Embed Size (px)
Citation preview
PLANNING FOR A CRISIS
PANDEMIC INFLUENZA A
REAL LIFE EXAMPLE
Presented ByGary Ades, Ph.D.
Senior Vice PresidentEHA Consulting Group, Inc.
ToRisk & Safety ManagersExecutive Study Group
National Restaurant AssociationProvidence, RIJuly 17, 2006
WHAT IS A CRISIS?
An unplanned event which triggers a real or perceived threat to the safety, health or environment of our customers and/or employees
TYPES OF CRISES
Food Safety- Product is recalled or a customer becomes ill
Bioterrorism Biosecurity Workplace Violence Robbery Act of God – Hurricanes, earthquakes, etc Worker Illness
Hepatitis, tuberculosis, Salmonella, Norovirus, etc.► PLANNING FOR A PANDEMIC INFLUENZA
SOME DEFINITIONS PRODUCT RECALL- a firm’s voluntary removal or correction of a
marketed product that violates the laws enforced by the FDA and USDA.
BIOSECURITY- is the series of management steps taken to prevent the introduction of infectious agents into a herd or flock, e.g., Avian Influenza, Foot and Mouth Disease
BIOTERRORISM- is the intentional contamination of plants, animals, or humans with infectious agents (viruses, bacteria, protozoa, insects, or fungi) or toxins (nuclear, chemical, bacterial or fungal) with the express intent to cause disease or economic hardship in animals, agricultural systems, or humans.
CYCLES OF CRISIS MANAGEMENT
Crisis Management is a cyclical process involving:
Initial action and fact gathering Containment Assessment and Analysis Response Control Communication to all affected/interested publics Evaluation
PRINCIPLES OF CRISIS MANAGEMENT
1. Make as many preparations as possible in advance2. Minimize the number of people involved3. Communications will be accurate, efficient, secure and
appropriate4. Decision-making will be allocated to appropriate levels5. Threats and/or crises will be carefully analyzed and risks
and/or threats to the Company , its interests and employees evaluated
6. Assume a worst-case scenario and prepare accordingly7. Actions should be consistent with the Company’s values and
legal requirements8. The Company's actions will be properly documented9. The cause of any crisis will be thoroughly investigated10. The Company will assess its effectiveness in responding to
any crisis
KEYS TO SUCCESSFULLY ADDRESSING KEYS TO SUCCESSFULLY ADDRESSING A CRISISA CRISIS
Plan ahead. Develop the plan before your need it. Identify appropriate team members Develop and use a checklist to guide and monitor
your preparedness planning activities Prepare a written document of the plan Keep the Plan current- especially regarding contact
information (at several levels) and training Test the program. A written document whose
activities have not been tested is just a feel good dust collector.
PANDEMIC INFLUENZA PLANNING - IS YOUR COMPANY READY?-
According to a recently release study by the Thompson Publishing Group:
76% of the 468 business respondents have no contingency plan for an avian flu (pandemic influenza) outbreak
47% of senior managers consider this to be an important issue Of the 63% of the respondents who reported having a business
continuity plan only 25% had contingencies for pandemic influenza What are employers worried about?
Human resource-related issues (72%) Remote work agreements (48%) IT/data processing (41%) Coordination with state and local governments (35%)
BACKGROUND
Avian Influenza (AI) is a virus that causes disease in various types of birds, thus the common name “bird flu”. AI viruses can infect chickens, turkeys, pheasants, quail, duck, geese and guinea fowl as well as a wide variety of other birds, including migratory waterfowl.
AI viruses are classified by a combination of two groups of proteins found on the surface of the virus: hemagglutinin proteins (H), of which there are 16 (H1-H16), and neuraminidase proteins (N), of which there are 9 (N1-N9). AI strains also are divided into two groups based on the pathogenicity of the virus--the ability of the virus to produce disease.
BACKGROUNDBACKGROUND
Low Pathogenicity Avian Influenza (LPAI)) Most AI strains are classified as low pathogenicity and Most AI strains are classified as low pathogenicity and
cause few clinical signs in infected birds. LPAI generally cause few clinical signs in infected birds. LPAI generally does not pose a significant health threat to humans. does not pose a significant health threat to humans. However, LPAI is monitored because two strains of LPAI—However, LPAI is monitored because two strains of LPAI—the H5 and H7 strains–can mutate into highly pathogenic the H5 and H7 strains–can mutate into highly pathogenic forms.forms.
High Pathogenicity Avian Influenza (HPAI) This is a more pathogenic type of avian influenza that is This is a more pathogenic type of avian influenza that is
frequently fatal to birds and easily transmissible between frequently fatal to birds and easily transmissible between susceptible species. The strain that is currently of concern susceptible species. The strain that is currently of concern in East Asia & the Pacific, Africa, Europe & Eurasia, Near in East Asia & the Pacific, Africa, Europe & Eurasia, Near East and South Asia is the H5N1 HPAI virus.East and South Asia is the H5N1 HPAI virus.
BACKGROUNDBACKGROUND
TRANSMISSIBILITY
AI is primarily spread by direct contact between healthy and infected birds through respiratory secretions and feces. The disease also can be spread through indirect contact if healthy birds are exposed to contaminated equipment or materials.
The HPAI H5N1 virus can be spread from birds to The HPAI H5N1 virus can be spread from birds to people as a result of extensive direct contact with people as a result of extensive direct contact with infected birds. Broad concerns about public health infected birds. Broad concerns about public health relate to the potential for the virus to mutate, or relate to the potential for the virus to mutate, or change into a form that could spread from person to change into a form that could spread from person to person. person.
World Health Organization’s Current AI Pandemic Status
BACKGROUNDBACKGROUND
TRANSMISSABILITY
According to the World Health Organization (WHO) domestic ducks and some migratory waterfowl have acquired the ability to resist the disease caused by these strains and are now capable of excreting large quantities of highly pathogenic virus without showing the warning signs of the illness. In endemic countries, this altered role of domestic ducks and migratory waterfowl is now thought to contribute to the perpetuation of the transmission cycle.
The H5N1 virus can survive in feces for at least 35 days at low temperature (4°C); while at 37°C, viruses could survive for 6 days in stability tests on fecal samples. AI viruses can also survive on surfaces, such as within the poultry house environment, for several weeks
BACKGROUNDBACKGROUND
GIVENS
Based on the results of a Think Tank Session held at the 2006 International Livestock Congress and subsequent white paper:
It is speculated that H5N1 will arrive in North America water fowl in near future.
If it invades commercial poultry systems, it will be quickly identified and contained and controlled locally with effective bio-security in production systems and through testing of commercial flocks.
Consumer paranoia will occur and industry will suffer.
CONCERNS Impact from recreational fowl and back yard
[free-range, live/wet markets] flocks will be the primary factor in failure of containment-control strategies.
Much information is available, but planning strategies of constituencies [industry, government, research] are not unified, consistent or effectively communicated and focused.
Industry lacks credibility as viewed by consumer. Media spins may be biased.
Pandemics Do Happen!
H1
H1H3
H2
H7*
H5*
H9*
1918Spanish
Influenza H1N1
1957Asian
Influenza H2N2
1968Hong Kong
Influenza H3N2
1980
1997
1915
*Avian Flu
2003 2004
1977
1996
2002
1925 1935 1945 1955 1965 1975 1985 1995 2005
2003-2006
1998
19992003
Avian Reservoir
Avian virus
Human virus
Pandemic Strain Emergence: Reassortment
of Influenza A Viruses
other mammals?New
reassorted virus
Planning Assumptions: Health Care
Moderate (1957-like) Severe (1918-like)
Illness 90 million (30%) 90 million (30%)
Outpatient medical care 45 million (50%) 45 million (50%)
Hospitalization 865,000 9, 900,000
ICU care 128,750 1,485,000
Mechanical ventilation 64,875 745,500
Deaths 209,000 1,903,000
• 50% or more of those who become ill will seek medical care• Number of hospitalizations and deaths will depend on the
virulence of the pandemic virus
Our Health Protection Preparedness System
A NETWORK of Shared Responsibility!
Local - state - federal Domestic – international Public – private Multi-sector Non-partisan Animal – human Health protection – homeland
security – economic protection
Healthcare
DeliverySystem
Federal Partners
Education System
Business & Workers
Local /State /Federal Public HealthSystem
Pandemic Influenza ChecklistsPandemic Influenza Checklists
State and Local BUSINESS Preschool Schools (K-12) Colleges & Universities Faith-based & Community
Organizations
Physician Offices and Ambulatory Care
Home Health Emergency Medical
Services Travel Industry Correctional Facilities
Protecting Your BusinessProtecting Your Business
Plan for impact on business
Protect employees and customers
Establish policies Allocate resources Engage employees Coordinate with external
organizations
www.cdc.gov/business/
www.pandemicflu.gov
1.1 PLAN FOR THE IMPACT OF A PANDEMIC ON YOUR BUSINESS
Identify a pandemic coordinator and/or team with defined roles and
responsibilities for preparedness and response planning. The planning process should include input from labor representatives.
Identify essential employees and other critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics) required to maintain business operations by location and function during a pandemic.
Train and prepare ancillary workforce (e.g. contractors, employees in other job titles/descriptions, retirees).
Develop and plan for scenarios likely to result in an increase or decrease in demand for your products and/or services during a pandemic (e.g. effect of restriction on mass gatherings, need for hygiene supplies).
Determine potential impact of a pandemic on company business financials using multiple possible scenarios that affect different product lines and/or production sites.
Determine potential impact of a pandemic on business-related domestic and international travel (e.g. quarantines, border closures).
1.1 PLAN FOR THE IMPACT OF A PANDEMIC ON YOUR 1.1 PLAN FOR THE IMPACT OF A PANDEMIC ON YOUR BUSINESS (Con’t)BUSINESS (Con’t)
Find up-to-date, reliable pandemic information from community public health, emergency management, and other sources and make sustainable links.
Establish an emergency communications plan and
revise periodically. This plan includes identification of key contacts (with back-ups), chain of communications (including suppliers and customers), and processes for tracking and communicating business and employee status.
Implement an exercise/drill to test your plan, and revise periodically.
1.2 PLAN FOR THE IMPACT OF A PANDEMIC ON YOUR 1.2 PLAN FOR THE IMPACT OF A PANDEMIC ON YOUR EMPLOYEES AND CUSTOMERSEMPLOYEES AND CUSTOMERS
Forecast and allow for employee absences during a pandemic due to factors such as personal illness, family member illness, community containment measures and quarantines, school and/or business closures, and public transportation closures.
Implement guidelines to modify the frequency and type of face-to-face contact (e.g. hand-shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers (refer to CDC recommendations).
Encourage and track annual influenza vaccination for employees.
Evaluate employee access to and availability of healthcare services during a pandemic, and improve services as needed.
Evaluate employee access to and availability of mental health and social services during a pandemic, including corporate, community, and faith-based resources, and improve services as needed.
Identify employees and key customers with special needs, and incorporate the requirements of such persons into your preparedness plan.
1.3 ESTABLISH POLICIES TO BE IMPLEMENTED DURING A PANDEMIC
Establish policies for employee compensation and sick-leave absences unique to a pandemic (e.g. non-punitive, liberal leave), including policies on when a previously ill person is no longer infectious and can return to work after illness.
Establish policies for flexible worksite (e.g. telecommuting) and flexible work hours (e.g. staggered shifts).
Establish policies for preventing influenza spread at the worksite (e.g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with influenza symptoms).
Establish policies for employees who have been exposed to pandemic influenza, are suspected to be ill, or become ill at the worksite (e.g. infection control response, immediate mandatory sick leave).
Establish policies for restricting travel to affected geographic areas (consider both domestic and international sites), evacuating employees working in or near an affected area when an outbreak begins, and guidance for employees returning from affected areas (refer to CDC travel recommendations).
Set up authorities, triggers, and procedures for activating and terminating the
company’s response plan, altering business operations (e.g. shutting down operations in affected areas), and transferring business knowledge to key employees.
1.4 ALLOCATE RESOURCES TO PROTECT YOUR EMPLOYEES AND CUSTOMERS DURING A PANDEMIC
Provide sufficient and accessible infection control supplies (e.g. hand-hygiene products, tissues and receptacles for their disposal) in all business locations.
Enhance communications and information technology infrastructures as needed to support employee telecommuting and remote customer access.
Ensure availability of medical consultation and advice for emergency response.
1.5 COMMUNICATE TO AND EDUCATE YOUR 1.5 COMMUNICATE TO AND EDUCATE YOUR EMPLOYEESEMPLOYEES
Develop and disseminate programs and materials covering pandemic fundamentals (e.g. signs and symptoms of influenza, modes of transmission), personal and family protection and response strategies (e.g. hand hygiene, coughing/sneezing etiquette, contingency plans).
Anticipate employee fear and anxiety, rumors and misinformation and plan communications accordingly.
Ensure that communications are culturally and linguistically appropriate.
Disseminate information to employees about your pandemic preparedness and response plan.
Provide information for the at-home care of ill employees and family members.
Develop platforms (e.g. hotlines, dedicated websites) for communicating pandemic status and actions to employees, vendors, suppliers, and customers inside and outside the worksite in a consistent and timely way, including redundancies in the emergency contact system.
Identify community sources for timely and accurate pandemic information (domestic and international) and resources for obtaining counter-measures (e.g. vaccines and antivirals).
1.6 COORDINATE WITH EXTERNAL ORGANIZATIONS 1.6 COORDINATE WITH EXTERNAL ORGANIZATIONS AND HELP YOUR COMMUNITYAND HELP YOUR COMMUNITY
Collaborate with insurers, health plans, and major local healthcare facilities to share your pandemic plans and understand their capabilities and plans.
Collaborate with federal, state, and local public health agencies and/or emergency responders to participate in their planning processes, share your pandemic plans, and understand their capabilities and plans.
Communicate with local and/or state public health agencies and/or emergency responders about the assets and/or services your business could contribute to the community.
Share best practices with other businesses in your communities, chambers of commerce, and associations to improve community response efforts.
SOME QUESTIONS TO ASK YOURSELF
What would happen to your business if 40% of your work force didn’t show up for two weeks straight?
If an outbreak hits one location, can you switch to another location?
Can you operate if a majority of your workforce works from home?
Can you modify your sick leave policy to discourage sick workers from coming in?
What will you do if the local or state government quarantines your area?
PLANNING SUGGESTIONSPLANNING SUGGESTIONS
From government officials, corporate contingency planners and executives at a recent summit of New England-based businesses on pandemic preparedness. The Summit was sponsored by the U.S. Chamber of Commerce and the New England Council.
Establish a pandemic planning team early Analyze your supply chain Draft a communicable diseases policy Look into expanding your leave policy Put up a pandemic flu section on your intranet Establish a phone network to keep employees informed Start enhancing your workplace hygiene now
TABLE TOP DRILLS
As with any crisis management program, the program should be tested before its used or needed.
A Tabletop Drill is the method of choice for this testing. It allows key players, from participating groups within a company or organization to gather in face-to-face, round-table settings and talk through expected actions for an pandemic influenza emergency scenario.
This allows for evaluation of the plans and procedures and resolves questions of coordination and responsibility.
Tabletop Drills are typically informal, and the moderator will facilitate discussion among participants.
WILL IT HAPPEN?WILL IT HAPPEN?
No one knows Will this crisis or something similar happen
in the future? YES Preparing for this situation NOW will not
only be needed if the pandemic influenza occurs but provides an excellent template for crisis management planning
FOR MORE INFORMATION OR TO FOR MORE INFORMATION OR TO CONTACT USCONTACT US
Gary Ades
479.254.9026
Visit our web site at www.ehagroup.com
