Self-Help Plan
All Hazards Emergency Preparedness
BE PREPARED – Have a plan – SELF HELP
1. Talk about what can happen
2. What are your sources of information?
3. What would you need, (to build a kit).Stay at home with or with out power.
4. What if you have to leave in a hurry? (Taking what’s important) Developing your “Grab & Go Bag”.
5. Special needs? (Children, elders, handicapped, or medical)
6. Special treasured items
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7. Special accommodations?
8. Pets, food, transportation & lodging
9. Check with authorities
10. Pre-arranged meeting places
11. A family or friend to contact out of the immediate area.
12. Emergency phone # list
13. Turn off utilities, electric, propane/gas, water, furnace & oil, at their source.
14. Have Fire Extinguishers & Smoke / CO alarms
15. Take ARC First Aid and CPR classes
16. Plan home & highway escape routes
17. Identify SAFE SPOTS in your house and neighborhood.
18. Prepare emergency food and water cashes, recycle water every 3 months and food every 6 months.
19. Have a home hazard Hunt – looking for sharps, chemicals, fuels or electrical hazards
20. BE SAFE at Home, in the car or at work, PLAN AHEAD.
TOTE # 1
· Important papers
· Cash money
· Spare House & car keys
· Medicine bag with 7 days worth of prescription meds. Rotate every month.
· 1st Aid Kit, band aids, 1st aid spray, antibiotic ointment
· Bottle of Hand Sanitizer
· Sun block
· Intensive Care skin lotion
· Large bar soap
· Wash cloth & hand towel
· Mouth wash
· Tooth brush
· Tooth paste
· Tooth picks
· Talcum powder
· Stick Deodorant
· Disposable razors
· Shaving Cream, foam & brushless
· Shampoo
· Bag Balm
· Tums or Maalox
· Imodium
· Comb or Hair Brush
· Roll of Toilet Paper
· WATER (1 Gal. per person per day)
· 1 lb. cyl. Propane for propane stove
· Propane stove adapter
· Butane lighter
· Hot & cold cups for liquids
· Leatherman Tool
· Pair of scissors
· Filter dust Mask
· 1 lb. can Coffee
· Box Hot Coco Mix
· Deck playing cards
· Coloring Book & Crayons.
*Note: all liquid fuels should be stored outside the home and appliances should be filled outside and away from flame sources.
TOTE # 2
· 50 ft. rope
· 2 cell flashlight (2 D cell batteries)
· Weather Alert Radio (3 AA batteries)
· AM/FM radio (2 AA batteries)
· Extra Batteries “D”, “C”, “AA”, & “AAA”
· Regular touch tone phone
· Crank flashlight
· Start & Charge cord
· 12vDC plug in light
PLUS
Coleman 2 burner camp stove
12vdc Jump-start battery pack
TOTE # 3
· Roll paper towels
· Roll toilet paper
· Roll duck tape
· Roll Masking tape
· Roll clear plastic wrap
· Box tall Kitchen bags
· Box large trash bags
· Box sandwich bags
· Box facial tissues
· Bottle Hand Sanitizer
· Felt tip marking pen
· Couple plastic shopping bags
TOTE #4 GRAB & GO BAG
If space available foam sleeping pad.
TOTE #5 FOODS
These items are a suggestion only, your choice of items should be based on your preferences due to health, diet and personal need.
EMERGENCY NUMBERS
· (Bridgton) POLICE, FIRE & AMBULANCE 911
· Non-Emergency Bridgton Police 647-8814
Chief David Lyons
· Non-Emergency Bridgton Fire Dept. 647-2331
Chief Glen Garland
· Non-Emergency United Ambulance 647-5222
· Bridgton Emergency Management 647-3663
William L. Morrisseau
· Bridgton Public Health Officer 647-8786
Faye Daley
· Bridgton Town Office 647-8786
Town Manager Mitchell Berkowitz
· Bridgton Public Works Dept. 647-2326
Jim Kidder
· Bridgton Water District 647-2881
· Bridgton Hospital 647-6000
· Cumberland County EMA 892-6785
· Cumberland County Sheriff 1-800-266-1444
· Oxford County Sheriff
· Oxford County Emergency Management 743-6336
· Maine State Police Gray 1-800-482-0730
· Maine Warden Service 657-2345
· Maine Forest Service 693-6231
· Maine Emergency Management
· Your Doctors __________
· Poison Control 1-800-442-6305
· Maine Public Health (CDCP)
· Center for Disease Control
Information Sources:
· All major TV channels including Local Public Access Channels.
· AM & FM Radio Stations
· National Weather Service (NOA) Weather Alert Radios
Internet Information Sources:
· Maine Emergency Management Agency (MEMA) www.Maine.gov/MEMA
· Cumberland County Emergency Management (CCEMA)
· www.cumberlandcounty.org/EMAmain.html
· Oxford County Emergency Management (OXCTEMA) www.megalink.net/~oxctyema
· Federal Emergency Management Agency (FEMA)
· American Red Cross of Southern Maine
www.arcsome????
THE BALANCE OF THIS INFORMATIONAL PACKAGE REVIEWS SOME OF THE MORE DETAILED ELEMENTS OF THE PLANNING FOR ANY KIND OF HAZARD, WEATHER OR INFLUENZA EVENT. IT IS PART OF THE TOWN’S PLAN.
PANDEMIC PLANNING STRATEGIES
WHERE WE ARE:
-INITIAL PLANS ARE BEING DEVELOPED
-INVOLVING COMMUNITY PARTNERS TO EXPAND SCOPE, PLAN AND COORDINATE RESOURCES
-MONITORING COUNTY, STATE AND FEDERAL EFFORTS
-BECOMING AWARE OF GLOBAL RESPONSES-INITIAL VACCINES
-GROUP I (LOCAL GOV’T AND EMC) HAVE MET
-BRING IN GROUP II- SAD #15, BRIDGTON ACADEMY, BRIDGTON HOSPITAL AND UNITED AMBULANCE TO LEARN AND INCORPORATE THEIR PLANS
OUR ASSUMPTIONS:
-OUR PLANNING IS FOR ALL HAZARDS WITH A FOCUS ON H5N1 FLU
-FLU WILL MUTATE
-EVEN WITH VACCINE, CONTACT AND MORTALITY RATES WILL INTERRUPT SERVICES AND STRESS SYSTEM RESOURCES
-WE WILL DEVELOP A COMMUNITY PLAN UNDER THE “KISS” PRINCIPLE
-BILL MORRISSEAU, HEALTH OFFICER, GOV’T STAFF ARE INVOLVED
-WE DO NOT EXPECT ANY IMMEDIATE ASSISTANCE FROM OUTSIDE BRIDGTON; IF IT COMES IT WILL BE LIMITED AT BEST.
-WE MUST HAVE A PLAN THAT BRINGS ALL COMMUNITY RESOURCES TOGETHER. WE ARE THINKING OUTSIDE THE BOX
-WE MUST BE ABLE TO INFORM AND EDUCATE WITHOUT A “CHICKEN LITTLE” EFFECT
-THE PLAN MUST ROLL OUT BY MID TO END OF SEPT. 2006
NEXT STEPS:
-BRING IN GROUP III OF THE COMMUNITY ASSETS WHICH INCLUDE:
AGENCIES AND COMMUNITY ORGANIZATIONS
POSTAL SERVICE
ENERGY SUPPLY COMPANIES
FOOD CHAIN VENDORS
RELIGIOUS AFFILIATES
MERCHANTS AND OTHERS
INFORM, EDUCATED, INVOLVE AS PARTNERS-MODIFY PLAN AS NEEDED
-COMMIT THE PLAN AND STRATEGY TO WRITTEN FORM FOR DISTRIBUTION
WE ARE COMMITTED TO PROVIDE:
*A WORKABLE PLAN WITHIN OUR AVAILABLE RESOURCES TO DEAL WITH SUCH AN EVENTUALITY.
*A CONTINUITY OF GOV’T AND OTHER COMMUNITY SERVICES, THOUGH SCALED BACK, PENDING THE INTENSITY OF THE INCIDENT OR EVENT.
*WE WILL ACCOMPLISH THIS ONLY IF THE COMMUNITY COMES TOGETHER FOR COLLECTIVE AND DECISIVE ACTION IN A CIVIL MANNER. WE EXPECT THAT OUR OWN COMMUNITY VALUES WILL BE CHALLENGED IN WAYS WE NEVER THOUGHT OF BEFORE THE PANDEMIC.
*WE WILL PERSEVERE AND SURVIVE!!!
A BRIEF SUMMARY
What you need to know:
Preparing for a hazardous situation before it happens is one of the best ways to ensure the safety of all people during an emergency. The public officials of the Town of Bridgton believe that by taking the time to make a few simple preparations, the people of Bridgton can better keep themselves and their family’s safe, healthy, and happy during either a prolonged or temporary emergency. Please take the time to read over this information and use it as a reference for yourself and your family during coming winter months and in the future.
To limit the spread of germs and prevent infection:
As we prepare the community for the next season of weather events and the flu season, Public Officials of the Town of Bridgton are recommending the following self help tips:
ªTeach your children to wash hands frequently with soap and water, and model the correct behavior.
ªTeach your children to cover coughs and sneezes with tissues, and be sure to model that behavior.
ªTeach your children to stay away from others as much as possible if they are sick. Stay home from work and school if sick.
ªKeep frequently used areas well sanitized (i.e. countertops, doorknobs, bathrooms)
To plan for weather events and flu:
You can prepare for the events now. You should know both the magnitude of what can happen during an event and what actions you can take to help lessen the impact of an event on you and your family. This checklist (over) will help you gather the information and resources you may need in case of these events.
ªStore at least a two week supply of water and food. During an event, if you cannot get to a store, or if stores are out of supplies, it will be important for you to have extra supplies on hand. This can be useful in other types of emergencies, such as power outages and disasters.
ªHave any nonprescription drugs and other health supplies on hand, including pain relievers, stomach remedies, cough and cold medicines, fluids with electrolytes, and vitamins.
ªTalk with family members and loved ones about how they would be cared for if they got sick, or what will be needed to care for them in your home.
ªVolunteer with local groups to prepare and assist with emergency response.
ªGet involved in your community as it works to prepare for these events.
ªCreate an alternate plan to obtaining prescription medication.
Items to have on hand for an extended stay at home:
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Examples of food and non-perishables |
Examples of medical, health, and emergency supplies |
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¨ Ready-to-eat canned meats, fish, fruits, vegetables, beans, and soups |
¨ Prescribed medical supplies such as glucose and blood-pressure monitoring equipment |
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¨ Protein or fruit bars |
¨ Soap and water, or alcohol-based (60-95%) hand wash |
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¨ Dry cereal or granola |
¨ Medicines for fever, such as acetaminophen or ibuprofen |
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¨ Peanut butter or nuts |
¨ Ample supply of prescribed medications |
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¨ Dried fruit |
¨ Thermometer |
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¨ Crackers |
¨ Anti-diarrhea medication |
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¨ Canned juices |
¨ Vitamins |
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¨ Bottled water |
¨ Fluids with electrolytes |
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¨ Canned or jarred baby food and formula |
¨ Cleansing agent/soap |
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¨ Pet food |
¨ Flashlight |
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¨ Other non-perishable items |
¨ Batteries |
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¨ Portable radio |
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¨ Manual can opener |
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¨ Garbage bags |
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¨ Tissues, toilet paper, disposable diapers |
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¨ Water for sanitation purposes |
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REMEMBER: THESE ARE ONLY SOME OF THE ITEMS YOU MAY USE. MAKE SURE YOU ALSO PLAN FOR THE NUMBER OF PEOPLE WHO MAY BE WITH YOU DURING AN EVENT.
Assuring that you have a portable radio with fresh batteries allows you to get the most current information during any event.
Taking time now, in advance of any event, to plan with your family is the best “SELF HELP”. Plan now and prepare for later!!!!!
STANDING OPERATING GUIDELINES FOR TOWN STAFF
PART OF THE “ALL HAZARDS MITIGATION PLAN”
PURPOSE: To provide clear guidelines for decision making when a pandemic type event or weather event effects the town government operations.
SECTION 1: AFFECTED PARTIES:
SECTION 2. NOTIFICATION
a. Any employee of the town who has demonstrated the flu like symptoms must contact their immediate supervisor and inform them of their condition. Department Heads are to review the “call in “ procedures with each employee.
b. Any contracted employee such as Economic Development are to follow this same procedure.
c. Full time employees with available sick leave will be charged accordingly.
d. Part time personnel are not eligible for sick leave but may schedule make up hours if the Department Head and the Town Manager concur. At no time may the amount of “make up hours” exceed 32 hours. Any time not worked in excess of 32 hours will be lost.
e. Any employee who comes to work displaying the symptoms as described in 3.a. below may be asked to leave the work place immediately so as to minimize the infectious exposure that may occur. Such directives shall serve as proper notice.
f. Any employee who does not notify their supervisor during that day they missed work may, at the Manager’s discretion, lose that day’s pay or ability to make up the lost time in the case of a part time position.
SECTION 3. CRITERIA FOR ILLNESS AND ABSENCE:
a. Flu like symptoms as prescribed by the Maine Center for Disease Control (MCDC) shall provide the basis for determining the illness and legitimate absence.
b. As the pandemic event lingers, symptoms may be changed. Employees will still be required to use good judgment and if they attend work displaying such symptoms as described in 3.a. above, may be asked to leave work.
SECTION 4. WORKING OFF SITE OR AT HOME:
a. With the approval of the supervisor and the Town Manager and if circumstances require, an employee may work from their home or off site for which it shall be considered as if they were working at their regular job site.
b. The decision shall be made solely by the Supervisor and Manager or the designee by the Manager in their absence. It shall be based upon several factors including but not limited to:
The importance of the specific task/job at that time
The timing of completion and its affect on other tasks or services
The need to accomplish the task or job
The impacts of not completing the task or job at that time
c. Since this guideline is to be used during unusual circumstances, any decision made is not necessarily to be considered as precedent nor should it be presumed by the employee of their right to work off site or at home. Such decisions shall be made for the convenience of the employer and safeguarding of the work environment under these circumstances.
SECTION 5. PRECAUTIONS:
a. The Town will provide antiviral hand soap, waterless hand creams, appropriate gloves and face masks in an effort to preserve the integrity of the work site. Those employees who choose not to utilize such supplies may risk their own health and the health of others. As such, the decision to relieve people at their work site as indicated in 2.a. above may be invoked.
b. The town will also take further measures that are intended to minimize
employee exposures by changing certain transaction protocols, notifying the
public as they enter the building of their requirements to assist in minimizing
the possible spreading any infections and in some cases may take extreme
measures that may include asking a customer to leave, closing the counter
service or even the building depending upon circumstances.
c Employees are encouraged to get the appropriate vaccination(s). If the Town
can make these available it will do so and any employee who refuses to use the
available medications/vaccination may do so but must also complete the
necessary Waiver of Use stating in part they have declined the available
vaccinations/medication and are aware that they are subject to the same
procedures as outlined in 2.e. above if they display known symptoms.
d. In the event of any prolonged event or incident, the Town may make further
modifications to ensure the integrity of the work environment and continuation
of services.
SECTION 6. RETURN TO WORK:
a. An employee who has been out for a period greater than four (4) scheduled
working days shall provide their supervisor or the Town Manager with a written statement by a medical professional that they are no longer ill or contagious and may return to their regular work duties without restrictions.
b. This procedure shall apply to any absence by the employee including but not
limited to illness, personal leaves, vacations or leave without pay.
c. In all cases the Town may require the employee to work at home with pay
or remain out on sick leave to assure the safety of the work environment.
SECTION 7. DURATION
a. The special operating guidelines may remain in force until such time
as the Manager in consultation with the Select Board may determine
that the events require continued use of these operating guidelines or
that they shall be lifted and the standard work policies and procedures
shall be reinstated.
b. When the decision to implement these guidelines, cease their use or amend them as needed, all employees shall be immediately informed.
c. Employees who are out due to the issuance of these guidelines must follow
the return to work procedures above.
REFUSAL OF FLU VACCINE
TOWN OF BRIDGTON
(PART OF THE PANDEMIC FLU STRATEGY AND PREPARATIONS)
INTRODUCTION: As part of the Town of Bridgton’s strategy and preparations for a possible flue like pandemic response, the Town is attempting to make available at no cost or reduced cost the latest vaccine to its employee group. While the Town cannot represent any greater certainty than the manufacturer of the vaccine as to its effectiveness if used, the Town believes that it is appropriate to make such a vaccine available to its employees to assist in diminishing the likelihood that an employee will contract the virus. A qualified individual will administer the vaccination.
POSSIBLE SIDE EFFECTS: The Town relies upon the medical profession and pharmaceutical companies to indicate the potential of side effects for any vaccines made available to the public.
ALTERNATIVES: For all individuals including those who choose not be vaccinated, the Town will continue to provide a variety of prophylaxis in the form of disposable masks and gloves as well as water and waterless hand wash with the prescribed level of alcohol known to kill the virus on surfaces. Where an exposure has occurred, the employee would be encouraged to meet with their physician, remain isolated or quarantined for the prescribed period of time ( known or recommended contagious period) and have a physician’s note indicating they are no long in the stage where they may spread the virus before returning to work. If a post exposure vaccine is available the Town will make a reasonable effort to have that available to the employee though availability at that time cannot be guaranteed by the Town.
REFUSAL FOR VACCINATION:
I understand that due to my occupational exposure to virus that may cause flu like symptoms and illness, I may be at risk of acquiring the virus or a mutated version of the virus referred to as H5N1. I know that the Town has given me the opportunity to be vaccinated against the virus that may cause this flu, at no charge or reduced charge to myself. I understand by declining this vaccine, I continue to be at risk of acquiring the flu, exposing my coworkers and my family to this serious and sometime fatal illness. If in the future I should change my mind, the Town will make a reasonable effort to have the vaccination available but I also understand that it may not be available at that time nor can the Town guarantee its availability. I further understand that there may be a charge for the vaccination.
By declining the vaccination, I understand that the Town may require me to work at home or to remain home until such time as my physician asserts that I am no longer a carrier of the virus and that I will be subject to the personnel policies and/or the Pandemic Standard Operating Guidelines, which ever is in effect.
Date____________________ Employee Signature______________________
Employee Social Security #_____________ Witness__________________________
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PANDEMIC PLANNING GUIDANCE AND STAGE |
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Human to Human Transmission (HTHT) |
HTHT Case in USA |
ME HTHT CASE OR Declaration of State of Public Health Emergency (Case in NE or ME)(cancellation of all public events; school closures) |
HTHT Case in Bridgton |
Post Pandemic Recovery; Resume |
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General Approach to each stage; |
Prepare ; Create a Plan and revise as needed; Identify essential staff & services; Identify volunteers; |
Take Plan off shelf; refamilarize with plan; Prepare: Gather supplies and materials; Identify and train volunteers; |
Gear up; Set up; Readying; Inform staff and community of what to anticipate, instruct how to prepare for reduction or closure & activation of plan; look for cases; Screen suspected case / Enforce Quarantine |
Implement; Essential services / personnel; volunteers; Reduced workforce Support to staff ; Prepare for occurrence of local case; Establish infirmary |
Report case; implement; Essential services/ personnel; Volunteers; Reduced workforce Support for staff; implement containment measures; Sick transported to ER or activate infirmaries for sick; Track cases; collect & report data |
Recovery Phase; Assess, Replenish; Resume |
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Probable Status of the Departments |
Office open; all Departments operating |
Office open; all Departments operating |
Office open; all Departments operating |
Cancel activities Close office to business as usual |
no activities office closed for business as usual; Staff on duty as needed |
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Town alert status |
Low alert |
General alert, Guarded |
Elevated alert, Significant |
High alert |
Severe alert |
Low alert |
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Guidelines for the Development of Maine County Plans for
Preparedness and Response to Pandemic Influenza
GUIDE POINTS FOR THE BRIDGTON PLAN
History and Overview: County level planning has been organized into three focus areas:
= Emergency Management – To be facilitated by the Maine Emergency Management Agency (MEMA) and County Emergency Management Agency (EMA) Directors
= Medical Response – To be facilitated by the Regional Resource Centers (RRC) of the Maine Center for Disease Control and Prevention (Maine CDC) and including the participation of individual Maine hospitals
= Community Coordination – To be facilitated by the Maine Primary Care Association (MPCA) and including a wide variety of community partners and leaders.
Maine County Pandemic Influenza Planning Structure
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EMA |
Medical Response |
Community |
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To provide county level emergency management and response expertise and technical assistance to pandemic influenza planning, assuring coordination of emergency management, public health and healthcare system activities
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To develop hospital and medical response components of county level plans for preparedness and response to pandemic influenza including: = Hospital care = Primary care = Outpatient care = Private physicians = Public health nursing = Home health care
Hospitals will develop internal hospital pandemic influenza response plans and participate as community partners in the development of county-level plans |
To integrate emergency, medical response and State public health plans at the county level.
To ensure coordination of: = Social and mental health services = Local media coordination and dissemination of State developed messages = Mass casualty management = Community support services = Business and school planning
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In each county, pandemic influenza planning will be lead by a core team of 5-12 members named the “leadership team.” That team will engage a larger team of county-level partners which will be named the “pandemic planning work group.” The leadership team membership will be determined jointly by County EMA Director, and the appropriate county representatives of the RRC’s, and Maine Primary Care Association, UNLESS an existing leadership structure is obvious. If pandemic influenza planning has been begun in a county the organization of the leadership team will follow that structure. Then, the EMA, RRC and MPCA leads will support the existing leadership.
Specific tasks for the leadership team county will be to facilitate the completion of the following objectives:
= Identification of pandemic planning work group participants
= Identification of pandemic planning work group leaders
= Determination of local meeting locations and dates
= Development of a county level work plan and timeline
= Drafting of county level pandemic influenza plans by August 1, 2006
Purpose: The purposes of these guidelines are as follows:
= To provide a uniform format for presentation of county plans
= To describe a uniform county plan development process
= To define pandemic influenza preparedness and response priorities so as to ensure consistency with existing national and Maine state-level pandemic influenza plans
= To establish a framework for the inclusion of all interested local partners in the planning process
= To provide time-sensitive, measurable objectives for rapid plan development
= To provide a planning template that is sufficiently flexible to recognize and build on leadership already established and on work already begun.
The Planning Process: The leadership team should meet immediately (by April 21, 2006) to begin the planning process. By April 30, they should have completed and documented the following decisions/actions:
= Determine who is the individual identified as the leadership team single point of contact for the county planning process.
= Describe how staff support/logistics for the planning process will be managed.
= Define what organizations and specific individuals form the membership of a key pandemic influenza planning workgroup (a group of no more than a dozen key members is recommended).
= Identify the meeting/conference call format and schedule (specific dates, times, places).
= Determine who will be performing the document writing and updating.
= Describe how the process for document management will be structured.
= Document the process for gaining input from the pandemic planning work group.
= Include a Maine CDC technical representative in the planning process. Maine CDC will notify the leadership team of technical representative assignments.
I. Operations and Management: Effective mobilization of community resources in preparation for, and during an influenza pandemic, is highly dependent on well-established, effective leadership acting through pre-determined organizational structures. County plans must describe the operational leadership, management, policies and procedures, including the following:
= Determine the organizations and specific members that will serve as operational leaders and managers[the Incident Command System (ICS)] during a pandemic. Identify specific authorities and responsibilities.
= Formulate an operational plan identifying the kind and level of support to be provided and shared among political entities (towns, townships, plantations, etc. in the county). Develop and execute letters of agreement.
= Formulate an operational plan identifying the kind and level of support to be provided and shared with adjoining counties or with communities in adjoining counties. Develop and execute letters of agreement.
= Develop and implement a strategy for educating and updating all community members in the specifics of the plan and their responsibilities for its successful execution.
= Describe the interface between the County Emergency Response Plan and the Pandemic Influenza Plan.
= Identify organizations responsible for people with special needs and ensure they have plans in place for meeting those needs.
Situational Awareness: In order to manage activities efficiently, Incident Commanders at all levels will be in need of current information. Maine CDC is developing systems to enable the collection, organization and display of pandemic specific data (such as fatalities and hospitalizations). County plans will include strategies for obtaining and providing local incident commanders with at least the following on a daily basis:
= Hospital bed availability
= Hospital critical care beds availability
= Ventilator availability
= Other in-patient capacity
= Anti-viral medication courses (e.g., Tamiflu) on hand and location
= Vaccine doses on hand and location
= Corpse/burial backlog
= Critical staff shortages/especially in hospitals
= Patients in quarantine/isolation
= Available staff and volunteers and their specialties
= Logistical requirements and availability of supplies and equipment.
II. Surveillance: While most resources during influenza pandemic will be devoted to the response effort, public health surveillance will remain important to:
= Provide information to the public regarding the status and impact of the pandemic.
= Provide information to governmental leaders enabling the effective assignment of resources.
= Enable community leaders to more efficiently implement local plans. Allow ongoing assessment and re-direction of intervention/mitigation strategies.
= Determine the effectiveness of vaccines and/or therapeutic agents.
Note: Maine CDC has convened a working group to develop a surveillance strategy that covers all phases of an influenza pandemic. That plan will be available in June, 2006. County planners should focus early activities on determining surveillance support for the “wave” phase of a pandemic, that period when resources will be limited and certain surveillance information will be essential. Resources such as EMA and Disaster Mortuary Team (DMORT) will be helpful.
County plans should:
§ New admissions for influenza/pneumonia
§ Total patients in hospital for influenza/pneumonia
§ Patients in critical/intensive care for influenza/pneumonia.
Public Health and Clinical Laboratories: When the specific virus causing any influenza outbreak, including a pandemic, is identified, the need for laboratory testing for that organism is diminished—it is no longer necessary to test every individual case of influenza-like illness. However, there will probably be circumstances in which increased strategic testing will be required. County plans will include a strategy for delivery of laboratory samples to pre-designated locations for efficient transportation to the State laboratory.
III. Healthcare and Patient Management: When a pandemic “wave” strikes a community, the strategy of overriding importance is the delivery of healthcare and public health services. County plans must describe in detail the following components:
Hospital Plans: Every hospital in the county must serve as a community resource in two ways:
§ Surge capacity for hospital staff including a roster of staff (and volunteers) arranged by expertise
§ A strategy for the immunization and/or prophylaxis of key staff
§ A strategy for isolation and quarantine
§ Criteria for selection of patients to receive intensive or critical care services
§ Management of in-hospital fatalities
§ A pandemic influenza training plan and schedule
§ Identification and maintenance of “surge” equipment
§ Strategies for stockpiling, distribution and training related to personal protective equipment and infection control procedures
§ Strategies for accepting and serving large numbers of influenza patients including many that are seriously ill.
Other Healthcare Organizations: In addition to hospitals, all organizations providing healthcare must develop organizational plans and should plan to participate in county planning. County pandemic influenza planners will identify healthcare organizations and maintain copies of their plans.
Healthcare organizations will include, but will not be limited to:
Healthcare organization-specific plans should include at least the following:
Homecare: In a true pandemic “wave,” hospitals and other patient care services will be rapidly overwhelmed and may be unable to care for any except the most seriously ill. Cosiderable care for influenza patients will be provided at home. County plans will need to provide structured support for homecare and document the following:
IV. Mass Casualty Management: A conservative estimate (from the national pandemic influenza plan) indicates the potential fatalities in Maine from an influenza pandemic to be as many as 7,800. (Assuming a population of 1,300,000, an infection rate of 30%, and a fatality rate of 2% of those infected). The number of fatalities in the state in the 1918 pandemic was around 5,000. Additionally, those deaths would occur in a time frame of 6-8 weeks. County plans will include the following:
V. Mass Dispensing: Staff at Maine CDC are developing a comprehensive statewide plan for mass dispensing of pharmaceuticals and/or vaccines. The plan will be scalable according to the availability of vaccine and therapeutic agents, and numbers of people in eligible priority groups. The plan anticipates the significant utilization of volunteers to help staff service provision at the local level. County planners should identify organizations who could recruit volunteers in the following categories:
Note: Because a pandemic that affects a community will affect the volunteer corps, County planners should identify many more volunteers in each category than should be required.
VI. Community Support: The medical effects of a pandemic will be compounded by its societal impact. Communities will be forced to cope with and compensate for major disruption of their way of life due to interruption of essential services, suspension of social gatherings and dissolution of the normal pattern of life. Effective county plans will lessen the impact of that disruption.
Continuity of Essential Services: County plans will include strategies (including surge capacity) for maintaining the following essential services:
Management of “Social Distancing:” During a pandemic, influenza will be transmitted through close contact with those infected. For that reason county plans will need to include strategies and triggers for closing local gathering places (or modifying practices) or events including the following:
Homebound Isolation and Quarantine I/Q: Communities should be responsible for ensuring compliance with guidelines of those persons isolated or quarantined at home. However, in the event of a pandemic “wave,” it is unlikely that local resources will be available to monitor home I/Q participants. Therefore, county plans will include the method for informing people of their responsibilities as home I/Q participants.
VII. Communication: The success of the State’s preparedness and response efforts for pandemic influenza will certainly depend on the scope and quality of its communication strategies. The communications approaches exist at two levels:
§ Identify the principal media contact in the county.
§ Describe specific methods of disseminating pandemic influenza updates to the communities.
§ Provide requests for information to State pandemic influenza managers.
§ Develop methods for referral of (public) requests for services.
The Health Alert Network: (HAN): The Health Alert Network is the Maine CDC system for interactive communication around significant public health events. The system has the capacity for alerting, shared document development and managing “threaded messages” (similar to a bulletin board). All county and state-level pandemic influenza planners are encouraged to become HAN users.
Infection Control and Clinical Guidelines: Maine CDC will provide appropriate guidelines and updates through the Health Alert Network (HAN). The county plan will include a subject matter specific list of (county) individuals in need of updated clinical guidelines, policies and other critical public health material, and their status as HAN members.
WHEN PUTTINIG TOGETHER THE PUBLIC’S INFORMATION PACKAGE SOME OF THE MORE DETAILED PLANNING ELEMENTS WOULD BE DELETED AND AVAILABLE AS THEY REVIEWED THE TOWN PLAN.
SOME OF THE ABOVE ARE REDUNDANT BUT PROVIDE OPTIONS FOR THE DEPTH OF WHAT MIGHT BE DISTRIBUTED PUBLICLY.
Respectfully,
Mitchell A. Berkowitz
Town Manager
11/15/06
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