the erad legacy

The ERAD Legacy

1. Management - Organisational form, Structures, Systems and Culture

2. Social partnership3. Epidemiology unit4. ICMB series of conferences5. Research and development6. Lessons learned

Management of the BTE Scheme

• Programme seen as a scheme to be administered in the same way as any other scheme using the conventional Civil Service modus operandi

Machine Bureaucracy• Hierarchical Pyramid• Integrated, Regulated, Highly Bureaucratic• Highly specialised• Routine operational tasks• Formalised communications• Large size operating units• Functional basis for grouping of tasks• Centralised power for decision making• Elaborate admin (line management) structure• Sharp distinction between line and staff

Machine Bureaucracy

• Fostered by environments that are simple and stable

• Often in mass production• Typical of Government Departments - where

you have routine work, accountable to the public and where regulation is required – ‘Schemes’

• Performance system – precise, reliable, easy to control and efficient.

• Controls the environment – not a responsive system and not a problem solving one

ESRI REPORT 1986

A Study of the Bovine Tuberculosis Eradication Scheme

By Robert O’Connor

ESRI REPORT 1986Issues Identified 1

• Cattle Movement, Contact and Tracing• Identification of Cattle• Nomination of Testers• Reliability of the Test and defective Testing• Lack of Commitment/Ownership by all

concerned• Transport Vehicles

ESRI REPORT 1986Issues Identified 2

• Collection of Reactors• Disinfection of Premises• Financial Contribution by Farmers• Transferring responsibility to an Executive

Office• Development of a proper Strategic Plan

Contemporary Response = Agency

• UK and other veterinary authorities• Strengths of Agency as Organisational

Form• Weaknesses • The ERAD approach – Executive Agency

within the Department of Agriculture

ERADThe Eradication of Animal Diseases Board

• Set up as Executive Office within DAF

• CEO was Dr Liam Downey• Board comprised reps of all

stakeholders• Substantive powers and control

of own resources – IT, Personnel and defined Budget for four year programme

• Target to reduce disease by half – i.e., a strategic objective

Advantages of an Executive Agency within the primary Government Department

• Same independence and flexibility as external agency

• Better governance and better coordination with other DAF programmes

• Better security and ownership

ERAD - Management

• Programme Management Systems• Procedures• Culture

Current Position

• ERAD has been slowly absorbed back into the MB

• However - It still retains many of the characteristics of the Executive Agency Within Dept

• As a Division within DAF is widely regarded as having very effective management

Social Partnership

• Board comprising representatives of all stakeholders

• Local ERAD Committees in each county• Consultative process continued • Elements of programme commitments

incorporated in National Agreements

Epidemiology Unit

• 1986 Proposal for ‘Weybridge’ Model• 1987 ‘Unofficial’ Epidemiology Unit• 1989 Formal commissioning of

Tuberculosis Investigation Unit

Epidemiology

Evolution of Tuberculosis Investigation Unit

• Responsibility for supporting other disease programmes

• Funded Chair in Epidemiology• Centre for Veterinary Epidemiology

and Risk Analysis – CVERA

International Conference on

Mycobacterium Bovis 1990

Programmes that have stalled

•Ireland and Northern Ireland

•England and Wales

•New Zealand

•USA

•Australia

International Conference on

Mycobacterium Bovis 1990

• Coordination of research among participating countries

• Coordination between policy makers, epidemiologists and researchers

4th ICMB

• Held in Dublin in 2005• Attended by over 300, representing 30

countries• Many peripheral workshops with focus on

policy issues.• Agreement that a 5th meeting should take

place

Use of Consultants and

Strategic Direction

• O’Connor and O’Malley• Conway and O’Connor• Sheehy and Christensen• Morris and Pfeiffer• Martin

Morris and Pfeiffer 1990

• Badger infection is the underlying driving factor causing special difficulties

• Present for at least 30 years• Need to enhance control programme

effectiveness and efficiency and • Develop Strategy & find Solution for Wildlife

constraint

Climbing the Mountain

• If you do not have the equipment to get to the top of the mountain -

• then do not pitch your base camp at a level that requires huge resources to maintain your position while you are awaiting the new equipment

R Morris

Badger Badger

LESSONS LEARNEDModel for Transmission of Mycobacterium bovis

Environment

7 million cattle

10 million skin tests p/a

30,000 - 40,000 reactors

<0.5% of animals react to TB test

~200 000 badgers

13%-20% tuberculosis

(and possibly higher)

Irelands Strategy

• Address the Wildlife Constraint – R & D

• Improve efficacy of Bovine TB Eradication

• Operate lowest cost interim control strategy

• Re-launch the Eradication Programme when new tools are available

R & D – Vaccine Development

R & D – Diagnostic Improvements

• Interferon - γ• Other blood based tests• Strain typing

R & D – Wildlife Studies

• East Offaly Project• Four Area Project• Badger Ecology Studies

ERAD- Lessons Learned

Outcome (Negative)

• Massive Increase in Reactor Numbers• Massive increase in costs• No perceived improvement in Disease

situation• Disenchantment by Stakeholders• End of ERAD as an Executive Agency

ERAD- Lessons Learned

Outcome (Positive)

• Comprehensive review of existing programme elements• Implementation of all recommended measures• Much improved programme management procedures• Setting up of an independent epidemiology unit (TIU)• Outward perspective and engagement of international

consultants• Comprehensive research programme initiated• Policy guided by good science