EuFMD: Quo Vadis? The future beyond the General Session 2019

Using our capacities and core strengths as part of reinforced partnerships for disease prevention, preparedness and response

Considerations for the revision of the EuFMD Strategy, 2019-2023

EuFMD workplan 2015-2019

Components

1.1 – Training for Member States

1.2 – Improved Contingency Planning

1.3 - Improved surveillance and management

in Thrace

1.4 - improve emergency management

capacity for FMD in the Balkan region

1.5 - FAR - Fund for Applied Research

1.6 - Emergency technical responses

1.7 - Proficiency test scheme

1.8 - Risk Analysis and Communication

Training for Member States

Training opportunities:Training is selected based on the EuFMDTraining Menu and NTFP allocations;388 Training Credits available to MSs

The EuFMD e-Learning Virtual LearningEnvironment (VLE) now has over 7300 users,with 1600 new users added in the last sixmonths.

The online EuFMD Knowledge Bank is asearchable database of FMD relatedresources. And now contains over 450resources and over 80 webinar recordings

1) Real Time Training

2) Online FMD Emergency Preparation Course:for multiple Member States in English

3) Online FMD Emergency Preparation Course:Tailored National Course Online course innational language,

4) Online FMD Emergency Preparation Course:subsequent national course

5) Workshop: “Managing a crisis”

6) Workshop: “FMD Simulation exercises”

7)Workshop:“Putting vaccination into practice”

8) Workshop: “FMD Wildlife surveillance”

9) Workshop: “Veterinary Ethics”

10) In-country support on FMD modelling

11) Laboratory Training Course

12) Regional event:

Biorisk Training in collaboration with TPI

EuFMD workplan 2015-2019

Components

2.1 – South East Europe

2.2 - South East Mediterranean

2.3 - Support to REMESA

2.4 -Training development and coordination

Pillar II: Reduced FMD risk to Members from European neighbourhood

1.Progression along PCP2.Improve assessment of risk *3.Implementation of risk basedstrategies (surveillance, vaccination, …)4. Improved national capacity forFMD management (capacitybuilding)

Targets across the pillar

Training on Safe Trade and FMD control

RECENT COURSES DEVELOPED

Training on Containment zones

FMD surveillance and Post Vaccination Monitoring

In progress

EuFMD workplan 2015-2019

Components

3.1 - Improved system for monitoring and

evaluation of progress of regional

programmes on FMD control

3.2 – Support to Global Progress

Monitoring of FMD Control programmes

3.3 - Laboratory support

3.4 – Global access to PCP-FMD training

resources

PCP Support Officers

New initiative to support countries in PCP stage advancement andmaintain momentum between roadmap meetingsWork with national PCP focal points and relevant regional FAO andOIE offices to provide guidance on PCP progressionInitial focus on countries in provisional PCP stages (currently 25)System has been agreed by the FAO-OIE working group

Global issues – affecting prospects of progress

Increasing Global security in the supply of effective FMD vaccines: can we really manage the risks and achieve progressive FMD control without it?”

The EuFMD role – beyond 2019

Considerations• Unique capacities and core strengths• The 3 Pillars : a question of balance? • Scope : considering additional priority TADS

• Risks/Gaps not served by FAO and OIE or others

Unique capacities and core strengths

Considerations• Secretariat: technical and key operational team supported by the Administrative

Fund (MS)• Experienced senior staff• Responsive to changing demands/ExCom directions (compared to EC

program/ contracts) • Highly cost-efficient operational team for delivery across multiple countries

• Highly efficient delivery operation: • Contracted programmes (EC Phase IV) pay for who is needed on daily rates,

maximum 11 months, from a wide EuFMD wide consultant roster• Low cost base - competitive rates and Short Term placements (STP system),

highly cost -efficient • Core strengths

1. Combination of experience - and innovation2. Capacity to work outside EU in difficult settings (neighbourhood countries) 3. Continual presence of staff and consultants in the field – Europe gains

from up to date knowledge of field situation in multiple regions4. Capacity and flexibility to deliver quickly (autonomous budget authority

and operation team)

The Three Pillars : a matter of balance

Considerations• Balance: ~50% of resources go to support Pillar 1, member states

• Pillar 1 training: should allocations be “’risk based”” , not same for all MS?

• Pillar 2: neighbourhood• Complex, 3 sub-regions• Multiple countries need serious support - national strategy work• Should intensity of effort be more “”risk based”” ? • Potential for “early warning hubs”” “multi-TADS surveillance• Balance between supporting surveillance -and promoting control?

• Pillar 3: global support (to global GF-TADS)• Balance of global surveillance (WRL-FMD support) and support to FMD-WG • Requests growing from WG: good relationship, progress • Heavy demand for PCP expertise to guide countries and FAO and OIE

officers in regions• Online training: cost effective, assists FAO and OIE in regional work

between Roadmaps

EuFMD workplan 2019-?

Considerations• Scope : inclusion of additional priority TADS?

• PPR: already included in the scope of the THRACE component but not under REMESA

• Sheep /Goat Pox: e.g Turkey, North Africa• LSD: covered enough by SGE, or need to support this group

/activities• Bovine ephemeral fever (BEF): risks to EU from presence in mid-

East. Earlier warning needed? Include in THRACE programme? Vaccines?

• Bluetongue: already covered well by lab-networks ?• Given changing situation

• Need close co-ordination and clear roles (relation to DG-SANTE, OIE and EU-RLs)

• Need flexibility to shift priorities, resources, activities• Make efficient use of THRACE model and sentinel areas for early

detection and warning of change• Make efficient use of neighbourhood expertise, use EuFMD

expertise in online training

Scope: support we might provide on other TADs

Considerations• Key tools and capacity can adapt to support MS /neighborhood for

other (ruminant/swine) TADS• Early warning/surveillance support : experience in THRACE• Next wave TADS: capacity to add in RVF, BEF with partners in

Israel/Mid-East• capacity for new online courses (using expertise in EU-RLs and OIE/FAO-

Ref Centres)• Global Programmes Support (complementary needs PPR to FMD)• Resource issues: e.g. supporting EW surveillance programmes

• EuFMD as delivery agency (no change in mandate?)• Co-ordination with key partners: 6 monthly and annual

workplans• ExCom role : endorse plans, respond with flexibility• resources

EuFMD activities relevant to risks of other exotic TADS

1. Adapt online training: Regional and national preferred languages

2. European TADS spread modelling : • Potential for risk based decisions on programme• Wider role for EuFMDis (+ wildlife component)

3. Emergency Reserves• AESOP and PPP to meet emergency needs • Diagnostic banks

4. FMD Applied Research Fund (FAR), for European needs – prioritisetools which have multiple TADSs application?

Strategy Review Task Force (proposal)

Draft Terms of Reference

Outcome expected:- Guidance paper for the Executive Committee (97th Session, January) on updating the EuFMD

Strategic Plan for proposal to the 2019 General Session

TORAfter consideration of the current EuFMD programme, and the outcomes of the recent Conference of the OIE Regional Commission for Europe, and through a process of consultation with senior officers of GF-TADS (Europe, Global MC), OIE, FAO, DG-SANTE, EFSA, REMESA presidents, members of the Executive of EuFMD and others, 1. Provide guidance on updating the 3 Pillars Strategy, suggesting changes as needed to bring it better into line with the

priority needs of the MS and Europe as a whole;2. Provide guidance on the role that EuFMD could play in relation to other exotic TADS, as a contractor or as part of its

(Constitutional) functions, and provide guidance on how this can be best co-ordinated with the contracting authority and GF-TADS partners, and the implications for the role of the Executive Committee;

3. Provide guidance on the advisability and practicability of “’risk-based allocation”” of future efforts, in Pillars 1, 2 and 3, in place of current flat-rate to support to MS on training (Pillar 1) , and the relatively even allocation to each subregion of the neighbourhood in Pillar 2.

Note: TOR2 covers the question of advisability of change to the Constitution

Time-table for strategy and work planning

1. ExCom 96: September2. Commission “Strategy Task Force” (STF)

1. STF interim report (January 2nd)2. STF report to the 97th ExCom: January

3. Liase with DG-SANTE4. Circulate Strategy Paper to MS – February5. Develop associated workplan, 2019-20216. Present Proposal and draft workplan - General Session , April 20197. Develop detailed workplans (2 or 4 years time frame)8. Finalisation and Negotiation with DG-SANTE (May –August 2019)9. Endorsement of workplans (biennium) – Excom98 (Sept 2019)10. Closure of Phase IV (30th September 2019)11. Contingency funding: use of (reserve) Administrative Funds as bridging if

negotiation delayed or prolonged