The ERAD Legacy
1. Management - Organisational form,
Structures, Systems and Culture
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Social partnership
Epidemiology unit
ICMB series of conferences
Research and development
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
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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 1986
Issues Identified 1
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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 1986
Issues Identified 2
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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
ERAD
The 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
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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
LESSONS LEARNED
Model for Transmission of Mycobacterium bovis
7 million cattle
10 million skin tests p/a
30,000 - 40,000 reactors
<0.5% of animals react
to TB test
Environment
~200 000 badgers
13%-20% tuberculosis
Badger
Badger
(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)
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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