Pandemic Flu
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Transcript of Pandemic Flu
Pandemic Preparedness
Water & Wastewater Utilitiesby Kim Dyches
Expectations From The Feds
No Response
Nothing
Haven't been told
Unaware
Vaccines & Antivirals
What Is Being Done?
Not Prepared
Not Very Prepared
Somewhat Prepared
Facts
Avian H5N1 virus represents a significant threat to human health.
Everyone is at risk – it can be slowed but not stopped
More than 50% of infected humans have died
So far no sustained human to human transmission
The virus continues to evolve No vaccination Vaccine can’t be developed until
virus emerges and is identified.
1918 Pandemic
Killed 20 to 40 million worldwide
Most deadly for people ages 20 to 40
28% of all Americans were infected
Approx. 675,000 died
Potential Impact
10 to 35% potential absenteeism Government services will suffer
disproportional to private industry Possible border closures and travel
restrictions Manufactory and Service industry
most impacted Health care providers drastically
affected World economy could grind to a halt
Essential Services Disruption
Chemical Delivery Essential Products Packages
Supply Chain Challenges There will be shortages Borders could close Impact of reduced staff Employees will be
reluctant to travel Surges for certain
products while others will dry up
Repair parts will play a significant role
Workforce Challenges
Normal operations could spread virus
Supply Shortages High absenteeism- sick or
fear of getting sick Impact on infrastructure Safety/Security- Outsiders,
Infected Employees, Quarantine
Potential Workforce Problems
Absenteeism could be high
Pandemic repercussions – fear, panic, stress, psychological trauma
Community reliance on government/company
Virus would spread through the workplace
Supply Chain Planning
Ensure adequate maintenance Repair parts & lead times may
become problematic Assess supply chain risks and your
suppliers’ preparedness Have back-up sources for critical
domestic/imported materials and supplies
Look into partnerships
Supply Chain Planning
Transportation Services Develop a strategy to sustain normal
business operations Incorporate a waste management
strategy Plan for alternate transportation
sources Plan for providing transportation or
in-house accommodations for critical workers.
Workforce Planning
Handling of Workforce Continuity of Operations
for water & wastewater systems
Handling Customers Community/Industry/ Gov. Relations
Workforce PlanningSystematic personal preparedness program Increase knowledge of virus Personal plan development
Breadwinner program Prevention techniques Personal/family kits
Incorporate system of incentives - Pay incentives
- Bunker Employees at work place
- Special catered meals
Workforce PlanningPolicy Development Revise paid leave policies Flexible work hours Virtual office protocols/policies Overtime and incentive
policies Dealing with visibly ill people
in the workplace Review medical insurance
policies
Change in System Operation
Develop virtual offices to maintain critical services
Identify, collect, maintain and protect all essential knowledge of system operations
Decrease number of people at facility at one time- flex schedules/telecommuting
Employee Quarantine
Workforce Redundancy Effective succession
planning Retired Employees as a
resource
Cross Train Employees If possible distribute
vital functions to other areas
MOU’s with other water agencies
Hygiene Education
Hand washing Cover mouth and nose
when coughing or sneezing (use of masks)
Sterilize work stations Encourage personnel
preparedness program
Hygiene Practices Restrict physical contact such
as handshakes, hugs, etc. Limit use of closed meeting
rooms and large meetings. Maintain distance from others
(5 Ft is recommended). If you are running a fever do not
come to work. If family members distance
yourself
Hygiene Practices
Use caution around co-workers.
Restrict lunchrooms- possibly deliver lunches
Health Monitoring Stations Don’t use other employees
computers or phones Disinfect phones,
computers, or other equipment touched by others
Hygiene Supply Planning
Antiviral medications N95 masks Antiviral hand wash Latex gloves Cash in small bills Food/water
Develop Human Impact Program
Communication Protocols & policies
Accounting for staff Family support
systems Counseling Outreach Memorials
Safety & Security
Safety/Security Health monitor
stations Enforce policies on
infected employees staying home
Increased security measures
Business Technologies
Broadband/dial-in access capability to computers
Teleconferencing and Video conferencing instead of face to face
Protect sensitive information
Employee access with cell phones
Satellite phones Expand online transaction
and self-service options for customers and partners.
COMMUNICATIONS
Develop preplanned Crisis Communications statements for external use when needed.
Have internal contingency statements prepared for delivery to its workforce.
Note: These two statements must be consistent in order to maintain credibility
Establish communications and relationships now with stake holders
Alternate communications channels such as a web site
COMMUNICATIONS
Establish communication networks with Customers/clients Suppliers Industry
partners/competitors Government Community organizations
A pandemic will affect all of us
Response must be systemic
Exercise Your Response Plan
Tabletop exercises Simulations of
actual events
Planning Approach
• Provide realistic scenario• Measure performance• Train primary and back-up personnel
• Validate the plan• Identify gaps • Report results • Identify vulnerabilities• Review critical business functions
• Update documentation• Take corrective action• Leverage technology and tools
Test like you recover and recover like you test.
Pandemic Plan
• Involve Business Units• Assign roles and responsibilities• Define objectives• Identify resource requirements
Improve
Analyze Test
Plan
Questions?
Kim Dyches Phone: 801-536-4202 E-mail: [email protected] Crisis Management International Phone: 404.841.3400 Website: www.thompsoninteractive.com