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The ERAD Legacy

The ERAD Legacy. Management - Organisational form, Structures, Systems and Culture Social partnership Epidemiology unit ICMB series of conferences Research and development Lessons learned. Management of the BTE Scheme.

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The ERAD Legacy

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  1. The ERAD Legacy • Management - Organisational form, Structures,Systems and Culture • Social partnership • Epidemiology unit • ICMB series of conferences • Research and development • Lessons learned

  2. 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

  3. 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

  4. 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

  5. ESRI REPORT 1986 A Study of the Bovine Tuberculosis Eradication Scheme By Robert O’Connor

  6. 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

  7. 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

  8. 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

  9. 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

  10. 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

  11. ERAD - Management • Programme Management Systems • Procedures • Culture

  12. 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

  13. 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

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

  15. EpidemiologyEvolution of Tuberculosis Investigation Unit • Responsibility for supporting other disease programmes • Funded Chair in Epidemiology • Centre for Veterinary Epidemiology and Risk Analysis – CVERA

  16. International Conference onMycobacterium Bovis 1990

  17. Programmes that have stalled • Ireland and Northern Ireland • England and Wales • New Zealand • USA • Australia

  18. International Conference onMycobacterium Bovis 1990 • Coordination of research among participating countries • Coordination between policy makers, epidemiologists and researchers

  19. 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

  20. Use of Consultants andStrategic Direction • O’Connor and O’Malley • Conway and O’Connor • Sheehy and Christensen • Morris and Pfeiffer • Martin

  21. 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

  22. 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

  23. 7 million cattle 10 million skin tests p/a 30,000 - 40,000 reactors <0.5% of animals react to TB test Badger Badger Environment ~200 000 badgers 13%-20% tuberculosis (and possibly higher) LESSONS LEARNEDModel for Transmission of Mycobacterium bovis

  24. 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

  25. R & D – Vaccine Development

  26. R & D – Diagnostic Improvements • Interferon - γ • Other blood based tests • Strain typing

  27. R & D – Wildlife Studies • East Offaly Project • Four Area Project • Badger Ecology Studies

  28. 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

  29. 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

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