For every complex problem, there is a simple solution. Often, it’s wrong. (Anonymous)

1. Strategic Communication and Advocacy for Risk ReductionTrends and LessonsSatyajit SarkarTeam Leader, ECTAD Communication Unit, FAO Rome

2. For every complex problem,there is a simple solution.Often, it’s wrong. (Anonymous)

3. What’s the Problem Here? Photo -- A. Roy Choudhary, Frontline magazine, Kolkata, India.

4. What’s the Problem Here?

5. What’s the Problem Here?

6. What’s the Problem Here?

7. What’s the Problem Here?

8. Livestock Sector and the Animal-Human Interface • Employs an estimated 1.3 billion people (1 out of 5) • It creates livelihoods for almost one billion of the world’s poor • Livestock products provide one-third of humanity’s protein intake and one-fifth of energy intake. • Livestock production accounts for 70% of all agricultural land. • Over 60% of the 1400 infectious agents of humans have an animal origin. 75% of new infectious diseases have originated from animal reservoirs Source: Livestock’s Long Shadow, FAO, 2006

9. Animal Health: A Complex Communication Challenge - 1 • Many TADs/EIDs become highly politicized issues (e.g., those with pandemic potential – H5N1, H1N1 etc.) • Millions of people involved/dependent on livestock production • Tools for prevention/control – bio-security, stamping out, movement control, and vaccination are logistically complex • Communication capacities of many nations are limited and seriously under-resourced compared to scale of problems • Competing health and development priorities

10. Animal Health: A Complex Communication Challenge - 2 It’s a very cluttered communication landscape: ACTORS/PLAYERS: • Govts, FAO, WHO, UNICEF, OIE, IFRC, other UN agencies, NGOs, etc. DONORS: • USAID, CIDA, SIDA, AusAID, WORLD BANK, CFIA etc. CHANGING ISSUES: • SARS, H5N1, H1N1, other TADs/EIDs

11. Information – Education - Communication – Public Awareness – Public Education – Social Mobilization – Community Mobilization – Advocacy – Information Officer – Media Officer – Communication Officer – Reporting Officer – Advocacy Officer - Development Support Communication – Pandemic Communication – Animal Health Communication – Human Health Communication – Media Relations – Donor Relations – Corporate Relations – External Relations – Public Relations - Risk Communication – Outbreak Communication – Behaviour Change Communication – Development Communication – Participatory Communication – Programme Communication – Information – Education - Communication – Public Awareness – Public Education – Social Mobilization – Community Mobilization – Advocacy – Information Officer – Media Officer – Communication Officer – Reporting Officer – Advocacy Officer - Development Support Communication – Pandemic Communication – Animal Health Communication – Human Health Communication – Media Relations – Donor Relations – Corporate Relations – External Relations – Public Relations - Risk Communication – Outbreak Communication – Behaviour Change Communication – Development Communication – Participatory Communication – Programme Communication – Information – Education - Communication – Public Awareness – Public Education – Social Mobilization – Community Mobilization – Advocacy – Information Officer – Media Officer – Communication Officer – Reporting Officer – Advocacy Officer - Development Support Communication – Pandemic Communication – Animal Health Communication – Human Health Communication – Media Relations – Donor Relations – Corporate Relations – External Relations – Public Relations do we have a shared understanding of what we mean by ‘communication’?

12. Strategic Communication Involves 4 distinct but harmonized elements, with internal and external audiences: • Programmatic Communication – to inform and empower • Advocacy – to influence policy and political agendas • Social Mobilization – to build consensus and expand partnerships • Capacity Building – to strengthen and sustain the gains

13. Fundamental Premise Communication can only address/influence information and perception related factors. It cannot replace the provision of services. But communication can ensure the availability and uptake of those services. By stopping diseases at source, we will be saving lives and protecting livelihoods.

14. For prevention/control strategies to succeed, we need to ask ourselves: • Do livestock keepers/farmers, communities, and frontline workers agree with the strategies? • Is the general public fully engaged and willing to participate in the response? • Is the media and civil society (NGOs) on our side and support the strategies? • Are all donors and all sectors of national governments fully and demonstrably committed to the strategies?

15. Some big unanswered questions Which 2-3 interventions will bring about the biggest impact on the disease, and are they amenable to communication efforts? What are the real barriers/enablers impeding or supporting change in behaviours/practices? Currently, what constitutes good/best communication practices? Does it have to do with messaging, or strategies?

16. Messages and Behavioural Outcomes (FAO-WHO-UNICEF HPAI Guidance, 2006) Report unusual sickness/death among poultry, wild birds and other animals immediately to the authorities Separate your poultry species, from wild birds, new birds and living areas Wash hands frequently with soap and water Clean clothes, footwear, vehicles and cages with soap or disinfectant Do not sell or transport suspected sick animals Handle, prepare and consume poultry safely Seek treatment immediately if have fever after contact with sick birds Burn and/or bury dead birds safely

17. Emerging lessons at the ground level: • Campaigns and messaging largely focused on animal-to-human transmission and less on animal-to-animal transmission. • Complexities around production and marketing chains not adequately addressed by most communication strategies. • Motivational factors to adopt safe production practices still not fully understood due to inadequate analysis of socio-economic and socio-cultural ground realities. • Communication support to control measures during outbreaks is dependent on existence of clear national policies on compensation, quarantine, etc.

18. Risk Communication • A relatively new field, evolving from methods for estimating risk to humans exposed to toxicants and in research directed at how individuals perceive risk. • Closely intertwined with the work and processes of risk assessment and risk management. • Currently recognized as a necessary component in risk management and community decision-making, especially in the areas of environmental and occupational health.

19. Risk Communication Defined broadly as: “An interactive process of exchange of information and opinion among individuals, groups, and institutions; often involved multiple messages about the nature of risk or expressing concerns, opinions, or reactions to risk messages or to legal and institutional arrangements for risk management.” Source: HHS, Substance Abuse and Mental Health Services Administration

20. Real and Perceived Risk • Technically, real or objective risk is defined as: (Probability of the hazard occurring) X (Impact of the hazard) • However, perceived risk can be formulated as: (Technical risk) x (Nature of hazard) x (Context of perceiver) How individuals or communities respond and react to an emergency depends on how they perceive the risk. This is influenced by their context i.e. their own life experiences, values, and culture.

21. Evolution of Risk Communication • All we have to do is get the numbers right • All we have to do is tell them the numbers • All we have to do is explain what we mean by the numbers • All we have to do is show them that they’ve accepted similar risks in the past • All we have to do is show them that’s it’s a good deal for them • All we have to do is make them partners • All of the above (i.e., have a dialogue with the public)

22. Features of an emergency situation • Unfolding events. True impact may not be known for weeks or months, which leads to speculation and great uncertainty • Human behaviour plays a key role in further transmission and spread • Unpredictable, decisions often demanded even while reliable information is limited • Socially and economically disruptive, therefore have strong political dimensions • Creates anxiety in the public, and often in response-managers and other decision-makers

23. Build Trust Announce Early Demonstrate Transparency Listen to the Public/Audience Plan in Advance “The over-arching communication goal during an outbreak is to communicate with the public in ways that build, maintain, or restore trust.” (WHO Outbreak Communication Guidelines) 5 Key Principles for communicating during an emergency

24. Trust is built on the public’s perception of your: Motives: Are responders acting primarily to protect my health and the health of my family? Honesty: Are the responders holding back or downplaying information? Competence: Are the responders capable of controlling the situation? Trust must come before a crisis does Trust cannot be built overnight Components of Trust

25. REASONS FOR DELAYING Fear of the “unknowns”. Belief that public will panic. Belief that the media will sensationalise, and the opposition/competitors will exploit the situation. Belief that “if you say nothing, then nothing will happen”. REASONS FOR NOT DELAYING Outbreaks/Crises can’t be hidden for long. Avoids rumours and speculation from emerging. Press is helpful at first, but will not tolerate concealment. Being forced by the press to acknowledge a crisis undermines public trust. The First Announcement

26. IMPROVING TRANSPARENCY Aim for total candour Don’t over-reassure Keep a detailed record of decisions taken Promise and deliver regular updates BARRIERS TO TRANSPARENCY Discomfort with delivering bad news to the public. Real or perceived competing interests (economic vs. health) Fear that the media will misrepresent or sensationalise Belief that the public cannot handle uncertainty TRANSPARENCY

27. In the foreseeable future... • Massive intensification and expansion of large-scale commercial animal production and trade is anticipated. • Smallholder animal production will continue to remain an important source of income and nutritional security among vulnerable communities. • Outbreaks of multiple trans-boundary animal diseases may compound and further stretch national animal health and veterinary services.

28. Specific multi-disciplinary research is needed to refine current strategies • Identify feasible bio-security options for producers, processors and traders – backyard or commercial. • Understand better, the motivational factors for: • wide-scale adoption of bio-secure production practices in resource-constrained settings. • wide-scale reporting of suspect epidemiological events by communities, with or without (financial) incentives. • minimizing market shocks following outbreak announcements

29. In conclusion...(1) • Communication that fosters trust, transparency and dialogue between national authorities, the private sector and the public, are key factors that will influence response during a crisis. • Strong public education and awareness campaigns on issues of public interest should be initiated even if there is no crisis, as a means for building and maintaining trust. • Good data on the perceptions of risk among publics need to be generated at country-level, to inform communication campaigns. • Partnerships with the media, and involvement of the public, are critical for responding effectively to any emergency and crisis.

30. In Conclusion...(2) There is urgent need to: • Rapidly and systematically build competencies and leadership in strategic communication and advocacy for risk reduction among member states, and • Create a critical mass and network of communication specialists among developing and in-transition countries, with a focus on the animal-human-ecosystems interface. No one is really doing it. Countries are demanding it. Donors are interested.

31. Remember... All problems, are communication problems. Believing in that, is the solution. Thank You.