Good emergency management practice: the essentials

Page 54

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Good Emergency Management Practice: The Essentials

• the signs of notifiable diseases to report; • how to report suspected notifiable diseases or syndromes; • the way in which a suspect case is handled; • publicity of compensation arrangements; • publicity of the penalties for non-reporting; • awareness of the negative impacts of notifiable diseases; and • the control measures to be used in the event of an outbreak. All of these will encourage reporting of notifiable diseases. The system has the potential to be highly sensitive and to detect disease rapidly, which is one of the key requirements for the detection of highly infectious diseases such as classical swine fever and FMD. Passive surveillance is likely to generate a significant number of false positive results. All suspect cases should be investigated and the outcome recorded. These, including the negative results, should be published. Doing this will indicate to producers, government, trading partners and international organizations that the “passive” surveillance system is functioning. Active surveillance normally focuses visits at locations regarded as high risk, although what “high” means compared with “low” is rarely clear. The visits also may be focused at concentration points such as markets. Active surveillance is costly and resource-intensive making it more appropriate for diseases that have long preclinical phases or have signs that are common and non-specific. These include diseases such as bovine tuberculosis and brucellosis, which, in some countries, are notifiable diseases. National or regional diseasecontrol campaigns may require specific active surveillance activities. The visits seek to detect specific instances of disease, but unless wide coverage can be achieved, the speed of detection is likely to be slower than with a well-functioning passive surveillance system. To summarize, passive surveillance is not really passive and requires investment by government and the collaboration of livestock-keepers and their animal health providers. Active surveillance is independent of these latter groups (although it might use animal health providers), but it is resource-intensive and likely to be slower at detecting highly infectious diseases. Active surveillance is very important towards the end of an eradication campaign or when attempting to gain international recognition of freedom from a specific disease.

Interface between field veterinary services and livestock farmers/traders It is very important that regular contact be established between field veterinary services staff (professional and/or paraprofessional) and livestock farmers, farming communities and livestock traders. This should be both in the form of routine visits and preparedness to promptly investigate and provide assistance on disease problems. In this way, a comprehensive knowledge of endemic diseases will be accumulated and farmers will have the confidence to seek official veterinary help when they are confronted by an unusual, and potentially serious, disease occurrence. Some countries rely heavily on the private sector for the provision of official veterinary services and an additional interface between them and the veterinary authority is needed. This interface should include farmer awareness programmes. This is one of the most critical, but sometimes neglected, aspects of preparedness planning for emergency dis-


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D: GEMP checklist

3min
pages 121-124

C: Risk analysis

18min
pages 111-120

A: Animal disease emergencies: their nature and potential consequences

9min
pages 103-106

Technical and financial support

2min
page 100

B: Risk periods

7min
pages 107-110

Restocking

2min
page 99

Stopping vaccination

2min
page 96

Recovery and rehabilitation of affected farming communities

2min
page 98

Declaration of official recognition of animal disease status

3min
page 97

Communication guidelines – press and public during outbreaks

1min
page 91

Local Disease (Animal) Control Centres

4min
pages 87-88

Difficult or marginalized areas

2min
page 90

National Disease (Animal) Control Centre

2min
page 86

Command and control during an outbreak

2min
page 84

Resource plans

1min
page 79

Risk enterprise manuals

1min
page 78

Operational manuals (or standard operating procedures

3min
pages 76-77

The geographical extent of culling: wide area culling or on a risk-assessed basis

2min
page 66

Management information system: the key indicators of progress

2min
page 69

Culling and disposal

2min
page 65

Contingency plan contents

6min
pages 72-75

Outbreak investigation

1min
page 70

Submission of samples from initial events to regional and world reference laboratories

1min
page 62

Animal health information systems

2min
page 59

Laboratory diagnostic capabilities

2min
page 60

Training veterinarians and other animal health staff

2min
page 55

Other strategies

2min
pages 51-52

Interface between field veterinary services and livestock farmers/traders

2min
page 54

Live bird marketing systems

2min
page 49

Developing cross-border contacts with neighbouring administrations

2min
page 46

Risk analysis processes in animal disease emergency planning

4min
pages 39-40

Incorporating risk analysis into the contingency plan

2min
pages 41-42

Illegal imports

2min
page 45

Updating disease plans

1min
pages 35-36

Contingency plans and operations manuals

2min
page 32

Public awareness

2min
page 34

A national disaster plan

3min
pages 18-20

Surveillance systems

2min
page 31

Compensation policy

2min
page 30

Factors affecting the frequency, size and length of disease emergencies

3min
pages 14-15

Role of central government, local authorities and the private sector

3min
pages 25-26

The required elements of preparedness planning

2min
page 17

Financing

2min
page 29

The value of planning for emergencies

2min
page 16
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