PANDEMIC & EMERGENCY PREPAREDNESS FOR FIRST NATIONS COMMUNITIESChris Hylton, CG Hylton & Associates Inc.Chris@hylton.caToll Free Tel. 800 449-5866 or Tel 403 264-5288 1 INFONEX: 11:30-12:30 Weds Feb 9 2011 Ottawa
• People assume that in any disaster, government agencies will step in to save them: Hurricane Katrina Report2
If you fail to3 plan……. You have planned to fail!
4 “The only possible benefit of NOT planning is that disasters will come as a complete surprise and will, therefore, not be preceded by long periods of paranoia and depression!”
Global Trends in Major Disasters Source: Environment Canada5 Source: 2009 SUMA CONVENTION
Why Prepare?6 Tornadoes Power outage Severe Snow Computer system failure Storms Flood: External and internal Blackouts Floods Fuel Leak Chemical Spills Bomb incident Fire Civil disorder Explosion Workplace Violence Incident Water outage Barricade / hostage incident
Duty to Act - Planning7 Governments & Corporations in Canada have “Due Diligence” obligations to plan for the protection/support of their populations, clients, and personnel: Moral Ethical Financial Legislated
Disaster Planning8 What is it? Why do it? What is the end product?
Your employees:9 1. How many employees will show up? Remember they have their own families to take care of and their own issues 2. Where do they live? 3. Are they affected directly by the event? 4. Do you have a plan to evacuate responding employees should the situation worsen? 5. Do you have a plan to compensate those who do respond?
Essential Services10 Can you maintain them and how? Gas Electricity Water Communications (Remember you are dependant upon others to provide certain services)
Expect:11 Emergency Services will be busy and/or possibly overwhelmed, and you may not see them for some time More then one Emergency Situation may be present Panic and chaos Criminals attempting to take advantage of the situation
Where to Start?12 Form a committee Find previous plans, if available Know legal and other requirements Perform risk assessment Collect information Develop procedures Write the plan Distribute plan Train staff Continue to modify plan
Form a Committee13 Establish authority Leadership buy-in Make the committee membership representative of the entire organization Appoint one person to head the committee Give each committee member specific assignments Ensure all committee members understand their purpose and responsibilities
Find Previous Plans, if any14 Save time by starting with previous plans Review previous plans for accuracy Use plans to determine what needs work Keep plans (especially electronic versions) for use when writing the updated plan If there is no previous plan, look at a plan from another agency or institution
Collect Information15 Important phone numbers Emergency (fire, police, etc.) Staff (work, home, cell) Internal resources (building information, supplies) External resources (insurance, recovery services) Information systems Analysis from risk assessment Salvage priorities (vital records list) Past disaster plans or examples of disaster plans
Develop Procedures16 Evacuation procedures (with maps) Emergency procedures Disaster procedures Recovery procedures Other incident procedures Shut down procedures / security check lists Who will talk to media, families, children
Write the Plan17 A disaster plan is actually a set of plans List of key personnel (with contact information) Building information (emergency systems, etc.) Emergency services (with contact information) Salvage priorities (vital records) Procedures (evacuation, emergency, disaster, recovery, other incidents, shut down/security check) Information systems (with backup information) List of supplies
Use centralized control by one person for the plan18 Role of Manager Planners Coordinators Know who to call Training
Train Staff19 A disaster plan will not function without a trained staff to follow the plan Training could include: Reading the plan Lecture / Discussion Demonstration / Simulation Training could cover: Use of fire extinguishers Evacuation routes Other specific procedures
Telephone fan out20 One calls five Each of five calls five Message gets out immediately What system do you have in place?
Have emergency maps handy21 At home at work Details of escape route Practise escape Have alternative escape route Practise alternative Have resource materials on hand for others, books on death for kids
PANDEMIC PREPAREDNESS27 AND RESPONSE First, to minimize serious illness and overall deaths and second, to minimize societal disruption among Canadians as a result of an influenza pandemic.
Potential Source of Pandemic Influenza Virus28 Human Non-human Virus Virus Reassorted Type “A” may undergo major Viruses are PROLIFIC and virus changes in “H” and/or “N” from very PROMISCUOUS little genetic re-assortment which has beggars! potential for pandemic influenza.
Timeline of Emergence of Influenza A Viruses in Humans29 Avian Influenza H9 H7 H5 H5 H1 H3 H2 H1 1918 1957 1968 1977 1997 2003 1998/9
Pandemics occur 3-4 times each century!30 Unpredictable! A constantly mutating virus! If the H1N1 virus doesn’t cause a pandemic, another one will!
History31 10 Pandemics in Last 300 years 1918-1919: Spanish Flu (H1N1) Attack Rate 25% (High mortality in the young) 40 million deaths in less than 1 year 1957-1958: Asian Flu (H2N2) Attack Rate 25% - 30% 1 million deaths (High elder mortality) 1968-1969: Hong Kong Flu (H3N2) Attack Rate 20% - 25% (High elder and higher adult mortality) 1 million deaths Swine Flu deaths - 26 per 100,000
Diverse location of Aboriginal Communities Federal MOH needs jurisdiction and legal powers to access information in order to conduct efficient surveillance (vigilance) and To implement efficient control measures (intervention)34
Possibility of « designated authority » from provincial Public Health Acts to federal Regional Medical Officers (RMOs) in the Provinces36 Source : Jean-François Savard, Office of Community Medicine, 2007
Basic Hygiene37 Hand washing Sneezing Sanitizer Hand shaking School open School closed
Mental Health “EVEN HEROES NEED TO TALK.” Role of Employee Assistance Plan (EAP) One of the marketing slogans for Project Liberty, New York’s post-9/11 Crisis Counseling Program
Physical Reactions39 Fatigue, exhaustion Gastrointestinal distress Appetite change Tightening in throat, chest, or stomach Worsening of existing medical conditions Somatic complaints
Cognitive Reactions41 Confusion, disorientation Recurring dreams or nightmares Preoccupation with disaster Trouble concentrating or remembering things Difficulty making decisions Questioning spiritual beliefs
Behavioral Reactions42 Sleep problems Crying easily Avoiding reminders Excessive activity level Increased conflicts with family Hyper-vigilance, startle reactions Isolation or social withdrawal Changes in appetite
Chronic Stressors43 Family disruption Work overload Gender differences Bureaucratic hassles Financial constraints
Encourage Responders to:44 Drink plenty of water and eat healthy snacks Take frequent, brief breaks from the scene as practicable especially if they are coming home to work in a first responder capacity Talk about their emotions to process what they have seen and done Stay in touch with family and friends Participate in memorials, rituals, and use of symbols as a way to express feelings Pair up with another responder to monitor one another’s stress
Strategies in Response45 Self-care Peer Support Humor Decide to talk Seek help from credible and trusted sources Get extra rest Use constructive coping strategies
Strategies in Recovery46 Long term assessment for risk Journaling Practice “relapse prevention” Lifestyle and health promotion Role models/partnering/mentoring
Our offer to you47 Please call if you have any HR, or workplace issue that you are overwhelmed with We can help you We also are pleased to do Free Workshops for your organization (some limits apply) Let us know what your needs are and we will make it happen!
CG Hylton - Services HR Consulting Benefits, Pensions, Job Descriptions EAP Strategic Planning Salary Grids Drug and Alcohol Wellness at Work programs Staff Morale Dept re-orgs Training and Workshops Leadership compensation Tel 403 264 5288 email@example.com 48
Do you have any:49 Comments? Questions? Feedback? Chris Hylton 800 449 5866 firstname.lastname@example.org