1. The ERAD Legacy 1.Management - Organisational form, Structures, Systems and Culture 2.Social partnership 3.Epidemiology unit 4.ICMB series of conferences 5.Research and development 6.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 1986 Issues 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 1986 Issues 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. 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

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. Epidemiology Evolution 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 on Mycobacterium Bovis 1990

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

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

20. 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 5 th meeting should take place

21. Use of Consultants and Strategic Direction O’Connor and O’Malley Conway and O’Connor Sheehy and Christensen Morris and Pfeiffer Martin

22. 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

23. 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

24. Badger LESSONS LEARNED Model 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)

25. 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

26. R & D – Vaccine Development

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

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

29. 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

30. 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