pictou county health & chamber of commerce
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Pictou County Health & Chamber of Commerce. Business Forum July 28, 2009 Pandemic Impact on the Business Community. Objectives of Forum. Share local impact of a pandemic including business risks Clarify PCHA’s roles and responsibilities during pandemic response - PowerPoint PPT PresentationTRANSCRIPT
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Business Forum July 28, 2009Pandemic Impact on the Business Community
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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
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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
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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
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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
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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
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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
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What can we expect for Pictou County?
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Planning Assumptions: 1918 Data
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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
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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
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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)
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PCHA Pandemic Procedure
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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
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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
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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
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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
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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
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Emergency Management Organization
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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.
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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)
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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
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REMO will also:Maintain “business as usual” for non-
pandemic related events ( storms, large-scale events)
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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)
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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
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Strategies for Continuity Planning
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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”
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Business Continuity PlanA procedure that identifies how the business will continue to perform essential services/critical functions during times of disruption.
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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
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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
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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
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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;
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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
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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
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Coping with Pandemic
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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
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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
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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
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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
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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?
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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
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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
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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
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