FIFE COUNCIL EMERGENCY PLANNING AND BUSINESS CONTINUITY PANDEMIC INFLUENZA PLAN Issued by: Emergency Planning and Business Continuity Team,
CONTENTS Page No. Foreword 4 Distribution 5 Review Dates/Record of Exercises 6 SECTION 1 PURPOSE Para No. Title Page No. 1.1 Aim 7 1.2 Objectives 7 1.3 Context 7 1.4 Scope 8 1.5 Planning Assumptions and Limitations 8 SECTION 2 - MANAGEMENT AND ADMINISTRATION 2.1 Responsibility 10 2.2 Distribution 10 2.3 Training and Exercising 10 2.4 Monitoring, Evaluation and Review 10 SECTION 3 - INFORMATION 3.1 General 11 3.2 Community Risk Register 11 3.3 Challenges of Pandemic Influenza 11 3.4 Pandemic Influenza Issues for Local Authorities 12 SECTION 4 NATIONAL AND REGIONAL PLANNING AND RESPONSE STRUCTURE 4.1 Planning and Response Structure 15 4.2 Associated Plans 16 SECTION 5 FIFE COUNCIL - PLANNING AND RESPONSE 5.1 Introduction 17 5.2 Planning Phase (Detection and Assessment) 17 5.3 Response Phase (Treatment, Escalation and Recovery) 19 5.4 Stand Down and Debrief 20 SECTION 6 - ROLES AND RESPONSIBILITIES 6.1 Introduction 21 6.2 Chief Executive 21 6.3 Executive Director (Social Work) and Lead for Health 22 6.4 Executive Director, Education and Learning 22 6.5 Executive Director, Corporate Services 23 6.6 Executive Director (all Directorates) 24 6.7 Head of Leisure and Cultural Services 24 6.8 Head of Human Resources 25 6.9 Corporate Health and Safety Manager 25 Version 1.0 Page 2 of 33 28/11/2013
6.10 Senior Manager (Catering and Cleaning and Facilities 26 Management) 6.11 Senior Manager, Procurement and Supplies 26 6.12 Head of ICT 26 6.13 Communications and Marketing Manager 27 6.14 Heads of Service (all Services)/Business Continuity Leads 27 6.15 Emergency Planning and Business Continuity Manager 28 6.16 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
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
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
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
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
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
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
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
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 2009. 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
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 3.4.1 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. 3.4.2 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
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) 3.4.4 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) 3.4.5 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 3.4.1 3.4.3 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 3.4.4 on Education and Learning). Version 1.0 Page 13 of 33 28/11/2013
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 1974. 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. 3.4.7 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. 3.4.8 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
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
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
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
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. 5.2.1 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
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. 5.3.1 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
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
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
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
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
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
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
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
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
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
Pandemic Influenza Guidance Pandemic Influenza Preparedness and Response: A WHO Guidance Document 2009 (http://whqlibdoc.who.int/publications/2009/9789241547680_eng.pdf) 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 (http://www.dh.gov.uk/prod_consum_dh/groups/dh_digitalassets/documents/d igitalasset/dh_131040.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 (http://www.scotland.gov.uk/resource/doc/284553/0086426.pdf) 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 (http://www.scotland.gov.uk/resource/doc/200860/0053699.pdf) 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
Planning for a Human Pandemic influenza: Guidance for Schools, Childcare and Children s Services in Scotland 2006 (http://www.scotland.gov.uk/resource/doc/135144/0033447.pdf) 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 (http://www.hse.gov.uk/biosafety/diseases/pandflu.htm#ref6) 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
Pandemic 1918 1919 Spanish flu 1957 1958 Asian flu 1968-1969 Hong Kong flu 2009-2010 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% 20-50 million Young adults -16.9 to 2.4 Southern China Southern China 0.1-0.2% 1-4 million Children -3.5 to 0.4 0.2-0.4% 1-4 million All age groups Mexico 2 <0.025% 1 WHO estimates expected 2011. Likely to be significantly less than one million Children (5-14) and young adults -0.4 to -1.5-0.03 to -0.05 3 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
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
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