Influenza Pandemic Sub Plan - Bayside City Council · 2018-06-14 · This Influenza Pandemic Plan...

City of Bayside Municipal Emergency Management Plan. PART C3

November 2017 of 31 pages

Influenza Pandemic Sub Plan

This document is a sub-plan of the

Bayside Municipal Emergency Management Plan

1.1.



1.2. Activation of the Influenza Pandemic Plan The IPP is a sub-plan of the MEMP and in the event of this emergency occurring would be activated using the arrangements detailed in the Bayside MEMP as follows.

The MERO, who has full authority and delegated powers to manage the council’s responsibility and coordinate its role during emergencies, will receive contact from the Municipal Emergency Response Coordinator (MERC)—a Victoria Police member who will request activation of appropriate municipal resources requested from the DHHS in their role as control agency for human disease/illness.

MERO advises the MRM of resources activated for the potential for requests to increase and for MRM responsibilities to be escalated.

Figure 1: Activation of the IPP

Regular contact occurs between DHHS and municipalities regarding many public health issues as per the Health Act 1958. This routine communication does not negate the linkages with the emergency management arrangements for response and recovery activities during an outbreak of influenza pandemic. It is therefore imperative that the emergency management linkages are maintained.

Figure 2 provides an overview of how current routine public health practices operate, and the process that generally is implemented, in the event of day-to-day contact between DHHS and local government and how to incorporate meeting the requirements of the Emergency Management Act 1986 when a pandemic occurs.

Municipal Emergency Response Coordinator

(MERC) – Victoria Police

DHHS &

Bayside City Council

Input from Response Agencies



Routine public health referrals procedure to municipalities

Emergency management procedure with municipalities

Figure 2: Process for communication of an influenza pandemic within routine public health practices

MERC

(Victoria Police)

Unwell person with flu like symptoms

General Practitioner (GP) visit (sample taken)

Sample - laboratory tested

DHHS Head Office notified

DHHS Regional Office notified (Southern)

Bayside City Council (MERO & MRM)

Bayside City Council (Environment Health)



1.3. Incident response The DHHS emergency response arrangements will be put into place according to the scale/severity of the incident. The scope of an influenza pandemic will result in immediate classification as a high level incident, due to the need to manage issues across regions, state wide media interest, the need for a community call centre and management of government interests. Refer to section 3.4 for pandemic phases.

During an Influenza Pandemic alert stages (Australian phases 3, 4 and 5) and Influenza Pandemic (Australian Phase 6) the DHHS Regional Emergency Management Planning Committee will be operational.

The DHHS Regional Emergency Operational Centres will have a direct link with the Municipal Emergency Coordination Centre and Municipal Community Support Centres (Recovery Centres) and be providing Bayside City Council with regular updates.

The MERO/MRM will activate the IPPC which becomes the IPWG and provides the Chief Executive Officer with daily updates.

The Medical Officer of Health and Immunisation Coordinator are also members of the IPWG.

Figure 3: Activation of the Influenza Pandemic Working Group

During Australian phases 3, 4 and 5 review of all requirements for immunisation will take place including:

Check availability and access to Mass Vaccination Centres (MVCs) Review set up of MVCs Review updated hygiene guidelines by DHHS/Australian Government Ensure supply of stock and personal protective equipment (PPE) Review and finalise paperwork/information/posters etc. Review staff contact details Communicate with all required Bayside staff regarding progress Review relevant parts of Bayside BCP Check lines of communication within Bayside and between Bayside and DHHS.

For some routine health/immunisation information DHHS may utilise their existing arrangements with the immunisation contacts within Bayside City Council, i.e. communication directly to the Immunisation Coordinator and/or Environment Health Coordinator. It is important to operate within the emergency management framework and ensure that the MERO and MRM are aware/advised of any direct contact received from DHHS to account for any municipal resources being accessed.

DHHS Regional Emergency Management Planning Committee – becomes operational

DHHS Regional Emergency Operational Centres – link in with Municipal Emergency Coordination Centres &

Municipal Community Support Centres (Recovery Centres)

MERO/MRM activates the IPPC – which becomes the IPWG



Figure 4: Activation of influenza pandemic plan – flow diagram

Victoria Influenza Pandemic Planning

DHHS & (DoHA)

Surveillance & Monitoring

Pandemic Alert Aus 3 & Aus 4

Single/small cluster cases identified within Bayside City Council

Limited or localised human-to-human transmission

Contact MERC & Bayside MERO & MRM

IPPC/IPWG

Activate MEMP Activate IP Plan

MECC on Stand-by

Pandemic Outbreak Aus 6a/Aus 6b/Aus 6c/Aus 6d

Large clusters outbreaks with increased & sustained human-to-human transmissions

Pandemic Alert Aus 5

Large cluster case identified human-to-human transmission Still localised

Activate MEMP Activate IPP

Activate MECC

Provide home care Provide support service

Mass immunisation (once vaccine developed)

Isolate cases at home Isolate contacts at home

Reporting to Regional DHHS

(Southern)

Reporting to Regional

DHHS

Establish Community Support & Recovery Centre, if

appropriate

Surveillance of infectious disease outbreaks/public health monitoring

Business continuity HR policies for staff employees Communication planning strategies Community support & recovery


DOC/12/59089 Last Amended: November 2017 of 31 pages

Table of Contents

1.1. ACTIVATION OF THE INFLUENZA PANDEMIC PLAN ......................................................................................................... 21.2. INCIDENT RESPONSE .............................................................................................................................................. 4

FRAMEWORK .......................................................................................................................................................... 8

REVIEW AND EXERCISE SCHEDULE............................................................................................................................ 8

PLAN DEVELOPMENT ............................................................................................................................................... 8

LIST OF ABBREVIATIONS .......................................................................................................................................... 9

2. AIMS AND OBJECTIVES ..................................................................................................................................... 9

2.1. AIMS .................................................................................................................................................................. 92.2. OBJECTIVES ......................................................................................................................................................... 9

3. BACKGROUND .................................................................................................................................................. 9

3.1. WHAT IS PANDEMIC INFLUENZA? ............................................................................................................................. 93.2. TRANSMISSION ................................................................................................................................................... 103.3. HISTORY OF INflUENZA PANDEMICS ......................................................................................................................... 103.4. PANDEMIC PHASES .............................................................................................................................................. 113.5. PREDICTED IMPACT OF AN INflUENZA PANDEMIC ........................................................................................................ 123.6. HOW A PANDEMIC MAY IMPACT ON THE MUNICIPALITY ................................................................................................ 123.7. MUNICIPALITY PROfiLE AND DEMOGRAPHY ............................................................................................................... 123.8. COMMUNICATIONS INFRASTRUCTURE ...................................................................................................................... 123.9. HEALTH SERVICES ................................................................................................................................................ 12

4. PREPAREDNESS .............................................................................................................................................. 12

4.1. COORDINATION ACROSS LEVELS OF GOVERNMENT ...................................................................................................... 124.2. ROLE OF BAYSIDE CITY COUNCIL IN INFLUENZA PANDEMIC PLANNING ............................................................................. 14

4.2.1. Public health ........................................................................................................................................... 144.2.2. Essential services ..................................................................................................................................... 154.2.3. Business continuity .................................................................................................................................. 154.2.4. Community support and recovery ........................................................................................................... 15

4.3. INflUENZA PANDEMIC PLANNING COMMITTEE (IPPC) ................................................................................................. 164.4. MASS FATALITY PLAN .......................................................................................................................................... 17

4.4.1. Religious and social considerations ......................................................................................................... 174.5. COMMUNITY LEADERS AND ORGANISATIONS THAT MAY BE ABLE TO ASSIST ....................................................................... 174.6. ARRANGEMENTS FOR ACCESSING MUTUAL AID FROM NEIGHBOURING MUNICIPALITIES ........................................................ 174.7. EMERGENCY RELIEF CENTRES ................................................................................................................................. 184.8. PERSONAL PROTECTIVE EQUIPMENT ........................................................................................................................ 18

5. COMMUNICATION ......................................................................................................................................... 19

5.1. COMMUNICATION TO STAFF .................................................................................................................................. 21

6. CONTAINMENT .............................................................................................................................................. 21

6.1. DESIGNATED HOSPITALS (FLU CLINICS) ..................................................................................................................... 216.2. PREVENTING OR CONTAINING INFECTION SPREAD ....................................................................................................... 21

6.2.1. Basic hygiene .......................................................................................................................................... 216.2.2. Social distancing ..................................................................................................................................... 216.2.3. Isolation and quarantine ......................................................................................................................... 226.2.4. Border control ......................................................................................................................................... 226.2.5. Targeted use of antivirals, and PPE ......................................................................................................... 22

6.3. PROCEDURES TO MINIMISE SPREAD AMONGST STAFF ................................................................................................... 23

7. MASS VACCINATION ....................................................................................................................................... 24

7.1. MASS VACCINATION GUIDE ................................................................................................................................... 247.2. PROPOSED MASS VACCINATION CENTRES .................................................................................................................. 247.3. MEDIA STRATEGY TO ADVERTISE SESSION DETAILS ....................................................................................................... 25



7.4. PROCESS TO ENSURE VACCINATION OF PRIORITY GROUPS IS ADHERED TO ......................................................................... 257.5. PRIORITY GROUPS ............................................................................................................................................... 257.6. VACCINATION PROCESS ........................................................................................................................................ 257.7. CONTACT LIST OF AVAILABLE STAFF AND ROSTERING PLAN FOR INITIAL OPERATIONS ............................................................ 26

8. MAINTAIN ESSENTIAL SERVICES ...................................................................................................................... 26

8.1. SUPPORTING STAFF AND THEIR FAMILIES ................................................................................................................... 268.2. WORKFORCE ISSUES ............................................................................................................................................ 26

8.2.1. Employee assistance program (EAP) ....................................................................................................... 278.2.2. Hygiene protocols ................................................................................................................................... 278.2.3. Injury and illness management ............................................................................................................... 278.2.4. Legal compliance .................................................................................................................................... 278.2.5. Changed work environment .................................................................................................................... 278.2.6. Payroll ..................................................................................................................................................... 278.2.7. Human resources policies ........................................................................................................................ 28

8.3. BAYSIDE BUSINESS CONTINUITY PLAN ...................................................................................................................... 288.4. DELIVERY OF COUNCIL FOOD SERVICES .................................................................................................................... 288.5. MAJOR SUPPLIERS TO THE MUNICIPALITY .................................................................................................................. 28

9. COMMUNITY SUPPORT AND RECOVERY ......................................................................................................... 29

10. ADMINISTRATIVE ARRANGEMENTS .............................................................................................................. 29

11. CONTACT LIST ............................................................................................................................................... 29

12. DISTRIBUTION LIST ....................................................................................................................................... 29

APPENDIX A – STAFF MEMBER REPORTING PANDEMIC INFLUENZA ........................................................................ 30

STAFF MEMBER REPORTS INFLUENZA ILLNESS FROM HOME ...................................................................................................... 30STAFF MEMBER REPORTS INFLUENZA ILLNESS WHILE AT WORK .................................................................................................. 30CLOSE CONTACT ............................................................................................................................................................ 30

APPENDIX B – PANDEMIC INFLUENZA – STAFF ABSENTEEISM REGISTER TEMPLATE ................................................ 31

APPENDIX C – MASS VACCINATION CENTRE GUIDELINES



Framework This document is a sub-plan of the Bayside Municipal Emergency Management Plan (MEMP) and is to be used in conjunction with the MEMP and not as a stand-alone document.

Commonwealth plans

National Action Plan for Human Influenza Pandemic – Council of Australian Governments, April 2010

Australian Health Management Plan for Pandemic Influenza – Australian Government Department of Health and Ageing, 2008.

State plans

Victorian Human Influenza Pandemic Plan – Victorian Government, April 2007 Community Support and Recovery Sub Plan – Victorian Department of Human

Services, March 2008 Victorian health management plan for pandemic influenza – Victorian Department of

Human Services, July 2007 Emergency Management Manual Victoria – Victorian Government, 2007.

Review and exercise schedule This Influenza Pandemic Plan (IPP) will be reviewed annually.

The Pandemic Coordinator is to ensure that this document is reviewed and exercised as a sub-plan of the MEMP and make amendments, as required. Refer to section 4.3 on the Influenza Pandemic Planning Committee (IPPC) roles and responsibilities.

The plan will be exercised as determined and agreed to by the Municipal Emergency Management Planning Committee (MEMPC).

The exercise format will be determined by the MEMPC and/or the IPPC and generally be of a desktop style unless otherwise indicated.

The exercise may include independent assessment, and will include relevant agencies and key stakeholders.

Plan development Version: First Draft Date: July 2010 Authorised by: Manager Family Services Department: Community Services Last edited: 6 November 2017



List of abbreviations Refer to Part C11 (Glossary) of the Municipal Emergency Management Plan.

2. Aims and objectives

2.1. Aims Assist in reducing the impacts of an influenza pandemic on the municipality Provide support and recovery assistance throughout the duration of the influenza

pandemic Ensure response activities are consistent across whole of government.

2.2. Objectives Preparedness – have arrangements in place to reduce the pandemic impact Communication – develop media and communication messages, in line with whole of

government messages, to inform the community and staff of any changes to normal municipal service delivery

Containment – prevent transmission, implement infection control measures, provide support services to people who are isolated or quarantined within the municipality

Mass vaccination – assist in providing vaccination services to the community, if an influenza pandemic vaccine becomes available

Maintain essential municipal services – provision for business continuity in the face of staff absenteeism and rising demand on local government services

Community support and recovery – ensure a comprehensive approach to emergency recovery planning in the municipal emergency management plan, with a specific focus on influenza pandemic. (Refer to the priority tasks recommended in the Community Support and Recovery sub-plan of the Victorian Human Influenza Pandemic Plan (VHIPP) 2007).

3. Background

3.1. What is Pandemic Influenza? Influenza is a highly contagious, acute respiratory disease caused by influenza type A or B viruses. Symptoms usually include: fever, cough, lethargy, headache, muscle pain and sore throat. Infections in children may also be associated with gastrointestinal symptoms such as nausea, vomiting and diarrhoea. Pandemic Influenza has been caused by variations of the type A virus.

The incubation period for influenza is usually one to three days; Pandemic Influenza may have an incubation period of up to 7 days.

Adults have shed the influenza virus from one day before developing symptoms, to up to seven days after the onset of the illness.

Young children can shed the influenza virus for up to 21 days. Generally, shedding peaks early in the illness, typically within a day of symptom onset. The influenza virus remains infectious in aerosols for hours and potentially remains

infectious on hard surfaces for one to two days.



3.2. Transmission Human influenza virus is mainly by droplet transmission. This occurs when droplets from the cough or sneeze of an infected person are propelled through the air (generally up to one metre) and land on the mouth, nose or eye of a nearby person.

Influenza can also be spread by contact transmission. This occurs when a person touches respiratory droplets that are either on another person or an object––and then touches their own mouth, nose or eyes (or someone else’s mouth, nose or eyes) before washing their hands.

In some situations, airborne transmission may result from medical procedures that produce very fine droplets that are released into the air and breathed in.

Term Definition

Epidemic A sudden increase in the incidence of a disease affecting a large number of people and spreading over a large area.

Pandemic Epidemic on a global or continental scale. Only type A influenza viruses have been known to cause pandemics. It will be declared by the World Health Organisation (WHO) or the respective Australian or state government health authorities.

Influenza type A A virus that occurs in humans and animals.

Influenza type B A virus that occurs only in humans.

H5N1 avian influenza (bird flu)

Type A virus affecting birds but passable to humans following close contact with sick or dead birds. It causes severe influenza-like symptoms and may result in death.

H1N1 swine influenza (pig flu)

Type A virus is usually found in pigs. It usually causes a short-term illness similar to seasonal flu. A potentially life-threatening complication of swine flu is pneumonia.

Table 1: Pandemic Influenza definitions

3.3. History of influenza pandemics Previous pandemics have started abruptly without warning, swept through populations with ferocious velocity, and left considerable damage in their wake.

The 20th century had three recognised influenza pandemics:

Pandemic Mortality rate (estimation)

Infection rate Highest mortality age group

Spanish influenza 1918–19

20–40 million Approx. 30% 20–40 years

Asian influenza 1957–58

2 million 20–70% 65+ years

Hong Kong influenza 1968

1 million 25–35% 65+ years

Swine Flu

2009

191 Australians 37636 cases in Australia

Median mortality age was 53

Table 2: Previous influenza pandemics

The differences in past pandemics show the need for flexible contingency plans, capable of responding efficiently to any pandemic threat.



3.4. Pandemic phases The World Health Organisation (WHO) has studied the progress of previous pandemic and developed a model to describe the phases of pandemic development. The Australian Health Management Plan for Pandemic Influenza (AHMPPI) is aligned to the stages used from this model.

Period Global phase

Australian phase

Description of phase Action phase

Inter-pandemic

AUS 0 No circulating animal influenza subtypes in Australia that have caused human disease

Alert Surveillance Preparedness planning

1

Overseas 1

Animal infection overseas: the risk of human infection or disease is considered low

AUS 1 Animal infection in Australia: the risk of human infection or disease is considered low

2

Overseas 2

Animal infection overseas: substantial risk of human disease

AUS 2 Animal infection in Australia: substantial risk of human disease

Pandemic alert

3

Overseas 3

Human infection overseas with new subtype/s but no human to human spread or at most rare instances of spread to a close contact

AUS 3 Human infection in Australia with new subtype/s but no human to human spread or at most rare instances of spread to a close contact

4

Overseas 4

Human infection overseas: small cluster/s consistent with limited human to human transmission, spread highly localised, suggesting the virus is not well adapted to humans

Delay Delay entry of virus into

Australia Enhanced surveillance Escalate preparedness

activities AUS 4

Human infection in Australia: small cluster/s consistent with limited human to human transmission, spread highly localised, suggesting the virus is not well adapted to humans

5

Overseas 5

Human infection overseas: larger cluster/s but human to human transmission still localised, suggesting the virus is becoming increasingly better adapted to humans, but may not yet be fully adapted (substantial pandemic risk)

AUS 5

Human infection in Australia: larger cluster/s but human to human transmission still localised, suggesting the virus is becoming increasingly better adapted to humans, but may not yet be fully adapted (substantial pandemic risk)

Pandemic 6

Overseas 6

Pandemic overseas: increased and sustained transmission in general population

AUS 6a

Pandemic in Australia: localised (one area of country)

Contain Contain the establishment

of the pandemic in Australia

AUS 6b

Pandemic in Australia: widespread Sustain Sustain the response until

a customised pandemic vaccine becomes available

AUS 6c

Pandemic in Australia: subsiding Control Control the pandemic

through mass vaccination Down scale response

AUS 6d

Pandemic in Australia: next wave Recover Recovery and restore the

health system and return to ALERT

Monitor for emergence of a second pandemic wave

Table 3: Phases of an influenza pandemic



3.5. Predicted impact of an influenza pandemic Modelling the potential impacts of influenza pandemics involves a high degree of uncertainty. Factors such as the virulence and infectivity of the next pandemic strain limit our abilities to characterise the next pandemic with any accuracy.

The attack rate in humans is estimated to be 40 per cent, with a case fatality rate of 2.4 per cent (i.e. of the 40 per cent ill, 2.4 per cent would die).

In the event of influenza pandemic, every municipality is likely to have to undertake some actions such as:

Community awareness (implement communication strategy) Potentially assist with containment activities Implement community support and recovery activities to assist those affected.

The extent of each of these activity areas will be dependent upon the impact of the pandemic within the municipality. Depending on the impact of each wave of the pandemic, the initial response period may vary in length, however recovery will generally be long-term and unlike other emergencies commences with the onset of the first reported case.

3.6. How a pandemic may impact on the municipality For Bayside City Council, it is expected that 38,000 (40 per cent of the municipality’s population) would be infected with pandemic influenza.

Of those infected, 891 (2.4 per cent of the 40 per cent of the municipality’s population) would die.

3.7. Municipality profile and Demography Refer to the Community Profile starting on page 15 of Part C1 (Community Emergency Risk Management Workbook) in the Municipal Emergency Management Plan (MEMP).

3.8. Communications infrastructure There is a broad range of communications facilities within the municipality:

Let’s Talk Bayside – produced quarterly and delivered via Australia Post Bayside website Community newspapers, Bayside Leader, Melbourne Weekly, Over 65s Television stations, e.g. Network Ten, Seven Network, Nine Networks, SBS and ABC Radio stations on Digital, FM and AM networks ABC radio (774 AM) emergency radio network arrangement.

Refer to the Manager Communications & Engagement for further information.

3.9. Health services There are many health services providers within the municipality including hospitals, community health centres, nursing and aged care homes and supported residential services. A complete list of these facilities is identified in the contact directory, Part A1 of the MEMP.

4. Preparedness

4.1. Coordination across levels of government Internationally the WHO maintains an extensive global monitoring program for all communicable diseases, including influenza.

In Australia, the National Influenza Pandemic Action Committee will assume an advisory role during the inter-pandemic period and work with the Australian Government Department of Health and Ageing (DoHA) to provide leadership and advice during a pandemic.



Under the Victorian Health Management Plan for Pandemic Influenza (VHMPPI), responsibility for controlling pandemic influenza lies with the Chief Health Officer, through the Communicable Disease Prevention and Control Unit of the Victorian Department of Human Services (DHHS).

An influenza pandemic would constitute an emergency under the Emergency Management Act 1986. The Emergency Management Manual Victoria (EMMV) details the emergency roles and responsibilities of agencies in relation to the prevention, mitigation, risk reduction, response and recovery (commonly known as PPRR) components of emergencies. It is therefore important to align any municipal planning with these components.

The Victoria Police undertake a coordination role in the event of emergencies, as per the EMMV, which involves the bringing together of agencies/resources throughout the management of the response phase of the emergency.

Some specific emergency management planning for pandemic influenza that Bayside will undertake to be consistent with the requirements of the Emergency Management Act includes:

Prevention/preparedness arrangements (refer to section 4 for further information):

Brochures/posters in health clinics etc. promoting healthy practices Increase awareness using health and community care programs for information and

dissemination Internal OH&S awareness programs including disinfection processes.

Response arrangements (refer to sections 5, 6, 7, 8 and 9 for further information):

Contact with initial confirmed case/s (during contain phase) as advised by DHHS Provision and operation of mass vaccination centres Dissemination of community warnings Organising local resource provision through the Municipal Emergency Resource Officer

(MERO) Emergency relief (shelter – usually own home; catering – supply of food to quarantined

household; material needs – provision of household necessities, e.g. nappies, delivery of medicines, other consumable groceries/supplies). This is still a designated response activity until legislated otherwise. Current trend is to include this function under recovery phase.



Recovery arrangements (refer to section 9 and the Municipal Emergency Recovery Plan (MERP) for further information):

Personal support Financial assistance Community development.

National Action Plan for Human Influenza Pandemic

Australian Health Management Plan for Pandemic Influenza (AHMPPI)

Victorian Human Influenza Pandemic Plan (VHIPP)

Victorian Health Management Plan for Pandemic Influenza (VHMPPI)

Victorian Communities

Whole of Government Plans

Health Plans

Figure 5: Emergency management arrangements and plans for an influenza pandemic

4.2. Role of Bayside City Council in influenza pandemic planning Local Government performs a critical role in Victoria’s emergency management arrangements as it is the closest level of government to communities and has access to specialised local knowledge. It has emergency management responsibilities, as outlined in the EMMV and it will be imperative that this approach is maintained.

Whilst DHHS has prepared an IPP for Victoria, individual agencies (including local government, essential services and other government departments) are responsible that their own plans make provision for maintaining high priority activities, critical supply chain, staff and infrastructure in the face of predicted increased absentee rates associated with pandemic influenza.

To ensure local government is prepared for this important local leadership role it is essential that there is an integrated approach to the four areas of municipal service delivery:

Public health. Local essential services Business continuity Community support & recovery

Figure 6: Role of local government in planning

4.2.1. Public health

Local government performs important public health roles during normal day-to-day

Loca

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Public Health

Local Essential Services

Business Continuity

Community Support & Recovery



business. During a human influenza pandemic this role may be escalated to include:

Conducting extraordinary vaccination sessions (mass vaccination sessions) Distributing public information and advice Assessing the impact of the pandemic in the municipality and assisting the state

government to develop and implement strategies to maintain public health.

4.2.2. Essential services

A human influenza pandemic will have a significant impact on the delivery of local essential services, subsequently impacting on our communities. During a pandemic, Bayside will need to ensure important community support services are maintained, such as home and community care programs, maternal and child health services, waste management and other regulatory services.

4.2.3. Business continuity

Municipalities need to ensure they are able to continue to deliver essential local services through effective business continuity planning in an environment of increased absenteeism—in particular, where there is likely to be an increased demand on public health and community support and recovery services. Refer to the Bayside’s Business Continuity Plan (BCP) for further information.

4.2.4. Community support and recovery

Bayside City Council’s role during recovery includes assisting individuals and communities. The key recovery activities to be carried out in the event of a human influenza pandemic by Bayside are:

Keeping the community informed e.g. information lines, newsletters, websites and other means, as appropriate

Establishing and staffing recovery/information centre(s) Forming and leading Municipal/Community Recovery Committees Providing and managing community development services Providing and/or co-ordinating volunteer helpers Providing personal support services, such as counselling and advocacy Providing material aid and a range of in-home assistance Assisting with public appeals Post-impact assessment – evaluate progress to improve effectiveness.

DHHS has developed the Community Support and Recovery sub-plan of the VHIPP, which places emphasis on the vital role that municipalities will play in supporting communities during a human influenza pandemic. This publication can be viewed online at www.health.vic.gov.au/pandemicinfluenza.

Figure 7 identifies the links between the community, Bayside City Council, state and national agencies during the recovery period. Some community support processes may already be in place whilst other support mechanisms will be implemented.



Figure 7: Community support and recovery arrangements

4.3. Influenza Pandemic Key Members (See MEMP contact list)

Position title/role

Manager Community Services (MRM & Pandemic Coordinator)

Youth Services Coordinator (Deputy MRM)

Manager Libraries ture (Deputy MRM)

Environmental Health Coordinator

Family Services Coordinator

Immunisation Team Leader

Manager City Works (MERO)

Executive Manager Communications & Customer Services

Human Resources Coordinator

OHS Coordinator

Table 4: List of Influenza Pandemic members

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State & R eg io nal

C om m u nity Su pp o rt an d

R eco very P lan s an d

Ar ran g em ents

M un icip al

C om m u nity S up p or t &

R eco very P lan s an d

Ar ran g em ents

Fe de ral & S tate L evel A gen cie s

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Prov is ion of exis tin g c omm unity s erv ic es

P rov is ion of exis tin g c omm unity s erv ic es

M un icip al, r eg ion al, state escal atio n arr ang em en ts



An Influenza Pandemic Coordinator and a Deputy Influenza Pandemic Coordinator will be assigned within council to be responsible for coordinating influenza pandemic planning within the municipality.

The Influenza Pandemic Plan for the municipality conforms to the relevant state and national arrangements in place for pandemic planning.

The IPP will link with the MEMP, Public Health and Wellbeing Plan and the BCP. Key elements of the plan will include identifying vulnerable groups, mass vaccination

centres, business continuity plans, municipal staff support and relevant health and social support arrangements.

The IPP to be reviewed annually and any changes/updates to be reported to the MEMPC.

Exercising of the IPP, to evaluate preparedness, will be conducted as determined and agreed to by the MEMPC and the Pandemic Coordinator.

The IPP Key Members become operational in the event of an outbreak.

4.4. Mass Fatality Plan The Victorian Department of Health and Human Services will determine the management strategies in the event of mass fatalities. The role of Bayside City Council will be to assist and support those strategies within the local community. In the event of more fatalities than the coronial and funeral services can manage, some religious and community expectations in relation to the timing and desires for the management of deceased people may not be able to be met. Council may become involved in communicating with the community on these issues.

4.4.1. Religious and social considerations

A number of religious and ethnic groups have special requirements about how bodies are managed after death, and such needs must be considered as part of pandemic planning. As an example, Aboriginal/Torres Strait Islanders, Jews, Hindus, Muslims all have specific requirements for the treatment of bodies and funerals. Funeral homes are conversant with and will comply with all aspects of religious and cultural expectations, especially with the respect of timeliness and appropriate personal and equipment to be utilised.

Religious leaders should be involved in planning for funeral management, bereavement counselling and communications, particularly in ethnic communities with large numbers of people who do not speak English.

During a pandemic it may not be possible for these religious considerations to be met, due to overriding public health measures.

4.5. Community leaders and organisations that may be able to assist There are a multitude of community groups and organisations within the municipality who may be able to assist during a pandemic.

The Bayside City Council website (www.bayside.vic.gov.au) has a community directory which incorporates a comprehensive list of community and religious groups and organisations including their names, contact details and email addresses etc. This directory, in conjunction with the Municipal Emergency Recovery Plan (MERP) provides details of agencies like, Rotary, Lions, SES, Red Cross, Kiwanis, church groups etc. that may provide support during a pandemic outbreak.

4.6. Arrangements for accessing mutual aid from neighbouring municipalities

Bayside is a member of the Inter-Council Emergency Management Resource Sharing Protocol. This protocol developed by the Municipal Association of Victoria supports a state wide arrangement of mutual aid between municipalities in the event of an emergency such as a pandemic. Additionally there are close links with neighbouring municipalities already



established, particularly with the City of Kingston.

A comprehensive list of people and organisations is already in the MERP including their roles in the provision of resources in times of emergency recovery in the community. This plan also assists in the identification of key personnel and/or agencies where able to provide additional resources or able to be trained quickly for such an event such as a pandemic.

Council must be cognisant of the fact that the MERP is primarily for the recovery process of a community and the personnel and agencies identified will be needed for activation for the community to recover from a pandemic, however it can be used as a prompt and guide at the beginning of such a large-scale activity.

4.7. Emergency Relief Centres Refer to Part C5 of the MEMP.

4.8. Personal protective equipment Bayside has decided to invest in a quantity of personal protective equipment (PPE), specifically gloves, face masks, and alcohol wipes.

Guidelines for PPE are contained with the AHMPPI – Interim Infection Control Guidelines for Pandemic Influenza in Healthcare and Community Settings.

The PPE are mainly stored in the Environmental Health Department and located in the immunisation laboratory specifically marked for influenza pandemic use. The PPE will generally be for initial use for Bayside staff and not for allocated mass vaccination centres because of the moderate quantities held in stock. It is anticipated that the PPE equipment will be replenished for use at the mass vaccination centres when the relevant vaccine becomes available.

The organisational policy for dealing with expiring or obsolescent stock is summarised in Table 5.

Protective material

description

Purpose/ use

Location Distributed

by Distributed

to

Alcohol wipes

Hand cleaning

Immunisation Laboratory

Pandemic Coordinator

Relevant staff & contractors

Face masks Protective Immunisation Laboratory



Gloves Protective Immunisation Laboratory



Table 5: Personal Protective Equipment stocks



5. Communication The Victorian Government has developed a communication strategy to strengthen pandemic preparedness at state, regional and local level and to ensure that timely, informative and consistent messages are provided to the wider community. The strategy supports the Australian Government Department of Health and Ageing Communication Strategy, while accommodating Victorian circumstances.

At a municipal level, Bayside is responsible for developing its own communications plan in line with the Whole of Victorian Government communication strategy.

Council will develop media and communication messages to inform the community and staff of any changes to normal municipal service delivery.

Key messages in the communication plan will include:

What Bayside is doing about influenza pandemic planning Accurate information about hygiene and pandemic awareness Any changes in arrangements for service delivery from the municipality.

Objectives Messages Approach

Clarify operational responsibilities

Equip and encourage Bayside to prepare

Ensure communication channels are clear and two-way

There is a Victorian Influenza Pandemic Plan

You are crucial

You should do your business continuity planning now

Scenario plan for 30-40 per cent employees absent

We will support you; here’s how

Tell us now what else you need

Partner with Local Government Victoria and Municipal Association of Victoria

Ensure that the established emergency management framework of communication is adhered to

Hold operational and communication dry-runs to ensure channels are open and seriousness is clear

Provide tools for Bayside to disseminate to local groups and individuals

Provide checklists that stress the importance of hand hygiene and cough etiquette

Table 6: Communication objectives, messages and approaches to consider



Inter-Agency Communications

(partners)

Public & Media Communications

(community)

Internal Communications

(staff)

Emergency management and health personnel Councillors Essential services personnel All other personnel

DHHS, Victoria Police etc. Hospitals/Health centres/GP networks etc. Community organisations Suppliers/contractors

General public Identified vulnerable groups

The IPP Key Members will convene weekly during Australian phases 4–6 of a pandemic.

The Pandemic Coordinator will convene meetings and if deemed appropriate held by teleconference to increase social distancing.

When Australian phase 4 is reached, all council personnel will be provided guidance in the minimisation of contact through emails, intranet bulletins, and posters clearly displayed in working and communal areas to be organised by Communications Coordinator and Pandemic Coordinator.

The Pandemic Coordinator/IPWG will be responsible for updating the Chief Executive Officer by daily briefing who in turn will maintain liaison with Councillors.

The MERO is council’s nominated single point of contact with DHHS (as control agency) and Victoria Police (in their “coordination” role) in an emergency. This role may also be a joint responsibility between the MERO, MRM and the Pandemic Coordinator.

Communications will take place by phone and email in the first instance until the decision to activate the Municipal Emergency Coordination Centre is made.

Request to access council resources must be formalised and channelled through the MERC (Victoria Police) to activate services/resources within the municipality.

The Manager Communications & Engagement will coordinate public and media communications.

When deemed necessary, the IPWG may consider implementing the option for incoming calls to be directed to a recorded message providing a pandemic status update.

Customer services personnel will be provided with daily updates and when crucial status changes occur and a list of appropriate referral contacts by the IPWG.

Council’s website will be updated daily by the Communications Officer to include status reports, advice regarding how to minimise the risk of infection and a list of appropriate contacts and information sources.

The Manager Communications and Engagement will coordinate utilisation of local media to communicate advice, guidance, and information regarding mass vaccinations.



Figure 8: Bayside communications framework

5.1. Communication to staff Bayside aims to support staff during a pandemic by implementing strategies and procedures to ease any possible fear and anxiety with this type of event.

The Manager People & Performance and Manager Communications & Engagement in conjunction with the Pandemic Coordinator will be responsible to ensure this occurs by utilising internal communication processes to keep staff informed, combined with displaying relevant posters in prominent areas of work locations on disease spread minimisation.

To manage possible fear and anxiety regarding a pandemic, Bayside City Council, via the People and Performance Department, aims to implement the following strategies:

Early communication about the possibility of a pandemic, and what action council has undertaken in preparation to manage it;

Discuss with staff possible health and safety issues, the potential for stand down, and leave arrangements if they are ill or need to look after children or relatives;

Have a comprehensive management plan in place that is clearly communicated to staff ensuring that communication management during a pandemic is part of the plan, in conjunction with business continuity planning;

Provide clear, timely and pro-active communication to staff, including how council is responding to the situation;

Establish policies that can minimise or prevent influenza spreading at work e.g. cough etiquette; promote hand washing, policies for social distancing and minimising face-to-face contact amongst staff and between staff and clients.

6. Containment Patients with suspected pandemic influenza may present to any health service in a variety of ways. Health services need to develop a process for separating, triaging and admitting people with influenza-like illness, to prevent cross-infection. This may involve setting up a separate area, such as an influenza triage or influenza clinic.

6.1. Designated hospitals (flu clinics) The Victorian Department of Health will determine which hospitals will be used to manage pandemic influenza patients.

6.2. Preventing or containing infection spread Appropriate infection control will be crucial to preventing the spread of influenza. Guidance will be provided by DHHS on the most appropriate methods to use, however, infection control will involve a comprehensive approach, and may include the following procedures.

6.2.1. Basic hygiene

Supported by public awareness and education, basic hygiene practices are an effective way for individuals to protect themselves and their families. These measures include cough etiquette and washing hands etc.

6.2.2. Social distancing

This refers to various personal and physical infection control measures designed to reduce the risk of transmission between people.

Measures need to be implemented appropriately and progressively at different phases of a pandemic, in order to maximise their benefits and limit any unnecessary impact on communities and business.

Moderate measures may include advising people to minimise physical contact and avoid large gatherings and public places.



If meeting people face-to-face is unavoidable the following strategies is suggested to be implemented:

Minimise the time Choose a large room and sit at least one metre away from each other if possible Avoid shaking hands or hugging Consider meeting in the open air.

More extreme measures might include closing schools, childcare centres, universities, workplaces and recreational facilities, cancelling public events, home isolation or strict travel restrictions.

6.2.3. Isolation and quarantine

Isolation and quarantine are common public health control measures used to limit the spread of influenza.

Isolation refers to the separation of individuals with infectious disease from those who are healthy, and the restriction of their movement to stop the spread of disease.

Quarantine refers to the separation and restriction of movement of contacts who may develop the disease and become infectious.

Isolation and quarantine can be voluntary or mandatory and cases or contacts could be isolated or quarantined in hospitals, their homes or designated facilities.

6.2.4. Border control

Guidelines for border control screening and evaluation are contained within the AHMPPI.

Victoria, through the Chief Quarantine Medical Officer, provides the medical support and direction for the following on-site activities:

Procedures for passenger screening Border nurse action – influenza pandemic surveillance forms, distribution of health

information cards.

6.2.5. Targeted use of antivirals, and PPE

The use of antivirals will depend on the pandemic phase in Australia and will be carefully monitored.

Antiviral medication can be used for:

Treatment with one course of medication Preventing infection after exposure (post-exposure prophylaxis) with one course of

medication Continuous prevention of infections (prophylaxis), where one course provides 10 days

of protection.

The policy for access to antivirals that comprise the national medical stockpile will be based on the level of risk of exposure to pandemic influenza and the ability to further contain its spread.



6.3. Procedures to minimise spread amongst staff Table 7 identifies procedures undertaken and/or being developed to assist minimise the spread of the pandemic. The IPWG will determine who will be responsible for implementing these procedures and how each identified action will be implemented.

Procedure

Available Action

Yes No

Facilities for people to wash their hands frequently Ablutions facilities

Promotion of basic hygiene practices, including good hand washing and cough etiquette (refer or link to our posters)

Posters displayed throughout the offices

Tissues and no-touch receptacles for used tissue disposal

Council waste management policy provides adequate arrangements

Conveniently located dispensers of alcohol-based hand rub

High risk locations and workers to be provided with dispensers. Hand wash places provided with soap. To be reviewed if alert level increases.

Soap and disposable towels for hand washing where sinks are available

Available at each sink

Persons who are coughing/sneezing and displaying these symptoms will need to be sent home. Additionally, provision of appropriate disposable surgical masks will be made available

Council to implement a policy. A container of PPE to be housed with environment health for Pandemic Influenza purposes only

Provision of protective barriers such as glass or Perspex to protect staff who have frequent face-to-face contact with the public

Currently only provided in revenue services department

Staff travel management plans in place Encourage solo travel plans

Restricting entry to the workplace by staff and visitors with influenza symptoms

Manager to be responsible for entry

Increased cleaning regimes Availability of cleaners to undertaken task

Illness Reporting Scheme

Reported directly to HR for monitoring work force availability. Refer to Appendix C.

Table 7: Pandemic Spread Minimisation Chart



The DHHS will decide which groups will be provided with antiviral medicines, as per the antiviral policy in the AHMPPI. Refer to section 7.5 on identification of priority groups for vaccination.

The following principles should be followed by staff to increase their social distancing:

Avoid meeting people face-to-face Avoid any unnecessary travel Work from home Practice shift changes where one shift leaves the workplace before the new shift

arrives Avoid public transport Bring lunch and eat it at your desk or away from others (avoid the staff room and

crowded cafes/restaurants) Do not congregate in tearooms or other areas where people socialise Encourage staff to avoid large gatherings.

7. Mass vaccination

7.1. Mass vaccination guide Advice on the process of mass vaccination is provided in the Mass Vaccination Guide, which forms Appendix 8 of the VHMPPI. The guide was developed to provide advice to all organisations undertaking vaccination during a pandemic, as well as those setting up mass vaccination centres. It details the:

National medical stockpile Vaccination strategy (priority groups) Routine vaccination in the inter-pandemic periods Mass vaccination centres––session structure and management (administration,

documentation, consent etc.) Logistics Various pro forma documents (immunisation consent form, record of administration and

report of suspected adverse events).

Vaccinations packs sourced from the national medical stockpile will be given to affected municipalities by DHHS. These packs will include syringes/needles, alcohol swabs, sharps containers, disposable dishes and disposable gloves, hazardous waste bags and bandaids.

7.2. Proposed mass vaccination centres Refer to Appendix E for further information and detail on Bayside’s guidelines for the set up, resourcing, layout etc. for the mass vaccination centres’ facilities. The following locations have been identified as potential MVCs:

Venue name Address Facility details

(capacity, accessibility, parking etc.)

Contact

Beaumaris Community Centre

90 Reserve Road Beaumaris Melway 86C8

Small hall – 50 Large hall – 200 Signage – yes Car parking & bus route number 922 Toilet facilities

Hospitality Officer 9599 4443 0418 990 494

Brighton Town Hall Cnr Wilson & Carpenter Streets Brighton Melway 67F10

Large hall – 500+ Signage – yes Car parking – yes Toilet facilities




Venue name Address Facility details

(capacity, accessibility, parking etc.)

Contact

Highett Hub 2 Livingston Street Highett Melway 77D8

Small hall – 50 Large hall – 200 Signage – yes Car parking & 250 metres from train station Car parking – yes Toilet facilities


Hampton Community Centre

Rear of 14 Willis Street Hampton Melway 76 F5

Large hall – 200 2 x meeting rooms Signage – yes Car parking & opposite train station Toilet facilities

Coordinator 9598 2977

Castlefield Community Centre

505 Bluff Road Highett Melway 77A8

Hall – 100 Signage – yes Car parking & 200 metres from train station Toilet facilities

Coordinator 9598 0662

Table 8: Proposed MVCs

Bayside may also include an MVC where vulnerable groups of the community reside, if deemed necessary. These venues may be aged care facilities, schools etc. and lists of these facilities can be sourced through the Manager Family Services.

7.3. Media strategy to advertise session details Once a vaccine becomes available for immunisation against the strain of influenza DHHS will advise the Bayside Pandemic Coordinator to establish mass vaccination sessions.

The Victorian and Australian Governments are responsible for the overall message and mass media communication in a pandemic outbreak and Bayside’s communication strategy will complement it. Refer to section 5 for further information.

7.4. Process to ensure vaccination of priority groups is adhered to

If clients present who are not in the DHHS designated priority groups they will not be vaccinated. Processes and security staff will need to be available to ensure compliance.

7.5. Priority groups In the initial phases both specific and non-specific vaccines are likely to be limited and prioritization of clients will be determined by DHHS in conjunction with the decision-making structures nationally (the National Influenza Pandemic Action Committee, Australian Health Protection Committee and the advisory committee to the Chief Medical Officer) and communicated to Bayside City Council. This benefit will be considered from the perspective of the population as a whole and information from countries where the pandemic first strikes will assist in determining which groups are most at risk.

7.6. Vaccination process It is likely that:

Municipal immunisation teams will vaccinate firstly the identified priority groups within the community, then as vaccine rolls out; vaccinate the remainder of the population.

Once mass vaccinations have been completed using MVCs, GPs would assist with any remaining persons who are unable to attend MVC.

GPs will vaccinate staff within their practice. Hospitals will need to identify their high-risk workers and vaccinate staff within their

hospital. They will also need to vaccinate high-risk patients.



For community groups unable to attend MVCs, it is intended that their existing health care provider would provide the vaccine (e.g. Southern Health and Bentleigh Bayside Community Health Service etc.). However there may be a requirement for the municipality to assist support this process and guidance needs to be sought from DHHS on this issue. These groups include:

Inmates of a corrections system (jails, prisons, juvenile detention facilities) Patients in nursing homes and other long-term care institutions Immobile patients who receive care at home through local government healthcare

service providers.

Information sheets will be provided for medical personnel at the vaccination centres. These will outline the strategy and priority groups for influenza pandemic.

Refer to Appendix E for further information on the activation procedures of MVCs that includes OH&S issues, set up of sites including floor plans, resources and equipment required, an overview of the staffing required at a MVC and also a guide of the potential time frames required to undertake mass vaccinations sessions.

7.7. Contact list of available staff and rostering plan for initial operations

Refer to the MEMP contact list for initial activation of staff. This list identifies personnel within council who provide emergency response support in the event of an emergency and if council resources are required to assist other emergency services, governments, community groups, etc.

Refer also to section 4.3 for details of the IPPC members.

Refer to the Immunisation Coordinator for further information on availability of relevant personnel etc. as systems are already in place for the immunisation sessions conducted regularly within the municipality for schools, home visits etc. at the majority of the MVC sites identified.

Refer to the MERP to initiate a rostering plan for the initial operations in a pandemic. This document already identifies an Activation Process Chart and staff with responsibilities specifically for recovery activities following an emergency. This plan will be a source of information to commence the response activities.

8. Maintain Essential Services

8.1. Supporting staff and their families During a pandemic, staff will likely be concerned and preoccupied about the well being of their families. Their commitment, or ability, to work may not be their major concern.

In the event of influenza pandemic, Bayside will consider:

Allowing staff to have regular contact with their families to ensure they are safe and well

Investigating the possibility of work from home arrangements.

8.2. Workforce issues Bayside City Council may be affected by staff absence. This will occur at a time when, for some areas of council, the workload may be greater than normal during the escalating phases of the influenza pandemic.

The BCP will enable the identification of key functions within the council that must be maintained or may be enhanced in the event of an emergency or event that may disrupt or create abnormal working conditions at Bayside City Council.



Staff who report that they have been exposed to the pandemic should be managed in accordance with Appendix A of this sub plan. A staff absentee register is attached as Appendix B to record their absences in such situations.

8.2.1. Employee assistance program (EAP)

Staff will be referred to the EAP program for support if requested/needed during and/or post the pandemic outbreak. The following services are available:

Stress management Grief and loss counselling Identification of needs by provider Phone access to counselling Online information.

8.2.2. Hygiene protocols

Hygiene protocols will need to be addressed and information distributed to staff, contractors etc. The following issues are prompts for consideration to implement awareness of maintaining good hygiene:

Access to fact sheets/information Infection control PPE Employee’s On-site/Off-site Contractors (agencies and major contractor staff).

8.2.3. Injury and illness management

Injury and illness management issues may emanate from the pandemic and Bayside will incorporate the following support arrangements:

Rehabilitation programs Return to work processes.

8.2.4. Legal compliance

The legal issues and implications of a pandemic outbreak may be quite significant and Bayside will ensure it provides adequate support with the following:

Provide a safe place of work Contractors & contractor management Human resources/industrial relations/employment equal opportunity compliance.

8.2.5. Changed work environment

Bayside will ensure it meets the changing requirements in a pandemic outbreak and consult with the relevant agencies as necessary. The following issues may be need to be considered:

Hazard identification Risk control Union consultation.

8.2.6. Payroll

It is imperative that the issue of the payroll function and management in the event of a pandemic outbreak is determined. There may be direction provided from state/national authorities regarding this matter, however consider the following issues as an initial guide:

Ensure continuity of pay (e.g. re-run last pay as a consideration) Run payroll remotely if necessary.



8.2.7. Human resources policies

The HR department will endeavour to continue to meet the requirements of human resources (HR) issues during this time, which may include directives from state/national authorities regarding the whole HR element affecting communities. Issues for consideration:

Overarching “emergency/incident response” policy to cover abnormal working conditions i.e. work flexibility/working conditions/redeployment issues/employment agreements

Communication in conjunction with the Communications and Engagement Department.

A pandemic among humans will not be like a natural or physical emergency that organisations may have experienced previously, there will be a wider variety of variables that may affect our business and businesses generally.

Many existing continuity plans assume some part of the municipality is unaffected and can take up the required capacity for council to perform at the required level – this may not be the case with a pandemic. There may also be the assumption the event will be short/sharp and that recovery can start immediately. It is not possible to predict exactly how long a pandemic may last or when it may occur.

8.3. Bayside Business Continuity Plan The BCP provides a more detailed account of the council’s response/strategies in the event of business disruptions occurring.

8.4. Delivery of Council Food Services Council’s Health and Aged Care services coordinates a range of services for the community, including meals on wheels, personal care and home care etc. and in the event of a pandemic will cater for the vulnerable groups and individuals to ensure continuity of support.

The Australian Food and Grocery Council have developed a National Food Distribution Plan. This details numerous aspects, including cooperative arrangements for opening and closing supermarkets, to ensure suitable coverage across the whole community. They have also been promoting the “Pantry List” shopping pattern to ensure community resilience in times of short supply.

Table 9 identifies approximately the number of meals currently produced for the municipality.

Facility/supplier Role Estimated food prep. time Primary contact

Community Chef Altona

Provider of Meals on Wheels

Frozen food available in the short term otherwise up to 24 hours notice required Approx. 550 meals provided per week in Bayside for 180 clients

Aged and Disability Services Coordinator Bayside City Council

Table 9: List of facilities to prepare and deliver council food services

The catering service provider has identified the following delivery of meals schedule.

Facility/supplier Delivery type Delivery time Receiving facility

Community Chef Daily: Monday to Friday (Cold foods provided for weekend reheating)

9-11am Monday to Friday

Brighton

Table 10: List of delivery schedules––daily/weekly

8.5. Major suppliers to the municipality



The major suppliers to the municipality for food/health services are detailed below. To ensure continuity of service Bayside’s major service providers must all address (as a standard component of evaluation criteria) the matter of business continuity, not specifically in the event of a pandemic but more closely associated with industrial disputation issues.

Contingency plans for business continuity is expected (and addressed) in the contractor submissions to provide the service with information on how and where the contractors would find sufficient resources to ensure business continuity.

Refer to the Bayside’s Health and Aged Care services for further details on minor service providers to council.

Suppliers on whom Bayside depend for services/products

Contact person Contact details What effect will loss of

services from this supplier have on Bayside?

Community Chef Joe Cicciarone 9368 5900 Meals on Wheels may not be provided

McArthur Recruitment Agency

Renee Volz 9828 6565 Personal care, respite care, home care services etc. will be significantly reduced or unavailable

Table 11: Major suppliers to the municipality

Bayside’s environmental health department has details of all current food businesses within the municipality. For further information on food services etc. refer to the Environmental Health & Business Systems Coordinator.

9. Community Support and Recovery Refer to Part A3 of the Municipal Emergency Management Plan.

10. Administrative Arrangements The Pandemic Planning Committee will at least one per annum (usually in March) to review and update this plan. Details will be reported to the regular meetings of the Municipal Emergency Management Planning Committee for inclusion in the emergency management audit process.

Where appropriate the Pandemic Planning Committee may meet more frequently, especially if alert levels are changed by the Victorian or Australian Governments.

Consideration should also be given to exercising elements of this plan as part of the overall municipal emergency management planning arrangements.

11. Contact List Contact details and information of personnel are contained in the Municipal Emergency Management Plan (MEMP). Refer to the MEMP Contact Directory (Part A1) that includes key Bayside City Council staff and the relevant emergency services contacts.

12. Distribution List The Bayside Influenza Pandemic Plan will be distributed as a sub plan to the Municipal Emergency Management Plan. Refer to Part C12 for a complete list of copy holders.



Appendix A – Staff member reporting Pandemic Influenza

Staff member reports influenza illness from home Instruct the employee not to attend work Complete the absenteeism register – See Appendix B Pandemic Influenza – staff

absenteeism register template If not already done so, advise staff member to seek medical advice Ask employee to advise work of the outcome Identify when symptoms first appeared Identify close contacts of employee workplace (if applicable) Isolate and advise close contact of situation (if applicable).

Staff member reports influenza illness while at work Avoid visiting the person if possible and manage the process over the phone; Has the employee any of the following symptoms?

a. Fever 38 degrees or higher (or history of fever) PLUS cough

b. PLUS one or more of the following:

i. Headache, fatigue and weakness

ii. Sore throat, chest discomfort, difficulty in breathing (shortness of breath)

iii. Muscle aches and pains.

If Yes: Person should be considered as a possible influenza case.

If No: Unlikely to be influenza. If staff member is concerned, advise them to consult with their GP before attending work.

Separate infected staff member from other workers if possible Advise worker to seek medical advice Register illness with Human Resources (HR) Arrange for clean up of person’s workstation/area (contact cleaning contractor) Identify close contacts – see below for a definition Advise close contacts that they have been in contact with a suspect case Consider the need to ask close contacts to go home, and closely monitor their health

and if they begin to feel ill, seek immediate medical advice and advise work Request staff member to advise work of outcome.

Close contact The definition of a close contact is likely to change once the transmission characteristics of the pandemic strain are known and depending upon the phase of the pandemic. The definition below is a draft guideline.

A close contact is defined as:

People who have been within one metre contact with an infectious case including physical contact or exposure to their respiratory droplets or droplet nuclei; or

People who have spent more than 15 minutes in a confined space with the infectious person. This time period may be adjusted following consideration of the room size, ventilation, humidity and the number of people in the room.


Last Amended: May 2012 of 31 pages

Appendix B – Pandemic Influenza – staff absenteeism register template This form is to be completed by the Branch Manager and/or Business Continuity Coordinator and forwarded to Human Resources

Division Branch Work Area Employee Name

Absent from work

(yes/no)

Caring for relative/

working from home/ other

Medical certification of infection

(yes/no)

Has a medical

certificate been

provided?

Date Absent Expected Return

EXAMPLE: Corporate Services

Governance Services

Risk Management

Emma Smith Yes Working from home

Yes Yes 13/5/09 19/5/09

Signed……………………………………….…..………………… Date………………………………….……………

Influenza Pandemic Sub Plan - Bayside City Council · 2018-06-14 · This Influenza Pandemic Plan...

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