Pandemic Preparedness

The World Health Organization has raised the current phase of pandemic alert to 5. “Phase 5 is characterized by human-to-human spread of the virus into at least two countries in one WHO region. While most countries will not be affected at this stage, the declaration of Phase 5 is a strong signal that a pandemic is imminent and that the time to finalize the organization, communication, and implementation of the planned mitigation measures is short.”

The number of infections and severity of illness of this influenza outbreak is hard to estimate at this time. Therefore, it is prudent to review and update pandemic preparedness plans written years ago. This eNewsletter provides guidance on steps that your organization can take to review, update, develop, and exercise a pandemic preparedness plan.

Program Management

Assemble members of your pandemic preparedness team, and review official reports of the swine flu outbreak, guidance from public health authorities with jurisdiction over your facilities, and the status of existing policies, plans, and procedures. Your pandemic team should be lead by senior management to provide direction and support. The heads of operations, legal, communications, human resources, medical, facilities, supply chain, security, environmental health and safety, emergency management, and business continuity or their representatives should participate.

If pandemic preparedness roles and responsibilities have not been defined within your plan, define them now.

Prevention & Mitigation Measures

Now is the time to promote proper personal hygiene by posting and distributing “cover your cough” and hand washing educational literature available from public health authorities. Consider providing hand sanitizers, setting up hand sanitation stations for visitors and or distributing literatures to arriving guests.

Evaluate methods for “social distancing” that may be needed to separate workers and make them more comfortable in the work environment.

Company Policies & Procedures

Review company policies and procedures including travel, sick leave, family leave, and telecommuting.

Prepare to revise travel policies if governmental authorities issue travel advisories. Recognize that employees may resist assignments requiring travel to areas perceived to be at greater risk.

Review sick and family leave policies. Employees that are rewarded for not using sick leave may come to work even though they are ill. Review family leave policies regarding time off to care for sick family members. Consider employees needing dependent (child and elder) care when schools or other facilities are closed.

Test the ability to support large numbers of telecommuters and verify that employees have secure connectivity to work remotely.

Pandemic Preparedness Plan

The pandemic preparedness plan should align with the U.S. and WHO pandemic alert phases. Preparedness activities should be commensurate with the current alert level. Review your planning assumptions and discuss the implications of scenarios that are more severe than the assumptions used for development of your plan.

Pandemic preparedness plans should address the following planning tasks.

• Succession of management; transfer of authority and responsibility
• Coordination with government officials
• Business continuity: Identification of essential business functions and minimum resources to support them; maintenance of supply and distribution chain
• Infection control in the workplace
• Surveillance of employee health; forecasting employee absences
• Sustaining essential employees; employee family care requirements
• Risk communications

Review the succession of management, supervisory and operations staff and your organization’s governance requirements. If managers, supervisors, or key employees are sick or unavailable to work, who can assume their job duties? Review cross training and documentation needed for substitutes to assume the responsibilities of absent employees.

“the declaration of Phase 5 is a strong signal that a pandemic is imminent and that the time to finalize the organization, communication, and implementation of the planned mitigation measures is short.” WHO

Assign staff to monitor official instructions from public health and governmental authorities to ensure you have the latest and most accurate information. Subscribe to government mailing lists to receive their latest broadcasts.

Review your business continuity plan to identify critical business functions and the internal and external resources—including people—needed to support them. Evaluate critical suppliers and vendors and their ability to provide continuous service during a pandemic. Carefully scrutinize single or sole sources suppliers and identify backups, if necessary.

Monitor the health and well being of employees and their families. This will enable you to forecast absences and plan for the absences of sick employees or those who must care for sick family members or who must remain at home because of the lack of child or senior care. Review guidance documents on how to support the psychological needs of employees.

Communications during any emergency is critical, so implementation of a risk communications plan is essential. Consider all of the audiences that you need to reach including employees and their families, customers, suppliers, tenants within your buildings, and others. Provide timely, factual information and identify where recipients can obtain additional information.

Training and Exercises

Pandemic preparedness like all aspects of your emergency management and business continuity plan requires training and exercising. Conduct a plan walk-through exercise to familiarize personnel with the plan and their role and responsibilities. Conduct a tabletop exercise to identify any gaps in plans or the ability of team members to carry out the plan. Scribe action items, prioritize, and follow-through to assure that tasks are completed.

Pandemic Planning Resources

• World Health Organization (WHO) Swine influenza page, WHO phase of pandemic alert
• PandemicFlu.gov, U.S. Department of Health & Human Services
• Business Pandemic Influenza Planning Checklist, PandemicFlu.gov
• HHS Pandemic Influenza Plan Supplement 11 Workforce Support: Psychosocial Considerations and Information Needs
• Pandemic Influenza Preparedness, Response, and Recovery Guide for Critical Infrastructure and Key Resources, U. S. Department of Homeland Security
• Guidance on Preparing Workplaces for an Influenza Pandemic, OSHA 3327
• Influenza Pandemic: Continuity Planning Guide for Canadian Business, Canadian Manufacturers & Exporters

All of these resources can be accessed here.

Flood Preparedness

April showers bring May flowers, but they also can cause serious flooding. There have been 1,161 federal disaster declarations for flooding since 1954 and 300 since January 2000. One of six federally declared disasters this decade has been the result of flooding. The economic and human impact is also significant. Flooding causes more damage in the United States than any other severe weather related event—on average $5 billion a year. Over the past 30 years (1978 – 2007), 99 lives have been lost each year in floods.

Flooding is caused when bodies of water (e.g., rivers, streams, lakes, oceans, etc.) overflow their normal boundaries. Flooding can also occur as storm water runoff accumulates in normally dry areas.

Melting snow can combine with rain in the winter and early spring; severe thunderstorms can bring heavy rain in the spring and summer; or tropical cyclones can bring intense rainfall to the coastal and inland states in the summer and fall.

Flash floods occur within six hours of a rain event, or after a dam or levee failure, or following a sudden release of water held by an ice or debris jam.

Flood preparedness begins with site selection. Choose building sites that are not within a 500-year flood zone, not subject to flash foods, and not located where access roads, bridges, and critical infrastructure (e.g., utilities) will be disrupted by flood waters. Flood preparedness for existing buildings includes conducting a flood hazard analysis (risk assessment), mitigating the potential impacts of flood waters, development of a flood emergency plan, and development of a recovery plan to restore damaged equipment and reopen buildings.

Flood Hazard Analysis

There are many resources for assessing flood inundation. Flood Insurance Rate Maps (FIRMs) can be created on demand from FEMA’s online Map Service Center. Hard copies can be obtained at local municipal offices.

FEMA Flood Insurance Studies provide background information on the development of flood maps and describe the flood history of a community. Consult with local officials about past flooding and development in the vicinity of your buildings. Check the National Inventory of Dams to identify substandard dams that could fail causing flash flooding. Review recent development and changes to drainage or flood control efforts that could increase or decrease the potential for flooding.

The goal of the flood hazard analysis is to identify areas subject to flooding, maximum anticipated flood elevations, and whether flood waters will restrict access to the property or shutdown utilities that are required to run the facility. The maximum flood elevation should be compared to site and finished floor elevations to determine the buildings, storage, machinery, or utilities that could be inundated by flood waters. Keep in mind that flood surveys and flood maps are not perfect, and areas not thought to be subject to flooding are flooded, and “100 year” floods can occur in successive years.

Flood Mitigation

Flood mitigation begins with evaluation of the site’s storm water management. Site layout, grading, and storm-water drainage should be sized and arranged to direct 100 year level flood waters away from important buildings, process equipment, outside storage, and utilities. Protect against soil erosion, and use grates, curbs, or other means to prevent drains from becoming clogged by debris.

Install backflow preventers on discharge lines connected to wastewater and storm-water runoff sewer systems, on floor drains, and any other equipment that have a history of backups.

Protect existing building entry points with barriers to keep water out as long as possible. Install ramps or stairways to go over the barriers. Locate or elevate critical machinery, equipment, and storage above the 500 year flood elevation. Securely anchor outside storage tanks and process equipment that could break away during flooding.

Flood Emergency Plan

A flood emergency plan should be developed for all facilities that are subject to flooding. The plan should address protection of buildings or portions of buildings (e.g., below-grade or first floor) that are below the maximum flood elevation. The plan should also address the relocation, removal, temporary elevation of, or protection in place of raw materials and finished goods, production machinery and equipment, and utilities that could become flooded. Don’t forget to warn employees about the dangers of flood waters and never to drive into flooded roadways.

Ensure that maintenance and engineering facilities, spare parts, and engineering drawings, vital records, and restoration procedures are located in a safe area or relocated prior to a flood. This ensures that resources and information needed to recover from flood damage are immediately available after flood waters recede.

The flood emergency plan should include an organization that vests authority in a leader who is thoroughly familiar with the flood hazard, available resources, and the flood emergency plan. The plan should define roles and responsibilities and actions to be taken when flood watches and flood warnings are issued.

Monitor the National Weather Service’s River Forecasts and local emergency management officials’ forecasts of flooding in the area.

The plan should identify all resources (and how to procure all resources) to prepare for and recover from flooding. This includes the required complement of personnel and material handling equipment to complete flood preparations before evacuation is mandated or flood waters threaten. Periodically verify that all resources are available and in good condition.

The flood emergency plan should include the timing and shutdown procedures for gas and electric utilities, machinery, and equipment and the relocation of movable furniture, equipment, and storage to higher elevation.

A business continuity plan should define strategies and the resources needed to continue critical business operations for the maximum duration of any shutdown.

Recovering After the Flood

The flood emergency plan should also address repair and restoration of damaged buildings and equipment after flood waters recede. Contract for, or procure in advance, generators, pumps, and equipment to remove water, clean up mud and debris, and check and repair damaged utilities and equipment. Document manufacturer’s instructions or best practices for restarting water damaged systems and equipment in the plan, so work can begin as soon as it is safe. Review the “Directories of Products & Services,” “Machinery & Equipment Restoration,” and “Cleanup” resources on the Preparedness, LLC website for access to technical documents and resources.

Comment Period on NFPA 1600 "Report on Proposals" has Closed

Development of the 2010 edition of NFPA 1600, "Standard on Disaster/Emergency Management and Business Continuity Programs" is well underway with an expected publication date of April 2010. NFPA's Technical Committee on Emergency Management and Business Continuity completed work on the initial draft of the 2010 edition at its August meeting. This draft, also known as the committee's "Report on Proposals," has been posted to the National Fire Protection Association's website.

The technical committee met in St. Louis March 17 - 19 to act on a record number of public comments. The committee's report (known as the "Report on Comments") developed during the St. Louis meeting will be posted to the NFPA website late in August. A link will be provided as soon as it becomes available.

FDA Recall: ZOLL Medical Corporation AED Plus Defibrillator

If you have AEDs (Automated External Defibrillators) in your facility(ies), then you should check to see if you have the ZOLL AED Plus Defibrillator manufactured from May, 2004 through February, 2009 and distributed from May, 2004 through February 9, 2009. These models have been recalled by the FDA because the AED failed to deliver the defibrillation energy.

This device is used by emergency or medical personnel, by others who have completed CPR AED training courses, or the public at large. It is intended to treat patients in cardiac arrest. The device analyzes an unconscious patient’s heart rhythm and instructs the user to press a button that delivers an electrical shock to the heart to restore a normal heart rhythm.

The company sent their distributors and customers an initial recall letter on February 12, 2009 by certified mail. This letter instructed customers to replace their batteries every three years. The company then sent their distributors and customers a follow-up recall letter on March 31, 2009 by certified mail. This letter instructed customers to download new software for their devices and to remove any battery replacement reminder labels.

ZOLL will send an email notice to all customers who included their email address as part of their contact information. ZOLL will also publish information about the recall in industry magazines.

Contact Information

For more information about this recall, please see the company’s website at: http://www.zollaedplusbatteryhelp.com/

ZOLL Medical Corporation 269 Mill RoadChelmsford, Massachusetts 01824, (978) 421-9655

Private Sector Preparedness Webinar

On April 15, the National Fire Protection Association hosted a 90 minute webinar on private sector preparedness. The webinar featured a presentation by Donald L. Schmidt, Chair of the NFPA's Technical Committee on Emergency Management and Business Continuity, who outlined the elements of a comprehensive preparedness program using NFPA 1600 "Standard on Disaster/Emergency Management and Business Continuity Programs" as the foundation. The webinar also discussed the voluntary program for certification of private sector preparedness programs called for by Title IX of Public Law 110-53.

Click here for directions for accessing this free webinar.