Business Forum July 28, 2009Pandemic Impact on the Business Community

Objectives of Forum1. Share local impact of a pandemic including

business risks2. Clarify PCHA’s roles and responsibilities

during pandemic response3. Clarify government roles and

responsibilities4. Offer strategies for business continuity

planning

What is a Pandemic?World wide outbreak of disease in humans with

Community spread/highly contagious capabilitiesLittle or no immunity (susceptible population)Ability to cause serious illness

3 major pandemics in the past century (Spanish flu of 1918 provides modeling predictions)

Health organizations have been planning for yearsIn June 2009, WHO declared Pandemic Level 6

Current PandemicH1N1 virus meets pandemic criteria

94,512 cases worldwide 476 deaths (July, 2009)Human to human transmissionNovel “A” strain virusMild to severe illness

8972 cases in Canada, 151 cases in Nova Scotia ( July, 2009)

Concern that virus will Meet with seasonal viruses and mix or mutateIncrease in severity and communicability

Flu Signs & SymptomsSymptoms of H1N1 are similar to those of

seasonal fluFlu-like symptoms are fever and/or cough

with one or more of:Unusual tirednessHead/muscle/joint achesSore throatMild cases stay at home

When to Seek Medical Attention?When your symptoms rapidly worsen(within

24 hrs)Difficulty breathingVulnerable population

Pregnant (2nd or 3rd trimester)Postpartum ( 4 weeks or less)Underlying medical

H1N1 Spread CharacteristicsVirus appears to spread the same way seasonal

flu spreadsPrimarily through respiratory droplets

coughingSneezingTouching respiratory droplets on yourself,

another person, or an object, then touching mucous membranes (e.g. Mouth, nose, eyes) without washing hands

CDC, May 2009

What can we expect for Pictou County?

Planning Assumptions: 1918 Data

Pandemic Modeling Predictions75% Infection Rate30% absenteeism rate (peak 2 weeks)25% Clinically ill (first wave)50% will require out-patient care0.4%-2.0% death rate2 or more waves of outbreaksEach wave may last 6-8 weeks (2 week peak

followed 1 month later by peak in mortalities)Second wave may be more virulant

Community ImpactsDecrease in services ( pharmacies, banking,

food, fuel)Essential services may be unable to provide

consistent levelsMutual aid may be limited or unavailableIncreased need for some items (OTC meds;

comfort foods, gloves and masks)Impact will depend on other events such as

weather conditions/stormsEconomic “fall-out” uncertain

Business ImpactsHigh staff absenteeism (25-30%) for 2 weeks or more

IllnessTaking care of ill family membersFear of contracting virus at workplace

Supplier disruptionsDelivery disruptionsIncreased or decreased demand for business servicesConcerns over safety of workplace (staff and

customers)Single points of failure ( critical staff or resources)

PCHA Pandemic Procedure

PCHA Pandemic ObjectivesTo minimize illness and death rates within

the districtTo slow the spread of widespread illness

within the districtTo ensure essential health services are

maintained

PCHA FocusPCHA will focus on health response Impact assessment may require readjustmentVaccine may be unavailable or limited

(DOH/DHPP)Antivirals have limited benefit (DOH/DHPP)Supplies (ex. PPE) will be limited (DOH/DHPP)Limited resources & staff will limit surge

capacityNon-essential health service disruptions will be

experienced

PCHA Business ContinuityPCHA will maintain an EOC & contact with

provincial bodies as well as localPatients with flu symptoms will be diverted

from hospital to alternative treatment facilities

Facilities will be closed to visitorsCo-horting of patients may occurNon-essential surgeries will be cancelled

during peaks

PCHA Business ContinuityClinic closures/services may occurContinuing care will be provided within

existing facilitiesBetween waves PCHA will balance catch-up

of services with preparation for next waves

PCHA Community ExpectationsEssential community services will be

maintained by community response networkMunicipal EOC will be maintained and will

provide and receive daily updatesMunicipal bodies, community agencies, local

businesses will have developed pandemic plans

Emergency Management Organization

Local Government ResponseThe responsibility for the health and welfare of

the public rests with the elected officials of a municipal government according to the Emergency Management Act amended in 2005. 

Every municipality must be prepared to the extent of its own capabilities to meet the threat that may arise from emergencies or disasters.

Because of close geographical proximity and shared response agencies, a Regional Emergency Management Organization (REMO) has been formed in Pictou County.

Local Government Pandemic ObjectivesTo support the lead agencies and emergency

responders in the pandemic response (REMO)To support emergency support partners in

large scale emergencies that occur in addition to pandemic (REMO)

To ensure essential municipal government services are maintained (BCP)

During a Pandemic REMO will:Support PCHA, the lead agency, for the health

response to pandemicOperate a municipal Emergency Operations

Center to coordinate information flow between community response partners and PCHA

Maintain communication with Provincial Emergency Management Organization on non-health related issues (NS-EMO)

Support public information messaging as directed by PCHA or NS-EMO

REMO will also:Maintain “business as usual” for non-

pandemic related events ( storms, large-scale events)

Local Municipal Government Will activate Business Continuity Plans as the

need arises (staff or supply shortages)Will maintain essential services (ex.

sanitation; water treatment) Represent councils in REMO EOC as requiredInform residents of service disruption

through “usual” channels and REMO EOCEnforce Public health measures as directed

by DOH/DHPP through PCHA (ex closures)

Municipal Government LimitationsImpact will depend on other events at the

same time (storms, time of year)Staff absenteeism may be high and sudden

(i.e. sick buildings)Supplies & resources may be limitedEssential service disruptions may be

experienced

Strategies for Continuity Planning

Business Continuity ObjectivesMaintain essential services and business

functions during a pandemicSupport the health response Support the communitySurvive despite business disruptionRecover quickly once things get “back to

normal”

Business Continuity PlanA procedure that identifies how the business will continue to perform essential services/critical functions during times of disruption.

Also Known As:Business Resumption Strategies/PlansBusiness Recovery ProgramsDisaster Recovery PlansInformation/Data Back-up & Recovery PlansStrike PlansOften these plans identify alternative sites to

operate and information retrieval

Planning StepsDetermine high, medium and low priority

functions/servicesFor each function identified, determine the

resources (human and supplies/equipment) required to maintain

Identify method to maintain high priority based on staged shut-down ( divert resources from low to high)

Consider the specific impacts of a pandemic

High PrioritiesLegislated activitiesInsurance requirementsContracted duty to provideRequired to maintain health and safety of

staff & publicHighest profit/yieldCustomer perceptionConsider priorities for staff, other

departments or business; general public

Medium to Low PrioritiesCan be deferred for two week peak or longer

without becoming High PriorityNot crucial to profit sustainability over long

termCan be deferred for 6-8 weeks or moreExamples include; meetings; liaison with

outside agencies/conferences; new profit lines; seasonal items; less popular brands/specialty items;

Resources to maintainHow many staff are required and what is

their level of training/skill setWhat types of supplies are required from

outside agenciesWhat types of equipment must be available

and maintained in working orderWhat delivery schedules for supplies are

essential

Protecting High PrioritiesDivert resources from low and medium

priorities to high prior to crisis levelPrepare and take alternative action to

prevent high priority shut downTrack the “issues” & absenteeism in order to

avoid surprisePandemic may give you warning unlike other

emergencies

Coping with Pandemic

Workplace SafetyWill employees feel safe at work if there is a risk of

droplet spreadWill members of the public feel safe at your business Can you implement some changes to increase the

safety by decreasing degree of contact (automation; screens; hand washing stations; workplace culture; increased phone & internet use)

Increase cleaning schedules and target high transmission areas

Consider shut down of close interaction areas to protect core business

Staff AbsenteeismWork from home strategies vs. stay at home

strategiesConsider vulnerable groups among employeesMitigate the impact in the areas you can (child

support options; family supports; eliminate fear)Involve human resources ( policies &

procedures; sick leave; Doctor’s notes)Cross training optionsSupport flu preparedness & home flu kitsShare plans with staff

Supplier DisruptionWho are your major suppliersDo your suppliers have plans to continue

service with contracts in place that cover pandemic

Will your suppliers notify you prior to sudden shut-down

Are there alternative/back-up suppliers available

Should you consider stockpiling key inventory

Delivery DisruptionWhat schedules do you now depend onConsider deliveries in and shipping that goes

outAre there other delivery alternatives and

back upsMultiple shipping/delivery methods (ground,

air, courier, private trucking, postal service etc.)

Consider strategic deliveries to key customers in early stages

Changes in DemandHow will your business change if the

community is sickWill people need more from youWill people frequent your business lessAre there parts of your operation that will

increase and parts that will decreaseWould social distancing affect how you do

businessWould closures such as gatherings or schools

affect your business?

Single Points of FailureNot necessarily an even distribution of sick

workersConsider positions of authority and knowledge

and build alternatesDocument “need to knows”, review manuals and

protocolsJob shadows and training Determine communication lines that may be

disrupted if key people affected (ex. email contacts; passwords; security features)

Build fail safe systems

Sharing ResourcesPandemic is a community problem that will

require community solutionsWhat do you have that someone else might

need (staff; supplies; equipment; expertise; facilities)

Build groups, associations, alliances , employee assistance solutions, good neighbour policies

Consider resources for REMO response

SummaryPandemic impacts present unique challengesFederal and Provincial agencies will provide strategic

advice and suggestionsPCHA will lead health responseREMO will coordinate community issues and other

emergenciesLocal governments will coordinate essential servicesBusinesses will require business continuity plans

tailored to pandemic impactsIndividuals will require “good neighbour” strategies