Rapid Response Teams (RRT) FDA Rapid Response Team (RRT) Program National Overview

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1 FDA Rapid Response Team (RRT) Program National Overview Making FSMA Real: Integrating Local, State, and Federal Food Emergency Response Capabilities NEHA 2013 Annual Education Conference July 10, 2013 Lauren Yeung, RRT Program Coordinator FDA Office of Partnerships 1 It s a complex world: Food Safety Protection & Defense From Farm to Fork Farm truck railroad boat Processor truck railroad boat Distributing Center truck railroad Retail Home 2 Rapid Response Teams (RRT) Why RRTs? White House & congressional interest in improving response and food safety Continued emphasis with FSMA Program Rationale Develop multi-jurisdictional RRTs ICS/NIMS and Unified Command All-hazards prevention, response & recovery efforts for food and feed Ensure alignment with national priorities FSMA, IFSS, National Response Framework, PFP NEHA AEC July 9 11,

Rapid Response Teams (Original & Additions from 2012 RFA) MIN-DO DET-DO NWE-DO PHI-DO NYK-DO NER SEA-DO SAN-DO CER BLT-DO ATL-DO NOL-DO LOS-DO KAN-DO SER FLA-DO Rapid Response Teams (RRTs) Original

2 Rapid Response Teams (Original & Additions from 2012 RFA) MIN-DO DET-DO NWE-DO PHI-DO NYK-DO NER SEA-DO SAN-DO CER BLT-DO ATL-DO NOL-DO LOS-DO KAN-DO SER FLA-DO Rapid Response Teams (RRTs) Original RRTs New RRTs Original RRTs New RRTs PAR Southeast Region Central Region NC (ATL-DO) GA (ATL-DO) MI (DET-DO) PA (PHI-DO) SWR TN (NOL-DO) MN (MIN-DO) WV (BLT-DO) FL (FLA-DO) MS (NOL-DO) VA (BLT-DO) MD (BLT-DO) Northeast Region Southwest Region = RRT State (Original- Joined 2008/2009) = New RRT State (Under 2012 RFA) DAL-DO NY (NYK-DO) MA (NWE-DO) RI (NWE-DO) Pacific Region WA (SEA-DO) CA (LOS-DO & N/A SAN-DO) IA (KAN-DO) TX (DAL-DO) MO (KAN-DO) Summary: Total: 19 States/14 Districts 2008: 6 States/7 Districts4 2009: 3 States/3 Districts 2012: 10 States/7 Districts Program Evolution Initial focus on improvement of state program infrastructure Team development MFRPS Implementation Sustainability Broadened to development of best practices 2013 Edition of the RRT Best Practices Manual now available upon request OP-ORA@fda.hhs.gov Expanding to a mentorship framework RRT Program 5 Year Plan 5 RRT Program 5 Year Plan Objectives Mentorship Incorporate regional elements Facilitate integration & adoption of best practices RRT Capability Data Capture & Assessment Communication Post Response & Prevention RRT Maturity & Maintenance Cross-discipline (lab/epi/eh) and cross-jurisdictional (FSLTT) relationships; efficiency and effectiveness! Ensure adequate training opportunities for all partners Sustainability National (RRT Program) & individual RRT perspectives NEHA AEC July 9 11,

Southeast Region Central Region GA DA NC DACS MI DA PA DA TN DA FL DACS MS DOH VA DACS WV DHHR Northeast Region Southwest Region MA DPH RI DOH TX DSHS MO DHSS = Mentor RRT State (Original- Joined

3 Rapid Response Teams (RRT) Mentorship Match-Ups Version 1.0 (20Sept2012) MIN-DO DET-DO NWE-DO PHI-DO NYK-DO NER SEA-DO SAN-DO CER BLT-DO ATL-DO NOL-DO LOS-DO KAN-DO SER FLA-DO PAR SWR RRT Mentorship Match-Ups Mentor RRTs Mentee RRTs Mentor RRTs Mentee RRTs Southeast Region Central Region GA DA NC DACS MI DA PA DA TN DA FL DACS MS DOH VA DACS WV DHHR Northeast Region Southwest Region MA DPH RI DOH TX DSHS MO DHSS = Mentor RRT State (Original- Joined 2008/2009) = Mentee RRT State (New- Under 2012 RFA) DAL-DO Cross-Region MN DA NY SDAM WA DA IA DIA CA DPH MD DHMH Criteria for Selections: Relationships Size of Agency Jurisdiction 7 Geographic Proximity Thank you! FDA Office of Partnerships: OP-ORA@fda.hhs.gov Travis Goodman: Travis.Goodman@fda.hhs.gov Lauren Yeung: Lauren.Yeung@fda.hhs.gov 8 Making FSMA Real: Integrating Local, State, and Federal Food Emergency Response Capabilities Matt Ettinger Rapid Response Team Coordinator VA Dept. of Agriculture and Consumer Services Food Safety & Security Program 2013 NEHA AEC July 9 11,

VDACS Inspections (21 Inspectors) Food Manufacturing Firms GMP based inspection (2818) Seafood HACCP (70) Acidified Foods (75) Juice HACCP (10) LACF (6) Retail Food Stores (10,000) Grocery,

4 VDACS Inspections (21 Inspectors) Food Manufacturing Firms GMP based inspection (2818) Seafood HACCP (70) Acidified Foods (75) Juice HACCP (10) LACF (6) Retail Food Stores (10,000) Grocery, Convenience, Supermarkets, Other Food Service Facilities Less than 15 seats, part of a bakery or other manufacturing operation Warehouses (725) Famer s Markets (241) Home Operations (774) VDH Inspections Approximately 30,000 firms / 35 Health Districts Restaurants Grocery stores Only areas with seating for more than 15 persons School cafeterias Assisted living and care facilities Hospitals Convenience stores National chain or seating more than 15 persons Temporary and mobile food vendors Grade A fluid milk processors Trash complaints and Rabies investigations Virginia State Laboratory Division of Consolidated Laboratory Services (DCLS) Serve as the state s public health, environmental, agriculture and consumer protection laboratory for the Commonwealth of Virginia > 200 employees Serve over 26 local, state and federal agencies Conduct over 6 million tests per year with over 650 different types of analyses 24/7 emergency testing available Comprehensive testing services include neonatal screening, immunology, molecular biology, virology, microbiology, mycology, food and water adulteration, metal and pesticide analyses, radiochemistry, motor fuels and commodities, and comprehensive chemical analyses 2013 NEHA AEC July 9 11,

Complex Investigation Salmonella in Tomatoes Tomatoes Restaurant Distributor Laboratory PARTNERS The PublicFEDERAL Repacker VDH Environmental Health Epidemiology VDACS

5 Complex Investigation Salmonella in Tomatoes Tomatoes Restaurant Distributor Laboratory PARTNERS The PublicFEDERAL Repacker VDH Environmental Health Epidemiology VDACS Politicians Health Care Media Doctor Packing House/Processor Farm ILL CONSUMER Another State Yet Another State Just for fun, one more state 2013 NEHA AEC July 9 11,

6 Food Protection Rapid Response Team and Program Infrastructure Improvement Project Or as we call it the RRT Mission The Virginia RRT s mission is to provide a rapid and unified multiagency all hazards response to food/feed emergencies in order to minimize the social, economic, and public health impact Goals Improve timeliness and effectiveness of responses Maintain an effective RRT which is integrated into the state and federal infrastructure 2013 NEHA AEC July 9 11,

7 RRT Core Group VDACS Matt Ettinger- Coordinator Debra Hargrave- Animal Feed Specialist Christy Brennan- Manufactured Foods Program Specialist Pamela Miles Food Safety & Security Program Supervisor Ryan Davis Program Manager, Office of Dairy and Foods Donald Delorme Program Manager, Office of Consumer Affairs Carolyn Peterson Dairy Program Supervisor Tom Hall Compliance Officer, Office of Meat and Poultry Services RRT Core Group (State Agencies) Jessica Watson (Department of Health) Foodborne Disease Epidemiologist Seth Levine (Department of Health) Senior Epidemiologist Julie Henderson (Department of Health) Plant Program Manager (Shellfish Sanitation) Chris Gordon (Department of Health) Food and Dairy Consultant Angela Fritzinger Ph.D. (DCLS) Lead Scientist Denise Toney Ph.D. (DCLS) Deputy Director Stephanie Dela Cruz (DCLS) Group Manager, Epidemiology Support RRT Core Group FDA Baltimore District Evelyn Bonnin District Director Katherine Williams Deputy District Director Connie Richard-Math Director Investigations Branch Martin Guardia Emergency Response Coordinator Larry Edwards Consumer Safety Officer (Regulatory Retail Food Specialist) 2013 NEHA AEC July 9 11,

8 Virginia Rapid Response Team Organization Core Representation VDACS Food Safety VDACS Feed VDH Epi VDH Env. Health VDH Shellfish DCLS FDA District Mid-Level Representation Compliance Officer Regional Managers Regional Epi Local HD Mgt. Field Representation Field Staff Field Staff District Epi Local HD Staff Field Staff Lab Staff Field Staff Communications Routine Core Group members communicate in weekly RRT calls Each agency provides an update on activities, investigations, complaints and other issues of note to the group Questions may be asked at any time Information sharing is open and honest Commissioning/Credentialing Well understood roles for information sharing and dissemination RRT Activation Activation of the Virginia RRT is based upon a majority vote of the Core Group members Any Core Group member may request activation of the team on behalf of their agency Once activated the Core Group will determine the makeup and staffing of an Incident Command System (ICS) structure for response to the event 2013 NEHA AEC July 9 11,

9 Safety Officer Rick Barham (VDACS Regional Manager Joint/Unified Command Matt Ettinger (VDACS RRT Coord.) Richard-Math (District DIB) Connie Liaison Officers Env. Health, Laboratory, State Epidemiology (all members of RRT Core Group) Operations Section Chris Thackston (VDACS Field Incident Coord.) Joint Investigative Strike Team Member: Keith Jordan (VDACS FSS for firm) Logistics Section Courtney Mickiewicz (VDACS Regional Manager) Planning Section Christy Brennan (VDACS Manufactured Foods Program Specialist) Finance/Admin Section Not Activated Member: Steve Eason (District CSO) Member: Lee Blanchard (VDACS Feed Inspector Aflatoxin SME) ICS structure established for the investigation of a peanut butter processing firm whose products were considered adulterated due to elevated levels of aflatoxin. This was a VDACS led investigation involving both VDACS and BLT District personnel. Result of the investigation was a voluntary recall by the company. Liaison Officers from other Core Group agencies participated by monitoring human health impacts and assisting in recall audit checks as necessary. ICS Utilization RRT Coordinator and FDA District Staff will always as part of the Unified Command District ERC and/or Director of Investigations Branch Other agencies may be part of Unified Command depending on the nature of the incident Core Group members not part of the unified command serve in other staff roles or as liaisons to the ICS All staff members are provided with frequent situational updates and other information prepared by the Planning Section Cheif. Communications Response All communications regardless of source are sent to the Unified Command and then to the Planning Section Chief. Command assigns each incident a unique identifier RRT (PFGE pattern, FDA identifier, etc.) Planning Chief prepares an initial about the event which is sent out to the ICS staff and other members of the RRT core group and their designated backups Group members disseminate information within their respective agencies/divisions based on the details of each incident 2013 NEHA AEC July 9 11,

10 Communications Response Updates may be communicated by anyone involved in the investigation but are routed through ICS to the Planning Section Planning Section keeps a log of each agencies activities and any relevant findings At the completion of an event a summary is distributed to the RRT Core Group Coordinator schedules after action meetings and prepares after action report Core Group discusses findings on next weekly call or another gathering Solutions are identified for noted deficiencies Response Success Mitigate the threat to human/animal health Minimize the impact to the community and the regulated industry Quickly and correctly identify the commodities involved Traceback, Site Visits Remove product from distribution Recall, Traceforward Determine root cause behind the issue Work with firm to identify solutions to avoid future problems Conduct after action meetings to gauge response and address gaps Epidemiology Laboratory Environmental Health VDACS Rapid Response Team Federal Emergency Preparedness and Response Agencies Industry Producers Other States 2013 NEHA AEC July 9 11,

RRT Investigations Salmonella newport in Tomatoes Joint Investigation with Rhode Island and Washington Salmonella enteriditis in Turkish pine nuts Salmonella bovismorbificans in

11 RRT Investigations Salmonella newport in Tomatoes Joint Investigation with Rhode Island and Washington Salmonella enteriditis in Turkish pine nuts Salmonella bovismorbificans in tahineh Trichinosis associated with consumption of undercooked, organic pork Salmonella in sushi Aflatoxin in Peanut Butter Contaminated Sprouts 2013 NEHA AEC July 9 11,

12 2013 NEHA AEC July 9 11,

13 2013 NEHA AEC July 9 11,

RRT within VDACS Complaints regarding suspected, alleged, or confirmed foodborne illness Complaints/reports of intentional contamination or terrorism against the food supply Directed Sampling

14 RRT within VDACS Complaints regarding suspected, alleged, or confirmed foodborne illness Complaints/reports of intentional contamination or terrorism against the food supply Directed Sampling Environmental Assessments Beyond routine inspection Identify root cause of problem Recalls Tracebacks Adoption and incorporation of the Manufactured Food Regulatory Program Standards Compliance actions RRT in Emergency Response VDACS personnel respond to numerous incidents Truck Wrecks Hurricanes Fires, floods, earthquakes RRT Coordinator manages response activities and interaction with other groups within the State EOC ESF-11 Worked with Virginia State Police and other agencies to develop procedures for notification of accidents Meet with first responders (police, fire, rescue) to discuss VDACS involvement in accident response Purchased compliant safety vests for all VDACS personnel Purchased STARS radios for three VDACS inspectors 2013 NEHA AEC July 9 11,

15 2013 NEHA AEC July 9 11,

16 Outreach 2013 NEHA AEC July 9 11,

17 Integrating Food Safety Efforts The Rapid Response Team model is essentially a small scale example of the National Integrated Food Safety System Regardless of scale successful integration requires a breakdown of barriers to successful communication Predefined ideas Ego Concepts of success Jurisdictional issues Standardization is also essential to this process Recall, traceback, and complaint investigation training provided to personnel from all agencies represented on the VA RRT Epidemiology Laboratory Environmental Health VDACS Rapid Response Team Federal Emergency Preparedness and Response Agencies Industry Producers Other States Florida RRT Michigan RRT Virginia RRT California RRT FDA CORE Texas RRT North Carolina RRT Washington RRT Minnesota RRT Massachusetts RRT 2013 NEHA AEC July 9 11,

CDC USDA FDA Public National Response Research State/local Investigations Manufacturing Distribution Systems Retail Establishments Integrated Food Safety System Integration has to start from the

18 CDC USDA FDA Public National Response Research State/local Investigations Manufacturing Distribution Systems Retail Establishments Integrated Food Safety System Integration has to start from the ground up Local, state, and federal representation on response teams and other groups is essential The RRT Best Practices Manual can be a guide to developing capability Designed with integration/multi-agency response in mind Integration only works when we see each other as equals Standards, audits, verification Trust, acceptance, patients Flexibility is essential in this process Thank you 2013 NEHA AEC July 9 11,

19 Integrating Local, State, and Federal Food Emergency Response Capabilities Paul Makoski, RS, MPA Calhoun County Public Health Department John Tilden, DVM, MPH Michigan Department of Agriculture and Rural Development Overview Globalized Food Supply The Need for Improved Multi-Agency Collaboration Foodborne Illness Investigations & Emergency Response Capacity Development Local Public Health Perspective on Multiagency Response Challenges To The U.S. Food Supply Increase in international trade Increasingly numbers of reported multi-state foodborne outbreaks Shrinking agency budgets 2013 NEHA AEC July 9 11,

Persons Infected with the Outbreak Strain of Salmonella Montevideo, United States, 2009-2010 Source: CDC data as of 04/28/10 (n= 272) A Nationally Integrated Food Safety

20 Persons Infected with the Outbreak Strain of Salmonella Montevideo, United States, Source: CDC data as of 04/28/10 (n= 272) A Nationally Integrated Food Safety System Industry Universities Consumers Federal State Local 10+ Agencies 100+ Agencies 3,000 + Agencies 59 Foodborne Illness Investigation Teams 2013 NEHA AEC July 9 11,

Michigan Food Emergency Response Pilot Project FDA FSMA Capacity Development Grant Partnership of local, state and federal agencies with the International Food Protection Training Institute (IFPTI)

21 Michigan Food Emergency Response Pilot Project FDA FSMA Capacity Development Grant Partnership of local, state and federal agencies with the International Food Protection Training Institute (IFPTI) Share FDA Rapid Response Team best practices Provide mechanism to focus on shared priorities Goal: Risk-Based Capacity Development Local, state, and federal collaboration Flexibility - one-size-fits-all approach will not work Consistent with local health department autonomy and authorities Pursue greater consistency in the fundamentals 2013 NEHA AEC July 9 11,

Building Blocks: Documents and Initiatives National Response Framework Council to Improve Foodborne Outbreak Response (CIFOR) Guidelines and Toolkit FDA Rapid Response Team (RRT)

Investigation Team Training Materials - http://www.cste.org National Center For Food Protection and Defense webinars - http://www.ncfpd.umn.

22 Building Blocks: Documents and Initiatives National Response Framework Council to Improve Foodborne Outbreak Response (CIFOR) Guidelines and Toolkit FDA Rapid Response Team (RRT) Best Practices Manual Michigan Local Public Health Accreditation Program Building Blocks: Training Materials FDA ORA U courses NEHA Epi-Ready Team Training Foodborne Outbreak Investigation Team Training Materials - National Center For Food Protection and Defense webinars - Building Blocks: People Obtained top management buy in Enlisted experienced subject matter experts Recruited effective trainers peer-to-peer training Enlisted administrative support staff 2013 NEHA AEC July 9 11,

Participating Local Health Departments (LHD s) Source: Downtown Detroit photo from http://www.airphotona.

miles) Population 1596 153,151 96 Calhoun 709 137,985 195 Livingston 565 180,967 320 Marquette 1,808

mile Participating LHD Commitments Review and update plans and procedures Participate in regular meetings

23 Participating Local Health Departments (LHD s) Source: Downtown Detroit photo from Counties Branch / Hillsdale / St. Joseph Participating LHD s Land Area (sq. miles) Population , Calhoun , Livingston , Marquette 1,808 67, Wayne 612 1,820,575 2,974 Population Density per sq. mile Participating LHD Commitments Review and update plans and procedures Participate in regular meetings / conference calls and project development Participate in training including teaching Provide after action reports and assessment 2013 NEHA AEC July 9 11,

Local Public Health Perspective on Multi-agency Response Importance of all hazards emergency response preparedness Role of foodborne illness training in staff

United States 80% of seafood 50% of fresh fruit 20% of fresh vegetables The Challenge Maintaining balance in a world of conflicting priorities Skills and

24 Local Public Health Perspective on Multi-agency Response Importance of all hazards emergency response preparedness Role of foodborne illness training in staff and agency capacity development Maintaining staff skill sets is difficult but necessary Global Reality = Local Challenge Percent of Food Imported into the United States 80% of seafood 50% of fresh fruit 20% of fresh vegetables The Challenge Maintaining balance in a world of conflicting priorities Skills and competencies gained in responding to a food emergency are also valuable in an all hazards response plan. If it can happen it probably will! 2013 NEHA AEC July 9 11,

25 H1N1 Mass vaccination clinics provided protection to thousan of individuals Hepatitis A outbreak in Calhoun County, Michigan caused by Mexican strawberries The High Cost of Public Health Local resources exhausted $475,000 in staff hours $110,895 in IgG cost The Enbridge Oil Spill The largest freshwater oil spill in U.S. history ~$1 Billion 2013 NEHA AEC July 9 11,

26 Hurricane Katrina Victims Hundreds find help in Michigan Local Public Health takes the lead. Natural Disasters Dealing with the unexpected Local Health Departments are central to the response. ORGANIZATION Does the right hand know what the left hand is doing? Details count! 2013 NEHA AEC July 9 11,

All Hazard Management: Bringing Order to Chaos Competencies must exist Right mix of responsibility and authority. Partners want our active involvement. Action has consequences but so does inaction.

27 All Hazard Management: Bringing Order to Chaos Competencies must exist Right mix of responsibility and authority. Partners want our active involvement. Action has consequences but so does inaction. Leadership is expected, so lead! The Reality There is never a perfect decision. Public Health has power, use it appropriately. Heat comes from being in the kitchen. Swallow your ego. The clock is always ticking. Foodborne Illness Investigations: A Proving Ground For All Hazard Response Skill Building Interviewing On-site Investigation Sampling Traceback / Traceforward Control Measures/ Mitigation Partnerships / Collaboration 2013 NEHA AEC July 9 11,

Components of Effective Training Work to define and target specific needs The Local Health Department Training Perspective The training must be worth the very

A portion of the development, presentation and training costs should be offset if possible. Training is more valuable if there is continuity over time.

28 Components of Effective Training Work to define and target specific needs The Local Health Department Training Perspective The training must be worth the very limited time and money I can spend. It should help me meet other related standards and requirements. A portion of the development, presentation and training costs should be offset if possible. Training is more valuable if there is continuity over time. Training Must Be Value Added Fewer staff Less money Training needs Conflicting priorities Dwindling resources Mandates Expectations VS. New pathogens Protect Public Health Emergency response 2013 NEHA AEC July 9 11,

29 Michigan s Food Emergency Response Grant The who, what, when, where, why and how. Who? Local, state, and federal agency field staff Journeyman level (1-4 years experience) Seasoned staff encouraged to participate and act as mentors / coaches Multiple disciplines o Environmental Health / Food Regulators o Public Health / Communicable Disease nurses o Laboratory staff o Emergency Management Coordinators What? Start with nationally recognized content Conduct initial survey to assess needs Establish learning objectives/priorities Don t reinvent the wheel Year 1 training priorities o Foodborne illness surveillance o Interviewing techniques o Complaint Log surveillance / trend analysis 2013 NEHA AEC July 9 11,

30 When and Where? Convenient locations around the state to facilitate participation Less busy time April / May 2013 One day workshops 9 AM 3:00 PM Why? Provide practical & cost-effective training Encourage sharing of expertise and lessons learned informal coaching & mentoring o Between staff o Between disciplines o Between agencies Re-energize and refocus staff on what works Mandated competencies How? Pre-learning Materials o FDA ORA U courses o National Center for Food Protection and Defense foodborne illness webinar Face-to-face workshops Follow-up meetings and in-services at the home agencies the message home 2013 NEHA AEC July 9 11,

31 What worked and what didn t. Positive Results Training sessions were well attended o 180 participants Participants rated training as on 5 point scale (5 = very applicable) Information useful in meeting mandates Comments o Good concise overview o Clarified roles and responsibilities o Appreciated the hands on exercises Challenges Pre-learning materials were not well utilized Attempted to cover too much content during workshops Participants wanted more time spent on interactive exercises Invest time on instructor development More time needed for development 2013 NEHA AEC July 9 11,

Nail it down Do what you have to; make it work. Actively work to recruit partners in design, development and presentation. Integrate distance learning resources with face-to-face training.

32 Nail it down Do what you have to; make it work. Actively work to recruit partners in design, development and presentation. Integrate distance learning resources with face-to-face training. Invite the participation of subject matter experts from all agencies. Conclusions: State Perspective The pilot project focused agencies on what staff need to do their jobs better Each foodborne illness investigation can be a capacity building activity Leverage what exists, align initiatives, and customize as necessary Relationship building is Job One Be intentional about breaking down disciplinary/agency silos. Conclusions: Local Perspective Organize and use input from front line responders throughout the project. Focus on practical, hands-on skill building. Peer teaching is very effective. It is important to break down the silos and mix the grain Participants have a responsibility to learn. Pre-learning materials are a key ingredient NEHA AEC July 9 11,

Special Thanks To US Food and Drug Administration o Office of Partnerships o Detroit District Office International Food Protection Training Institute Branch-Hillsdale-St.

33 Special Thanks To US Food and Drug Administration o Office of Partnerships o Detroit District Office International Food Protection Training Institute Branch-Hillsdale-St. Joseph Community Health Department Calhoun County Health Department Livingston County Health Department Marquette County Health Department Wayne County Health Department Michigan Department of Agriculture and Rural Development Michigan Department of Community Health 2013 NEHA AEC July 9 11,

FDA Office of Partnerships

FDA Office of Partnerships Guy F. Delius, R.S. FDA-OP Standards Implementation Staff AFDOSS September 8, 2014 1 Cooperation & Collaboration: A daily priority for the FDA We will strengthen our collaborations