FIFE COUNCIL EMERGENCY PLANNING AND BUSINESS CONTINUITY PANDEMIC INFLUENZA PLAN

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "FIFE COUNCIL EMERGENCY PLANNING AND BUSINESS CONTINUITY PANDEMIC INFLUENZA PLAN"

Transcription

1 FIFE COUNCIL EMERGENCY PLANNING AND BUSINESS CONTINUITY PANDEMIC INFLUENZA PLAN Issued by: Emergency Planning and Business Continuity Team,

2 CONTENTS Page No. Foreword 4 Distribution 5 Review Dates/Record of Exercises 6 SECTION 1 PURPOSE Para No. Title Page No. 1.1 Aim Objectives Context Scope Planning Assumptions and Limitations 8 SECTION 2 - MANAGEMENT AND ADMINISTRATION 2.1 Responsibility Distribution Training and Exercising Monitoring, Evaluation and Review 10 SECTION 3 - INFORMATION 3.1 General Community Risk Register Challenges of Pandemic Influenza Pandemic Influenza Issues for Local Authorities 12 SECTION 4 NATIONAL AND REGIONAL PLANNING AND RESPONSE STRUCTURE 4.1 Planning and Response Structure Associated Plans 16 SECTION 5 FIFE COUNCIL - PLANNING AND RESPONSE 5.1 Introduction Planning Phase (Detection and Assessment) Response Phase (Treatment, Escalation and Recovery) Stand Down and Debrief 20 SECTION 6 - ROLES AND RESPONSIBILITIES 6.1 Introduction Chief Executive Executive Director (Social Work) and Lead for Health Executive Director, Education and Learning Executive Director, Corporate Services Executive Director (all Directorates) Head of Leisure and Cultural Services Head of Human Resources Corporate Health and Safety Manager 25 Version 1.0 Page 2 of 33 28/11/2013

3 6.10 Senior Manager (Catering and Cleaning and Facilities 26 Management) 6.11 Senior Manager, Procurement and Supplies Head of ICT Communications and Marketing Manager Heads of Service (all Services)/Business Continuity Leads Emergency Planning and Business Continuity Manager Corporate Incident Manager 28 Appendices: Appendix A Pandemic Influenza Guidance 29 Appendix B Pandemic Influenzas of the last 100 years 31 Appendix C WHO Pandemic Phases and UK Alert Levels 32 Appendix D Pandemic Influenza Planning Group Agenda 33 Version 1.0 Page 3 of 33 28/11/2013

4 FOREWORD Pandemic influenza is a public health emergency and has the potential to have a significant and widespread impact on society in general involving organisations at global, national and local levels. For this involves taking action to deal with the specific challenges that pandemic influenza creates for local services in support of Fife s communities and Council staff. Specifically this includes key areas such as community care, education and learning, registration, bereavement services, health and safety, human resources, communication and business continuity. This plan sets out how will prepare and respond in a precautionary, proportionate and flexible way to reduce the impact and deal with the consequences of pandemic influenza. Steve Grimmond Chief Executive Version 1.0 Page 4 of 33 28/11/2013

5 DISTRIBUTION POST ORGANISATION Chief Executive Executive Director (Social Work) and Lead for Health Executive Director, Education and Learning Executive Director, Environment, Enterprise and Communities Executive Director, Finance and Resources Executive Director, Corporate Services Chief Fire Officer FFRS Assessor Head of Education, North Fife Head of Education, South Fife Head of Community Learning and Development Head of Asset and Facilities Management Services Head of Enterprise, Planning and Protective Services Head of Transportation and Environmental Services Head of Leisure and Cultural Services Head of Housing and Neighbourhood Services Head of Financial Services Head of Revenue and Exchequer Services Head of Human Resources Chief Legal Officer Head of ICT Senior Manager, Policy and Communications Senior Manager, Improvement and Customer Services Senior Manager, Democratic Services Head of Adult Services Head of Children & Families and Criminal Justice Head of Older People Services Directorate Resources Managers Communications and Marketing Manager Corporate Health and Safety Manager Senior Manager (Catering and Cleaning and Facilities Management) Senior Manager, Procurement and Supplies Corporate Incident Managers Business Continuity Leads Emergency Planning and Business Continuity Team Emergency Planning NHS Fife Version 1.0 Page 5 of 33 28/11/2013

6 REVIEW DATES Version Nature of Review Amended by Date of next review RECORD OF EXERCISES Exercise Name Exercise Type Venue Date of Exercise Version 1.0 Page 6 of 33 28/11/2013

7 1.1 Aim SECTION 1 PURPOSE The aim of this plan is to detail how will plan for and respond to pandemic influenza in support of Fife s communities and Council staff. 1.2 Objectives This plan sets out what will do internally, as well as working with partners, to mitigate the impact and deal with the consequences of pandemic influenza. This involves taking action to deal with the specific challenges that pandemic influenza creates for local authorities in addition to the challenge of maintaining critical service delivery when faced with potential staff shortages. The principal objectives are to: Provide support, as required, to the health authorities to achieve healthcare objectives Detail the additional anticipated demands that an outbreak of pandemic influenza creates for the Council Ensure that the business continuity management implications are considered Detail key roles and responsibilities Establish an incident management structure for the planning and response phases of dealing with pandemic influenza Ensure co-ordination with the Council s business continuity incident management structure Detail triggers to activate and escalate response(s) Identify the key action(s) to be taken in the planning and response phases Ensure that health and safety issues are identified and appropriate action taken Identify any limiting factors or inhibitors in achieving the aim of this plan 1.3 Context Pandemic influenza is a public health emergency and has the potential to have a large impact on society in general involving organisations at global, national and local levels. This plan specifically details how will prepare and respond to pandemic influenza. National guidance is available for dealing with the wide and varied demands of pandemic influenza and is referred to, as appropriate, throughout this plan (Appendix A lists the guidance available). Version 1.0 Page 7 of 33 28/11/2013

8 The National Health Service is the lead organisation in planning for and responding to pandemic influenza. In Fife, the principal health contingency plan is the NHS Fife Pandemic Influenza Plan. The NHS Fife plan identifies the importance of co-ordinating activity and effort with partner organisations to achieve the health objectives set out in their plan. In addition, the plan identifies other implications of pandemic influenza, such as managing excess deaths, where other organisations have a lead responsibility. This co-ordination is achieved by activation of other contingency plans, including the Fife SCG generic emergency response plan and other single organisational contingency plans such as this plan. Section 4 provides a summarised overview of the national and regional pandemic influenza response structure and includes a summary of the main contingency plans. 1.4 Scope This contingency plan details the arrangements to support the health authorities to achieve their healthcare aims and the additional demands which pandemic influenza creates for local authorities. Pandemic influenza guidance, national contingency plans and learning points from the 2009 outbreak identify that a flexible and adaptable approach has to be taken by all organisations in planning for and responding to pandemic influenza. There are, however, a number of distinct stages where preplanning is required by local authorities, health authorities and emergency responders to be prepared to deal effectively with pandemic influenza. This plan sets out s response to pandemic influenza in both the planning and response phases. 1.5 Planning Assumptions and Limitations This plan will contribute to the effort to mitigate the impact and deal with the consequences of pandemic influenza in Fife. The following assumptions and limitations are acknowledged: Pandemic influenza is normally a developing situation. This creates a planning phase and allows time for organisational and multi-agency arrangements to be put in place. The occurrence, spread and severity of pandemic influenza is difficult to predict. Any planning arrangements need to be flexible and adaptable to any developing scenario. Version 1.0 Page 8 of 33 28/11/2013

9 Those with key roles and responsibilities within this plan may be absent from work due to the effects of an actual pandemic. Version 1.0 Page 9 of 33 28/11/2013

10 2.1 Responsibility SECTION 2 MANAGEMENT AND ADMINISTRATION The Chief Executive,, is responsible for this plan. 2.2 Distribution The plan is distributed in PDF Adobe Acrobat format as per the list in this document. Interim changes to the plan will be made, notified to recipients and noted on the version published on the Emergency Planning website. Revised copies of the plan will be circulated following the review process (see para 2.4 below). 2.3 Training and Exercising staff with a key role in this plan will be provided with training and/or briefing. exercises will be held and, in addition, staff will have the opportunity to attend multi-agency pandemic influenza exercises which form part of the Fife SCG annual exercise programme. A record of training and exercising events will be held by the Emergency Planning and Business Continuity Team. 2.4 Monitoring, Evaluation and Review The Emergency Planning and Business Continuity Team will be responsible for ensuring that arrangements are in place to monitor, evaluate and review this plan. Any lessons learned from training, exercising or activation of this plan will be included, where appropriate. On direction of the Chief Executive, reports on this plan will be provided to an appropriate Council committee. In addition to ongoing monitoring, the plan will be formally reviewed every three years or as required. Version 1.0 Page 10 of 33 28/11/2013

11 3.1 General SECTION 3 INFORMATION Pandemic influenza is a public health emergency and could emerge at any time of the year, anywhere in the world, including the UK. During the last century there were three pandemic influenzas, with one pandemic declared in this century, namely H1N1 in The impact and scale of each of these pandemics differed (see Appendix B). The World Health Organisation (WHO) is responsible for identifying and declaring pandemic influenza and has issued guidance describing global phases that can be used to monitor the progress of a pandemic with suggested activities that may be carried out at each of these phases (see Appendix C). However, the impact of the 2009 outbreak across the UK varied significantly and it became apparent that responses should be determined flexibly in light of local indicators rather than applying the WHO phases. 3.2 Community Risk Register The Community Risk Register, held on s website and maintained by the Fife SCG, provides a risk assessment of the main hazards and threats in Fife. Pandemic influenza has been identified as one of the risks and has been scored as very high in the Community Risk Register. This risk assessment requires Category 1 and 2 responders to ensure that plans and arrangements are in place to mitigate against the impact and consequences of this risk. 3.3 Challenges of Pandemic Influenza Pandemic influenza creates many challenges for organisations: Whilst the health sector will be under particular pressure, the response will span different sectors and organisations, requiring close working and mutual support. There is uncertainty about when an pandemic influenza could occur The severity of a future pandemic influenza cannot be predicted and even pandemics with only mild or moderate impact are likely to put considerable pressure on services. The number of cases and demand for services can be expected to develop with great pace. The demands of a pandemic are unlikely to be uniform and local areas will be under pressure at different times requiring flexibility of approach. Version 1.0 Page 11 of 33 28/11/2013

12 A pandemic wave can be expected to continue for many weeks. The appetite for information from the media, public and government is likely to be intense at times, requiring frequent, consistent and coordinated communications. Given the uncertainty about the scale, severity and pattern of development of any future pandemic, any planning and response arrangements need to be: Precautionary: the response to any new virus should take into account the risk that it could be severe in nature. Proportionality: the response to a pandemic should be no more and no less than that necessary in relation to the known risks. Flexibility: there should be a consistent, UK-wide approach to the response to a new pandemic but with local flexibility in the timing of transition from one phase of response to another to take account of local patterns of spread of infection. 3.4 Pandemic Influenza Issues for Local Authorities Community Care Maintaining essential care services in the community with reduced staff. Planning for hard to reach individuals and groups. Planning for those people at risk and who pose a risk to others. Managing the inevitable additional demand placed on local community care services. Additional pressures to support care home and supported living residents and people cared for in their own homes when they have influenza. Sustaining people with complex needs and disabilities. Providing emergency short term care for people who are looked after at home by informal carers if their carers become ill. Linking with local providers to ensure they have robust business continuity plans in place Registration (Guidance - Planning for pandemic influenza in community care: an operational and strategic framework) Demand for the service will increase in line with the severity of the pandemic. Any planning will need to take into account this increase in demand. There is the risk of delays in the management of fatalities. Version 1.0 Page 12 of 33 28/11/2013

13 3.4.3 Burials and Cremations Pandemic influenza can be fatal and could be responsible for a significant number of deaths in a relatively short period of time. The number of additional deaths is impossible to predict ahead of a pandemic. Plans need to be in place to surge capacity to cope with an increase in burials and cremations, including the organisation of temporary mortuaries. (Guidance - Guidance on Dealing with Mass Fatalities in Scotland) Education and Learning Influenza spreads rapidly wherever people are in close contact and is likely to spread particularly rapidly in schools. Scottish Government will advise whether or not schools will be closed. This may mean that childcare clubs are also closed. Some schools and/or childcare clubs may close because of high levels of employee absence or because parents are not willing to send their children. (Guidance - Planning for a Human Pandemic influenza: Guidance for Schools, Childcare and Children s Services in Scotland) Business Continuity Throughout the duration of a pandemic it is likely that the Council workforce will be depleted. The level of employee absence will depend on the nature of the pandemic. Council critical activities need to be maintained at reasonable levels. There are some critical activities where demand for the service will increase (see paras above on community care, registration and burials and cremations). Non-essential Council activities may need to be suspended throughout the period of the pandemic. Any school closures may have an impact on the level of employee absence (see para on Education and Learning). Version 1.0 Page 13 of 33 28/11/2013

14 3.4.6 Health and Safety The Council has a duty to provide a safe place of work for their workers in accordance with the Health and Safety at Work Act Appropriate health and safety measures should be put in place during a pandemic. Key employees need to be identified for issue of PPE, antiviral and vaccine, if available Human Resources (Guidance HSE Pandemic Flu Workplace Guidance) Employees may need to be re-deployed to provide cover or support to critical activities. The re-deployment of employees to cover or support critical activities may be limited because the appropriate safeguarding checks have not been carried out. Employees may be required to carry out unfamiliar tasks in which they have no appropriate training. This may be limited because of the specialist and health and safety related aspects of the training required to carry out the task eg manual handling, medication administration Communication The demand for information from employees, Elected Members, public, media, Government departments and other key stakeholders will be great. The type, content and method of communication will vary depending on the impact and scale of the pandemic influenza at the local level. Messages at local level both internally within the Council and externally across Fife SCG multi-agency partners need to be clear and consistent. Version 1.0 Page 14 of 33 28/11/2013

15 SECTION 4 NATIONAL AND REGIONAL PLANNING AND RESPONSE STRUCTURE 4.1 The diagram below details the key roles and responsibilities and information flow of the key organisations involved in the planning and response to pandemic influenza. World Health Organisation (WHO) Declaration of pandemic influenza Monitor the global situation and provide updates on pandemic influenza UK Government Liaise with WHO Monitor the UK situation and provide updates on pandemic influenza Issue advice and guidance Scottish Government Liaise with UK Government Activate SGoRR, where appropriate Provide strategic direction for Scotland Issue advice and guidance Fife SCG Co-ordinate Fife s integrated emergency management response Ensure co-operation, mutual assistance and support for local responders Ensure effective communication with the Fife community Ensure effective communication with MPs, MSPs and elected members Ensure effective media liaison All Fife SCG members including NHS Fife Lead agency in the planning and response to pandemic influenza in Fife Responsible for preparing the strategic healthcare framework for Fife s response to pandemic influenza see Section 5 of this plan Version 1.0 Page 15 of 33 28/11/2013

16 4.2 Associated Plans Fife SCG Generic Emergency Response Plan This plan describes the agreed arrangements for the effective co-ordination of the partner organisations of the Fife SCG during an emergency. It details a generic emergency response framework for Fife as well as the roles and responsibilities of each of the Fife SCG partners. Fife Strategic Co-ordinating Group (Fife SCG) Pandemic Influenza Contingency Plan for the Provision of Health Care This plan is the principal contingency plan in planning and responding to a pandemic influenza. It provides the framework to ensure national consistency and local flexibility in the provision of healthcare in Fife and details the key roles and responsibilities of all organisations involved both in pandemic influenza planning and response. Major Emergency Plan This plan sets out the way that responds to a civil emergency as part of an integrated multi-agency response. Key roles and responsibilities and the Council s corporate incident management arrangements are detailed in this plan. Corporate and Directorate/Service Business Continuity Plans These plans set out the way that responds to a business continuity disruption or incident that affects the delivery of the Council s critical activities. They provide information on the key roles and responsibilities and the Council s incident management arrangements at both corporate and service levels. The Corporate Business Continuity Plan specifically provides a prioritised list of the Council s critical activities. Fife SCG Recovery Plan This plan describes the process and multi-agency structure to facilitate the recovery of the Fife community during and following the response phase of an emergency. Version 1.0 Page 16 of 33 28/11/2013

17 5.1 Introduction SECTION 5 FIFE COUNCIL - PLANNING AND RESPONSE Based on the stages identified in the UK Influenza Pandemic Preparedness Strategy 2011, has adopted the following structure to ensure that any level of planning and response to pandemic influenza is proportionate and capable of dealing with the issues for local authorities detailed at para 3.4. UK Pandemic Influenza Stages and Activation Triggers Detection Declaration of the current WHO phase 4 or earlier on the basis of reliable intelligence Actions Planning Phase An influenza-related Public Health Emergency of International Concern is declared by the WHO Assessment Treatment Escalation Recovery Influenza virus has been identified in patients in the UK Evidence of sustained community transmission of the virus Demands for services exceed the available capacity Influenza activity is significantly reduced compared to the peak Influenza activity is considered to be within acceptable parameters Response Phase Depending on the nature of the pandemic all of these may not be activated. 5.2 Planning Phase (Detection and Assessment) The planning phase comprises two stages: detection and assessment. This phase may be relatively short and the stages may be combined depending on the speed with which the virus spreads or the severity with which individuals and communities are affected. Version 1.0 Page 17 of 33 28/11/2013

18 The focus of these stages is on intelligence gathering, situation monitoring and reducing the risk of transmission and infection in the local community. Preparatory work, including the review of plans, is carried out at this stage so that organisations can respond quickly in a flexible and proportionate manner Pandemic Influenza Planning Group Pandemic influenza is normally a developing situation. This planning phase allows time for organisational and multi-agency arrangements to be put in place. In discussion with the Chief Executive/designated Executive Director, the Emergency Planning and Business Continuity Manager will assess when a corporate level planning group should be activated. This assessment will be informed by local and national developments as well as Scottish Government guidance. The decision to form a Pandemic Influenza Planning Group will be made by the Chief Executive/designated Executive Director. Remit The remit of the Pandemic Influenza Planning Group is to put arrangements in place that ensure the Council plans and can respond to pandemic influenza in a flexible and proportionate manner, covering the following key areas: Community care, including supporting NHS Fife Education and learning Registration Burials and cremations Health and safety Human resources Business continuity Communications Links with the multi-agency environment ie Fife SCG, Scottish Government An example agenda detailing key areas for discussion is shown at Appendix D. Membership Membership of the Pandemic Influenza Planning Group is provided in the table below. Other post-holders will be co-opted as required under the direction of the Chair. Note - Executive Directors/Heads of Service may nominate suitable representatives. Version 1.0 Page 18 of 33 28/11/2013

19 Title Role Chief Executive/designated Executive Chair Director Emergency Planning and Business Emergency Planning and Business Continuity Team Manager Continuity Advisor/Secretariat Head of Human Resources HR Advisor Corporate Health and Safety Health and safety advisor Manager Communications and Marketing Communications advisor Manager Executive Director, Education and Education and learning advisor Learning Executive Director (Social Work) and Community care advisor Lead for Health Head of Leisure and Cultural Services Bereavement advisor Executive Director, Corporate Registrations and Contact Centre Services operations advisor Senior Manager (Catering and Catering and cleaning advisor Cleaning and Facilities Management) Senior Manager, Procurement and Procurement advisor Supplies Head of ICT IT advisor Executive Directors/Heads of Directorate/Service business Service/Business Continuity Leads continuity advisor (all Services) Section 6 details the key roles and responsibilities of those involved in the planning phase. 5.3 Response Phase (Treatment, Escalation and Recovery) The response phase comprises three stages: treatment, escalation and recovery. Movement to these stages will be determined by the occurrence and severity of local outbreaks. The severity of the pandemic will shape both the local and national response. The decision to move from the planning phase to the response phase is an escalation of the level of incident management required. Direction on escalating activity to this level will be led by Government, in liaison with SCGs. When required to do so will move from the arrangements set out in the planning phase to a full incident management response structure Incident Management The incident management arrangements detailed in the Major Emergency Plan and the Corporate Business Continuity Plan will be activated to effectively manage the Council s response to pandemic influenza. Version 1.0 Page 19 of 33 28/11/2013

20 The Incident Management Team will implement the plans and decisions made by the Pandemic Influenza Planning Group. Note - the Pandemic Influenza Planning Group will be disbanded. Section 6 details the key roles and responsibilities of those involved in the response phase. 5.4 Stand Down and Debrief An appropriate stand down and debrief process will be held once return to business as usual. Any lessons learned identified during this process should be captured and actioned. The Emergency Planning and Business Continuity Team will update this plan, where appropriate, with any lessons learned. Version 1.0 Page 20 of 33 28/11/2013

21 6.1 Introduction SECTION 6 ROLES AND RESPONSIBILITIES The principle roles and responsibilities for key areas of planning and response lies with the Chief Executive, Executive Directors and specific senior postholders who may delegate responsibility within their area, as appropriate, on activation of this plan. 6.2 Chief Executive The Chief Executive has overall responsibility for managing the Council s response to pandemic influenza. Key tasks: Planning Phase Ensure appropriate arrangements are in place in the planning and response to pandemic influenza Direct on the formation and chair of the Pandemic Influenza Planning Group Ensure appropriate representation on the Pandemic Influenza Planning Group Represent at Fife SCG meetings, if established Apprise and liaise with Fife SCG members, as required Ensure Elected Members and other stakeholders are briefed Response Phase Authorise the activation of s Major Emergency Plan and Corporate Business Continuity Plan Approve activation of Corporate Incident Management Team Apprise and liaise with Fife SCG members, as required Ensure Elected Members and other stakeholders are briefed Issue stand down instructions Lead de-brief on s response to identify and action lessons learned Lead the recovery process Version 1.0 Page 21 of 33 28/11/2013

22 6.3 Executive Director (Social Work) and Lead for Health The Executive Director has responsibility for planning and co-ordinating the community care response for all service users. Key tasks: Planning Phase Member of the Pandemic Influenza Planning Group Provide social care support to NHS Fife, as required Ensure liaison with NHS Fife colleagues and clarify operational expectations Ensure appropriate Social Work representation at NHS Fife Group Monitor, review and provide updates on advice issued from the Department of Health Ensure HR and health and safety advice is implemented Identify and carry out a risk assessment on vulnerable and hard to reach individuals and groups Identify and carry out a risk assessment on people at risk and who pose a risk to others Liaise with voluntary and independent care providers Review and update Social Work Service business continuity plans, taking into account the potential for increases in service demand with fewer employees Response Phase Support NHS Fife in the health and community care response, as required Ensure appropriate Social Work representation at NHS Fife Group Ensure appropriate representation on the Council s corporate incident management team Maintain support to the community, particularly vulnerable people Ensure HR and health and safety advice is implemented Liaise with voluntary and independent care providers Authorise the activation of the Social Work Service Business Continuity Plan Support the recovery process 6.4 Executive Director, Education and Learning The Executive Director, Education and Learning is responsible for the provision of education and learning in Fife. Key tasks: Planning Phase Member of the Pandemic Influenza Planning Group Version 1.0 Page 22 of 33 28/11/2013

23 Monitor, review and provide updates on national guidance issued by Education Directorate, Scottish Government Ensure HR and health and safety advice is implemented Ensure the review and update of Education and Learning business continuity plans Make arrangements for the potential use of community centres as distribution or collection centres or temporary morgues Response Phase Ensure appropriate representation on the Council s corporate incident management team Monitor and provide updates on national advice issued Follow advice from Education Directorate, Scottish Government Ensure HR and health and safety advice is implemented Authorise the activation of the business continuity plans for Education and Learning Ensure arrangements are in place for the use of community centres as distribution or collection centres or temporary morgues 6.5 Executive Director, Corporate Services The Executive Director, Corporate Services has responsibility for managing the planning and response to the potential increase in death registration and contact centre operations caused by pandemic influenza. Key tasks: Planning Phase Member of the Pandemic Influenza Planning Group Monitor, review and provide updates on advice issued from the General Register of Scotland Review and update the business continuity plan(s) for registration service and contact centre operations taking into account the potential for increased demand in service Monitor and provide updates on the volume and type of enquiries from the public Response Phase Member of the Council s corporate incident management team Ensure the continuation of the registrar service and contact centre operations Maintain liaison with General Register of Scotland Implement, where appropriate, and provide updates on advice received from General Register of Scotland Activate the business continuity plan(s) for the registration service and contact centre operations, if appropriate Provide updates on the volume and type of enquiries from the public Version 1.0 Page 23 of 33 28/11/2013

24 6.6 Executive Director (all Directorates) Executive Directors are responsible for ensuring continuity of the critical activities carried out in their Directorate. Key tasks: Planning Phase Ensure appropriate representation at the Pandemic Influenza Planning Group Monitor the developing situation, taking appropriate action as necessary Ensure the review and update of business continuity plans Ensure HR and health and safety advice is implemented Response Phase Ensure appropriate representation on the Council s corporate incident management team. Authorise activation of business continuity plans, where required Ensure HR and health and safety advice is implemented 6.7 Head of Leisure and Cultural Services The Head of Leisure and Cultural Services has responsibility for managing bereavement services. Key tasks: Planning Phase Member of the Pandemic Influenza Planning Group Identify cremation and burial capacity and review arrangements for managing volume of deaths in excess of capacity Monitor and provide updates on the volume of deaths Review and update the business continuity plan for bereavement services taking into account the potential for increase in service demand Liaise with Funeral Directors Make arrangements for the potential temporary storage of bodies Response Phase Member of the Council s corporate incident management team Ensure the continuation of the cremation and burials service Monitor and provide updates on cremation and burial capacity arrangements Maintain liaison with Funeral Directors Activate the business continuity plan for bereavement services Ensure arrangements are in place for the potential temporary storage of bodies Version 1.0 Page 24 of 33 28/11/2013

25 6.8 Head of Human Resources The Head of Human Resources is responsible for providing information and advice on HR issues. Key tasks: Planning Phase Member of the Pandemic Influenza Planning Group Provide HR advice to Directorates/Services Prepare HR guidance for issue to employees Monitor and provide updates on any national advice issued Response Phase Member of the Council s corporate incident management team Issue HR guidance to Directorates/Services Monitor and provide updates on employee absence levels across the Council 6.9 Corporate Health and Safety Manager The Corporate Health and Safety Manager is responsible for providing information on health and safety issues. Key tasks: Planning Phase Member of the Pandemic Influenza Planning Group Identify and assess any health and safety related issues Monitor and provide updates on advice issued from the Health and Safety Executive Prepare and issue health and safety guidance to Directorates/Services, including PPE and the promotion of good hygiene practices Response Phase Member of the Council s corporate incident management team Monitor and provide updates on advice issued from the Health and Safety Executive Issue health and safety guidance to Directorates/Services Version 1.0 Page 25 of 33 28/11/2013

26 6.10 Senior Manager (Catering and Cleaning and Facilities Management) The Senior Manager (Catering and Cleaning and Facilities Management) is responsible for managing catering and cleaning services. Key tasks: Planning Phase Member of the Pandemic Influenza Planning Group Ensure HR and health and safety advice is implemented Review and update the business continuity plan for catering and cleaning services Response Phase Member of the Council s corporate incident management team Ensure HR and health and safety advice is implemented Activate the business continuity plan for catering and cleaning services 6.11 Senior Manager, Procurement and Supplies The Senior Manager, Procurement and Supplies, is responsible for managing the Council s procurement process. Key tasks: Planning Phase Member of the Pandemic Influenza Planning Group Liaise with critical suppliers Monitor, provide updates and advice on supplier contractual issues Response Phase Member of the Council s corporate incident management team Liaise with critical suppliers Monitor, provide updates and advice on supplier contractual issues 6.12 Head of ICT The Head of ICT is responsible for managing the planning and response to the potential change in demand on IT systems. Key tasks: Planning Phase Ensure appropriate representation on the Pandemic Influenza Planning Group Ensure that the impact any increase or change in demand may have on the IT systems is assessed Version 1.0 Page 26 of 33 28/11/2013

27 Response Phase Ensure appropriate representation on the Council s corporate incident management team Ensure IT supports any increase or change in demand on IT systems Monitor and provide updates on any IT-related issues 6.13 Communications and Marketing Manager The Communications and Marketing Manager is responsible for co-ordinating the Council s warning and informing advice to employees, residents, local and national Elected Members and liaison with stakeholders. Key tasks: Planning Phase Member of the Pandemic Influenza Planning Group Monitor and provide updates on national advice issued on warning and informing the public Participate in the Fife SCG Public Communications Group, if formed Develop a Council communications strategy and action plan Establish a communications response group to deliver on the action plan Write and issue internal and external communication briefings Prepare communication templates and core materials Prepare distribution routes/mechanisms Prepare the media and set up suitable links Response Phase Member of Council s corporate incident management team Participate in the Fife SCG Public Communications Group Ensure effective communication with the Fife community, employees, Elected Members, partners, media and other stakeholders 6.14 Heads of Service (all Services)/Business Continuity Leads Each Head of Service is responsible for ensuring continuity of the critical activities carried out in their Service. Key tasks: Planning Phase Member of Pandemic Influenza Planning Group Ensure the review and update of business continuity plans Ensure the implementation of HR and health and safety advice Version 1.0 Page 27 of 33 28/11/2013

28 Response Phase Member of Council s corporate incident management team Monitor the impact of employee absence on service provision Authorise the activation of Directorate/Service Business Continuity Plans, where required Ensure the implementation of HR and health and safety advice 6.15 Emergency Planning and Business Continuity Manager The Emergency Planning and Business Continuity Manager is responsible for providing advice and monitoring the developing situation. Key tasks: Planning Phase Member of the Pandemic Influenza Planning Group Monitor and provide updates on national advice Provide emergency planning and business continuity advice Link with the Fife SCG multi-agency structure Member of the Fife SCG Tactical Implementation Group, if formed Response Phase Member of the Council s corporate incident management team Monitor and provide updates on national advice Provide emergency planning and business continuity advice Link with the Fife SCG multi-agency structure 6.16 Corporate Incident Manager Where a corporate incident management team is established, a Corporate Incident Manager will be appointed. Key Tasks: Planning Phase Keep apprised of the developing situation Liaise with the Pandemic Influenza Planning Group Response Phase Member of the Council s corporate incident management team Co-ordinate the Council response Provide updates for the Council Management Team Point of contact for the multi-agency responders Version 1.0 Page 28 of 33 28/11/2013

29 Pandemic Influenza Guidance Pandemic Influenza Preparedness and Response: A WHO Guidance Document 2009 ( APPENDIX A The purpose of this guidance is to inform and harmonise national and international preparedness and response before, during and after pandemic influenza. It details WHO defined phases in the evolution of pandemic influenza (see Appendix C). Department of Health: UK Influenza Pandemic Preparedness Strategy 2011 ( igitalasset/dh_ pdf) This document was issued by the Department of Health and supersedes the UK National Framework for Responding to an influenza pandemic and the Scottish equivalent A Scottish Framework for responding to an influenza pandemic. It details the strategy to ensure that the UK has a robust and coordinated approach to pandemic influenza. Preparing Scotland: Guidance on Dealing with Mass Fatalities in Scotland 2009 ( This guidance details information about preparing for emergencies which result in the deaths of large numbers of people and deals specifically with the management of those deaths. Planning for Pandemic Influenza in Community Care: An Operational and Strategic Framework 2007 ( The aim of this guidance is to encourage and support local authorities and others who provide community care services in planning for a human pandemic influenza. It provides background information on pandemic influenza, the impact and potential implications for community care services and is designed to assist local authorities, community care managers and staff in the statutory, private and voluntary sectors in planning a response to pandemic influenza. Version 1.0 Page 29 of 33 28/11/2013

30 Planning for a Human Pandemic influenza: Guidance for Schools, Childcare and Children s Services in Scotland 2006 ( This guidance provides brief background on pandemic influenza and its potential implications for schools and children s services. It outlines the role of government and local arrangements for responding to a pandemic and recommends that local authorities, schools, nurseries and childcare providers should plan both for operating during a pandemic and for the possible closure to children of schools and childcare services if the Executive proposes such closure for medical and child welfare reasons. HSE Pandemic Flu Workplace Guidance 2008 ( This guidance provides advice to employers on managing the health and safety risks to their employees during a pandemic. Version 1.0 Page 30 of 33 28/11/2013

31 Pandemic Spanish flu Asian flu Hong Kong flu Swine Flu Pandemic influenzas of the last 100 years Area of emergence Estimated case fatality ratio Estimated attributable excess mortality worldwide Age groups most affected (simulated attack rates) APPENDIX B GDP loss (% change) Unclear 2-3% million Young adults to 2.4 Southern China Southern China % 1-4 million Children -3.5 to % 1-4 million All age groups Mexico 2 <0.025% 1 WHO estimates expected Likely to be significantly less than one million Children (5-14) and young adults -0.4 to to Source: Department of Health UK Influenza Pandemic Preparedness Strategy 2011 Information relating to 1918, 1957 and 1968 provided by WHO 1 Based on analysis undertaken by the Health Protection Agency (HPA) submitted for publication 2 But emerging evidence of multiple locations 3 Based on WHO study of Thailand, Uganda and South Africa Version 1.0 Page 31 of 33 28/11/2013

32 WHO Pandemic Phases and UK Alert Levels APPENDIX C Period Phase Viral Activity Overarching Public Health goals Interpandemic period Phase 1 Phase 2 No new influenza virus subtypes have been detected in humans. An influenza virus subtype that has caused human infection may be present in animals. If present in animals, the risk of human infection or disease is considered to be low. No new influenza virus subtypes have been detected in humans. However, a circulating animal influenza virus subtype poses a substantial risk of human disease. Strengthen pandemic influenza preparedness at the global, regional, national and sub national levels. Minimize the risk of transmission to humans; detect and report such transmission rapidly if it occurs. Pandemic alert period Pandemic period Phase 3 Phase 4 Phase 5 Phase 6 Human infection(s) with a new subtype, but no human-to-human spread, or at most rare instances of spread to a close contact. Small cluster(s) with limited human-tohuman transmission but spread is highly localized, suggesting that the virus is not well adapted to humans. Larger cluster(s) but human-to-human spread still localized, suggesting that the virus is becoming increasingly better adapted to humans, but may not yet be fully transmissible (substantial pandemic risk). Pandemic: increased and sustained transmission in general population. Ensure rapid characterization of the new virus subtype and early detection, notification and response to additional cases. Contain the new virus within limited foci or delay spread to gain time to implement preparedness measures, including vaccine development. Maximize efforts to contain or delay spread, to possibly avert a pandemic, and to gain time to implement pandemic response measures. Minimize the impact of the pandemic. 1. The distinction between phase 1 and phase 2 is based on the risk of human infection or disease resulting from circulating strains in animals. The distinction is based on various factors and their relative importance according to current scientific knowledge. Factors may include pathogenicity in animals and humans, occurrence in domesticated animals and livestock or only in wildlife, whether the virus is enzootic or epizootic, geographically localized or widespread, and/or other scientific parameters. 2. The distinction between phase 3, phase 4 and phase 5 is based on an assessment of the risk of a pandemic. Various factors and their relative importance according to current scientific knowledge may be considered. Factors may include rate of transmission, geographical location and spread, severity of illness, presence of genes from human strains (if derived from an animal strain), and/or other scientific parameters. UK Alert Levels for Pandemic flu Alert level 1 Alert level 2 Alert level 3 Alert level 4 Cases only outside the UK (in a country or countries with or without extensive UK travel/trade links) New virus isolated in the UK Outbreak(s) in the UK Widespread activity across the UK Version 1.0 Page 32 of 33 28/11/2013

33 Pandemic Influenza Planning Group Agenda APPENDIX D 1 Welcome/Introductions Chair 2 Update on current position: National Local 3 Update on current position: Community care Registration Burials and cremations Education HR Health and Safety Catering and cleaning Procurement Contact Centre IT 4 Business continuity update: Council/Service priorities Employee absence Supply failure 5 Communications update: Internal External Emergency Planning and Business Continuity Team Manager Executive Director (Social Work) and Lead for Health Executive Director, Corporate Services Head of Leisure and Cultural Services Executive Director, Education and Learning Head of Human Resources Corporate Health and Safety Manager Senior Manager (Catering and Cleaning and Facilities Management) Senior Manager, Procurement and Supplies Executive Director, Corporate Services Head of ICT Heads of Service/Business Continuity Leads Communications and Marketing Manager 6 AOB 7 Date of next meeting Version 1.0 Page 33 of 33 28/11/2013

Corporate Business Continuity Plan

Corporate Business Continuity Plan Corporate Business Continuity Plan Prepared and Emergency Resilience Team Version: 5.0 issued by: Date: June 2015 Review Date: April 2018 CONTENTS Page No Foreword 3 Distribution 4 Revision History 5 Record

More information

Pandemic Planning Framework

Pandemic Planning Framework Pandemic Planning Framework ACT Government December 2007 Chief Minister's Department (CMD) Mail Address: Chief Minister's Department Policy Division GPO Box 158 Canberra ACT 2601 Telephone: 13 22 81 (AUS)

More information

PANDEMIC INFLUENZA RESPONSE PLAN OFFICE OF ENVIRONMENTAL HEALTH AND SAFETY

PANDEMIC INFLUENZA RESPONSE PLAN OFFICE OF ENVIRONMENTAL HEALTH AND SAFETY PANDEMIC INFLUENZA RESPONSE PLAN OFFICE OF ENVIRONMENTAL HEALTH AND SAFETY REVISED JANUARY 2010 TABLE OF CONTENTS Background 3 Purpose.3 Local Public Health Leadership 3 World Health Organization (WHO)

More information

Ontario Pandemic Influenza Plan for Continuity of Electricity Operations

Ontario Pandemic Influenza Plan for Continuity of Electricity Operations Planning Guideline GDE-162 Ontario Pandemic Influenza Plan for Continuity of Electricity Operations Planning Guideline Issue 4.0 October 13, 2015 Emergency Preparedness Task Force This planning guide provides

More information

PREPARING FOR A PANDEMIC. Lessons from the Past Plans for the Present and Future

PREPARING FOR A PANDEMIC. Lessons from the Past Plans for the Present and Future PREPARING FOR A PANDEMIC Lessons from the Past Plans for the Present and Future Pandemics Are Inevitable TM And their impact can be devastating 1918 Spanish Flu 20-100 million deaths worldwide 600,000

More information

Planning for an Influenza Pandemic

Planning for an Influenza Pandemic Overview It is unlikely that a new pandemic influenza strain will first emerge within Elgin County. The World Health Organization (WHO) uses a series of six phases, as outlined below, of pandemic alert

More information

London School of Economics & Political Science (LSE) Pandemic Business Continuity Plan

London School of Economics & Political Science (LSE) Pandemic Business Continuity Plan LSE PANDEMIC BUSINESS CONTINUITY PLAN ANNEX D London School of Economics & Political Science (LSE) Pandemic Business Continuity Plan Version 1.0: 13th August 2008 Document Ownership: Document Sign-off:

More information

BUSINESS CONTINUITY MANAGEMENT PLAN

BUSINESS CONTINUITY MANAGEMENT PLAN BUSINESS CONTINUITY MANAGEMENT PLAN For Thistley Hough Academy Detailing arrangements for Recovery and Resumption of Normal Academy Activity Table of Contents Section Content 1.0 About this Plan 1.1 Document

More information

Pandemic Influenza Plan 2015/2016

Pandemic Influenza Plan 2015/2016 NOT PROTECTIVELY MARKED Pandemic Influenza Plan 2015/2016 Policy number: N/A Version 1.5 Approved by Name of author/originator Owner (director) Executive Management Team Mark Twomey, Deputy Director of

More information

Preparing for and responding to influenza pandemics: Roles and responsibilities of Roche. Revised August 2014

Preparing for and responding to influenza pandemics: Roles and responsibilities of Roche. Revised August 2014 Preparing for and responding to influenza pandemics: Roles and responsibilities of Roche Revised August 2014 Table of Contents Introduction... 3 Executive summary... 4 Overview... 4 Roche's role... 4 Roche's

More information

Planning for Pandemic Flu. pandemic flu table-top exercise

Planning for Pandemic Flu. pandemic flu table-top exercise Planning for Pandemic Flu Lawrence Dickson - University of Edinburgh Background Previous phase of health and safety management audit programme raised topic of Business Continuity Management Limited ability

More information

Human Infl uenza Pandemic. What your organisation needs to do

Human Infl uenza Pandemic. What your organisation needs to do Human Infl uenza Pandemic What your organisation needs to do 21 Human Influenza Pandemic: What your organisation needs to do It s time to get ready In 2007 the Victorian Government released the Victorian

More information

University of Ottawa Pandemic Plan

University of Ottawa Pandemic Plan University of Ottawa Pandemic Plan August 2009 Introduction A disease epidemic occurs when there are more cases of a disease than normal. A pandemic is a worldwide disease epidemic. A pandemic may occur

More information

SAFETY BULLETIN 02/09

SAFETY BULLETIN 02/09 SAFETY BULLETIN 02/09 INFLUENZA PANDEMIC ASIA INDUSTRIAL GASES ASSOCIATION 3 HarbourFront Place, #09-04 HarbourFront Tower 2, Singapore 099254 www.asiaiga.org Revision of SB 02/06 Avian Flu INFLUENZA PANDEMIC

More information

WHO global influenza preparedness plan

WHO global influenza preparedness plan WHO/CDS/CSR/GIP/2005.5 EPIDEMIC ALERT & RESPONSE WHO global influenza preparedness plan The role of WHO and recommendations for national measures before and during pandemics Department of Communicable

More information

EMERGENCY PREPAREDNESS POLICY

EMERGENCY PREPAREDNESS POLICY EMERGENCY PREPAREDNESS POLICY CONTROLLED DOCUMENT CATEGORY: CLASSIFICATION: Policy Emergency Planning PURPOSE This document sets out the strategic framework for the management of emergency preparedness

More information

Objectives of this session

Objectives of this session Public Health Emergency and Air Transport Regional Seminar on Aviation Medicine Lima, Peru, 01-03 April 2009 Daniel Menucci, IHR Coordination Programme, Lyon Objectives of this session To provide information

More information

Pandemic Influenza. NHS guidance on the current and future preparedness in support of an outbreak. October 2013 Gateway reference 00560

Pandemic Influenza. NHS guidance on the current and future preparedness in support of an outbreak. October 2013 Gateway reference 00560 Pandemic Influenza NHS guidance on the current and future preparedness in support of an outbreak October 2013 Gateway reference 00560 Purpose of Guidance To provide an update to EPRR Accountable Emergency

More information

Thanks to Jim Goble, National City Corporation, for providing the resource material contained in this guide.

Thanks to Jim Goble, National City Corporation, for providing the resource material contained in this guide. Pandemic Planning for Business Thanks to Jim Goble, National City Corporation, for providing the resource material contained in this guide. CHARACTERISTICS AND CHALLENGES OF A PANDEMIC Source: http://www.pandemicflu.gov/general/whatis.html

More information

BUSINESS CONTINUITY PLAN. Specific Issues for Public Health Emergencies. Guidelines for Air Carriers

BUSINESS CONTINUITY PLAN. Specific Issues for Public Health Emergencies. Guidelines for Air Carriers BUSINESS CONTINUITY PLAN Specific Issues for Public Health Emergencies Guidelines for Air Carriers 1 Contents PART 1 BACKGROUND 1.1. Introduction 1.2. Purpose 1.3. Scope and Application 1.4. Definition

More information

Incident Management Plan

Incident Management Plan Incident Management Plan Document Control Version 1 Name of Document NHS Guildford and Waverley CCG Incident Management Plan Version Date 1st December 2015 Owner Director of Governance and Compliance [Accountable

More information

Business Continuity Management Policy and Plan

Business Continuity Management Policy and Plan Business Continuity Management Policy and Plan 1 Page No: Contents 1.0 Introduction 3 2.0 Purpose 3 3.0 Definitions 4 4.0 Roles, Duties & Responsibilities 4 4.1 Legal And Statutory Duties, Responsibilities

More information

Interagency Statement on Pandemic Planning

Interagency Statement on Pandemic Planning Interagency Statement on Pandemic Planning PURPOSE The FFIEC agencies 1 are jointly issuing guidance to remind financial institutions that business continuity plans should address the threat of a pandemic

More information

Skanska Utilities South. Business Continuity Plan Swine Flu

Skanska Utilities South. Business Continuity Plan Swine Flu Skanska Utilities South Business Continuity Plan Swine Flu Produced by: Reviewed by: Approved by: Date: Revision No. A Crossley P Thompson J Shelvey 1 Contents Review/Revision log 1.0 Introduction 2.0

More information

INFLUENZA PANDEMIC PLANNING GUIDE

INFLUENZA PANDEMIC PLANNING GUIDE INFLUENZA PANDEMIC PLANNING GUIDE Version 2 May 2009 528041 1. Introduction Acknowledgment is made to the University of Western Australia Draft Influenza Pandemic Planning Guide (May 2006) for the format

More information

Hart First Response. Business Continuity Policy

Hart First Response. Business Continuity Policy Title: Filename: Iss2_24apr14 Pages: 5 Author: Graham Brown Approved by: HFR Executive Committee Issue 1: 06/01/2011 Issue 2: 24/04/14 Review Date: 24/04/17 1. Introduction 1.1. Hart First Response (HFR)

More information

South West Lincolnshire NHS Clinical Commissioning Group Business Continuity Policy

South West Lincolnshire NHS Clinical Commissioning Group Business Continuity Policy South West Lincolnshire NHS Clinical Commissioning Group Business Continuity Policy Reference No: CG 01 Version: Version 1 Approval date 18 December 2013 Date ratified: 18 December 2013 Name of Author

More information

DRAFT. CUNY Pandemic Influenza Response Plan Incident Level Responsibilities

DRAFT. CUNY Pandemic Influenza Response Plan Incident Level Responsibilities CUNY Incident Criteria Situation Characteristics No current hazard to students, faculty and staff. Requires internal CUNY preparedness, but no outside agency assistance. Human infections with a new subtype,

More information

Pandemic Influenza Emergency Preparedness Plan

Pandemic Influenza Emergency Preparedness Plan Draft Pandemic Influenza Emergency Preparedness Plan In an emergency, the goals of the colleges are to protect life and safety, secure critical infrastructure and facilities, and resume teaching and business

More information

PANDEMIC INFLUENZA. National Pandemic Influenza Plan

PANDEMIC INFLUENZA. National Pandemic Influenza Plan NATIONAL PANDEMIC INFLUENZA PLAN National Pandemic Influenza Plan Contents Executive Summary.................................................................. 2 Glossary of Terms..................................................................

More information

Rockhampton Regional Council Local Disaster Management Plan Annexure 4 Sub Plans. 22. Influenza Pandemic Sub Plan

Rockhampton Regional Council Local Disaster Management Plan Annexure 4 Sub Plans. 22. Influenza Pandemic Sub Plan Rockhampton Regional Council Local Disaster Management Plan Annexure 4 Sub Plans 22. Influenza Pandemic Sub Plan Abbreviations and Glossary AHPC Australian Health Protection Committee CCN Crisis Communication

More information

Pandemic Preparedness Plan

Pandemic Preparedness Plan Pandemic Preparedness Plan September 2007 Table of Contents Purpose 3 Relationship to Current Plans 4 Communication 4 Crisis Communication Plan 4 College Bridge Phone 5 Emergency Preparedness Website 5

More information

New Brunswick Pandemic Influenza Plan

New Brunswick Pandemic Influenza Plan New Brunswick Pandemic Influenza Plan NEW BRUNSWICK PANDEMIC INFLUENZA PLANNING GUIDE FOR MUNICIPALITIES This appendix has been designed to facilitate the coordination between municipal and district EMO

More information

SOMERSET COUNTY COUNCIL [NAME OF SETTING] BUSINESS CONTINUITY PLAN TEMPLATE

SOMERSET COUNTY COUNCIL [NAME OF SETTING] BUSINESS CONTINUITY PLAN TEMPLATE SOMERSET COUNTY COUNCIL [NAME OF SETTING] BUSINESS CONTINUITY PLAN TEMPLATE 2013 Setting Name Author Date Completed Date to be Reviewed Version Page 1 of 18 Update Log VERSION NO. DATE BY WHOM ACTION Any

More information

NHS Lancashire North CCG Business Continuity Management Policy and Plan

NHS Lancashire North CCG Business Continuity Management Policy and Plan Agenda Item 12.0. NHS Lancashire North CCG Business Continuity Management Policy and Plan Version 2 Page 1 of 25 Version Control Version Reason for update 1.0 Draft for consideration by Executive Committee

More information

Bill Minor Ventura Foods, LLC PLANNING FOR A PANDEMIC

Bill Minor Ventura Foods, LLC PLANNING FOR A PANDEMIC Bill Minor Ventura Foods, LLC PLANNING FOR A PANDEMIC Today s Topics What is a pandemic A tale of two pandemics Why plan for a pandemic Possible effects of a severe pandemic Developing a pandemic plan

More information

Directors of Public Health in Local Government

Directors of Public Health in Local Government Directors of Public Health in Local Government i) Roles, responsibilities and context 1 DH INFORMATION READER BOX Policy Clinical Estates HR / Workforce Commissioner Development IM & T Management Provider

More information

REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY

REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY Date of Meeting: 28 May 2015 Agenda No: 6.5 Attachment: 10 Title of Document: Merton CCG Pandemic Flu Plan v2 March 2015 Report Author: Josh

More information

Business Continuity Plan

Business Continuity Plan NIPEC/11/25 (replacing NIPEC/11/11) NORTHERN IRELAND PRACTICE AND EDUCATION COUNCIL FOR NURSING AND MIDWIFERY Business Continuity Plan November 2011 Review date: November 2012 Centre House 79 Chichester

More information

PUBLIC HEALTH EMERGENCY RESPONSE PLAN

PUBLIC HEALTH EMERGENCY RESPONSE PLAN Ohio University PUBLIC HEALTH EMERGENCY RESPONSE PLAN September 2014 Maintained by Emergency Programs in Risk Management and Safety Table of Contents I. Plan Authorization.... 3 II. Executive Summary....

More information

Emergency Recovery. Corporate Business Continuity Plan

Emergency Recovery. Corporate Business Continuity Plan ` Emergency Recovery Corporate Business Continuity Plan Section Summary: This document is for use when an incident or emergency affects our ability to provide a normal service to our partner responders

More information

Business Continuity Management Policy

Business Continuity Management Policy Business Continuity Management Policy Business Continuity Policy Version 1.0 1 Version control Version Date Changes Author 0.1 April 13 1 st draft PH 0.2 June 13 Amendments in line with guidance PH 0.3

More information

BUSINESS CONTINUITY POLICY

BUSINESS CONTINUITY POLICY BUSINESS CONTINUITY POLICY Last Review Date Approving Body n/a Audit Committee Date of Approval 9 th January 2014 Date of Implementation 1 st February 2014 Next Review Date February 2017 Review Responsibility

More information

The Hong Kong banking sector s preparedness for a possible influenza pandemic

The Hong Kong banking sector s preparedness for a possible influenza pandemic The Hong Kong banking sector s preparedness for a possible influenza pandemic by the Banking Supervision Department Recent reported cases of avian influenza in Asia and other regions have raised concerns

More information

The Flu Pandemic Game A business continuity training resource for GP practices.

The Flu Pandemic Game A business continuity training resource for GP practices. The Flu Pandemic Game A business continuity training resource for GP practices. Resource pack Originally published by Camden Primary Care Trust September 2006. Camden Primary Care Trust 2009. This version

More information

Public Health Measures

Public Health Measures Annex M Public Health Measures Date of Latest Version: October 2006 Note: This is a new annex being released with the 2006 version of the Canadian Pandemic Influenza Plan. Table of Contents 1.0 Introduction.................................................................

More information

Being Prepared for an INFLUENZA PANDEMIC A KIT FOR SMALL BUSINESSES

Being Prepared for an INFLUENZA PANDEMIC A KIT FOR SMALL BUSINESSES Being Prepared for an INFLUENZA PANDEMIC A KIT FOR SMALL BUSINESSES i Commonwealth of Australia 2006 ISBN 0 642 72389 3 This work is copyright. Apart from any use as permitted under the Copyright Act 1968,

More information

Independent Assurance External evidence that risks are being effectively managed (e.g. planned or received audit reviews)

Independent Assurance External evidence that risks are being effectively managed (e.g. planned or received audit reviews) Total Risk Score Total Risk Score SHA Risk Matrix Risk Matrix Trust Details Name of Trust: NHS Address: Francis Crick House Post Code: NN3 6BF Name of Chief Executive: John Parkes Name of Person to contact

More information

Pandemic Risk Assessment

Pandemic Risk Assessment Research Note Pandemic Risk Assessment By: Katherine Hagan Copyright 2013, ASA Institute for Risk & Innovation Keywords: pandemic, Influenza A, novel virus, emergency response, monitoring, risk mitigation

More information

Business Continuity Policy

Business Continuity Policy Business Continuity Policy 1 NHS England INFORMATION READER BOX Directorate Medical Commissioning Operations Patients and Information Nursing Trans. & Corp. Ops. Commissioning Strategy Finance Publications

More information

South Norfolk Council Business Continuity Policy

South Norfolk Council Business Continuity Policy South Norfolk Council Business Continuity Policy 1 Title: Business Continuity Policy Date of Publication: TBC Version: 2 Published by: Emergency Planning Team Review date: April 2014 Document Owner: Document

More information

Business Continuity Policy and Business Continuity Management System

Business Continuity Policy and Business Continuity Management System Business Continuity Policy and Business Continuity Management System Summary: This policy sets out the structure for ensuring that the PCT has effective Business Continuity Plans in place in order to maintain

More information

C H E C K L I S T F O R P a n d e m i c

C H E C K L I S T F O R P a n d e m i c C H E C K L I S T F O R P a n d e m i c B u s i n e s s P l a n n i n g & C o m m u n i c a t i o n s A b o u t T h i s C H E C K L I S T This publication offers the latest research and comprehensive advice

More information

Healthcare Executives Role in Preparing for the Pandemic Influenza Gap : A New Paradigm for Disaster Planning?

Healthcare Executives Role in Preparing for the Pandemic Influenza Gap : A New Paradigm for Disaster Planning? P E R S P E C T I V E Healthcare Executives Role in Preparing for the Pandemic Influenza Gap : A New Paradigm for Disaster Planning? Nancy A. Thompson, Ph.D., FACHE, president, HealthCare Insights, LLC,

More information

GAO. PUBLIC HEALTH PREPAREDNESS Response Capacity Improving, but Much Remains to Be Accomplished

GAO. PUBLIC HEALTH PREPAREDNESS Response Capacity Improving, but Much Remains to Be Accomplished GAO United States General Accounting Office Testimony Before the Committee on Government Reform, House of Representatives For Release on Delivery Expected at 10:00 a.m. EST Thursday, February 12, 2004

More information

CONCLUSIONS AND RECOMMENDATIONS

CONCLUSIONS AND RECOMMENDATIONS CONCLUSIONS AND RECOMMENDATIONS XVII. CONCLUSIONS 17.1 The Committee has studied the chronology of events during the SARS epidemic in Hong Kong in considerable detail, and heard a great deal of evidence

More information

Yukon Government Pandemic Co-ordination Plan

Yukon Government Pandemic Co-ordination Plan Yukon Government Pandemic Co-ordination Plan VERSION 3.0 NOVEMBER 30, 2009 This Plan is continuously being updated as new information becomes available Yukon Government Pandemic Coordination Plan V3.0

More information

Bildeston Primary School

Bildeston Primary School SCHOOL BUSINESS CONTINUITY PLAN Bildeston Primary School Plan Owner / Author: B Mayes, L Golding Date of Implementation: February 2015 Review: February 2016 Version Number: 2 Document Change History Version

More information

JOB DESCRIPTION. Hours: 37.5 hours per week, worked Monday to Friday

JOB DESCRIPTION. Hours: 37.5 hours per week, worked Monday to Friday JOB DESCRIPTION Job Title: Head of Business Continuity & Risk Band: Indicative Band 8b Hours: 37.5 hours per week, worked Monday to Friday Location: Accountable to: Tatchbury Mount, Calmore, Southampton

More information

University of Hong Kong. Emergency Management Plan

University of Hong Kong. Emergency Management Plan University of Hong Kong Emergency Management Plan (HKU emergency hotline: 3917 2882) Version 1.0 Oct 2014 (Issued by Safety Office) (Appendix 3 not included) UNIVERSITY OF HONG KONG EMERGENCY MANAGEMENT

More information

BUSINESS CONTINUITY PLAN 1 DRAFTED BY: INTEGRATED GOVERNANCE MANAGER 2 ACCOUNTABLE DIRECTOR: DIRECTOR OF QUALITY AND SAFETY 3 APPLIES TO: ALL STAFF

BUSINESS CONTINUITY PLAN 1 DRAFTED BY: INTEGRATED GOVERNANCE MANAGER 2 ACCOUNTABLE DIRECTOR: DIRECTOR OF QUALITY AND SAFETY 3 APPLIES TO: ALL STAFF BUSINESS CONTINUITY PLAN 1 DRAFTED BY: INTEGRATED GOVERNANCE MANAGER 2 ACCOUNTABLE DIRECTOR: DIRECTOR OF QUALITY AND SAFETY 3 APPLIES TO: ALL STAFF 4 COMMITTEE & DATE APPROVED: GOVERNING BODY, 5 MARCH

More information

TRUST POLICY FOR EMERGENCY PLANNING

TRUST POLICY FOR EMERGENCY PLANNING TRUST POLICY FOR EMERGENCY PLANNING Reference Number: CL-OP/ 2013/027 Version: 1.4 Status: New Draft Author: Ashley Reed Job Title: Head of Security and EPO Version / Amendment History Version Date Author

More information

Business Continuity Policy & Plans

Business Continuity Policy & Plans Agenda Item 8.3a SNCCG Governing Body 11.03.2014 Business Continuity Policy & Plans Ref Number: Version: 1 Status: Pending Approval Author: A Brown Approval body Governing Body Date Approved Date Issued

More information

University Emergency Management Plan

University Emergency Management Plan University Emergency Management Plan This plan has been designed to be consistent with the format of the Emergency Action Plans held by the departments and buildings of the University. This will enable

More information

Preparing for. a Pandemic. Avian Flu:

Preparing for. a Pandemic. Avian Flu: Avian Flu: Preparing for a Pandemic With increasing urgency over the past year, a variety of governments, nongovernmental organizations, industry groups, and media outlets have trumpeted the potential

More information

Creating the Resilient Corporation

Creating the Resilient Corporation Creating the Resilient Corporation Business Continuity Planning and Pandemics Presented by: Eric Millard, Delivery Manager, Business Continuity and Recovery Services, Hewlett-Packard 2006 Hewlett-Packard

More information

Business Continuity Management Policy and Plan

Business Continuity Management Policy and Plan Business Continuity Management Policy and Plan Version No Author Date of Update 0.3 Allan Jude and Charmaine Grundy 05/06/2015 1 P a g e Contents Contents... 2 1. Introduction... 3 2. Purpose... 4 3. Definitions...

More information

BUSINESS CONTINUITY MANAGEMENT FRAMEWORK

BUSINESS CONTINUITY MANAGEMENT FRAMEWORK BUSINESS CONTINUITY MANAGEMENT FRAMEWORK Document Author: Civil Contingencies Service - Authorised by the CCS Joint Management Board - Version 1.0. Issued December 2012 Page 1 FRAMEWORK STATEMENT Business

More information

LFRS Business Continuity Planning

LFRS Business Continuity Planning LFRS Business Continuity Planning 1.1 INTRODUCTION The LFRS Business Continuity Plan provides a framework for the activation, allocation and deployment of Lancashire Fire and Rescue Services resources

More information

NHS Commissioning Board Business Continuity Management Framework (service resilience)

NHS Commissioning Board Business Continuity Management Framework (service resilience) NHS Commissioning Board Business Continuity Management Framework (service resilience) 1 P a g e NHS Commissioning Board Business Continuity Management Framework Date 7 January 2013 Audience NHS Commissioning

More information

11. Health and disability services

11. Health and disability services 11. Health and disability services Summary The Ministry of Health and all other health sector agencies undertake the planning necessary to provide health and disability services in the event of any emergency.

More information

Business Continuity (Policy & Procedure)

Business Continuity (Policy & Procedure) Business Continuity (Policy & Procedure) Publication Scheme Y/N Can be published on Force Website Department of Origin Force Operations Policy Holder Ch Supt Head of Force Ops Author Business Continuity

More information

[INSERT NAME OF SCHOOL] BUSINESS CONTINUITY PLAN

[INSERT NAME OF SCHOOL] BUSINESS CONTINUITY PLAN Plan Ref No: [INSERT NAME OF SCHOOL] BUSINESS CONTINUITY PLAN PLAN DETAILS Date Written Plan Owner Plan Writer Version Number Review Schedule 6 monthly Annually Date of Plan Review Date of Plan Exercise

More information

PANDEMIC FLU. A national framework for responding to an influenza pandemic

PANDEMIC FLU. A national framework for responding to an influenza pandemic PANDEMIC FLU A national framework for responding to an influenza pandemic DH INFORMATION READER BOX Policy HR/Workforce Management Planning/ Clinical Document purpose Gateway ref 8892 Title Author Estates

More information

Colleges and Universities Pandemic Influenza Planning Checklist

Colleges and Universities Pandemic Influenza Planning Checklist Colleges and Universities Pandemic Influenza Planning Checklist In the event of an influenza pandemic, colleges and universities will play an integral role in protecting the health and safety of students,

More information

THE ROYAL WOLVEHRAMPTON HOSPITALS NHS TRUST. Head of Planning/Emergency Preparedness

THE ROYAL WOLVEHRAMPTON HOSPITALS NHS TRUST. Head of Planning/Emergency Preparedness THE ROYAL WOLVEHRAMPTON HOSPITALS NHS TRUST Report To: Trust Board 12 April 2010 Report of: Subject: Author: Chief Operating Officer Emergency Preparedness Head of Planning/Emergency Preparedness Purpose

More information

NHS Hardwick Clinical Commissioning Group. Business Continuity Policy

NHS Hardwick Clinical Commissioning Group. Business Continuity Policy NHS Hardwick Clinical Commissioning Group Business Continuity Policy Version Date: 26 January 2016 Version Number: 2.0 Status: Approved Next Revision Due: January 2017 Gordon Stevens MBCI Corporate Assurance

More information

Business Continuity Policy. Version 1.0

Business Continuity Policy. Version 1.0 Business Continuity Policy Version.0 January 206 Contents Contents Version control Foreword Policy. Scope.2 Aim and objectives.3 Methods and standards.4 Responsibilities.5 Governance.6 Training and exercises

More information

39 GB Guidance for the Development of Business Continuity Plans

39 GB Guidance for the Development of Business Continuity Plans 39 GB Guidance for the Development of Business Continuity Plans Policy number: Version 2.2 Approved by Name of author/originator Owner (director) 39 GB Executive Committee Date of approval August 2014

More information

Pandemic Flu Policy & Contingency Plan For Businesses

Pandemic Flu Policy & Contingency Plan For Businesses Pandemic Flu Policy & Contingency Plan For Businesses For more information, please contact Byotrol info@byotrol.com or +44 (0)161 277 9518 Content Sections in this document 1. 2. 3. 4. 5. 6. Introduction,

More information

Business Continuity Policy

Business Continuity Policy Business Continuity Policy Page 1 of 15 Business Continuity Policy First published: Amendment record Version Date Reviewer Comment 1.0 07/01/2014 Debbie Campbell 2.0 11/07/14 Vicky Ryan Updated to include

More information

Business Continuity Policy

Business Continuity Policy Business Continuity Policy Ref. No. TP/028 Title: Business Continuity Policy Page 1 of 15 DOCUMENT PROFILE and CONTROL. Purpose of the document: Provides an overview of the London Ambulance Service NHS

More information

EAST AYRSHIRE HEALTH AND SOCIAL CARE PARTNERSHIP SHADOW INTEGRATION BOARD 24 APRIL 2014

EAST AYRSHIRE HEALTH AND SOCIAL CARE PARTNERSHIP SHADOW INTEGRATION BOARD 24 APRIL 2014 EAST AYRSHIRE HEALTH AND SOCIAL CARE PARTNERSHIP SHADOW INTEGRATION BOARD 24 APRIL 2014 PROPOSALS FOR PARTNERSHIP MANAGEMENT AND GOVERNANCE ARRANGEMENTS PURPOSE Report by Director of Health and Social

More information

(Audit Committee 23 September 2010)

(Audit Committee 23 September 2010) Somerset County Council Audit Committee - 23 September 2010 (Audit Committee 23 September 2010) Paper E Item No. 9 Business Continuity and Disaster Recovery Corporate Director: Sonia Davidson Grant Lead

More information

=============================

============================= ============================= mêáååé=bçï~êç=fëä~åç m~åçéãáå=fåñäìéåò~= `çåíáåöéååó=mä~å= Ñçê=íÜÉ= eé~äíü=péåíçê TABLE OF CONTENTS EXECUTIVE SUMMARY... i PREFACE...1 SECTION 1...3 PLANNING FOR AN INFLUENZA

More information

Kuala Lumpur, Malaysia, 25 26 May 2010. Report

Kuala Lumpur, Malaysia, 25 26 May 2010. Report Cooperative Arrangement for the Prevention of Spread of Communicable Disease through Air travel (CAPSCA) Workshop / Seminar on Aviation Business Continuity Planning Kuala Lumpur, Malaysia, 25 26 May 2010

More information

Chatham Islands Council

Chatham Islands Council Chatham Islands Council Appendix c Prepared by Rana Solomon (ERC) TABLE PART 1 REDUCTION... 3 Introduction... 3 Health and Safety Management for Staff and Volunteers... 3 Employer Responsibility... 3 Employee

More information

SCHOOLS BUSINESS CONTINUITY PLANNING GUIDANCE

SCHOOLS BUSINESS CONTINUITY PLANNING GUIDANCE SCHOOLS BUSINESS CONTINUITY PLANNING GUIDANCE This guidance is to be used as a tool to support you in your business continuity planning and aligns to the schools business continuity plan template provided.

More information

Interim Pre-pandemic Planning Guidance: Community Strategy for Pandemic Influenza Mitigation in the United States

Interim Pre-pandemic Planning Guidance: Community Strategy for Pandemic Influenza Mitigation in the United States DEPARTMENT OF TRANSPORTATION Interim Pre-pandemic Planning Guidance: Community Strategy for Pandemic Influenza Mitigation in the United States Early, Targeted, Layered Use of Nonpharmaceutical Interventions

More information

Pandemic Influenza Business Continuity Plan (A sub-set of the University Crisis Management Plan)

Pandemic Influenza Business Continuity Plan (A sub-set of the University Crisis Management Plan) Pandemic Influenza Business Continuity Plan (A sub-set of the University Crisis Management Plan) December 2005 Updated April 2009 Pandemic Influenza Business Continuity Plan v3.0 Aim and Objectives of

More information

BUSINESS CONTINUITY MANAGEMENT POLICY

BUSINESS CONTINUITY MANAGEMENT POLICY BUSINESS CONTINUITY MANAGEMENT POLICY AUTHORISED BY: DATE: Andy Buck Chief Executive March 2011 Ratifying Committee: NHS Rotherham Board Date Agreed: Issue No: NEXT REVIEW DATE: 2013 1 Lead Director John

More information

Interim Pre-pandemic Planning Guidance: Community Strategy for Pandemic Influenza Mitigation in the United States

Interim Pre-pandemic Planning Guidance: Community Strategy for Pandemic Influenza Mitigation in the United States DEPARTMENT OF TRANSPORTATION Interim Pre-pandemic Planning Guidance: Community Strategy for Pandemic Influenza Mitigation in the United States Early, Targeted, Layered Use of Nonpharmaceutical Interventions

More information

PREPARING YOUR ORGANIZATION FOR PANDEMIC FLU. Pandemic Influenza:

PREPARING YOUR ORGANIZATION FOR PANDEMIC FLU. Pandemic Influenza: PREPARING YOUR ORGANIZATION FOR PANDEMIC FLU Pandemic Influenza: What Business and Organization Leaders Need to Know About Pandemic Influenza Planning State of Alaska Frank H. Murkowski, Governor Department

More information

Type of change. V02 Review Feb 13. V02.1 Update Jun 14 Section 6 NPSAS Alerts

Type of change. V02 Review Feb 13. V02.1 Update Jun 14 Section 6 NPSAS Alerts Document Title Reference Number Lead Officer Author(s) (name and designation) Ratified By Central Alerting System (CAS) Policy NTW(O)17 Medical Director Tony Gray Head of Safety and Patient Experience

More information

Planning for a Pandemic

Planning for a Pandemic Planning for a Pandemic Oxford Libero Consulting LP Business Improvement Briefing Volume 1, Issue 1 Michael Dumelie B.Admin. CMA MBA (Oxon.) (306) 502 1036 Please accept this briefing and the attached

More information

AABB Interorganizational Task Force on Pandemic Influenza and the Blood Supply

AABB Interorganizational Task Force on Pandemic Influenza and the Blood Supply AABB terorganizational Task Force on Pandemic fluenza and the Blood Supply BLOOD COLLECTION FACILITY AND TRANSFUSION SERVICE PANDEMIC INFLUENZA PLANNING CHECKLIST the event of pandemic influenza, blood

More information

Pandemic Influenza: Guidance on the management of death certification and cremation certification

Pandemic Influenza: Guidance on the management of death certification and cremation certification Pandemic Influenza: Guidance on the management of death and cremation Pandemic Influenza: Guidance on the management of death and cremation DH INFORMATION READER BOX Policy HR / Workforce Management Planning

More information

LONDON REGIONAL RESILIENCE FLU PANDEMIC RESPONSE PLAN

LONDON REGIONAL RESILIENCE FLU PANDEMIC RESPONSE PLAN LONDON REGIONAL RESILIENCE FLU PANDEMIC RESPONSE PLAN Special Arrangements for Dealing with Pandemic Influenza in London March 2009 Version 4 L If you require this protocol in an alternative format, please

More information

BUSINESS CONTINUITY MANAGEMENT POLICY

BUSINESS CONTINUITY MANAGEMENT POLICY BUSINESS CONTINUITY MANAGEMENT POLICY Version No: 1 Issue Status: awaiting Trust Board approval Date of Ratification: 11th April 2012 Ratified by: Risk Management Committee Policy Author(s): Stuart Coalwood

More information

Food Standards Scotland. Incident Management Plan for Non-routine Incidents.

Food Standards Scotland. Incident Management Plan for Non-routine Incidents. Food Standards Scotland Incident Management Plan for Non-routine Incidents. May 2015 v 1.0 DOCUMENT CONTROL This Food Standards Scotland (FSS) Incident Management Plan, and its associated internally held

More information