Transcript Pandemic Influenza Preparedness and Response

Pandemic:
Continuity of Operations
& Business Continuity
Stanislaus Operational Area
Gary Hinshaw
Fire Warden/Office of Emergency
Services
Stanislaus County
Stanislaus County
72 Hour Plan
FULL ACTIVATION
Transportation
Group
Landfill
Group
Environmental
Evaluation
Group
Legal
Mick Krausnick
Liaison
Ray Jackson
Public Information
D. Jones
Plans/Intel
Section
M. Wilkinson
M. O’Haire, Deputy
CDFA
Dan Davis
CDFA
Movement
Control
Branch
D. Freitas
Survey &
Surveillance
Branch
CDFA
Air
Operations
Branch
B. Weber
Info/Intel Branch
Situation
Groups
Waste
Management
Group
Checkpoint
Group
Commercial
Division
Road
Closure
Group
Backyard
Division
Permit
Group
CDFA
Command and
General Staff
Clean
CEO, OES, Ag. Com., DER, P.H.,
P.W., L.E., BOS, CDFA,Ind. Rep.
Operations
Section
Decontamination
Branch
J. Simpson
Logistic
Section
Dale Skiles
Resource
Branch
Mike Botto
Resource Status
Unit
Survey Group
GIS
Unit
Freitas/Weber
Surveillance
Group
Deb Thrasher
Policy Group
Safety/Bio
Safety
CDFA, DER, P.H.
Unified Command
EOC
MANAGER
Russ Richards
CDFA
AG Commissioner
CEO/OES
Avian Influenza
Depopulation
Branch
CDFA
ICS Advisor
Unified Command
E Team Unit
Technical
Support
D. Freitas
Disease
Reporting/
Epidemiology
Unit
CDFA
Training
Group
C.
Holmer
Care Unit
Demobilization
Unit
Quarantine
Release
Unit
Documentation
Group
CEO Staff
Technical
Specialist
Finance
Section
Carol Dunbar
Facilities
Unit
Tim Fedorchak
Kirk Gustafson
Time
Unit
Cost
Unit
Ground Support
Unit
Purchasing
Unit
Jim Nelson
R. Verduzco
Supply
Unit
R. Verduzco
Communications/IT
Unit
Lucian Thomas
M. Lockwood
Food
Unit
Data Entry Unit
Dirty
Advance
Planning Group
7/05/06
Comp/
Claims
Unit
Risk Mgmt.
Agenda
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Basic Continuity Planning Assumptions
Pandemic Planning Assumptions
Planning Stakeholders
Planning Challenges
Plan Elements
Lessons Learned
Basic Assumptions
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Definitions
• Continuity of Operations
• Continuity of Government
• Business Continuity
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Continuity of Operations generally has two
assumptions:
• Back to “business as usual” within 30 days or less
• Go from the “affected” site to the “unaffected site”
and resume operations
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Neither apply with a Pandemic.
Pandemic Planning
Assumptions
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Up to 40% peak absenteeism
• Possibly greater for “frontline” public safety and service
workers
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May last as long as 18 months with up to three
waves
• Greatest impact in the first four months
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Critical functions often depend on contractors
and vendors
Social infrastructure: stressed but functional
Potential long-term closures: schools, churches,
events, malls, etc.
Pandemic Planning
Assumptions
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Less than six weeks warning
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No remedies immediately available
• Antivirals (Tamiflu) in short supply
• Vaccines take 6 to 9 months to develop
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Mutual Aid – availability of resources
Continuity Planning
Stakeholders
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Emergency/Continuity Planner
Human Resources
Security
Safety
Travel
Public Information
Purchasing
Legal
Telecommunications
Risk Management
Executive
Organizations Requiring
COOP Planning
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Public Safety Agencies
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Government
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Law Enforcement
Fire
Emergency Medical Services
Public Safety Answering Points (Dispatch Centers)
Public Works
Public Health
Human Resources
Telecommunications
Information Technologies
Executive Board
Private Sector
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Utilities
Medical
Service
Small business
Planning Challenges:
What are Essential Functions?
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Those programs or people that enable
an organization:
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Provide vital services
Exercise civil authority
Maintain safety
Sustain the economy
Examples
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Communications
Evacuation
Shelter
Medical services
Water
Transportation
Planning Challenges
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Category I
• Essential - must be at work
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Category II
• Essential - can work at home
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Category III
• Non-essential - can work at home
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Category IV
• Non-essential – no need to work at home
Planning Challenges
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Category I Needs:
• Social Distancing
• Personal Protective Equipment (PPE)
• Hygiene Education
• Spread among shifts, work spaces
• Employees clean areas frequently
• Eliminate all face-to-face meetings
• Reduce/Eliminate contact with public
Planning Challenges
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Category II Needs:
• Broadband connection
• County sponsored computers
• Work from home 1 day/month
• Demonstrate ability in advance
• County IT support for the home
• Internet capacity
Planning Challenges
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Category III and IV:
• Not working? How long do you pay
them? Partial pay?
• Benefits?
• Bargaining unit agreements?
• Other roles?
Planning Challenges
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Other issues:
• Employees refuse to come to work?
• Family sick but employee is well – come to
work?
• Getting sick – workers comp issue?
• Day care?
• Jobs with face-to-face public exposure –
liability?
• Restrict travel on days off?
• Communicating with employees
• Updated contact info
Planning Challenges: Public Info
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Who
What
How
Public Education & Outreach = Key
Planning Challenges: Security
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Visitor restrictions / screening
• When
• How
• Exceptions
• Authority
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Training
• Personal Protective Equipment
• Personal Hygiene
Planning Challenges: Facilities
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Janitorial
• Cleaning procedures
• PPE
• Disinfectants
• Contract limits
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HVAC
• Filters
• Recycled air
Planning Challenges:
Purchasing
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New, scarce, numerous equipment
• PPE
• Disinfectants
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Supply chain analysis
• Critical supply providers
• What if? Ports, UPS closed, etc.
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Mail and Print Services
Planning Challenges: Risk
Management
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Insurance
• Coverage for loss, disruption
• If not, do you need/want it?
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Revenue
• Model 10-30% for 90-120 days
• Model long-term loss (>18 months)
Planning Challenges:
Management Approval / Support
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Define role of senior management
Write plan and seek approval
Cost estimate to implement
Commitment to Plan Development
Funding
On going process
Planning Challenges:
Emergency Management
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Virtual EOC – Distributed Operations
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Telecommunications
Conference calls
Web meetings
E-mail
Web site
Succession planning (Continuity of Gov’t)
• EOC team
• Senior executives
Planning Challenges:
Implementing the Plan
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Employee education
Supplies and equipment
Planning team tabletop exercise
Test and validate
• Work from home
• Telecommunications
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EOC tabletop exercise
Management status briefings
Plan Elements
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Purpose and Objectives
Supporting Plans
Planning Assumptions
Prepare stage
Response stage
Recover stage
Annex
Plan Elements
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Purpose and Objectives
• Reduce transmission of virus among
employees, clients, and partners
• Minimize illness among employees and clients
• Maintain mission-critical operations and
services
• Minimize social disruption and economic
impacts
Plan Elements
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Supporting Plans
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State/Federal Emergency Operations Plans
Local City/County EOP’s
State/County Pandemic Plans
Corporate Plans
Business Resumption Plans
Plan Elements
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Planning Assumptions
• Time Period
• Prevention and Treatment
• Staffing
• Vendors of services and/or products
Plan Elements
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Prepare stage
• Authorities and Protocols
• Operations Assessment
• Job Functions
• Pandemic Policies
• Product and Services Vendors
• Employee Communications
• Infection Control and Prevention
• Client Communications
Plan Elements
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Response Stage
• Activation and Command
• Operations
• Job Functions
• Pandemic Policies
• Communications
• Infection Control
Plan Elements
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Recover stage
• Activation
• Operations
• Process Assessment
• Communications
Plan Elements
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Annex
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Pandemic Influenza Planning Team
Authority and Procedures
Essential Operations
Essential Job Functions
Pandemic Policies
Management of Ill Employees
Product and Services Vendors
Information Dissemination Plan
Informational Materials
Infection Control
Lessons Learned - Katrina
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Continuity of operations at the local
level
Unified command not properly exercised
at all levels
Loss of communication systems
breakdowns
Emergency management software
Local Emergency Operations Plans, are
they viable?
Lessons Learned - Katrina
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Evacuation plans for medical
community
Formalized mutual aid plans for
regional, state and federal
resources
Permanent staffing dedicated to
emergency management
What can you do now
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Stay informed
Have a plan
Keep a list of emergency services
numbers
Add to your current emergency
supplies kit
Take care of yourself
Have a plan for work and school
Be prepared to care for someone
who is sick at home
Lessons Learned - Katrina
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Emergency Operations Center
Emergency Support Functions (ESF)
work areas outside of EOC’s
Public Information Plan
Joint Information Center
Los Angeles - Flu Season
1997-1998
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Public asked to avoid unnecessary ER
visits
“Hospitals full and bursting at the
seams!”
“People just kept coming in, but not
enough beds, gurneys, or ventilators.”
Emergency staff working double shifts
and sick
Conclusion
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Emergency Management is like herding
cats!
Together we are stronger than
individually
Preparing is our front line of defense
Communications is key
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Questions
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