Presentation of the EFSA's second scientific conference, held on 14-16 October 2015 in Milan, Italy.
DRIVERS FOR EMERGING ISSUES IN ANIMAL AND PLANT HEALTH
5. Distribution of confirmed cases of MERS-CoV by first available date, and probable
place of infection, March 2012 – 28 September 2015 (n=1 608)
International Spread of Infectious Disease
MERS-CoV Outbreak 2012-2015
6. Food Supply Chain: Established Links
Representation of the delivery quantities and routes of all examined seeds (six varieties including fenugreek).
.
Germany
other countries
> 1000 kg
> 100 kg
> 10 kg
> 1 kg
≤ 1 kg
Retail France Sprout producer, Germany
Importer
Exporter
By courtesy of Olaf Mosbach-Schulz, EFSA. From:Weiser A et al. (2011). EHEC O104:H4 outbreak 2011 in Europe: a new tool to support the
outbreak investigations on governmental side. Poster at the Medical . Poster on Biodefense Conference, Munich 25th-28th October 2011
Food supply chain – established links
A tool developed for food backward and forward tracing by
EFSA
7. A Global Operations Centre
Why an Operations Centre?
“An EOC is an effective way to achieve coordination
among agencies responding to a major emergency or
disaster. The absence of an EOC seems to encourage
the opposite.”
Scanlon J. "The Role of EOCs in Emergency Management: A Comparison of
American and Canadian Experience."
8. A Global Operations Centre
Why an Operations Centre?
• Multi-sectoral and multi-disciplinary nature of response to
most (all) emergencies
• Effective communication and coordination are critical
• Timely, accurate information sharing and exchange is
essential for taking action
9. Global Operations Centre
Emergency Operations Centre Functions*
General Functions
• Command/Control/Coordination
(of response)
• Operations
• Planning
• Logistics
• Public
communication/information
• Finance/admin/policy
• Intelligence/data/information
management
Public Health Functions
• Surveillance/epidemiology
• Data collection and analysis
• Disease control
• Laboratory functions
• Environmental health
• Health promotion, community
engagement, and social
mobilisation
*WHO EOC-NET Meeting Report, April 2015
10. Global Operations Centre
Core Principles*
• Based on an all-hazards approach
• Modular, scalable or adaptable organization
• Support for joint engagement of multiple
jurisdictions/organizations in management decisions
• Clear lines of accountability
• Integration and interoperability with partner agencies
(national and international)
• Clearly defined roles and responsibilities, consistent with
normal roles and supported by training
*WHO EOC-NET Meeting Report, April 2015
11. Global Operations Centre – When?
Public Health Emergency Response
Public Health Emergency of International Concern
An extraordinary event, which is determined:
• to constitute a public health risk to other States through the
international spread of disease; and
• to potentially require a coordinated international response
WHO, IHR (2005)
12. Global Operations Centre
Pre-requisites for Success
• Mandate
• Trust
• Plans and procedures
• Staff
• Information management systems (including task
management systems) – integrated/interoperable
• Communications technology and infrastructure
• Regular training and exercises
13. Mandate and Trust
Political and Organisational Context
GHSI: Global Health Security InitiativeGHSI: Global Health Security Initiative
International Health RegulationsInternational Health Regulations
HSC
Decision
1082/2013/EC
15. Staffing
Expertise, Roles, and Rotas
Public Health Functions
• Surveillance/epidemiology
• Data collection and analysis
• Disease control
• Laboratory functions
• Environmental health
• Health promotion, community
engagement, and social mobilisation
16. Global Operations Centre
Real-time Operational Intelligence
Data Signals
Collect
Analyse
Interpret
Detect
Filter
Validate
Analyse
Assess
Events
Control measures
Threats Early warning systems (EWRS, IHR)
Bulletins and newsletters
Organizational communication
(meetings and teleconferences
Communicate
Identified risks
Mandatory notification
Laboratory surveillance
Emerging risks
Syndromic surveillance
Mortality monitoring
Health care activity monitoring
Prescription monitoring
Non-healthcare based
Poison centres
Behavioural surveillance
Environmental surveillance
Veterinary surveillance
Food safety/Water supply
Drug post-licensing monitoring
Domestic
Media sources
EI focal points
Professional sources
International
Media sources
News aggregators
Professional sources
National & International agencies
Event monitoringSurveillance systems
Event-based surveillanceIndicator-based surveillance
18. A Global Operations Centre
Configuration
ICC Room 1 (Operations Room)
For full layout see detailed Floor
Plan
ICC Room 3 (Large Breakout Room
or Call Centre)
Networked PC, DVD player,
Freeview TV, Teleconferencing
device, Video conferencing,
additional phone & network points,
10 call centre handsets
ICC Rooms 4, 5 & 6
Networked PC, DVD player, Freeview TV,
Teleconferencing device, Video conferencing,
additional phone & network points
(Rooms 4&5 can be opened out to form a
larger breakout room)
ICC Room 2
Video Conferencing,
Teleconferencing device, call
recording equipment,
Networked PC, DVD player,
Freeview TV, additional phone
& network points
Hub and Spoke Model
20. Challenges for a Global Operations Centre
• Establishing a clear mandate (leadership/support)
• Securing Staffing and Information System resources
• Achieving agreement with other sectors on "Concept of
Operations“
• Developing common criteria for activation, escalation and
de-escalation of emergency response levels
• The lack of standards and interoperability of public health
EOCs and their related plans
• Ineffective communication of operational info and
collaboration among and between EOCs and response teams
• Maintaining Directories of available expertise
• Regular international and inter-agency exercises
21. Historical issues in the management of
emergency responses
• Lack of leadership
• Lack of coordination
• Lack of integration
• Lack or loss of resources
• Lack of planning
• Lack of media support
Global EOC Provides
− Expert focus of leadership
− A priori plans, good comms
− Overall command and control
− A priori plans, clear mandate
− Clarity of mandate, resources
− Clear and consistent
communications, highly visible
coordination