The IOM Report and the Future of DoD GEIS

In late September 2001, DoD GEIS received from the

These recommendations were wide ranging, and

IOM the results of an 18 month review of its program.

implementation had already begun in cases.  One key

The 190 page report was the work of eight world

recommendation dealt with the need for a full time

experts in the public health aspects of emerging

and properly prepared DoD GEIS program manager

infections, supplemented by a dedicated andinsightful

at each overseas research facility.  This has recently

IOM staff.  The experts were drawn from a variety

been achieved.  The recommendation highlighted the

of settings, including academia (University of

importance of various training programs for insuring

Washington, Johns Hopkins, and Emory), the Maine

a steady stream of epidemiologists, laboratorians, and

State Health Department, WHO offices in Geneva

field scientists to fill DoD GEIS positions.  The

and the Caribbean, and Health Canada.  Their

committee also emphasized the importance of training

report noted that, in spite of the relatively small

foreign public health workers who, in many cases,

investment made, DoD GEIS had made substantial

will remain engaged in surveillance and response in

progress toward its goals.  It also made many rec 

their countries and produce a positive return on that

ommendations on how DoD GEIS could reach and

investment for years to come.  The IOM encouraged

even exceed those goals.  These recommendations

greater emphasis on partnerships with other federal

in many ways serve DoD GEIS as a road map for

agencies.  Currently Public Health Service personnel

the future.

are assigned to three overseas research activities

and to the DoD GEIS Central Hub.  Additional co 

placements could be of mutual value and reduce the

duplication of infrastructure.

A critical and ongoing emphasis of this program is

the improvement of information dissemination.

DoD GEIS has pursued this through fostering up 

to date web sites; co sponsoring general and

focused meetings at the local, regional, national,

and international levels; giving public presentations;

and publishing papers in peer review journals.  There

remain gaps, though, in this multi pronged effort.

Considering the volume of quality information pro 

duced, more emphasis needs to be placed on identifying

key customers and on targeting delivery of this

information to ensure timely public health action.

This will require increasingly formalized reporting

mechanisms tailored to the needs of specific end users.

The development of the DoD GEIS program has been

an iterative process.  The 5 year strategic plan approved

and published in 1998 has served DoD GEIS well.

However, conceptualizing and implementing an

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