of information to be used and customized by crisis. The UNWTO together with the TERN members also developed recommendations on the Use of Georeferences, Date and Time in Travel Advice and Event Information United Nations Children s Fund (UNICEF) CFIA-A20 H1N1 Response Pakistan This project implemented pandemic influenza communication activities and focused on improving the capacity for influenza prevention. To this effect, media launches showcasing communications on influenza where held, training workshops with health beat reporters were undertaken, and key advocacy and networking events with media personalities were arranged. Communities in targeted districts received messages on how to prevent the spread of pandemic influenza and how to protect themselves through improved hygiene. Public awareness activities were integrated with UNICEF s Mother and Child Week Campaign conducted through the Lady Health Worker programme and through the mobile teams of the mother, new born and child healthcare programme, especially in flood (2009) affected areas. Health Workers, religious leaders, teachers, and other community workers in target districts were trained on H1N1 prevention and control. CFIA-A22 UNICEF effective use of the UK contribution of GBP 23 million to support the urgent needs identified and prioritized in the WHO/UNSIC report Urgent Support for Developing Countries Responses to the H1N1 Influenza Pandemic, October 2009 This project employed a wide range of methods to help least resourced communities adopt risk reduction behaviours, develop risk reduction strategies and engage community-level partners. The creation and dissemination of support and teaching materials was a large element of the project, which supported country offices in undertaking multi-sectoral interventions on the areas of health, education and WASH, to work beyond pandemic risks. Across-the-board interventions promoted the adoption of healthy behaviors that were helpful in creating and sustaining prevention and response capacities against emerging and re-emerging diseases. Activities reached countries across Africa and Asia as well as UNICEF headquarters. Focus countries in Africa included Angola, Botswana, Central African Republic, Chad, Cote d Ivoire, DRC, Malawi, Mali, Mozambique, North Sudan, Sierra Leone, Swaziland, Tanzania, and Uganda. In Asia, work centred on Bangladesh, Lao PDR and Nepal. At headquarters, UNICEF provided continuous technical and strategic guidance to four regional offices and 20 country offices to improve their disease-related communications systems and better able them to develop, deliver and evaluate the effectiveness of health intervention messages. As a result of this project, 16 country offices and 2 regional offices were able to develop and implement integrated 6 See:

24 communication strategies and plans to prepare and respond to emerging infectious diseases. Ten country offices undertook community activities and promoted participation mechanisms for children, families and community leaders. Thirteen countries developed a wide range of materials and audio and video resources to promote key and protective practices among vulnerable and most at-risk populations, while 42 country offices were able to implement capacity building activities to better prepare and response to epidemic outbreaks. 2.6 OBJECTIVE 6: CONTINUITY UNDER PANDEMIC CONDITIONS Objective 6 aims to ensure the continuity of essential social, economic and governance services, and effective implementation of humanitarian relief, under pandemic conditions. Of the thirty-seven projects contributing to Objective 6, twenty-four projects led by ICAO, IOM, OCHA, UNHCR and UNWTO were primarily focused on this Objective. OCHA was the lead agency for Objective International Civil Aviation Organization (ICAO) ICAO Cooperative Arrangement for the Prevention of Spread of Communicable Disease by Air Transport (CAPSCA) projects aimed to prevent the spread of communicable disease by air transport mainly through the development of aviation preparedness plans, the establishment of regional teams of experts, improved global coordination and on-the-job training for civil aviation personnel and health officials concerning the implementation of aviation preparedness plans. Central achievements of CAPSCA across all four of its project regions (Asia-Pacific, Middle East, Americas and Africa-Europe) were the development of ICAO Standards and Recommended Practices (SARPs) and associated guidance material, the development of a process for auditing states on the implementation of the SARPs, the development of public health/aviation networks at all levels, and the general acceptance that public health emergency preparedness in the aviation sector is worthy of attention. CAPSCA increased awareness amongst public health and aviation officers for cross-sectoral collaboration, and as a result, flight safety was improved and the adverse effects of public health emergencies dampened. A number of seminars, workshops and meetings were organized in each region and brought together many different stakeholders to help develop harmonized standards and guidelines, and in this process, networks were established. The networks proved invaluable during two major public health emergencies: the Influenza A(H1N1) pandemic; and the Fukushima nuclear power plant accident. With respect to institutional changes, ICAO included public health emergency planning as a topic to be addressed in both aerodrome and air traffic management emergency planning documents. Several other ICAO Annexes (and associated Procedures) to the Convention on International Civil Aviation were amended, which will lead to long term adjustments to preparedness planning in the aviation sector. A process for auditing states on the implementation of the SARPs was developed and will form part of the ICAO Universal Safety Oversight Audit Process.

25 Below are the outputs specific to each project region. CFIA-A5 Cooperative Arrangement for the Prevention of Spread of Communicable Disease by Air Transport in the Asia Pacific Region By the conclusion of 2012, nineteen States/Administrations had joined the CAPSCA Asia Pacific project: Afghanistan, China (People s Republic of, Hong Kong SAR, and Macao SAR), India, Indonesia, Malaysia, Mongolia, Myanmar, Nepal, Papua New Guinea, New Zealand, Philippines, Singapore, Solomon Islands, Sri Lanka, Thailand, Tonga, and Viet Nam. Throughout the duration of the project, a total of eleven airports in nine states and administrations received assistance visits. CFIA-A11 Cooperative Arrangement for the Prevention of Spread of Communicable Disease by Air Transport in Africa By the end of 2012, twenty-two states had joined the project: Angola, Benin, Cape Verde, Central African Republic, Côte d Ivoire, Democratic Republic of Congo, Gabon, the Gambia, Kenya, Lesotho, Mali, Mauritania, Mozambique, Niger, Nigeria, Senegal, South Africa, Togo, Uganda, United Republic of Tanzania, Zambia and Zimbabwe. The main beneficiaries were the ten international airports and their states and administrations that have received assistance visits. The project also held regional meetings and training seminars for the region. Part of the grant for CAPSCA-Africa was utilized to commence a CAPSCA Europe project, to which six states joined. The Europe region hosted two regional meetings. CFIA-A14 Cooperative Arrangement for the Prevention of Spread of Communicable Disease by Air Transport in the Americas As of 2012, thirty-two states, 90 per cent of those in the region, had joined the project: Argentina, Bahamas, Barbados, Belize, Bolivia, Brazil, Canada, Chile, Colombia, Costa Rica, Cuba, Curaçao, Dominican Republic, Ecuador, El Salvador, Grenada, Guatemala, Guyana, Haiti, Honduras, Jamaica, Mexico, Nicaragua, Panama, Paraguay, Peru, Suriname, Trinidad and Tobago, Turks and Caicos Islands, United States, Uruguay and Venezuela. Twenty eight airports received Assistance Visits, including 10 during The region hosted the third CAPSCA global coordination meeting, during which thirty conclusions were agreed. 7 CFIA-A17 Cooperative Arrangement for the Prevention of Spread of Communicable Disease by Air Transport in the Middle East Nine member States joined the project: Bahrain, Egypt, Islamic Republic of Iran, Jordan, Lebanon, Oman, Qatar, Saudi Arabia and Sudan - all joined in Two regional meetings were held and Assistance Visits to three States and their international airports were performed United Nations Office for the Coordination of Humanitarian Affairs (OCHA) CFIA B1 The Pandemic Influenza Contingency Team and its extension CFIA-B6 The Pandemic Influenza Contingency Team Work Programme In this project, OCHA worked in collaboration with governments and Resident Coordinators (RCs) in more than 30 least developed countries to undertake pandemic planning actions at the national level, with an emphasis on the Whole-of-Society Approach and the inclusion of non-health and agriculture sectors. The project supported the Pandemic Influenza Contingency (PIC) team and enabled it to advocate and support pandemic preparedness activities at the government and civil society levels. Outcomes from the PIC have included integration of pandemic plans into over 30 national disaster plans, finalization of UNCT simulation packages, simulation events, and the creation of regional coordination platforms. 7

26 PIC also chaired an international taskforce that prepared Guidelines on Whole of Society Readiness, which became a main input into the revised WHO Global Pandemic Preparedness Plan. The project boosted pandemic readiness, including for military operations, through an array of simulations, table top exercises, and workshops convened in a number of countries throughout OCHA s regional hubs. CFIA A8 Pandemic Influenza Contingency West Africa Regional Platform Through this project, OCHA Pandemic Influenza Contingency (PIC) team supported UNCTs in Benin, Burkina Faso, Cape Verde, the Gambia, Guinea, Guinea-Bissau, Liberia, Mali, Niger, Nigeria, Senegal, and Togo. The UNCTs used PIC tools to improve national readiness in ten countries in West Africa, and simulation exercises were used to test AHI plans in Senegal and Gambia. PIC also undertook missions to support preparedness in Mali and for an ECOWAS simulation exercise. PIC West Africa organized four AHI regional platform meetings to promote coordination among some 15 organizations working on AHI preparedness. The project advocated improved preparedness through participation in regional workshops and through lobbying and outreach to regional organizations and actors. CFIA B10 The Pandemic Influenza Contingency Work Programme for Southern Africa Through this project a total of 13 Southern African countries (Angola, Botswana, Lesotho, Madagascar, Malawi, Mauritius, Mozambique, Namibia, Swaziland, Seychelles, South Africa, Zambia and Zimbabwe) adopted the PIC Planning Framework for Pandemic Contingency Planning. Fourteen countries updated data on their state of readiness on the PIC tracker. Due to the threat of the pandemic in 2009, PIC Southern Africa was able to hasten the process of preparedness plan revision. To support plan revisions at the UNCT and national government levels, PIC Southern Africa developed a matrix for assessing country pandemic readiness and provided the necessary technical support to revise plans, including BCP development in Angola, Botswana, Comoros, Lesotho, Malawi, Madagascar, Mozambique, Mauritius, Namibia, the Seychelles, South Africa, Swaziland, Zambia and Zimbabwe. In addition, the project saw that antiviral medicines were stockpiled and that BCPs were developed. CFIA-A16 Pandemic Preparedness Small Project Funding Facility for UN Resident Coordinators This was an extension of project CFIA-B11, and aimed to support small, high-value initiatives led by the UN Resident Coordinators to support interventions in countries that lacked adequate resources and capacities with a focus beyond human and animal health and on multi-sector pandemic preparedness. Project funds enabled 25 countries 8 to enhance their Whole-of-Society pandemic preparedness. Outputs, many of which were achieved through an array of contingency and business continuity planning for critical sectors, simulation exercises, standards operating procedures and action plans, training sessions and workshops, risk communications campaigns, and outreach initiatives, have significantly strengthened in-country capacity for anticipating and responding to multiple hazards, especially through improved coordination and collaboration among critical sectors and relevant actors. Some specific country highlights are provided below. Projects in Latin America and the Caribbean region: In Bolivia, workshops supported the development of a contingency plan to manage and respond to food insecurity in a pandemic situation. For Honduras, the National Influenza Anti-pandemic Committee was reactivated and International Health Regulations (IHR) reviewed and continuity of operations plans for two border points were formulated. In Nicaragua, the project boosted the 8 Benin, Bhutan, Bolivia, Côte d'ivoire, the Gambia, Ghana, Guinea Bissau, Honduras, Indonesia, Jamaica, Lao PDR, Lebanon, Lesotho, Madagascar, Mozambique, Myanmar, Nepal, Nicaragua, Niger, Senegal, Sri Lanka, Sudan, Uganda, Vietnam and Yemen.

27 capacity of the Departmental Committee on Prevention, Mitigation and Relief (CODEPRED) to support the Ministry of Health during pandemic influenza and emergencies. In Jamaica, the project aimed to integrate the different information channels including government agencies, private sector, civil society and community to prevent the spread of the Influenza A(H1N1) virus. This was enabled through the successful implementation of public education campaigns and communication materials, as well as two Business Continuity Planning (BCP) sensitization workshops, a BCP training and the distribution of BCP guidelines. All the projects in West Africa supported the development and improvement of national pandemic and contingency preparedness plans. In Madagascar, Mozambique, Lesotho and Uganda, projects reinforced the development of multi-sectoral, Whole-of-Society, pandemic preparedness and response and national contingency plans. In Madagascar and Lesotho, BCPs were also developed. In Uganda, working group meetings were convened for the various sectors to develop sector BCPs, and in Ghana, a national awareness and sensitization campaign was launched on pandemic influenza A (H1N1). Projects in South East Asia: In Myanmar, a coordinating body for preparedness was established and pandemic preparedness planning successfully integrated into the national disaster management plan. A BCP model was established and implemented across eight ministries. For Viet Nam, pandemic preparedness beyond the health and agriculture sectors was assessed and guidelines to develop emerging infectious disease BCP were drafted. In Indonesia, the project helped assess pandemic influenza preparedness and development of a national multisectoral pandemic preparedness and response initiative. A national zoonosis committee was established and a national zoonotic strategic plan developed, and an inter-ministerial workshop was organized to galvanize efforts of critical sectors. This enhanced inter-institutional linkages and coordinated efforts. In both Bhutan and Sri Lanka, National Influenza Pandemic Preparedness Plans were updated and BCP developed for multi-hazard disasters. Projects in the Middle East region: In Yemen, national contingency and sectoral pandemic plans were revised and technical staff from 22 governorates was trained on BCP. A communication campaign within the internally displaced peoples (IDPs) community was organized to increase awareness of preventive measures and basic concepts on responding to a pandemic influenza outbreak. In Lebanon, the project implemented by UNRWA enabled the development of a preparedness plan, the training of health, educational and social workers and also supported the organization of awareness-raising campaigns in the refugee community and amongst school children to mitigate the initial panic of influenza A (H1N1) and to encourage preventive measures to contain any outbreak. Hygiene materials were also provided throughout Lebanon. In Sudan, the project focused on revising and testing the National Pandemic Preparedness and Response Plan with the involvement of all concerned sectors. A simulation exercise of all stakeholders was organized to test the effectiveness of operational response arrangements and to examine the liaison and interdependencies between the key operational stakeholders and partners. CFIA-B11 Pandemic Preparedness Small Project Funding Facility for UN Resident Coordinators This project was a funding facility used to support small high-value pandemic preparedness projects, beyond the human and animal health focus, in priority countries currently lacking adequate capacity and resources. Its focus countries were Lao PDR, Mozambique, Nigeria and Zambia. In Lao PDR, five government ministries adopted operational BCPs and five other adopted general BCPs. A tool kit on how to carry out multi-sectoral pandemic

28 simulations was created. Also in Lao PDR, a publication titled, Progress on avian influenza and Pandemic Management in Lao PDR from , documented the country s history with pandemics and a BCP Workshop was organized where each Ministry presented their progress on pandemic readiness. In Mozambique, the project had a positive regional impact, and many of the resulting achievements were shared with other countries as examples of best practices. Strong advocacy through the project led to the participation of all key ministries, private sectors and NGOs in a table top exercise that resulted in the establishment of a revision committee to bring the current preparedness plan in line with the Whole-of-Society approach. Communication materials were produced and a national workshop for Rapid Response Teams (RRT) was held. In Nigeria, a National Pandemic Influenza Preparedness and Response Plan was drafted and approved by the Ministry of Health. The funds provided under this project were also utilized to support critical elements of initial activities of emergency preparedness and response, as well as, a disaster risk reduction programme in Nigeria, which included the development of a National Action Plan for emergency preparedness and response, a validation workshop for the capacity assessment of emergency preparedness response and disaster risk reduction, and the organization of a national advocacy and sensitization workshop. CFIA-B14 Pandemic Influenza Coordination Team Work Programme This project provided substantive support to UNCTs and national governments in the strengthening preparedness for a pandemic through the development of multi-sector whole of society plans. PIC provided technical support to UNCTs in Lao PDR, Mozambique, Zambia, Nigeria, Indonesia, Nepal, Vietnam, Bolivia, Jamaica, Lebanon, Madagascar, Ghana, Guinea Bissau, Bhutan, Myanmar, Sri Lanka, Uganda, Nicaragua, Benin, Cote d Ivoire, Senegal, the Gambia, Yemen, Lesotho, Honduras, and Niger. Support helped these countries update their contingency plans and integrate pandemic preparedness into existing UNCT and governmental disaster management structures. PIC also facilitated 33 simulation exercises to test emergency response plans and ensured that 18 country Inter-Agency Standing Committees contingency plans included humanitarian impacts of a pandemic. Through the project, 31 country teams incorporated pandemic preparedness into multi-hazard business continuity planning. In addition, a web-based system (on-line readiness tracker) to measure preparedness was developed and in 2010 alone, PIC made more than 58 updates International Organization for Migration (IOM) CFIA A6 Avian and Human Influenza Pandemic Preparedness for Vietnamese migrants and Lao host communities in Lao People s Democratic Republic This project supported the Government of Lao PDR to enhance its avian and human influenza pandemic preparedness by including (mainly Laotian and Vietnamese) migrants and host communities. The project saw the completion of a post Knowledge, Attitude, Practices, and Beliefs (KAPB) intervention survey, workshop exercises, and promotional material development. Some 348 migrants participated in the survey. As a result of the project, migrants were included in the Human Influenza Coordination Office (NAHICO) National Plan. IEC materials were distributed and the project also held a number of workshops, village-based trainings and health official focused trainings. It reported that 39 outreach activities were attended by 217 Laotian and 14 Vietnamese migrants; 31 group activities were attended by 3,504 Laotian and 61 Vietnamese migrants; and 62 community mobilization activities were held for 3,502 migrants.

29 CFIA A9 Social mobilization of migrant poultry workers, traders and transporters in Nigeria This project targeted migrant poultry workers, traders and transporters in Nigeria, and conducted a KAPB intervention survey to understand the needs of the target demographic. Based on the results, it produced and distributed 18,650 IEC migrant friendly materials in Arabic, English, Ibo and Yoruba. Four orientation workshops reached some 346 participants and a total of 5,892 Nigerian poultry workers, traders and transporters participated in social mobilization campaigns. CFIA B4 Pandemic Preparedness for Migrants and Host Communities I This project conducted AHI pandemic preparedness social mobilization activities for migrant populations, civil society and border control agencies in Cambodia, Egypt and Viet Nam. In Egypt, a KAPB study was completed, and in Viet Nam and Cambodia, situational analysis on AHI preparedness were undertaken. The project conducted pandemic preparedness activities such as workshops, trainings and roundtables to inform Governments, train health workers and to outreach to migrant communities. Project activities were reinforced by the production and distribution of IEC materials in English and Arabic and through social mobilization activities. At the conclusion of the project, IOM organized an inter-agency meeting attended by 26 participants from Bangladesh, Cambodia, Indonesia, Lao PDR, Viet Nam, Thailand, Egypt, Kenya, Nigeria, Senegal, Ethiopia and Costa Rica. CFIA B9 Pandemic Preparedness for migrants and host communities II This project represented phase II of CFIA B4 and focused on including the needs of migrants in disaster preparedness and pandemic contingency plans. Migrant-friendly IEC materials were produced and disseminated through social mobilization campaigns in all project locations. IOM also created a toolbox 9 and three manuals: one manual on counselling and communication skills, a manual on health promotion and pandemic preparedness, and a third on multi-sectoral pandemic preparedness planning and response for migrants and host communities. Field trips and coordination meetings were held in border areas, and trainings and workshops were provided in Egypt, Senegal, Cambodia, Lao PDR, Viet Nam, and Jordan on various aspects of preparedness and prevention including communications, health promotion, home-based care and to discuss the KAPB study and situational study outcomes. CFIA A15 Pandemic Preparedness among Migrant Populations in Latin America The project advocated for the inclusion of migrants needs in disaster preparedness and pandemic contingency plans in its target countries of Costa Rica, Nicaragua and Panama. It was able to facilitate cross-country collaboration and planning, particularly with respect to border crossings. Epidemiological surveillance, provision of health services, and the promotion of health care among migrants were strengthened between Costa Rica and Nicaragua. As a result of project activities, the UN contingency plan for Costa Rica included the needs of migrant and mobile populations, and the Costa Rica Ministry of Health temporarily provided free-of-charge health services to its indigenous population. National meetings were organized in Nicaragua and Panama and a regional meeting was held in Costa Rica. Social mobilization activities for and about migrant and host communities were conducted through, inter alia, workshops, trainings, and IEC material distribution. In Panama, one virtual room was established to share epidemiological information between Costa Rica and Panama about H1N1 cases, and 100 mobile emergency teams were created by the health authorities to provide health care along migratory routes. CFIA B12 Humanitarian Pandemic Preparedness and Response: Capacity Building for Migrants and Host Communities Project activities were implemented in Ethiopia, Indonesia, Lao PDR, and Thailand. IOM 9

30 Geneva also provided technical support to Nigeria and government officials from West Africa. Across all countries, a range of mitigation, sensitization and social mobilization activities were undertaken, including the distribution of IEC materials, and the organization and participation in workshops and seminars. The project strengthened existing national pandemic and disaster management plans and advocated for implementation of those at the district level and the inclusion of migrants needs. In Indonesia, national guidelines were amended to include the needs of migrants as a result of the project. CFIA-B13 Humanitarian Pandemic Preparedness, Mitigation and Response: Capacity Building for Migrants and Host Communities This project focused on the continuity of essential social, economic and governance services for migrant populations in Cambodia, Egypt and Lao PDR. In Lao PDR, IOM conducted Training-of-Trainers (TOT), which resulted in six village trainings. In Cambodia, 415 individuals were trained on community-based pandemic preparedness and mitigation, and the IOM Multi-sector Pandemic Preparedness Planning and Response manual was finalized. In Egypt, trainings were also offered, and the text, Introduction to Basic Counselling and Communication Skills: IOM Training Manual for Migrant Community Leaders and Community Workers was provided in Arabic. The IOM also produced a training package targeting IOM beneficiaries for resettlement programmes and developed a new module for pandemic preparedness and health promotion. In all countries, IEC materials were distributed through a mixture of outreach campaigns, workshops and trainings. CFIA-B17 Migrant Community Information for Behaviour Change to Reduce the Spread of Influenza like Illnesses This project was implemented through trainings, workshops, outreach campaigns and the dissemination of IEC materials in the countries of Costa Rica, Nicaragua, and Ukraine. TOT workshops resulted in subsequent trainings and campaigns that reached thousands of migrants and on-farm workers The Office of the United Nations High Commissioner for Refugees (UNHCR) CFIA B5 Avian and Human Influenza Preparedness and Response in Refugee Settings This project advocated for refugees and other persons of concern to be fully integrated into host government national pandemic contingency plans, and with the support of UNCTs, this was formalized in Egypt, Democratic Republic of Congo, Burundi, and Rwanda. Contingency planning was initiated in all camps in Bangladesh, Burundi, Djibouti, Ethiopia, Kenya, Malawi, Mozambique, Namibia, Nepal, Rwanda, Tanzania, Thailand and Uganda. Overall, project activities were implemented in 27 different countries hosting 69 refugee camps. Systems for surveillance were developed in all the refugee camps, and the UNHCR Health Information System (HIS) was established in 95 per cent of all refugee camps globally. Existing reporting systems, coordination and surveillance mechanisms were reviewed and outbreak response task forces put in place in 45 camps. Ninety per cent of refugees were informed and encouraged to adopt healthy behaviours. Projects were supported by a range of outreach materials and trainings, and the public awareness documents were translated for refugees in 14 countries with a total of 37 camps. Stockpiles of drugs, medical and personal protective equipment are in place in about 95 per cent of the refugee camps. Drug management systems were established at the country level. In 2009, a 26-bed isolation facility was built in Dagahaley, Dadaab camp hospital in Kenya. Water and sanitation projects were completed in 14 different

31 countries and the distribution and the storage of medical supplies and protective equipment was finalized at health posts in 42 camps. Finally, in Nepal, during the 2009 outbreak of Highly Pathogenic Avian Influenza (HPAI), UNHCR participated in the Avian Influenza Task Force. CFIA B8 Avian and Human Influenza Preparedness and Response in Refugee Setting As a result of this project, by the end of 2009, about 40 per cent of participating countries included refugees in their NCPs (up from 5 per cent). UNHCR also expanded its programme to include urban refugees where it had operations. The project developed operational response plans and new IEC materials relevant to target communities and countries. The procurement of vaccines for refugees globally was also coordinated. Targeted trainings and IEC materials were offered to North and South Kivu, MENA, Central Africa, Eastern and Horn of Africa, Chad, Yemen, Nepal, Bangladesh, and Thailand, as well as to all UNHCR country operations staff. The project also developed an Epidemic Preparedness and Response (EPR) strategic guidance document. CFIA B15 Avian and Human Influenza Preparedness and Response in Refugee Settings This project was a continuation of CFIA-B8. Under the project, almost all recipient countries updated AHI interagency contingency plans. In East Africa and the Horn of Africa, refugees were included in most national programming. The project improved surveillance, hygiene and education, which aided communities in the detection, prevention and mitigation of epidemics. All refugee camps in Asian project countries had a functioning surveillance system and reviews of detection mechanisms in camps were undertaken in the RoC and the DRC, among others. These measures were reinforced with TOT workshops and targeted trainings. Epidemic preparedness and contingency plans and communications were expanded, where applicable, to include cholera and polio. UNHCR worked to stockpile drugs and medical equipment in preparation for pandemic and other emergencies. The project upgraded basic human services such that all recipient countries in Asia, Africa and MENA regions created and updated pandemic service delivery plans. In the area of water supply and sanitation, wells, pumps and latrines were upgraded in Bangladesh, Djibouti, DRC, Myanmar and Rwanda. Isolation facilities were put under construction in Ghana, Kenya, Mozambique and East Sudan. Communications remained a keystone to pandemic risk reduction in refugee communities and WASH activities, hygiene promotion and influenza awareness raising activities through EICs and trainings were undertaken across target countries and communities. CFIA-B18 Humanitarian Response to Pandemic Influenza in Refugee Settings in the Middle East and North Africa Region This project successfully included refugees in the contingency plans of Algeria, Egypt, Jordan and Syria, and established specific contingency plans for refugee camps in Algeria and Yemen. Wide community-based awareness campaigns were launched in Algeria and Yemen and continued in Egypt, Jordan and Syria. EIC materials were produced in seven languages. Coordination with the Syrian Government was strengthened and trainings and workshops offered in Algeria and Yemen. Supplies in Algeria and Yemen were monitored, and following reviews of the existing water and sanitation facilities in these countries, projects were implemented to help assure business continuity during a pandemic. Monthly public health coordination meetings were also held in all countries World Tourism Organization (UNWTO) CFIA A10 Development and Conducting of Regional and National Simulation Exercises to Rehearse and Assess Preparedness Plans and Uncover Shortcomings This project built capacity and assessed preparedness and planning at the regional and national levels, particularly in the tourism sector. Progress was made in all the

32 four target regions of this project, Asia, Europe, Africa and Central America mainly through: a simulation exercise targeting Asia in general, and South East Asia in particular, where AHI has been most widespread; an initial ad hoc review exercise for 25 UNWTO member States from every region around the world to discuss reactions to the 2009 H1N1 pandemic; an international review and preparation exercise for the European, African and Middle Eastern region; an international review and preparation exercise for the Americas; a regional UNWTO Review and Preparation Exercise on Travel and Tourism under Challenging Circumstances targeting the Asia and the Pacific region; joint work with UNDP in Mexico to support recovery and share lessons learned; with the participation of PAHO and OCHA, a regional workshop in Brazil on the 2009 pandemic (H1N1); and a workshop on Travel, Tourism and the Pandemic, called Lessons Learnt for Building a Safer World convened in Madrid. As learned during the Pandemic (H1N1) 2009, social media played a crucial role, and in response, UNWTO organized a workshop on social media and a meeting on the integration of tourism into emergency management structures and procedures for the Asia and Pacific region Office of UN System Influenza Coordination (UNSIC) CFIA B UNSIC Towards a Safer World: Realising Resilience The Towards a Safer World (TASW) initiative was launched after the last ISDR Global Platform in The first phase of the initiative was to review the impact of Whole-of Society pandemic preparedness efforts since Eleven parameters were used in the analysis and key achievements and lessons were identified. The second phase was an examination of the recommendations at a meeting in Rome (September 2011) by over 200 pandemic preparedness practitioners from a variety of sectors, organizations and countries over five continents. They resolved to create a network of practitioners committed to refining their practices, sharing experiences, communicating them widely, mainstreaming them within their institutions, and reaching out to engage others. The third phase was the creation of the TASW network. It was initially set up and managed from within the World Food Programme. Since mid-2012, the network has been managed by the UN System Influenza Coordinator's office (UNSIC) in Geneva. The network encourages exchanges of experiences, tools and practices among members through (a) the TASW website, (b) the periodic TASW newsletter, (c) a regularly updated roster of expert practitioners, (d) participation in regional and global preparedness forums and (e) continuous cooperation with development partners.

33 2.7 OBJECTIVE 7: HUMANITARIAN COMMON SERVICES SUPPORT Objective 7 aims to ensure that in the event that national capacity is overwhelmed by pandemic conditions agreed emergency operating procedures are invoked and benefit from information technology and logistics capacity set up and made operational beforehand. Six projects, all led by the World Food Programme, contributed to and were primarily focused on the achievement of Objective World Food Programme (WFP) CFIA A1 Development of a logistics concept of operations for humanitarian activities in a pandemic environment / Logistics Network Analysis for Southern Africa and Asia This project produced two Pandemic Logistics Corridor Capacity Assessments (PLCCAs) for South East Asia and three for Africa, which during the 2009 election crisis in Kenya, proved highly useful. In addition, logistics network analysis was done in over 15 priority countries and recommendations were made to strengthen operational resilience. The project also drafted a logistics Concept of Operations for the United Nations System in a Pandemic (CONOPS); conducted a seven day Pandemic Logistics Learning Exercise (P2LX); finalized an online simulation tool to test pandemic plans; and completed pandemic preparedness plans in ten countries. The project developed and finalized a matrix that identified risks and solutions for continuity of critical services, and subsequently drafted hazard matrices for 15 of the most vulnerable countries in preparation for contingency planning exercises. Multi-stakeholder awareness raising, support to capacity building and hazard and risk analysis training in the area of logistics and supply chain management was undertaken with partners, including the military planners from over 20 countries. An Operational Action Plan (OAP) template was developed and draft OAPs for 55 countries were completed. WFP also launched a Pandemic Influenza Health and Safety intranet web site in CFIA A12 Supporting the Humanitarian Common Services through Provision of Data Management and Mapping Tools This project developed an online user-friendly mapping tool for the provision of humanitarian services during a pandemic. Following the onset of the 2009 H1N1 pandemic, the tool prototype was used to populate data and run scenarios for WFP and partners. The tool led to more comprehensive regional and country planning using layered data that populated food stocks, WFP offices and airports. It also provided the basis for a mapping tool (phase I), meant to provide a logistical network of information and facilitate the analysis of food assistance. CFIA B3 and CFIA B7 Avian and Human Influenza Preparedness and Planning Through this project, WFP conducted a seven-day field-based simulation exercise in Malaysia and a Humanitarian Pandemic Operations Consultation with participation from 10 organizations, each of which culminated in the development of guidance and recommendations. A draft of the Pandemic Logistics Learning Exercise report was finalized as were drafts of Operational Contingency Plans for Indonesia, Cambodia, Egypt, Uganda, Kenya, Mali, Nigeria, Ethiopia and Bangladesh. H2P outputs were incorporated in livelihood and food security components. WFP increased the number of trained critical staff who would be ready to be deployed in high-risk situations, including quarantined operations. Findings, including best practices and lessons learned from various initiatives such as

34 simulation exercises were conducted in Zambia to test guidance from both November 2008 P2LX and the June 2009 Humanitarian Pandemic Operations Consultation. In 2009, Phase I of an initiative to strengthen the capacity for local food production and fortification in vulnerable countries was completed. WFP field experts established a collaboration mechanism with UNHCR to refine the food distribution strategy in priority programmes. In 2010, this Operational Action Plan (OAP) portfolio was further developed, which together with the existing UNCT plan, sought to harmonize influenza response at the country-level between all actors. The area of civil-military cooperation was developed and expertise was shared in logistical planning. WFP also refined its hazard and risk analysis tool to encompass multi-sector communication and coordination for the continuity of humanitarian operations. CFIA-B16 Pandemic Operational Action Planning As a result of this project, over ninety per cent of WFP field offices (a total of 78) produced Operational Action Plans (OAP), which enhanced WFP s readiness to mitigate the risks posed by a severe pandemic. The initiative also oversaw three Pandemic Readiness and Response Exercises (P2RX) 10 exercises: the first took place in Mombasa, a second simulation exercise took place in Dakar, Senegal, and a third was undertaken for the Southern African Development Community (SADC). The exercises strengthened the dialogue between WFP and national authorities including civilian and military emergency response planners. The project also saw the update of Pandemic Logistics Corridor Capacity Assessments (PLCCAs) and implementation of recommendations in support of a Whole-of-Society. By the project s conclusion, WFP finalized the research and development phase of its Containerized Food Production Unit initiative, which prepositioned Units in vulnerable countries in anticipation of border closures, fragmented markets, and restricted movement of food and other humanitarian supplies. In addition, Phase II of the GIS information and mapping tool was developed and the tool integrated into other WFP GIS initiatives. CFIA-B19 Pandemic Preparedness - Phase III Through this project, the WFP validated the pandemic components of a new Emergency Preparedness and Response Package (EPRP) for Country Offices. The tools were used to carry out a comprehensive risk assessment as the foundation for building up minimum levels of emergency preparedness. The WFP was also able to lead in the development of the Towards a Safer World initiative (TASW), through which achievements and lessons of pandemic preparedness over five years were presented at a WFP-hosted conference, following which a book was published. 11 The project was also able to extend engagement with USAID, military actors and others on humanitarian logistics and supply chain planning; integrate the methodology for Pandemic Logistics Corridor Capacity Assessments into a broader Logistics Capacity Assessment framework; and monitor infectious disease outbreaks globally. In addition, priority countries for the deployment of Emergency Management Kits (EMK) were finalized, and the strategy and roll-out of equipment for expanded IT disaster response capacity was completed. 10 Pandemic Readiness and Response Exercises (P2RX) are meant to simulate the onset and escalation of an international public health emergency and to strengthen the coordination of logistics networks in response to a large-scale disaster. 11 See

35 3 Financial Performance As of 31 December 2012, the CFIA cumulatively received deposits of US$45.96 million, and transferred US$45.48 million to Participating Organizations. Participating Organizations cumulative expenditures were US$44.67 million, which represents 98.2 per cent of the funds transferred. The balance of funds with the MPTF Office as of 31 December 2012 was US$101,537, and the balance of funds with Participating Organizations was US$806, Sources, Uses, and Balance of CFIA Funds Table 3.1 provides an overview of the overall sources, uses and balance of the CFIA as of 31 December By the end of 2012, total contributions of US$45.96 million have been received from contributors; US$45.48 million was transferred to the Participating Organizations. Additionally, US$146,407 has been earned in interest, bringing the cumulative amount of programmable resources to US$46.10 million. Table 3.1: Financial Overview for the period ending 31 December 2012 (in US Dollars) Sources of Funds Annual 2011 Annual 2012 Cumulative Gross Contributions 4,125,512 1,748,785 45,957,206 Fund Earned Interest and Investment Income 7, ,710 Interest Income received from Participating Organizations 11,399 36,437 60,697 Refunds by Administrative Agent to Contributors Fund balance transferred to another MPTF Use of Funds Total: Sources of Funds 4,144,469 1,785,797 46,103,613 Transfer to Participating Organizations 4,100,512 1,868,785 45,483,156 Refunds received from Participating Organizations - -10,481-10,481 Net Funded Amount to Participating Organizations 4,100,512 1,858,304 45,472,675 Administrative Agent Fees ,893 Direct Costs: (Steering Committee, Secretariat...etc.) 69, ,434 Bank Charges Total: Uses of Funds 4,170,411 1,857,912 46,002,075 Change in Fund cash balance with Administrative Agent -25,942-72, ,537 Opening Fund balance (1 January) 199, ,652 - Closing Fund balance (31 December) 173, , ,537 Net Funded Amount to Participating Organizations 4,100,512 1,858,304 45,472,675 Participating Organizations` Expenditure 11,925,444 3,833,443 44,666,489 Balance of Funds with Participating Organizations -7,824,932-1,975, ,186

36 Apart from contributions, the CFIA also receives funds from interest income earned on the balance of funds. Fund earned interest comprises two sources of interest income: (1) interest earned on the balance of funds held by the Administrative Agent; and (2) interest earned on the balance of funds held by Participating Organizations where the Financial Regulations and Rules of the Participating Organization permit remittance of interest. By the end of 2012, the Fund earned interest amounted to US$85,710, indicating the relatively short period CFIA funds held by the Administrative Agent CFIA Account before they are transferred to Participating Organizations. An interest income received from Participating Organizations amounted to US$60,697. The Administrative Agent fee is charged at the standard rate of 1 per cent of contributions received. The MPTF Office one-time Administrative Agent fee of US$459,893 was charged for the entire duration of the CFIA. 3.2 Partner Contributions Table 3.2 displays the breakdown of the received contributions. The CFIA is currently being financed by five contributors that have signed an LOA or SAA, namely the Governments of Norway and Spain, the Agencia Española de Cooperación Internacional para el Desarrollo (AECID), the Department for International Development (DFID) and the United States Agency for International Development (USAID). The total gross deposits in 2012 were US$1.75 million. The USAID contribution of US$30 million was made available in four tranches through a Letter of Credit, namely 1 st tranche of US$11.25 million, 2 nd tranche of US$9.75 million, 3 rd tranche of US$6 million, and the 4 th tranche of US$3 million. As of 31 December 2012, a total of US$29.97 million was drawn down and transferred to Participating Organizations. Table 3.2: Contributions (in US Dollars) Contributors Prior Years as of 31-Dec-2011 Current Year Jan-Dec-2012 Total AG. ESPANOLA DE COOPERACION INT. 580, ,280 DEPARTMENT FOR INT'L DEVELOPMENT (DFID) 9,818,560-9,818,560 NORWAY, Government of 5,032,462-5,032,462 SPAIN, Government of 558, ,040 USAID 28,219,079 1,748,785 29,967,864 Grand Total 44,208,421 1,748,785 45,957,206 Irrespective of whether contributions are earmarked or not, all projects submitted by Participating Organizations to the CFIA MC undergo the same review and approval procedure. Thus, a project using resources earmarked by a contributor to a specific UNCAPAHI Objective or Participating Organization requires review from the CFIA MC members and their approval. This ensures that all CFIA projects are reviewed and approved in accordance with UNCAPAHI and CFIA TOR.

37 Figure 3.2: Deposits by Contributor, cumulative as of 31 December 2012 (in percentages) As shown in Figure 3.2, the three bigest contributors to the CFIA have been USAID (62 per cent), DFID (21 per cent) and Norway (11 per cent). 3.3 Transfer of Funds to Participating Organizations In 2012, the CFIA has transferred funds to three UN Agencies for approved projects for a total of US$4.1 million, as shown in Table 3.1. Tables and below provide an overview of the fund transfers by Window and Participating Organization. The term Net funded amount refers to amounts transferred to a Participating Organization minus refunds of unspent balances from the Participating Organization. Table 3.3.1: Net approved amount by Window (in US Dollars) Window Total Approved Amount Net Funded Amount Number of Projects WINDOW A - Unearmarked 16,120,242 15,804, WINDOW B - USAID 30,670,034 29,667, Total 46,790,276 45,472, As shown in table 3.3.1, 34 per cent of the total CFIA funding was approved for Window A and 66 per cent of the CFIA funding was approved for Window B. The distribution of net funding, consolidated by Participating Organization is summarized in Table

38 Table 3.3.2: Net funded amount by Participating Organization (in US Dollars) Participating Organization Prior Years as of 31 Dec 2011 Approved Amount Net Funded Amount Approved Amount Current Year Jan- Dec 2012 Net Funded Amount Approved Amount TOTAL Net Funded Amount ICAO 1,264,445 1,264, ,264,445 1,264,445 ILO 1,194,202 1,194,202 - (10,481) 1,194,202 1,183,721 IOM 4,078,977 3,774, ,078,977 3,774,027 OCHA 6,089,456 5,702, ,089,456 5,702,254 PAHO/WHO* 350, , , ,000 UNDP 2,036,509 2,036, ,036,509 2,036,509 UNHCR 7,175,045 7,175, ,175,045 7,175,045 UNICEF 7,195,096 7,195, ,195,096 7,195,096 UNOPS 267, , , ,202 UNRWA* 99,510 99, ,510 99,510 UNWTO 803, , , ,810 WFP 12,267,943 12,267,943 2,483,753 1,868,785 14,751,696 14,136,728 WHO* 1,484,328 1,484, ,484,328 1,484,328 Total 44,306,523 43,614,371 2,483,753 1,858,304 46,790,276 45,472,675 Note: *UN Organizations that are not signatories to the CFIA. Funds were transferred to them to under Small Facility for Resident Coordinators project implemented by OCHA. As shown in Table and Figure 3.3.1, the four largest recipients for CFIA funding are WFP (31 per cent), UNICEF (15 per cent), UNHCR (15 per cent) and OCHA (13 per cent). Figure 3.3.1: Cumulative Net funded amount by Participatinf Organization (in percentages 12 ). 12 Due to rounding error the percentages might not add up to 100 per cent. This applies to all Figures in this report.

39 3.4 Expenditure Project expenditures are incurred and monitored by each Participating Organization and are reported as per the agreed upon categories for inter-agency harmonized reporting. In 2006 the UN Development Group (UNDG) set six categories against which UN entities must report project expenditures. Effective 1 January 2012, the UN Chief Executive Board modified these categories as a result of IPSAS adoption to comprise eight categories. All expenditures reported up to 31 December 2011 are presented in the previous six categories, and all expenditures reported from 1 January 2012 are presented in the new eight categories. The old and new categories are noted to the right. Table Categories of Expenditure 2012 CEB Expense Categories 2006 UNDG Expense Categories Staff and personnel costs Supplies Supplies, commodities and materials Personnel Equipment, vehicles, furniture and depreciation Training Contractual services Contracts Travel Other direct costs Transfers and grants Indirect costs General operating expenses Indirect costs Table below shows the net funded amount transferred and expenditures incurred under the CFIA and presents the financial delivery rates by window. As of 31 December 2012, the net funded amount to Participating Organizations was US$45.47 million and the reported expenditure amounted to US$44.67 million. The cumulative delivery rate as of 31 December 2012 is 98.2 per cent. Table 3.4.2: Financial Overview with breakdown by Window (in US Dollars) Window Net Funded Amount Prior years as of 31 Dec 2011 Expenditure Current Year Jan- Dec 2012 TOTAL Del ry Rate (%) WINDOW A - Unearmarked 15,804,811 12,955,208 2,072,799 15,028, WINDOW B - USAID 29,667,864 27,877,838 1,760,644 29,638, Total 45,472,675 40,833,046 3,833,443 44,666, Table below shows the net funded amount transferred and expenditures incurred under the CFIA and presents the financial delivery rates by Participating Organization. As of 31 December 2012, IOM, OCHA, UNHCR, UNOPS, and UNWTO has reported 100 per cent delivery rate. The other Participating Organizations reported the delivery rate varying from 74 to 99 per cent.

40 Table Financial Delivery Rate by Participating Organization Participating Organization Approved Amount Net Funded Amount Expenditure Delivery Rate Percentage ICAO 1,264,445 1,264,445 1,255, ILO 1,194,202 1,183,721 1,167, IOM 4,078,977 3,774,027 3,774, OCHA 6,089,456 5,702,254 5,702, PAHO/WHO 350, , , UNDP 2,036,509 2,036,509 1,502, UNHCR 7,175,045 7,175,045 7,175, UNICEF 7,195,096 7,195,096 7,018, UNOPS 267, , , UNRWA 99,510 99,510 94, UNWTO 803, , , WFP 14,751,696 14,136,728 14,119, WHO 1,484,328 1,484,328 1,449, Grand Total 46,790,276 45,472,675 44,666,489 Table 3.4.4: Total Expenditure by Category (in US Dollars) Expenditure Category Prior Year as of 31-Dec-2011 Current Year Jan-Dec-2012 Total Percentage of Total Programme Cost Supplies, Commodities, Equipment and Transport (Old) 3,869,050 2,661 3,871, Personnel (Old) 23,814,583 12,807 23,827, Training of Counterparts(Old) 1,822, ,823, Contracts (Old) 5,744,790-5,744, Other direct costs (Old) 2,496,232-2,496, Staff & Personnel Cost (New) - 1,632,551 1,632, Suppl, Comm, Materials (New) - 97,027 97, Equip, Veh, Furn, Depn (New) - 56,703 56, Contractual Services (New) - 202, , Travel (New) - 753, , Transfer and Grants (New) - 636, , General Operating (New) - 262, , Programme Costs Total 37,747,590 3,657,520 41,405, Indirect Support Costs Total 3,085, ,923 3,261, Total 40,833,046 3,833,443 44,666,489

41 Table shows CFIA expenditure by category. The highest amounts of cumulative (combined prior years and 2012) expenditure was Personnel (61 per cent) followed by Contracts (14 per cent). Figure reflects amounts expended in 2012 in each of the seven categories. The highest amounts of 2012 expenditure were: Personnel (45 per cent), followed by Travel (21 per cent) and Transfer and Grants (17 per cent). Figure 3.4.1: Expenditure by new UNDG budget category: 1 January through 31 December 2012 (in percentage) 4 Accountability and Transparency The MPTF Office GATEWAY ( has been further enhanced and continues to serve as a knowledge platform providing real-time data from the MPTF Office accounting system, with a maximum twohour delay, on financial information on contributions, programme budgets and transfers to Participating Organizations. It is designed to offer transparent, accountable fund-management services to the United Nations system to enhance its coherence, effectiveness and efficiency. Each MPTF and JP administered by the MPTF Office has its own website on the GATEWAY with extensive narrative and financial information on the MPTF/JP including its strategic framework, governance arrangements, eligibility and allocation criteria. Annual financial and narrative progress reports as well as quarterly updates on achieved results are also available. The GATEWAY provides easy access to more than 9,600 reports and documents on MPTFs/JPs and individual programmes, with tools and tables displaying financial data. Enabling easy access to progress reports and related documents also facilitates knowledge sharing and management among UN agencies. The MPTF Office GATEWAY has been recognized as a standard-setter by peers and partners.

42 5 Conclusion The Central Fund for Influenza (CFIA) drew to a close in 2012, after six years of operation, with all Participating Organizations having fully and successfully met their programmatic goals of enabling long-term and enhanced global capacity to control Highly Pathogenic Avian Influenza (HPAI) and to prepare for future pandemics. Under the leadership of Dr. David Nabarro, the CFIA increased the synergy of UN system action and established the key elements of an efficient coordination process including: creating synergistic partnerships that bridge the existing operational gaps of the UNCAPAHI; scaling up support for implementation by working in unison for the same final outcomes; and building capacities at the country level to support the fight against the pandemic influenza threat and aligning with national plans and priorities while motivating national, UN and contributing partners on accountability and action. The successful contribution to the UN coordination system of the AHI pandemic preparedness has shown how United Nations Agencies with diverse expertise, spearheaded by a dynamic leadership and mandated by the UN Secretary-General for coordination and support, can galvanize the entire UN system and the global community through an effective coordination mechanism. As was demonstrated several times throughout the Fund s operation, projects not only bolstered readiness for pandemic influenza, but gave Participating Organizations and focus countries a framework for managing other emergencies, as well as other infectious diseases like cholera and polio. CFIA projects were instrumental in responding to Pandemic influenza A(H1N1) 2009, the Icelandic volcano ash cloud incidence, the nuclear accident in Japan and even civil unrest in the Middle East and North Africa region. As concluded in the Lessons Learned Exercise (LLE) and evidenced by project outcomes, the operational applicability of the CFIA, with its focus on a multi-hazard, Whole-of-Society Approach and 'One Health' principles, reached well beyond the scope of project implementation. As of December 2012 the CFIA received a total of US$45.96 million in deposits from DFID, Norway, Spain and USAID. Of this, US$45.48 million was transferred to Participating Organizations. Participating Organizations cumulative expenditures were US$44.67 million, which represents 98.2 per cent of the funds transferred. Because its funding was channeled to countries that lacked the resources and the capacity to undertake influenza pandemic preparedness on their own, the creation of the CFIA established a funding mechanism that successfully assisted some of the world s most vulnerable populations, including migrants, refugees and children, ensuring their inclusion in national planning and fostering best practices for the prevention and mitigation of and recovery from pandemic influenza. As important, CFIA projects also supported and enhanced the networks and operations critical to assuring the continuity of services and managing the impacts of a pandemic, as well as other emergencies. Going forward, while pandemic influenza will remain a global threat, the collaboration and avenues for collective action enabled by the CFIA and its focus on a UN-wide system of support will continue to improve and sustain preparedness. The CFIA has shown that global challenges are better handled through a coordinated funding mechanism that can, as the CFIA has done, improve and sustain preparedness beyond all borders.

43 Annex 1. Total Expenditure Incurred against Approved Projects, as of 31 December 2012, in US Dollars