Determined Accord

1
Determined Accord

• Pandemic Preparedness Workshop for Continuity
  Managers
• Developed by
• National Continuity Programs Directorate (NCP)
• Federal Emergency Management Agency (FEMA)
• Department of Homeland Security (DHS)
• Updated July 2009

2
Determined AccordPandemic Preparedness Workshop
for Continuity Managers

• Unit 1
• Introductions and
• Course Overview

3
Unit 1 Objectives

• At the completion of this unit, you should be
  able to
• Describe the course purpose
• Identify the materials required for the course
• Understand continuity guidance directing the need
  for this course
• Provide an overview of continuity and pandemic
  information that supports the workshop
• Understand pandemic definitions

4
Unit 1 Content

• This unit includes the following sections
• Student Introductions
• Course Purpose and Objectives
• Course Agenda
• Course Materials
• Continuity Guidance
• Influenza Pandemic Guidance

5
Administrative Information

• Restroom locations
• Breaks and lunch
• Emergency exit routes
• Pagers/cell phones
• Telephone messages
• Course completion requirements
• Course evaluation

6
Student Introductions

• Introduce yourself by providing
• Your name and department or agency
• Your role in pandemic planning
• Workshop expectations

7
Course Purpose

• Increase Continuity readiness under influenza
  pandemic conditions for Federal Department and
  Agency (D/A), State, territorial, tribal, and
  local government agencies
• Identify gaps and areas for improvement in
  pandemic planning in organization Continuity
  plans, policies, and procedures
• Involve continuity managers in a structured
  exchange of information, ideas, solutions, and
  resolutions as they pertain to Continuity issues
  in an influenza pandemic event

8
Course Objectives

• Increase the awareness of Federal, State,
  territorial, tribal, and local government
  agencies of the requirement to incorporate
  influenza pandemic considerations and procedures
  into continuity planning
• Identify special considerations for protecting
  the health and safety of employees and utilizing
  community mitigation measures while maintaining
  essential government functions and services
  during a pandemic outbreak
• Discuss Continuity plans and procedures for
  telework and social distancing during a pandemic
  and identify best practices and areas requiring
  improvement
• Review the Essential Elements of a viable
  continuity capability and explore how they
  correspond to continuity influenza pandemic
  planning
• Identify solutions or alternative actions to
  challenges, gaps or weaknesses for continuity
  presented during an influenza pandemic event

9
Course Agenda

• 0830 0840 Welcome
• 0840 0930 Unit 1 Introductions and Course
  Overview
• 0930 0945 Break
• 0945 1045 Unit 2 Initial Pandemic Planning
  (Prevent)
• 1045 1145 Unit 3 Pre-Pandemic Checks
  (Protect)
• 1145 1230 Lunch
• 1230 130 Unit 4 Continuity Implementation
  and Ops (Respond)
• 130 145 Break
• 145 215 Unit 5 Resuming Normal
  Operations (Recover)
• 215 255 Unit 6 Determined Accord Summary
• (Train-the-Trainer presentation follows)
• 255 300 Closing Comments

10
Workshop Ground Rules

• Brainstorming techniques and open discussions are
  highly encouraged. The following rules apply
  while brainstorming
• Non-attribution is in effect
• Promote maximum group interaction
• Keep issues on a high level
• Offer inputs based on facts avoid hearsay
• Non-constructive criticism is not permitted
• Focus on solutions, not blame
• Respect all ideas and comments
• Participate

11
Handout and CD Reference Materials

• Student Manual and Slide Handouts
• National Strategy for Pandemic Influenza
• National Strategy for Pandemic Influenza
  Implementation Plan
• Key Elements of Departmental Pandemic Influenza
  Operational Plans (Metachecklist 2008)
• National Continuity Policy
• National Continuity Policy Implementation Plan
• Federal Continuity Directives 1 and 2
• Continuity Guidance Circular 1
• Website References for Influenza Pandemic
• Participant Questionnaire

12
Continuity Guidance

• Pursuant to NSPD-51/HSPD-20, and with this
  National Continuity Policy Implementation Plan
  (NCPIP), the President directs the Executive
  Branch to reorient itself and to utilize an
  integrated, overlapping national continuity
  concept in order to ensure the preservation of
  our government and the continuing performance of
  essential functions

13
National Strategy for Pandemic Influenza

• Strategy released on Nov. 1, 2005
• Parallels the National Biodefense Policy
  (HSPD-10/NSPD-33)
• Preparedness and Communication
• Surveillance and Detection
• Response and Containment
• Articulates key principles
• Slow, stop or limit the spread of a pandemic
  virus to the U.S.
• Mitigate illness, suffering and death
• Sustain infrastructure and mitigate impact to our
  economy and the functioning of society

14
Implementation Plan for the National Strategy for
Pandemic Influenza

• Plan released on May 3, 2006
• Contains over 300 actions for Federal Departments
  and Agencies
• Provides guidance on implementation of the
  Strategy and the development of Department plans,
  and outlines specific roles and responsibilities
  of Departments and Agencies in pandemic
  preparedness and response
• Communicates expectations of non-Federal entities

15
WHO Global Pandemic Phases

• Continuity Planners and Senior Leadership should
  monitor the World Health Organization (WHO)
  Pandemic Phases to maintain current situational
  awareness

16
Government Continuity Planning for Influenza
Pandemic

• All government organizations should be
  responsible for developing pandemic plans that
• provide for the health and safety of their
  employees
• ensure that the organization will be able to
  maintain its essential functions and services in
  the face of significant and sustained
  absenteeism
• provide clear direction on the manner in which
  the organization will execute its
  responsibilities in support of the Nations
  response to a pandemic as described in the
  National Strategy for Pandemic Influenza
  Implementation Plan and
• communicate pandemic preparedness and response
  guidance to all stakeholders of the organization.

17
Pandemic Influenza Defined

• A pandemic is a global disease outbreak
• A flu pandemic occurs when a new influenza virus
  emerges for which people have little or no
  immunity, and for which there is no vaccine
• The disease spreads easily person-to-person,
  causes serious illness, and can sweep across the
  nation and around the world in a very short
  period of time

18
DETERMINED ACCORD

• Continuity
• Influenza Pandemic
• Introduction Video
• Video Credit 2009 Flu Summit

Click on hyperlink to begin Inject Video
19
Where Are We?

• What is a pandemic?
• Is an influenza pandemic imminent?

20
Where Are We Headed?

• How would an influenza pandemic affect
  communities and businesses?
• Up to 40 absenteeism
• Source PI Implementation Plan Chapter 9
• Potentially many deaths
• Significant impact on our current public health
  and medical care capabilities

21
Timeline of Influenza A (H1N1) Cases
22
Timeline of Influenza A (H1N1) Cases
23
Unit 1 Summary

• Course materials and introduction to Determined
  Accord
• Course purpose and objectives were identified
• Reviewed the materials required for the course
  which are also included on the Determined Accord
  CD
• Discussed continuity guidance directing the need
  for this course
• Provided an overview of continuity and pandemic
  information that supports the workshop
• Discussed the definition of a pandemic
• Situational awareness of current pandemic events

24
Determined AccordPandemic Preparedness Workshop
for Continuity Managers

• Unit 2
• Initial Pandemic Planning
• (Prevent)

25
Unit 2 Objectives

• At the completion of this unit, you should be
  able to
• Incorporate the elements of a viable continuity
  capability (FCD 1 and CGC 1) into your pandemic
  planning
• Understand the types of triggers that can cause
  pandemic plan activation
• Incorporate essential functions as an important
  priority in your planning
• Understand how traditional continuity planning
  and influenza pandemic planning are different and
  how they are similar
• Be familiar with Federal Government Planning
  Assumptions for pandemic influenza
• Identify a Pandemic Coordinator and his/her roles
  and responsibilities

26
Elements of a Viable Continuity Capability

• Vital Records Management
• Human Capital
• Test, Training, and Exercise
• Devolution of Control and Direction
• Reconstitution

• Essential Functions
• Delegations of Authority
• Orders of Succession
• Continuity Facilities
• Continuity Communications

27
Supporting Components of a Viable Continuity
Capability

• Plans and Procedures
• Budget and Resources

• Implementation and Operational Phases
• Risk Management

28
Unit 2 Content

• This unit includes the following sections
• Plans and Procedures
• Essential Functions
• Orders of Succession
• Delegations of Authority
• Budgeting and Resources

29
Situation Update 1
WHO Pandemic Phase 3

• Health authorities in Mexico begin monitoring an
  increase in cases of Influenza-Like Illness (ILI)
  
• Although not heavily affected in Mexico, the
  virus is affecting otherwise healthy young
  adults, as opposed to the traditional influenza
  patterns of affecting the very young and the very
  old
• Some human cases are confirmed to be associated
  with an animal influenza virus

30
Situation Update 1
WHO Pandemic Phase 3

• Within a few weeks, there are 20 laboratory
  confirmed H1N1 cases in the United States. New
  York, California, Texas, Kansas and Ohio all have
  confirmed cases, but no deaths have been reported
• Additional suspected cases of H1N1 have been
  reported in 19 of Mexicos 32 states. The
  Government of Mexico has reported 18 laboratory
  confirmed cases
• The World Health Organization (WHO) and the
  Global Outbreak Alert and Response Network
  (GOARN) have sent experts to Mexico to work with
  health officials

31
Situation Update 1
WHO Pandemic Phase 3

• WHO declares the event a Public Health Emergency
  or International Concern
• The U.S. Department of Health and Human Services
  declares that a public health emergency exists
  nationwide
• The U.S. Government stresses the need for
  planning and preparedness

32
Situation Update 1
WHO Pandemic Phase 3

• Health officials have confirmed 40 cases in the
  U.S., with no deaths
• Mexico has reported 26 confirmed cases. Canada
  has reported six cases, and one case has been
  confirmed in Spain

33
Points of Discussion
WHO Pandemic Phase 3

• PLANS AND PROCEDURES
• How does traditional continuity planning differ
  from influenza pandemic planning?
• How are they similar?

34
Points of Discussion
WHO Pandemic Phase 3

• PLANS AND PROCEDURES
• What major planning assumptions has your
  organization taken or will take into account
  regarding Continuity influenza pandemic
  preparedness?

35
Summary of Federal Government Planning
Assumptions May 06

1. Susceptibility to pandemic influenza virus (PI)
   will be universal
2. Efficient and sustained person-to-person
   transmission signals an imminent pandemic
3. The clinical disease attack rate will be 30
   percent in the overall population during the
   pandemic
4. Some asymptomatic infected persons will be able
   to transmit the virus
5. Around half or more of all ill persons may seek
   medical care
6. Risk groups cannot be accurately predicted

36
Summary of Federal Government Planning
Assumptions May 06

1. Absenteeism will fluctuate between 30-40 during
   the peaks of the pandemic waves
2. Incubation period of PI is estimated to be
   approximately two days
3. Risk of transmission will be greatest during the
   first two days of illness
4. On average, each infected person will transmit
   the virus to two other people
5. Epidemics will last six to eight weeks in
   affected communities
6. Multiple waves are expected, lasting two to three
   months each

37
Points of Discussion
WHO Pandemic Phase 3

• PLANS AND PROCEDURES
• Has the head of your organization designated a
  member of the organizations leadership team as
  the Pandemic Coordinator?
• What are the roles and responsibilities of your
  organizations Pandemic Coordinator?
• What organizations has your Pandemic Coordinator
  been in contact with so far and why?

38
Points of Discussion
WHO Pandemic Phase 3

• PLANS AND PROCEDURES
• Many Continuity pandemic plans associate
  increasingly rigorous response actions with key
  activation protocols or trigger events. What
  does your plan consider to be the triggers?
• Who has the authority to activate your plan when
  certain triggers arise?

39
Points of Discussion
WHO Pandemic Phase 3

• PLANS AND PROCEDURES
• With the first confirmed human-to-human outbreak,
  what actions are you taking related to your
  Continuity influenza pandemic plan?
• What actions should your organization be taking
  now to prepare for a pandemic?

40
Points of Discussion
WHO Pandemic Phase 3

• ESSENTIAL FUNCTIONS
• How will your organization sustain its essential
  functions during an influenza pandemic?
• Have you identified skills and personnel needed
  to continue essential services and functions?

41
Points of Discussion
WHO Pandemic Phase 3

• ESSENTIAL FUNCTIONS
• What steps have you taken to ensure you will
  receive support from other organizations that
  support you in performing essential functions?
• How can interdependent organizations mutually
  sustain essential functions during an influenza
  pandemic?

42
Points of Discussion
WHO Pandemic Phase 3

• ORDERS OF SUCCESSION AND DELEGATIONS OF
  AUTHORITY
• What steps have you taken to ensure that your
  organization has viable and robust orders of
  succession and signed delegations of authority
  for all levels of leadership so that it can
  continue operations during a pandemic?
• How does your organization maintain established
  orders of succession that are at least three deep
  per responsibility and geographically dispersed,
  as appropriate, to take into account the expected
  rate of absenteeism?

43
Points of Discussion
WHO Pandemic Phase 3

• BUDGETING AND RESOURCES
• What type of process or methodology did your
  agency use to identify, prioritize, and justify
  the allocation of budgetary resources?
• Where is your Continuity budget(s) documented,
  and how is it integrated and linked to the
  continuity objectives and metrics?
• How does your budget address the length of time
  your agency should be prepared to provide
  resources necessary for continuity operations
  during a pandemic event?

44
Unit 2 Summary

• Discussed elements and components of a viable
  continuity plan during pandemic planning
• Traditional continuity planning and influenza
  pandemic planning have similarities and
  differences
• Federal Government has developed pandemic
  planning assumptions
• Pandemic coordinator plays a key role in pandemic
  planning
• Sustaining Essential Functions during a pandemic
  event
• Orders of Succession and Delegations of Authority
  that considers an expected high rate of
  absenteeism associated with a pandemic
• Budgeting and Resource analysis that considers
  the extended period of time associated with
  pandemic events

45
Determined AccordPandemic Preparedness Workshop
for Continuity Managers

• Unit 3
• Pre-Pandemic Checks
• (Protect)

46
Unit 3 Objectives

• At the completion of this unit, you should be
  able to
• Use telework as an option to support social
  distancing as well as maintaining essential
  functions
• Develop test, training, and exercise activities
  to prepare your organization to perform its
  essential functions during a pandemic
• Understand the effects of absenteeism and social
  distancing on your organization and your partners
• Consider the levels of risk exposure for
  employees based on mission requirements during a
  pandemic event

47
Unit 3 Content

• This unit includes the following sections
• Telework
• Test, Training, and Exercises (TTE)
• Risk Management
• Human Capital

48
DETERMINED ACCORD

• Continuity
• Influenza Pandemic
• Video
• Video Credit 2009 Flu Summit

Click on hyperlink to begin Inject Video
49
Situation Update 2
WHO Pandemic Phase 4

• The virus continues to spread. Additional
  confirmed cases are identified in New Zealand,
  the United Kingdom, and Israel
• Mexico is now at 26 confirmed cases with seven
  deaths. The U.S. is reporting 64 confirmed cases
  with no deaths
• WHO raises the Pandemic Phase to 4

50
Situation Update 2
WHO Pandemic Phase 5

• The virus continues to spread rapidly. Within a
  few days, nine countries have confirmed 148 cases
  
• Additional affected countries include Austria and
  Germany
• The U.S. has 91 confirmed cases, with one death.
  Mexico has reported 26 confirmed cases, with
  seven deaths
• WHO raises the Pandemic Phase to 5

51
Points of Discussion
WHO Pandemic Phase 5

• TELEWORK
• How does your organizations telework policy
  account for long-term emergencies, such as
  pandemic?
• How does your Continuity pandemic plan identify
  which employees have both the approval and
  technical capability to telework for extended
  periods?
• How has your organization verified that its
  telework system will work during a pandemic or
  during any other period of extremely high usage?

52
Points of Discussion
WHO Pandemic Phase 5

• TEST, TRAINING, AND EXERCISE (TTE)
• What TTE activities are you using to prepare
  your organization to perform its essential
  functions during a pandemic?
• Has your organization conducted pandemic
  influenza-related exercises to examine the impact
  of a pandemic in performing essential functions?
• How has your TTE program exercised telework
  and/or shift-work plans?

53
Points of Discussion
WHO Pandemic Phase 5

• RISK MANAGEMENT
• What process did your organization use in
  developing its Risk Management Program?
• Who is responsible in your organization for
  developing the Risk Management Program, and who
  are the members of your Analysis Team?
• How have you considered the levels of risk
  exposure for employees based on mission
  requirements during a pandemic event?

54
Occupational Risk Pyramid

• Very High Exposure Risk
• Healthcare employees performing
  aerosol-generating procedures on known or
  suspected pandemic patients
• Healthcare or laboratory personnel collecting or
  handling specimens from known or suspected
  pandemic patients
• High Exposure Risk
• Healthcare delivery and support staff exposed to
  known or suspected pandemic patients
• Medical transport of known or suspected pandemic
  patients in enclosed vehicles
• Performing autopsies on known or suspected
  pandemic patients
• Medium Exposure Risk
• Employees with high-frequency contact with the
  general population
• Lower Exposure Risk (Caution)
• Employees who have minimal occupational contact
  with the general public and other coworkers

55
Points of Discussion
WHO Pandemic Phase 5

• HUMAN CAPITAL
• What human capital options do you have that will
  address significant employee absenteeism?
• What roles and responsibilities does OPM or your
  organizational HR representatives have during a
  pandemic?
• What workforce guidelines and/or alternative work
  arrangements (e.g., job sharing, flexible work
  schedules, telework, and modifying shift
  schedules) have you created and implemented to
  prevent or minimize workplace exposure to
  contagious diseases?

56
Points of Discussion
WHO Pandemic Phase 5

• HUMAN CAPITAL
• How can you help your employees cope with the
  emotional stress the pandemic will cause?
• How can employees prepare themselves and their
  families for an influenza pandemic?
• What will be the effects of absenteeism and
  social distancing on services or infrastructure
  that support your organization (i.e., public
  transportation, freight hauling, etc. ?)

57
Liberty Loan Parade - Philadelphia September 28,
1918
58
Unit 3 Summary

• Discussed telework strategies and planning in
  response to pandemic events
• Implement TTE to test telework, social
  distancing strategies, and continuity planning
  for a pandemic event
• Discussed the levels of risk exposure for
  employees based on mission requirements during a
  pandemic event
• Continuity managers should work in conjunction
  with HR representatives, in compliance with OPM
  guidance, to address Human Capital issues before,
  during, and after a pandemic

59
Determined AccordPandemic Preparedness Workshop
for Continuity Managers

• Unit 4
• Continuity Implementation
• and Operations
• (Respond)

60
Unit 4 Objectives

• At the completion of this unit, you should be
  able to
• Determine strategies that support social
  distancing that include the use of the
  organizations primary facility, alternate
  facilities, telework, and shift work
• Discuss continuity communications during pandemic
• Understand how the media can be an important
  communication tool
• Ensure access and sharing of vital records during
  a pandemic
• Know how the response of other Federal and
  non-Federal organizations can impact your
  organizations response

61
Unit 4 Content

• This unit includes the following sections
• Continuity Facilities
• Vital Records Management
• Continuity Communications
• Implementation and Operational Phases

62
Situation Update 3
WHO Pandemic Phase 6

• The virus has spread to 74 countries with more
  than 27,700 confirmed cases and 141 deaths
• The WHO declares Pandemic Phase 6

63
Situation Update 3
WHO Pandemic Phase 6

• Pockets of influenza are simultaneously detected
  in major U.S. cities
• The CDC confirms them as the strain of human
  virus
• Other major cities in Europe and Asia also see
  concurrent flu outbreaks

64
Situation Update 3
WHO Pandemic Phase 6

• Flu appears in all major U.S. cities
• Hospitals and local clinics are reporting record
  numbers of people who believe they are ill
• Multiple school districts close in the
  hardest-hit areas, increasing absenteeism
• Public outcry for a vaccine intensifies
• Some employees are afraid to come to work
• Absentee rates fluctuate from 10-20, but are
  expected to grow

65
Points of Discussion
WHO Pandemic Phase 6

• CONTINUITY FACILITIES
• What criteria does your organization consider in
  deciding how to utilize its primary, alternate,
  or other facilities during a pandemic?
• What decisions has your organization made about
  the use of its primary and continuity facilities
  during a pandemic, based on these criteria?
• What have you done or will you do to ensure your
  continuity facilities can sustain operations for
  30 days or more during a pandemic?

66
Points of Discussion
WHO Pandemic Phase 6

• CONTINUITY FACILITIES
• Has your organization developed and implemented a
  plan to identify adequate alternate worksites
  (e.g., home or other adequate alternate worksites
  that maintain social distancing measures), as
  appropriate, to assure capability to maintain
  essential services for up to several months
  during a pandemic?
• How has your organization ensured adequacy of
  supplies and anticipated disruption with external
  providers?

67
Points of Discussion
WHO Pandemic Phase 6

• VITAL RECORDS MANAGEMENT
• What plans and procedures have you developed to
  ensure access to vital records needed to sustain
  operations that may be inaccessible remotely from
  alternative worksites?
• How will your employees access and share vital
  records, files, and databases during a pandemic?

68
Situation Update 4
WHO Pandemic Phase 6

• Within weeks, infections across the country
  number in the hundreds of thousands, perhaps
  millions, and fatalities increase
• Medical supplies are becoming depleted
• Many medical professionals are becoming ill

69
Situation Update 4
WHO Pandemic Phase 6

• The governors of affected states declare States
  of Emergency
• Fear grips the population, especially in the
  affected states
• Media coverage fixates viewers on worst-case
  scenarios
• Governors are urging local mayors to coordinate
  and communicate pandemic activities

70
Situation Update 4
WHO Pandemic Phase 6

• Transportation and shipping networks are breaking
  down and manufacturer supply chains are
  unraveling
• Use of air transportation is declining and
  experts worry about industry health
• Basic social services, such as trash removal,
  struggle to operate
• The rate of infection is highest in cities and
  highly urbanized areas
• Commuters fear public transportation

71
Points of Discussion
WHO Pandemic Phase 6

• CONTINUITY COMMUNICATIONS
• How will you provide employees and stakeholders
  with situational awareness about the pandemics
  effects on their jobs and lives?
• What processes do you have in place to maintain
  communications with employees during all phases
  of a pandemic event (for example websites, 800
  call-in numbers, and cascade rosters)?

72
DETERMINED ACCORD

• Continuity
• Influenza Pandemic
• Media Savvy Video
• Video Credit Centers for Disease Control and
  Prevention

Click on hyperlink to begin Inject Video
73
Points of Discussion
WHO Pandemic Phase 6

• CONTINUITY COMMUNICATIONS
• How will you ensure your organization maintains
  communications capabilities at the onset and
  throughout the duration of a pandemic?
• What mechanisms have you developed and
  implemented to communicate relevant information
  to internal and external stakeholders during a
  pandemic?

74
Points of Discussion
WHO Pandemic Phase 6

• IMPLEMENTATION AND OPERATIONAL PHASES
• In what ways could pandemic response actions
  taken by other organizations influence or impact
  the execution of your organizations Continuity
  pandemic plan or essential functions?

75
Points of Discussion
WHO Pandemic Phase 6

• IMPLEMENTATION AND OPERATIONAL PHASES
• What will be the potential effect of school
  closures, cancellation of large gatherings and
  absenteeism in workplaces in the non-government
  sector have on your organization's operations?

76
Unit 4 Summary

• Discussed the roles that continuity facilities
  play in social distancing during a pandemic event
• Maintaining communications with employees and
  stakeholders during all phases of a pandemic
  event
• Discussed how the media can be an important
  communication tool
• Planning for access and sharing of vital records
  during a pandemic
• Identified how the response of other Federal and
  non-Federal organizations can impact your
  organizations response

77
Determined AccordPandemic Preparedness Workshop
for Continuity Managers

• Unit 5
• Resuming Normal
• Operations
• (Recover)

78
Unit 5 Objectives

• At the completion of this unit, you should be
  able to
• Inform employees that your organization is
  resuming normal operations
• Implement steps within your organizations
  reconstitution plan
• Assess losses to your workforce and damage to
  your infrastructure
• Incorporate essential functions as an important
  priority in your planning, especially devolving
  organizational control

79
Unit 5 Content

• This unit includes the following sections
• Devolution of Control and Direction
• Reconstitution Operations

80
Situation Update 5

• After repeated waves of advance and decline, it
  appears that the threat from the pandemic is
  receding. The rate of new diagnoses has been
  declining for the last six straight weeks
• Public relief is palpable. However, due to
  manpower shortages it may be several weeks until
  health care, public utilities, public services,
  and transportation services are able to increase
  levels of service

81
Situation Update 5

• Organizations are free to consider standing down
  and begin the reconstitution process, without
  sacrificing preparedness measures or reducing
  their ability to perform essential functions
• A dispersal, transfer or devolution of operations
  may still be required to continue some essential
  functions

82
Points of Discussion

• DEVOLUTION OF CONTROL AND DIRECTION
• What plans has your organization made regarding
  the possible need to devolve or shift operational
  control of your organizations essential
  functions from one office to another
  geographically separated office?
• As appropriate, has your organization developed
  and incorporated detailed guidance for possible
  full or partial devolution of command and control
  responsibilities as a strategy to sustain
  essential functions during a pandemic?

83
Points of Discussion

• RECONSTITUTION OPERATIONS
• Who has the authority and what is the mechanism
  to resume normal operations?
• How do you plan to inform all employees that the
  pandemic is over and that you are resuming normal
  operations?
• What steps does your reconstitution plan identify
  as being crucial to resume normal operations?

84
Points of Discussion

• RECONSTITUTION OPERATIONS
• How will you assess losses to your workforce and
  any damage to your infrastructure?
• How do you plan on replacing deceased employees?

85
Unit 5 Summary

• Strategies for informing all employees that your
  organization is resuming normal operations
• Addressed how to plan for losses to your
  workforce
• Identified crucial steps for consideration during
  reconstitution
• Incorporated essential functions as an important
  priority in your planning, especially devolving
  organizational control

86
Determined AccordPandemic Preparedness Workshop
for Continuity Managers

• Unit 6
• Determined Accord
• Summary

87
Unit 6 Objectives

• At the completion of this unit, you should be
  able to
• Provide a summary of discussion
• Discuss Lessons Learned and Best Practices
• Review available information sources and guidance

88
Unit 6 Content

• This unit includes the following sections
• What We Know
• What We Dont Know
• Summary

89
What We Know

• We will face another pandemic at some point
• The impact will not be uniform
• Leadership and communication will be critical
• Leaders will be measured by how effectively they
  prepare and execute their responsibilities
• Robust pandemic preparedness will enable
  bioterrorism and all-hazards preparedness

90
What We Dont Know

• When future pandemics will occur
• Whether a known influenza virus or another strain
  will cause a pandemic
• How virulent the virus will be
• Whether pre-pandemic vaccines, antiviral
  medications or modern technology will mitigate
  impact
• How the public, our institutions, other nations
  and leaders will react

91
DETERMINED ACCORD

• Continuity
• Influenza Pandemic
• Video
• Video Credit 2009 Flu Summit

Click on hyperlink to begin Inject Video
92
Key Pandemic Flu Websites

• U.S. Government
• HHS Pandemic Flu Website - www.flu.gov
• CDC H1N1 www.cdc.gov/h1n1
• FEMA Continuity -http//www.fema.gov/government/co
  op/index.shtm
• Homeland Security Information Network -
  https//government.hsin.gov/
• Nongovernmental Organizations
• Association of State and Territorial Health
  Officials (ASTHO) www.astho.org
• Infectious Disease Society of America
  www.idsociety.org
• National Foundation for Infectious Diseases
  www.nfid.org
• Institute of Medicine (IOM) www.iom.edu
• World Health Organization (WHO) www.who.org

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Additional Pandemic Planning Resources

• Pandemic Influenza Continuity of Operations
  (COOP) Annex Template
• http//www.fema.gov/government/coop/index.shtm
• Key Elements of Departmental Pandemic Influenza
  Operational Plans http//www.pandemicflu.gov/plan
  /federal/operationalplans.html
• Determined Accord
• https//government.hsin.gov
• Preparing Workplaces for an Influenza Pandemic
• http//www.osha.gov/Publications/OSHA3327pandemic
  .pdf
• Human Capital Planning for Pandemic Influenza
• http//www.opm.gov/pandemic

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Objectives

• The following objectives support attainment of
  the workshop goal
• Increase the awareness of Federal, State,
  territorial, local, and tribal government
  agencies of the requirement to incorporate
  influenza pandemic considerations and procedures
  into continuity planning
• Identify special considerations for protecting
  the health and safety of employees and utilizing
  community mitigation measures while maintaining
  essential government functions and services
  during a pandemic outbreak
• Discuss Continuity plans and procedures for
  telework during a pandemic and identify best
  practices and areas requiring improvement
• Review the Essential Elements of a viable
  continuity capability and explore how they
  correspond to continuity influenza pandemic
  planning
• Identify solutions or alternative actions to
  challenges, gaps or weaknesses for continuity
  presented during an influenza pandemic event

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Hot Wash

• Strengths
• Items to Sustain
• Best Practices
• Areas for Improvement
• Issues
• Recommendations
• Participant Questionnaire (in your Handout)
• Other comments?

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Train-the-Trainer

• Source Material
• FEMAs Continuity of Operations Program Managers
  Course

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Facilitating Discussions
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Facilitating Discussions

• Encourage involvement
• Ask open-ended questions
• Respond to answers
• Answer questions
• Lead discussions
• Lead exercises
• Provide feedback

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Facilitating Discussions
101
Facilitating Discussions

• Use questions to
• Encourage participation
• Generate curiosity and thinking
• Foster discussion
• Check student understanding
• Get feedback on the training

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Facilitating Discussions

• Responding to student answers
• Listen
• Paraphrase
• Respond or redirect

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Facilitating Discussions
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Facilitating Discussions

• Paraphrasing demonstrates that you listened by
• Restating the speakers statements and feelings.
• Using your own words.
• Remaining neutral.

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Facilitating Discussions
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Facilitating Discussions
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Facilitating Discussions
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Managing the Classroom

• Managing the physical environment.
• Preparing the instructor team.
• Managing the clock.
• Making midcourse corrections.
• Handling difficult students.

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Classroom Arrangement
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Managing the Classroom
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Managing the Classroom

• Preparing the instructor team
• Agree on responsibilities for instruction.
• Agree to ground rules for working together.
• Prepare guest speakers.
• Conduct a dry run.
• Develop a plan to touch base during breaks.
• Debrief at the end of each day.

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Managing the Classroom

• Break management tips
• Take a break about every hour.
• Watch for nonverbal signs that a break is needed.
• Try to find natural breaking points.
• Enforce break time limits.

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Managing the Classroom

• Making midcourse corrections
• Collect continuous feedback from the students.
• Adjust the pace of the training.
• Use breaks to reassess and adjust.
• Substitute less time-consuming activities.
• Ensure that corrections allow you to achieve all
  learning objectives!

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Managing the Classroom
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Managing the Classroom
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Managing the Classroom

• Dealing with difficult students
• Take action before others get frustrated.
• Preserve a positive learning environment.
• Dont compromise the individuals self esteem.

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Activity Pulling It All Together

• Getting ready
• Become familiar with the Instructor Guide.
• Review the learning objectives.
• Gain an understanding of the content.
• Highlight the key learning points.
• Tailor the content to your target audience.

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