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Pandemic Plan Pandemic Plan Document Transcript

  • <Your District/School Here> Pandemic Preparedness Plan Month Day, 2008
  • Table of Contents OVERVIEW, PLAN REVIEW, PLAN DISTRIBUTION……………….............. 1 HOW THE PLAN WORKS ..................................................................................... 2 STAGE 1: PREVENTION & MITIGATION Communication .............................................................................................. 3 Vaccinations .................................................................................................... 3 Guidance & Access to Healthcare During a Pandemic .............................. 3 STAGE 2: PREPAREDNESS Planning for the Impact of Pandemic at our School ................................... 4 Essential Personnel ......................................................................................... 5 Back-ups to Essential Personnel .................................................................... 6 Essential Equipment and Services ................................................................. 6 Essential Functions: Cross-Training ............................................................ 7 Essential Functions .......................................................................................... 7 Facilities and Services ...................................................................................... 8 Allocate Resources to Protect Employees and Students During a Pandemic 9 Policies to Be Implemented During a Pandemic ........................................... 10 Communication to & Education of Employees, Students & Families ........ 11 Communication Platforms .............................................................................. 11 Communication Inventory .............................................................................. 12 Communication Content .............................................................................. 13 STAGE 3: RESPONSE Planning/Management of Emergency Events ............................................... 14 CRT (Crisis Response Team) Roles and Responsibilities ............................ 15 CRT Members and Back-ups ......................................................................... 19 Activating the CRT and Business Continuity Plan ...................................... 20 Staff Phone Tree .............................................................................................. 21 Social Distancing and Limiting the Spread of Pandemic Illness ................. 22 Travel ................................................................................................................ 23 Working With Public Health Officials ........................................................... 23 Coordination With External Organizations .................................................. 23 Additional Resources ....................................................................................... 24 STAGE 4: RECOVERY Factors and Considerations ............................................................................ 25
  • Overview In the wake of recent national events, preparing for emergencies has become an essential activity for <Your District/School Here>. The possibility of a major event including but not limited to pandemic influenza, bioterrorism, and natural disasters is a real possibility, therefore the school district has developed a Pandemic Preparedness Plan. This plan will provide guidance for the prevention and mitigation of transmission at the school. In addition, it will be used to prepare for continuing daily activities in the event a large portion of students and employees are unable to attend school and work. Schools will play a large role in providing reliable and credible information to parents, staff and students. Therefore, it is the goal of <Your District/School Here> to ensure student and employee health and safety as well as school community health and safety during an emergency event. Plan Review This plan will be reviewed and updated as needed each <Insert Date> and approved by the <Your District/School Here> Board. Plan Distribution Copies of this plan have been distributed as follows: 1 <Insert the name of the individual and location of the individual at your school district office. . Eg. Superintendent, Supt’s office> 2 <Insert the name of the individual at your school office and the location of the plan. . Eg. Principal’s office bookshelf> 3 <Insert the name/position of all other individuals at your school that have received a copy. . E.g. M/O Director, Transportation Director> 4 <Local Law Enforcement Agency> . 5 <Local Fire Department> . 6 <Local Emergency Services Agency> . 7 Stanislaus County Health Department .
  • 1 How Our Plan Works This plan is organized to utilize the four (4) stages of the Pandemic Preparedness Plan developed by the California Department of Public Health and California Department of Education. In order to assist schools in their efforts to prepare, resource information has been made available on the Pandemic Influenza School Preparedness website at www.ReadyCaSchools.org. Locations on this website will be sited throughout this plan in order to provide quick online access to resources for our school. Website Home Page: Welcome to ReadyCaSchools.org The purpose of the Pandemic Influenza Preparedness for Schools multimedia training is to help California school administrators and their partners increase their pandemic influenza preparedness. It consists of a video program (broadcast on May 17, 2007), a tabletop exercise, and hundreds of links to valuable planning and preparedness tools. (These tools will also help school staff and students’ families increase their pandemic influenza preparedness.) Before using the tools, please read the site disclaimer. All components of the training are accessible from this website: 1. View the 67 minute webcast (the video component) 2. Facilitator and Participant Guides, and PowerPoint Presentation 3. Planning and preparedness resources » 1. Prevention & Mitigation » 2. Preparedness Focuses on ways to teach hand hygiene Includes tools, such as emergency kits, and respiratory disease prevention to surveillance of flu-like illness and limit the spread of disease. Includes absenteeism, letters to parents in age-appropriate lesson plans, skits, preparation for school closure, and other posters, and much more. model preparedness guides. Preschool | K-8 | High School | College Preschool | K-8 | High School | College & & University | Home & Family University | Home & Family » 3. Response » 4. Recovery Focuses on what to do if a pandemic Focuses on reopening a school after a occurs. Including how to announce pandemic. Includes counseling and mental school closure, ongoing disease health resources, coping with financial surveillance, crisis management, and loss, and sample letters to parents. other action tools. Preschool | K-8 | High School | College & Preschool | K-8 | High School | College University | Home & Family
  • & University | Home & Family (Feb 2008) 2 STAGE 1: PREVENTION & MITIGATION Communication Communication with staff, students and families is critical to the prevention and mitigation of bacterial and viral transmission in the event of a pandemic. Our school will make every effort to communicate prevention and transmission strategies such as proper hand-washing, hand, cough and sneeze hygiene and social distancing. Flu Vaccinations It is important to encourage employees, students and families to receive annual flu vaccinations. Flu vaccinations will be guided by the Stanislaus County Health Department according to State Prioritization Guidelines and in the case of a pandemic may not be available for 4-6 months. The Stanislaus County Health Services Agency website is: www.schsa.org/ Guidance & Access to Healthcare During a Pandemic Availability of healthcare during a Pandemic event is crucial to the health and well-being of staff, students and the community. Facility Street Address Suite City Zip Phone Hospitals Doctors Medical Center 1441 Florida Avenue Modesto 95350 (209) 576-3609 Emanuel Medical Center 825 Delbon Avenue Turloc k 95380 (209) 667-7132 Kaiser Permanente 4601 Dale Road Modesto 95356 TBD Memorial Medic al Center 1700 Coffee Road Modesto 95353-9012 (209) 526-4500 Oak Valley Hospital 350 South Oak Oakdale 95361 (209) 847-3011 Stanislaus Surgic al Hospital Avenue 1421 Oakdale Road Modesto 95355 (209) 572-2700 Golden Valley Health Center Clinics Golden Valley Health Center - Ceres 2760 3rd Street Ceres 95307 (209) 556-5011 Golden Valley Health Center - Corner of Hope 1130 6th Street Modesto 95354 (209) 491-5550 Golden Valley Health Center - Gustine/Newman 151 South Highway Newman 95360 (209) 862-0270 Golden Valley Health Center - Hanshaw 33 1717 Las Vegas Modesto 95358 (209) 576-4200 Golden Valley Health Center - Women's Health Street 1510 Florida Avenue Suite B Modesto 95350 (209) 574-1365 Golden Valley Health Center - Patterson 200 C Street Patterson 95363 (209) 892-8441 Golden Valley Health Center - Robertson Road 1121 Hammond Modesto 95351 (209) 576-4437 Golden Valley Health Center - Turloc k Street 1141 North Olive Turloc k 95382 (209) 667-2749 Golden Valley Health Center - West Modesto Avenue Street 1114 6th Modesto 95355 (209) 576-2845 Golden Valley Health Center - Westley 301 Howard Rd. Westley 95387 (209) 894-3141 Health Services Agency Clinics HSA - Ceres Medical Offices 3109 Whitmore Ceres 95307 (209) 541-2470 HSA - Family Practic e Center 830 Scenic Drive Suite C Modesto 95350 (209) 558-5609 HSA - Hughson Medic al Offic e 2412 Third Street Hughson 95326 (209) 558-4200 HSA - McHenry Medical Office 1209 Woodrow Suite B-10 Modesto 95350-1273 (209) 558-7541 HSA - Paradise Medic al Office Avenue 401 Paradise Road Suite E Modesto 95351 (209) 558-5126 HSA - Pediatrics 830 Scenic Drive Modesto 95350 (209) 558-7064 HSA - Spec iality Clinic s 830 Scenic Drive Modesto 95350 (209) 558-4538 HSA - Turlock Medical Office 800 Delbon Avenue Turloc k 95382 (209) 664-8005 HSA - Urgent Care 830 Scenic Drive Modesto 95350 (209) 558-7196 Other websites that offer guidance and healthcare include: Stanislaus Public Health Department: www.schsa.org/PublicHealth/index.html California Department of Health Services: www.dhs.ca.gov/
  • Stanislaus Office of Emergency Services: www.scoes.info/ Center for Disease Control: www.cdc.gov/ World Health Organization & CDC: www.pandemicflu.org NOTE: For School Fact Sheets, Guides, Posters, Skits, Teaching Exercises, Videos, Sample Letters and Other Materials: http://www.stancoe.org/scoe/admin/CrisisPlanning/welcome.htm www.dhs.ca.gov/ps/dcdc/izgroup/ReadyCASchools/phase/prevention.htm 3
  • Mitigation and Prevention Resource Description Implementation Plan Task Assigned to: Target Date Implementation Date <Place posters in all classrooms, <Hand washing posters> restrooms, cafeteria, library> <Jane Doe> <August 1> < Date > 3A
  • STAGE 2: PREPAREDNESS Planning for the Impact of Pandemic at Our School A Pandemic outbreak can cause up to 35% of employees to be absent from their positions at any given time. Because of this it is essential to prepare for a Pandemic differently than a standard emergency event. During a Pandemic outbreak many essential functions (functions that must be maintained during an emergency event) may be carried out by persons not formally trained in that duty. At <Your District/School Here>, our Crisis Response Team (listed in Stage 3: Response) will be responsible for ensuring that essential duties and functions are maintained during a Pandemic outbreak. In order to ensure the continuation of the functions that must be maintained, we have identified the following areas: Essential Personnel and Functions Due to the limited resources available for the operation of schools, it is critical for the school district to identify the essential personnel and functions prior to an event. This activity is necessary in order to build plans for continuing basic operations in the case of a widespread illness event that removes key personnel from their normal role. As an example, a pandemic outbreak can easily remove a Superintendent or Principal from active service due to illness. Payroll and Accounting functions can be paralyzed by the illness of 1-2 individuals. Our school has identified the following critical areas to be prepared and managed in the event of a Pandemic outbreak: ⇒ Essential Personnel and Functions ⇒ Back-ups to Essential Personnel ⇒ Essential Equipment and Services ⇒ Essential Functions – Cross Training Needed 4
  • Essential Personnel <Suggested: Delete or insert additional rows as necessary> Role Name Work Phone Home Phone Cell/ 24 hr phone E-mail Address Superintendent School Principal Attendance Clerk Personnel/HR Payroll Employee Benefits Acc. Receivable Acc. Payable Maint./Operations Custodial Services Transportation Food Service 5
  • Back-ups to Essential Personnel <Suggested:Delete or insert additional rows as necessary> Role Name Work Phone Home Phone Cell / 24 hr phone E-mail Address Superintendent 1. 2. School Principal 1. 2. Attendance Clerk 1. 2. Personnel/HR 1. 2. Payroll 1. 2. Employee Benefits 1. 2. Acc. Receivable 1. 2. Acc. Payable 1. 2. Maint./Operations 1. 2. Custodial Services 1. 2. Transportation 1. 2. Food Service 1. 2. Essential Equipment and Services <Suggested: Delete or insert additional rows as necessary> Item or Service Contractor 24 hr phone Maint./Service Rep. 24 hr phone Air/Heating Systems Comm./Phone System Security System 6
  • Essential Functions: Cross-Training In addition to identifying key personnel and equipment we at <Your District/School Here> believe it is imperative to cross-train employees to ensure continued productivity during a Pandemic outbreak or any emergency event that would require employees to be absent for an extended period of time*. *An extended period of time would be defined as any length of time that would hinder the continuation of school operations. This may include the following: • Continued school operations significantly impacted by staff and student absences (reduced attendance) • Closure of the school due to the inability to staff classroom instruction or basic operations (lack of staffing) • Closure of the school as directed by health authorities (social distancing, need for use of the school facilities) An essential duty includes: • Functions that must be continued in all circumstances (business, security and system operations) • Functions that provide vital services (staff payroll, benefits, business processing, security, heat/cooling systems) • Maintain the safety of the staff, students and public The following is a list of essential duties/functions at < Your District/School Here > that must be maintained during an emergency event: Essential Functions <Suggested: Delete or insert additional rows as necessary> Essential Function Skill Required Responsible Position Administrative (management) Employee Payroll (preparation/processing) Employee Benefits (preparation/processing) Other Critical Business (list the function/s) Facility Systems (heating, cooling) Security and Safety (buildings and grounds) 7
  • Facilities and Services A Pandemic event or other emergency event may result in an increase or decrease in demand for our facilities or services. Arrangements should be made ahead of time in a Memorandum Of Understanding (MOU) with all outside agencies and vendors. We have identified incidents that would result in a decrease or increased need for our facilities or services. <For example, during a Pandemic event, if a need arises for sheltering, a facility for medical treatment, production of large quantities of food or transportation of large numbers of the public there would be increased demand for the school’s facilities, transportation services or food service abilities. Conversely, if social distancing were to be warranted, a decrease in the school operations based on the need to limit large social gatherings would occur. > WHAT ADDITIONAL INCREASED REASON FOR RESOURCES ARE NEEDED MOU SERVICES INCREASE Management of heating/cooling Use of facilities Sheltering, medical operations, security. (Shelter treatment, morgue staffing anticipated from Health management Dept., Red Cross, other service agencies) Support for disaster Use of food service workers, food for Food, (Staffing anticipated from facility and equipment public members unable Red Cross, other service agencies) to self-provide Transportation of Transportation public members to/from Fuel, drivers medical treatments, provision of supplies DECREASED REASON FOR SCHOOL RESPONSE SERVICES DECREASE Delivery of curriculum Extensive staff and Close the school for day-to-day student absences operations Day-to-day operation of Social distancing, need Close the school for day-to-day the school for school facilities operations 8
  • Allocate Resources to Protect Employees and Students during a Pandemic The employees and students of <Your District/School Here > are our first priority during a Pandemic Flu or emergency event. Therefore, we will provide sufficient and accessible infection control supplies in all of our classrooms and work sites. This material may be referred to as Personal Protective Equipment (PPE). <Identify the supplies available, what they will be used for, where they are located and how an employee or student can gain access if needed. Types of resources may include hand hygiene products, tissues and receptacles for their disposal. Delete or insert additional rows as needed.> How is access Special Efforts and Purpose of the Effort Location where gained? (including Supplies or Supply supply is stored phone number or contact if necessary) To eradicate virus and Head Custodian Stepped Up Custodial bacteria in all areas M/O, Purchasing, directs all custodians Disinfection accessible to staff, Custodial Closets on increased efforts students and the public All student access (e.g. school office Kleenex & waterless Prevention of airborne areas (classrooms, contact, custodial antibacterial hand germs and hand gyms, cafeterias) supply, purchasing, wash surface bacteria All staff areas, etc.) offices, counters, work and break rooms, public s counters Antibacterial hand Removal of hand All restrooms and (e.g. purchasing, soap surface bacteria sinks at facilities custodial supply) Emergency Kits (Example kit contents 1st aide treatment can be found at: www.dhs.ca.gov/ps/dcdc/izgroup/ReadyCASchools/phase/preparedness.htm 9
  • Policies to be Implemented During a Pandemic During a Pandemic event it has been forecasted that a high percentage of employees will be absent for an extended period of time. Because < Your District/School Here > has developed policies for social distancing we are discouraging employees from attending work if they are ill or suspected to be ill. Therefore we have established policies for the following pandemic related employee actions: <Consider the following policy areas that your school might want to implement in the case of a pandemic> • Employee compensation and sick-leave absences unique to a pandemic (will non- punitive, liberal leaves be allowed?), including policies on when a previously ill person is no longer infectious and can return to work after illness. • Flexible worksite (telecommuting) and flexible work hours (alternative shifts). Note: Identify positions that will be allowed to participate. • Preventing influenza spread at the worksite (limiting physical contacts, promoting respiratory hygiene/cough etiquette, and prompt exclusion of people with influenza symptoms) • Restricting travel (athletic, extracurricular events, field trips and meetings) <Insert your district/school’s policies here> 10
  • Communication To & Education of Employees, Students & Families To ensure the health and well-being of employees and students we are working closely with the local health department to disseminate the most reliable, and, up-to-date health information. In addition, we are constantly monitoring information that is provided by the County Office of Education and California Department of Education. • Disseminate information to employees about our pandemic preparedness and response plan. Training for staff is essential. • Anticipate fear and anxiety, rumors and misinformation and plan communications accordingly <Make sure resources are available and disseminated on a regular basis> • Ensure that communications are culturally and linguistically appropriate <This may require multiple language translations > • Assess current communication channels and develop additional ones if needed for communicating pandemic status and actions to employees, students and families inside and outside the school site/district in a consistent and timely way. <Identify your available communication platforms and how frequently the information should be updated> Communication Channels Channel Target Audience Accessibility Frequency of Updates 11
  • Communication Inventory At < Your District/School Here > we have the following equipment and devices available for communication: <List the type of communication devices available to your staff during an emergency event. Identify whether the devices is a primary or secondary device, who is responsible for the device and the number associate with the device> Type of Communication Phone Primary or Person Device Assigned To Equipment/Device Number or Secondary Radio Device (P or Number and S) Frequency 12
  • Communication Content The following is a list of information that should be made available to all employees, students and families and the factors to be considered in the event of a pandemic: • Programs and materials covering pandemic fundamentals o Signs and symptoms of influenza o Modes of transmission o Tips for proper hand disinfection o Information for the at-home care of ill employees and family members Example Guides, Letters (in multiple languages) & videos can be accessed at: www.ReadyCASchools.gov www.stancoe.org Status reports on the closure/opening of the school Example Surveillance & Reporting Tools can be accessed at: www.ReadyCASchools.gov www.stancoe.org 13
  • STAGE 3: RESPONSE Planning/Management of Emergency Events The < Your District/School Here > utilizes the ICS (Incident Command System) CRT (Crisis Response Team) for planning and response to emergency/disaster events: The CRT will be responsible for investigating all emergency events and evaluating the impact such event will have on < Your District/School Here >. Once impact has been determined by the CRT, a plan for responding will be developed for < Your District/School Here > District Incident Commander Superintendent Board of Trustees (Insert name) -or- -or- School Incident Commander Principal (Insert name) Public Information Safety Officer Officer (Insert name) (Insert name) Operations/Liaison Planning/Intelligence Logistics Finance/Administration Manager Manager Manager Manager (Insert name) (Insert name) (Insert name) (Insert name) The priorities for the CRT are as follows: 1. Preservation of Life 2. Care for Emergency Medical Needs 3. Ensuring the Continuation of Essential Functions 3. Mitigating the Spread of Disease 4. Reassurance for Students, Staff, School Community 5. Restoration of Normal Operations
  • 6. Post-Incident Support and Evaluation 14 CRT (Crisis Response Team) Roles and Responsibilities Incident Commander (District-DIC/School-SIC): The role of the Incident Commander is to coordinate the overall management of the event The Incident Commander is the person who deems and declares an incident to be an emergency and is responsible for the management of emergency operations for the duration of the event. He/She is also known as the Emergency Operation Center Director and is specifically responsible for the development and implementation of strategic decisions and for approving the ordering/release of resources. The Incident Commander brings the CRT together regularly in the EOC (Emergency Operations Center) for updates on progress and the development of team strategies. The Incident Commander also implements directions from the City/County Emergency Operations Center when it is activated. The Incident Commander will: 1.Establish the appropriate level of organization, continuously monitor the effectiveness of the organization, and make changes as required. 2.In conjunction with the CRT, set priorities for response efforts, and ensure that all actions are accomplished within the priorities established. 3.Keep agencies, staff and administrators informed on all matters regarding: status of situation, emergency procedures that need to taken, allocation of resources, and cost projections. 4.Ensure that multi-agency or inter-agency coordination is accomplished. Authorities: * To declare an emergency, activate the CRT (Crisis Response Team) and designate the EOC (Emergency Operations Center/CRT meeting place) * To approve the ordering and release of resources * To implement action plans * To release information to public * To redirect school funds for emergency use * To enter into an agreement with other public and private agencies for use of needed resources * To commit to mutual aid agreements * To direct school closure/evacuation of student and staff from the school * To implement restrictions/regulations relating to vehicular and pedestrian access to, from and within the school site
  • 15 Public Information Officer (PIO): The role of the Public Information Officer is to act as the ONE VOICE OF THE DISTRICT to inform the public and media on emergency events as they progress. Under the direction of the Incident Commander, the PIO serves as the conduit for information and relays information releases to internal and external stakeholders, including parents, the media or other agencies seeking information directly from the incident or event. Responsibilities: 1. Serve as the dissemination point for information and updates to the public, media, County Schools Office, and parents under the direction of the Incident Commander. 2. Maintain a record of information released including the times and recipients of information releases and updates. Safety Officer (SO): Under the direction of the Incident Commander, the Safety Officer is responsible for ensuring that safe procedures and practices are observed and to monitor for signs of illness and distress in individuals at the site. Responsibilities: The Safety Officer is assigned directly under the Incident Commander. His/her sole responsibility is to ensure the emergency operation progresses in a safe manner. 1. Attend periodic CRT meetings/briefings and address safety issues. 2. Observe operations to determine adherence to safety standards. 3. Advise the Incident Commander whenever personnel or other individuals are showing signs of illness, distress due to long hours, marginal working conditions, or other factors that adversely impact decisions. 4. Monitor student, staff and public access to facilities in accordance with controls established by the Incident Commander. Authorities: To bypass the chain of command, when necessary, to correct unsafe acts immediately.
  • 16 Operations/Liaison Manager (OM): The role of the Operations Manager is to coordinate the response for all jurisdictional and interagency operations at and from the school site. He/she also acts as the school Liaison Manager for outside agencies including the County Office of Education, the Department of Education, the Department of Health and all outside emergency and regulatory response agencies. Responsibilities: The Operations/Liaison Manager is responsible for the management of all operations directly applicable to the school’s primary mission. He/she requests or releases resources, makes expedient changes to the action plan as necessary, and reports these changes to the Incident Commander. 1. Ensure that the operations function is carried out including the coordination of response. 2. Ensure that operational objectives and assignments identified in the CRT action plan are carried out effectively. 3. Establish the appropriate level of personnel support and make changes as required. 4. Keep the Incident Commander and the rest of the CRT informed of resource status. 5.Coordinate multi-agency, students & staff response to the event. Planning/Intelligence Manager (PIM): The role of the Planning/Intelligence Manager is to oversee and compile documentation, action plans and overall incident information. He/she assembles information on strategy options, provides periodic predictions on the potential impact of the incident, develops incident status reports and reports significant changes in the incident status. Responsibilities: The Planning/Intelligence Manager is responsible for the collection, evaluation, dissemination, and use of information about the development of the event, status of resources and reporting required from outside agencies such as the County Office of Education, the Department of Education, the Department of Health and all outside emergency and regulatory response agencies. 1. Analyze the situation as it progresses. 2. Record the status of resources committed to the incident. 3. Record and protect all documents relevant to the incident. 4. Develop a plan for demobilization of the resources committed and assist in the
  • implementation of that plan. (Works closely with Operations and Logistics) 17 Logistics Manager (LM): The role of the Logistics Manager is to identify, acquire, and distribute resources needed to support the response. He/she supports all other sections with resources that might include telecommunications, transportation, supplies, facilities, personnel, food and ground support. Responsibilities: The Logistics Manager will ensure that facilities and transportation support resources are available to fulfill the anticipated need, both in personnel and materials. 1. Ensure that logistics function is carried out including the provision of communications to support the response effort, and the acquisition of other support resources. 2. Establish the appropriate level of support within the Logistics area. Note: The size and nature of a Logistics Support Team may be numerous or few depending on the event. Continuously monitor the effectiveness of that support and make changes as required. 3. Monitor the coordination of activities within the individual or group securing/distributing the resources. Ensure that all actions are accomplished within the priorities established in the action plan. 4. Coordinate the provision of logistical support for the EOC 6.Report to the Incident Commander on all matters pertaining to logistical activities. 7.Units within the Section may include: Communications: - development of communications plan - distribution of communication equipment - supervision of communication network - maintain/repair communication equipment Support: - ordering of equipment and supplies to address ongoing resource needs - provide fixed facilities; food, sleeping units, sanitary facilities - provide fueling, maintenance, repairs 8. Work closely with Operations/Liaison Manager to ensure coordinated and efficient interagency responses. Finance/Administration Manager (FAM): The role of the Finance/Administration Manager will be to monitor costs related to the event. Responsibilities: 1. Provide accounting, procurement, time recording, and cost analysis. 2. Analyze options for the continuation of curriculum for students as a result of the physical closure of school. 3. Analyze costs for outsourcing operations if staffing falls adequate due to the event. 4. Provide updates on student and staff attendance/absences and oversee the management of
  • the data. 18 CRT (Crisis Response Team) Members and Backups CRT Members must always have back-ups in case they are unable to fulfill their duties. < Fill in the chart below using existing staff for the above positions> Role Name Work Home Cell Phone / 24 E-mail Address Phone Phone hr phone District Incident Commander (DIC) Back-ups for DIC (at least 2) School Incident Commander (SIC) Back-ups for SIC (at least 2) Public Information Officer (PIO) Back-ups for PIO (at least 2) Safety Officer (SO) Back-ups for SO (at least 2) Operations Manager (OM) Back-ups for OM (at least 2) Planning/Intelligence Manager (PIM) Back-ups for PIM (at least 2) Logistics Manager (LM) Back-ups for LM (at least 2) Finance/ Administration Manager (FAM) Back-ups for FAM (at least 2)
  • 19
  • Activating the Crisis Response Team (CRT) & Business Continuity Plan Activating the CRT (Crisis Response Team) depends on the magnitude of the event. Sometimes only several functions of the team are needed while other events may create the need for the entire team to function. Once the School has declared an emergency and if their function is activated, the PIO (Public Information Officer), SO (Safety Officer), OM (Operations Manager), PIM (Planning/Intelligence Manager), LM (Logistics Manager) and FAM (Finance/Administration Manger) will no longer report to their direct supervisors but rather directly to the DIC (District Incident Commander) or SIC (School Incident Commander) depending on who steps in as the Incident Commander. The Operations Manager will be responsible for contacting all appropriate Crisis Response Team members at the direction of the Incident Commander. If the Crisis Response Team member currently acts as an Administrator, Manager, or Director for the following school operations and his/her crisis response role has been activated, he/she will notify the following individual to assume his/her role for the department operations as directed: School Operation Current Administrator, Temporary Back-Ups Manager, Director (at least 2) District Administration Business Personnel/HR Curriculum/ Categorical Programs Special Education Principal Maintenance/Operations Custodial Transportation Food Service Nursing Services NOTE: Additional resources such as plans for the continuity of education, Guides, Letters, Surveillance & Reporting and Media Materials can be found at www.dhs.ca.gov/ps/dcdc/izgroup/ReadyCASchools/phase/response.htm 20
  • Staff Phone Tree <Insert the staff phone tree from your emergency disaster plan that is specific to your school here. This should be broken down by school operation/departments, supervisors and employees> 21
  • Social Distancing and Limiting the Spread of Pandemic Illness In order to lessen the spread of Pandemic illness from person to person a method called “Social Distancing” is often employed. “Social Distancing” is the physical act of placing more space than usual between one person and another. Examples of Social Distancing and behaviors that would limit the spread of a Pandemic Flu would include: • Eliminate hand shaking or physical contacts • Increase hand washing and use of antibacterial hand sanitizer • Placing 1 seat in between a staff member and another during a meeting • Placing at least 3 feet between employees during conversations and meetings • Limiting outdoor movement (business trips, lunches, etc.) • Telecommunications (to work at home or at an alternative location while electronically connected to the main work system) <Identify the types of social distancing supported by your school and the resources needed to implement those practices. For example, your school may want to purchase antibacterial hand sanitizer for work stations/counters how will this affect the school?> Type of Social Currently Training Resources Needed Direct Effect Distancing Practice in Avail.? to Implement on School or Practice? Y/N Department Y/N Eliminate hand Notification only Change in shaking and physical practice contacts Increase hand washing Sanitizers Cost to and use of sanitizers Hand washing hand- school/dept. out Seat separations for Notification only Change in meetings practice 3 foot physical Notification only Change in separation during practice conversations and meetings Limiting outdoor Notification only Change in movements practice Telecommunications Policy/Procedures/ Alternate Forms supervision Cost for add. technology 22
  • Travel The potential exists for the transmission of disease from passenger to passenger, or from traveler to family. As a result, it is likely during a pandemic event that travel to countries or states with a widespread outbreak will be restricted. In addition, our school will consider exposures inherent to athletic and extracurricular, field trips and meetings. Because of this, it is not unlikely that some or all such events will be cancelled or re-scheduled. Working with Public Health Officials In order to effectively deliver pandemic and other emergency preparedness information it is essential to communicate with our Public Health Department, Emergency Management Agencies, and other sources of information. In addition to providing us with information, the Health Departments will periodically request information from us. This information may be in the form of absences, interviews, or general health education / worksite wellness. It will be essential to ensure that communication between < Your District/School Here > and the Health Department is fluid during a pandemic or other emergency event. Coordination With External Organizations To make this plan a success it is essential to communicate and coordinate our plans with insurers and local, state, and federal agencies. Agency & Contact Person Address Stanislaus County Office of Education: Administration/Communications - Jane Johnston – Phone: 238-1700 1100 H Street Health Services Department – Modesto, CA 95354 Patti Cassinerio – Phone: 238-1780 Prevention Programs Department – Vicki Bauman – Phone: 238-1360 Stanislaus County Health Department www.schsa.org/PublicHealth/index.html 830 Scenic Drive Phone: 558-7000 Modesto, CA 95350 Stanislaus County Emergency Services 3705 Oakdale Road www.scoes.info/ Modesto, CA 95357 Phone: 552-3600 Our Insurance Group Contact Person: 23
  • Additional Resources The following is a list of resources that may be helpful in the development and management of a pandemic flu or other public health crisis event: Stage 1: Prevention & Mitigation Resources: www.dhs.ca.gov/dcdc/izgroup/ReadyCASchools/phase/prevention.htm Stage 2: Preparedness Resources: www.dhs.ca.gov/dcdc/izgroup/ReadyCASchools/phase/preparedness.htm Stage 3: Response Resources: www.dhs.ca.gov/dcdc/izgroup/ReadyCASchools/phase/response.htm Stage 4: Recovery Resources: www.dhs.ca.gov/dcdc/izgroup/ReadyCASchools/phase/recovery.htm www.stancoe.org Stanislaus County Office of Education (SCOE) or SCOE Crisis Planning Website www.stancoe.org/scoe/admin/CrisisPlanning/welcome.htm www.pandemicflu.gov Pandemic flu website from the Centers for Disease Control and Prevention www.cdc.gov Centers for Disease Control and Prevention www.fema.gov Federal Emergency Management Agency www.dhs.gov United States Department of Homeland Security www.dhs.ca.gov/ California Department of Health Services: www.cdc.gov/ Center for Disease Control: 24
  • STAGE 4: RECOVERY Recovery efforts will depend upon the response required for the incident. Communication and support services are critical to a successful recovery. Recovery at < Your District/School Here > will be planned by the CRT (Crisis Response Team). The factors to be considered by the CRT include the following: FACTOR CONSIDERATIONS County Health Have they provided clearance? Department If so, to what degree? (any levels of surveillance or distancing?) How will any surveillance issues be addressed? Public Communication What type of communication and information has been provided to the public? Preparation for the To what degree will normal operations be reopened? (minimum-full reopening of school day, graduated, full operation) Has a re-incubation period been addressed? What level of staffing and operations are available? How will communication with staff be conducted? How will communication with students and family be conducted? How will curriculum be delivered to those students who are not able to return immediately? Ongoing How will the school continue to provide information to staff, students Communication and families? Mental Health Support How will the school provide the support that will be needed? (district/co-wide counseling teams, community resources) How will referrals for services be handled? (staff, students and families) Completion of the How much time was lost? School Year What resources are available from the County Office of Education and State Department of Education? What resources are available from the local, state, federal agencies? What education goals are appropriate through the end of the year? How will grading be handled? How will lost instruction be recovered? How will staff lost time be handled? Evaluation Of Our How did we do? Response What were our strengths? What can we draw from our strengths? What were the weak areas? How can we improve any weak areas? How can we communicate the results to our school community? NOTE: Additional resources such as Counseling Resources, Guides, Letters, Self-Care, Teaching Exercises can be found at: www.dhs.ca.gov/ps/dcdc/izgroup/ReadyCASchools/phase/recovery.htm 25