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 on 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 Press Office Business Area Minister CMB Deputy Secretaries Permanent Other Gov Depts Other Gov Depts Secretary Secretary STRATEGY STRATEGY CMG Press Office GROUP Etc. Emergency Meeting Strategic Response GOLD Command SILVER Command SILVER Command Activation Comms and Resource Tactical Response of MERP Operational Response BRONZE Command
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
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