A vision for a global operation room
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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
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A vision for a global operation room
- 1. Vision for a Global Operations Room Mike Catchpole Chief Scientist, European Centre for Disease Prevention and Control
- 2. Public Health Emergencies Global threats – global responses
- 3. A Global Operations Centre Why Global?
- 4. Globalisation – International Travel
- 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
- 14. Plans & Procedures Emergency Plans and Incident Procedures
- 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
- 17. ECDC Operations Centre Daily Roundtable
- 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
- 19. EU Emergency Operations Centre(s) Distributed 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
- 22. Daily Mirror, January 2000 Global Operations Centre What next? Beyond global?
- 23. Acknowledgements ECDC - Denis Coulombier - Hakim Khenniche - Kaja Kaasik Aaslav - Sergio Brusin Public Health England - Lynne Foster