VETERINARY OFFICER ASSOCIATION April 2014 Dr Perpetua McNamee - - PowerPoint PPT Presentation

VETERINARY OFFICER ASSOCIATION April 2014 Dr Perpetua McNamee Veterinary Service, DARD.

UCD in 1983 Mixed practice in Co Tyrone MAFF Wales SAC SAC PhD, VSD (AFBI) CVO, Rep. of Kiribati Director of CPED VS, DARD Acting Dep. CVO, DARD.

The calm before the …..

Storm!

Lessons identified & learned

Do not panic Assess the situation Things are not always as bad as they may appear

Differing perceptions of “crisis”

Differing perceptions of “crisis” Crisis and opportunity- weiji When written in Chinese the word crisis is composed of

two characters. One represents danger, and the other represents opportunity

Driver for change

March 2001

• 4 confirmed cases in NI
• Limited preparations
• Swift response by Minister
• Resource intensive and costly
• Specialist expertise
• PWC Report recs & criticisms
• PWC Report recs & criticisms
• November 2002
• The stories & emotion
• The recovery (£)
• The post-mortem

2001 FMD

• FMD is a disease capable of rapid

spread and devastating effects on NI trade, on the agricultural industry and

• n economy.
• Total animals slaughtered in NI

50,565

• Total NI public sector costs 24.2 M
• Indirect costs (trade & tourism etc)
• Almost 12 months before disease-

free status obtained & NI started to trade again.

• Japan 2010 FMD £312 Million (direct

& indirect)

The Drivers for change

Ministerial commitment-

political

ARD Committee PWC

• NIAO annual review

Farmers & Unions Stakeholders Industry Public PAC

CPED Unit

“The main objective of a contingency plan is to be

prepared for a major adverse event, such as an epizootic disease outbreak,….. should enable rapid identification of the disease, minimise spread and enable early eradication”

Requires legal powers, financial provisions, resources,

chain of command, controls centres, Lab capability and expert advice

Training, known by stakeholders, key contacts

PWC recommended: Multi-agency engagement to enhance capacity

• Councils
• Fire Service
• Forest Service
• Rivers Agency
• DHSSPS
• DOE
• Road Service
• PSNI
• MOD

What is a critical mass?

Each Member State should ensure that it has

immediately available sufficient trained staff to deal with, at any one time, up to 10 outbreaks of disease and to properly maintain surveillance in the 3 km radius protection zone associated with each. protection zone associated with each.

Exercise to define key roles and identify gaps

Governance & accountability

Emergency contracts Local purchasing

arrangements

Administrative Administrative

resource

Dioxins & Hardship

scheme.

Drills and exercises 2004-2014

Multi-agency & independent audit

Shearwater 2004 Chough Parakeet Parakeet Marsh Daisy (DHSSPS 2007) Browncow Mirrormap (DAFM 2010) Hornbeam Blacksheep Walnut (Defra 2013) Johann

NS & EW

Mutual learning CGUs, AVWs & detector

dogs

Joint drills & exercises Joint drills & exercises Mirrormap Gas MOU Common Chapter for

communications

IAHER Framework agreement

Private sector engagement

Things go better with…..

Stakeholder groups Poultry Industry Working Poultry Industry Working

Group

Trials & testing Resources & Equipment

(MOUs)

Services (catchers vaccinated

in line with DARD policy)

Learning from others-UK outbreaks

Avian Influenza H7N7 confirmed in

laying hens in Banbury, Oxfordshire, June 2008

Avian Influenza H5N1 confirmed in

wild birds in Dorset, January 2008

Diss, Norfolk, November 2007 H7 avian influenza near St Helens, H7 avian influenza near St Helens,

Merseyside, England, May 2007

H7N2 Low Pathogenic Avian

Influenza in Corwen, Conwy, North Wales, May 2007

FMD Pirbright 2007 BT Sept. 2007 Debbie the Cow

Ongoing monitoring of critical mass

Detailed scenario planning for AI and FMD Self assessment tool (RAG) Tests Tests Use of DARD risk register to highlight risks Live incidents Ongoing maintenance of plans (Resources, ops and

comms)

Dioxins – December 2008-2009

VS led operational response using principles within CP

Operational Manual.

Slaughtered approx 4.5k cattle Slow and controlled rehearsal for FMD Administrative overhead Public Accounts Committee Lessons identified incorporated into revised plan McKenzie Report model of good practice Financial audit from EU

BUT

Tried to engage DARD family-unsuccessful

APHIS- June 2012

Use lessons learned in generic emergency situations APHIS relocation - a turning point (opportunity?) Ash die back (Chalara fraxinea)- Nov 2012 Adverse weather Spring 2013 Adverse weather Spring 2013 Fodder crisis Spring 2013 Horsemeat Spring 2013 Sudden oak death (Phytopthora ramorum)- June 2013 Floods December 2013- Jan 2014 (Ex. In Dec 2013) Locusts?

How to cope in a crisis without a critical mass of people?

CPED was recognised in NICS as a model of good practice

• 2004 publication on

DARD website of first contingency plan

• 2013- now 25 separate
• 2013- now 25 separate

plans across all DARD sectors

• 2014-alignment of

plans through MERP

DARD Major Emergency Response Plan (MERP)

CCGNI

CMB

Press Office Minister Deputy Secretaries Other Gov Depts Permanent Secretary Business Area

STRATEGY

Other Gov Depts CMG Press Office Etc. Secretary Strategic Response GOLD Command SILVER Command Tactical Response Operational Response BRONZE Command SILVER Command Comms and Resource

STRATEGY GROUP Emergency Meeting Activation

• f MERP

Investigate, control, eradicate disease & get back into lost markets.

Media & Minister

• Silver command for comms

and resources (generic administrative resource)

• Silver command for the

tactical response staffed by tactical response staffed by each technical area

• Step 1: align all 25 plans to

MERP structures.

• Step 2: Test & train staff
• Step 3: include in JD to

ensure ownership

NI Central Crisis Management Arrangements

Civil Contingencies Group NI ( Head of NICS) When life endangered PSNI lead. Provide strategic direction and coordination across a

large number of responding organisations large number of responding organisations

Responding organisations implement Level 2 –serious Level 3 – catastrophic emergencies Interface with Ireland and GB

Don’t lose the lesson

“No battle plan ever survives first contact with the

enemy,” Helmuth von Moltke, a 19th-century head of the Prussian army, famously observed. BUT BUT Prior preparation prevents poor performance

John F Kennedy British Military (7 Ps) Fail to prepare, prepare to fail

Lessons identified (1)

Expect the unexpected- Black Swans (Dioxins 2008-

2009; APHIS, 2012; Snow 2013)

Resilience (duty of care) Records (PAC post mortem) Recovery (resourced). Recovery (resourced). Planning & testing is dynamic as the context and

priorities are constantly changing.

Contacts & communications are key Adapt to change and use available technologies.

Lessons identified

Maintenance & constant updating required Networks (EPSociety) Resource to support planning is required.

Going forward Going forward

Shrinking budgets Mutual Aid Agreements Use of military for civilian aid- Cork City/Somerset levels? Army on “stand-by” to help (FMD in GB 2001)? Predictions for more Blackswans

How to cope in a crisis without a critical mass of resources?

Integrated emergency management Mutual Mutual Private sector must take ownership GOV engage closely with stakeholders (no

surprises).

Acknowledgements

DARD CPED team led by

David Mercer & Eileen Wilson

Graham Fallows Michael Hatch Michael Hatch DAFM Billy McAteer & Sally

Gaynor

Defra Gordon Hickman