Ebola and Other Pandemics Preparedness

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1 Ebola and Other Pandemics Preparedness Expert Panel Webinar Francis Willett, Emergency Management Director Durham Director of Professional Services Everbridge Emery Garwick Emergency Preparedness Coordinator Methodist Hospitals Irene Clark Sr. Mgr Workforce Engagement & Communications Dallas-Fort Worth International Airport Patrick Potter GR Strategist Business Continuity RSA

and A with the Panelists LinkedIn Member?

2 Agenda Pandemic Preparedness For: Government Transportation Healthcare Corporations Ebola: Realities of The Outbreak Q and A with the Panelists LinkedIn Member? Join our LinkedIn Everbridge Incident Management Professionals Group #PandemicPrep

3 Housekeeping Use the Q&A function to submit your #PandemicPrep #everbridge We ll send out a recording after the event #PandemicPrep

4 Francis Willett, Emergency Management Director Durham, CT Director of Professional Services Everbridge Emery Garwick Emergency Preparedness Coordinator Methodist Hospitals Irene Clark Sr. Mgr Workforce Engagement & Communications Dallas-Fort Worth International Airport Patrick Potter GR Strategist Business Continuity RSA

5 Emery Garwick Emergency Preparedness Coordinator Methodist Hospitals

6 Background On Ebola Ebola discovered in 1976 Not easily transmitted between individuals NOT AIRBORNE! Contact and droplet isolation High Mortality Rate (Up to 70%) Symptoms occur 2-21 days typically 8-10 No approved vaccine High stress and psychological impact

7 7 Exposure

68% Diarrhea - 66% Anorexia - 65% Abdominal Pain - 44% Unexplained Bleeding - 18%

8 Symptoms Clinical frequency of Signs & Symptoms* Fever - 87% Fatigue - 76% Headache - 53% Confusion - 13% Chest Pain - 37% Cough - 30% Breathing Difficulty - 23% Vomiting - 68% Diarrhea - 66% Anorexia - 65% Abdominal Pain - 44% Unexplained Bleeding - 18% Melena/hematochezia - 6% Conjunctivitis - 21% Rash - 6% * WHO Ebola Response Team NEJM

9 Treatment Medical treatment is based upon hydration and vital organ function Providing intravenous fluids (IV)and balancing electrolytes (body salts) Maintaining oxygen status and blood pressure Treating other infections if they occur Recovery from Ebola depends on good supportive care and the patient s immune response. People who recover from Ebola infection develop antibodies that last for at least 10 years, possibly longer.

10 Irene Clark Sr. Mgr Workforce Engagement & Communications Dallas-Fort Worth International Airport

Dallas/Fort Worth International Airport Celebrating its 40th Anniversary in 2014, DFW is the world's third busiest airport Host 1,850 flights a day serving more than 60 million customers a year.

11 Dallas/Fort Worth International Airport Celebrating its 40th Anniversary in 2014, DFW is the world's third busiest airport Host 1,850 flights a day serving more than 60 million customers a year. Located halfway between the cities of Dallas and Fort Worth, Texas Provide nonstop service to 147 domestic and 55 international destinations. A major economic driver for the Dallas/Fort Worth region, DFW Airport generates over $31 billion in economic impact each year. 11

Pre-Planning In 2009, representative group attended Pandemic Training in Anniston, Alabama Developed Pandemic Plan in 2010 Hosted numerous emergency preparedness table-top exercises for a variety of

12 Pre-Planning In 2009, representative group attended Pandemic Training in Anniston, Alabama Developed Pandemic Plan in 2010 Hosted numerous emergency preparedness table-top exercises for a variety of crisis situations including weather, viral outbreak and other catastrophes Conduct triennial LifeSaver Drill to test the Airport s response to emergency situations as required by Federal Aviation Administration Training includes key Airport and community partners and stakeholders 12

13 Pandemic Plan Activation Establish appropriate Communication accountabilities CDC/local public health DPS and Risk Management Airlines/Tenants Customer Service, Operations, Aviation Real Estate Ambassadors Customer Service Contractors ETAM, Parking, Airport Development & Engineering Concessionaires Concessions Employees, Divisions, Departments Internal Communications/HR, Risk Management Ground Transportation Providers Operations, Parking Traveling (general) Public Customer Services, Risk Management Social / Public Media / Public Officials - Public Affairs 13

14 Pandemic Plan Activation Pandemic Steering Committee Clearinghouse for plan measures, discussion, communications and recommendations, necessary for executive staff and beyond Airport Operations Center notification process End-of-day media communication summary Pandemic Plan Coordinators conducted the following: Alerted departments for response levels and specified activities Adhered to CDC and local health authorities regarding use/dissemination: Personal protective equipment (PPE), Cleaning standards and associated products protocols 14

15 What Worked Well 15 Pandemic committee began monitoring the situation days before activation of DFW s Pandemic Plan. Once Plan was activated, assembled the Joint Information Center Quickly determined appropriate level of communication to core group to avoid information overload Used vetted messaging from Public Affairs to tailor employee message Although media coverage was widespread, employees wanted to hear from a trusted source

16 What Worked Well Crafted appropriate communication for external groups Customers and travelers Careful not to become subject matter experts on the topic of Ebola Educated media and public on DFW s role 1. First responder to reports of sick persons 2. Cleaning and disinfecting Airport facilities Deferred to local Public Health entities and CDC for guidance Were sure to swim in our lane internally and externally Able to leverage established relationships

17 Patrick Potter GR Strategist Business Continuity RSA

Corporate Preparedness Make sure you: Evaluate the risks and their impacts to your organization Perform a Business Impact Analysis to understand what s most critical Put business continuity plans in

18 Corporate Preparedness Make sure you: Evaluate the risks and their impacts to your organization Perform a Business Impact Analysis to understand what s most critical Put business continuity plans in place, including pandemic strategies Test your plans, not only internally but with first responders, vendors and other critical third parties MTV Have a crisis communication plan in place Employees know their role and have critical information Make prior arrangements with regulators 3

Corporate Preparedness Business Impacts to consider: Labor Supply: Reduced labor supply, including your regular employees or availability of subcontractors or temporary employees Key Customers:

Organizational Impacts: What parts of your organization could be impacted Budgets: Change in demands (for example: increased internet use, decreased tourism/travel) Government Impacts: Reduction or

19 Corporate Preparedness Business Impacts to consider: Labor Supply: Reduced labor supply, including your regular employees or availability of subcontractors or temporary employees Key Customers: orders cancelled or not filled Third Parties: Interruption in getting supplies or materials (especially if imported by air or land, including goods that go through international borders and customs) Organizational Impacts: What parts of your organization could be impacted Budgets: Change in demands (for example: increased internet use, decreased tourism/travel) Government Impacts: Reduction or restrictions on public meetings or gatherings (including sports, clubs, theatre, community centers, restaurants, religious gatherings, etc.) Travel: Restrictions on travel (regional, national or international) MTV 3

Corporate Preparedness Planning Considerations Look at policies, such as paid sick leave Set up the infrastructure to let people WAH For those who have to work in

20 Corporate Preparedness Planning Considerations Look at policies, such as paid sick leave Set up the infrastructure to let people WAH For those who have to work in the office, create small working groups to minimize overall contact Ensure business activities can be maintained for several weeks or months with limited staff. NO SPOFs! Cross train employees to help ensure essential functions can continue Have a trained reserve workforce - recent retirees that can assist, or train a number of individuals willing to work on a contract basis Communication Plans: Get updated vaccinations Stay at home if you re feeling sick or family members are sick MTV 4

21 Francis Willett, Emergency Management Director Durham, CT Director of Professional Services Everbridge

22 Town Preparedness and Awareness Development of Communication Plans for Health Related Emergencies common use of Mass Notification. We have Identified common compelling events that we will always use notification system. Severe Weather (Threat to Life or Property) Power Outages, School Emergencies Annual Agricultural State Fair Attracts 250,000 patrons to our small town every year. Health Related Events and Drills Employee Notifications (Building Closures, etc) In Oct/Nov/Dec 2009, Many Towns in CT were using Mass Notification to control and prepare citizens with H1N1 Awareness and Flu Clinic Appointment/Location Notifications. 22

23 Town Preparedness and Awareness Safer Durham is used to communicate Emergency and Informational notifications to Employees and Citizens of the Town of Durham, CT. We are the Mass Dispensing Location and Point of Distribution location for our Regional Health District. We have drilled and have actually executed Emergency Vaccines to target groups. Citizens and Employees frequently get notifications from the Town CEO, Health and Emergency Services Departments. If they are used to receiving notifications they are less likely to panic. Don t wait for incident to find you prepare citizens/employees to know where to go for information. Create YouTube/Online PSA s about preparedness and how you are preparing. Create Information Web Page for the Event You are trying to inform citizens. 23

Hospital/State Local Health Departments will support your efforts.. Ask for help!

24 First Responder Preparedness Centralize communication across your Unified Command PSAP communication is critical. Proper Emergency Medical Dispatch of 911 call is key to proper and safe response. Hospital/State Local Health Departments will support your efforts.. Ask for help! PPE Equipment and Training Drill on proper protective measures now rather than waiting for real event. Identify those responders who are trained and those who are not. 24

Control the Panic and Rumors Three steps to rumor control: 1. Determine what rumors are circulating. 2. Determine which rumors are true and which are false. 3.

25 Control the Panic and Rumors Three steps to rumor control: 1. Determine what rumors are circulating. 2. Determine which rumors are true and which are false. 3. Correct inaccurate rumors and replace them with reliable information. 25 Move quickly to correct. Use All Media with Unified Message Keep the level of response appropriate to the level of the problem. Overreacting to an isolated mistake will attract attention to the problem you are trying to correct. Under-reacting to widely reported information that is not correct will compound the error. Be careful that your comments don t leave the wrong impression and that they are not open to interpretation. If a rumor is confined to a small audience, correct it within that group; don t create a major public event. If a rumor is widely known and spreading, move aggressively and publicly to correct it. When squelching a rumor, anticipate how the rumor might evolve in response to your efforts. Be as thorough as you can in closing off avenues for future rumors.

the level of response appropriate to the incident as of

26 Example Message City of New Haven Be Concise (3-3-30) Control Situation Always use person of authority Keep the level of response appropriate to the incident as of today. For More Info. Go To. Unified message to all media! 26

27 Answers To The Questions You Submitted

28 Question 1 What do we NOT know about Ebola?

Question 2 Can you contract Ebola on an airplane? http://lloydsatan.tumblr.

29 Question 2 Can you contract Ebola on an airplane? What precautions/preparations have airports/airlines made to reduce the spread of Ebola or any pandemic?

30 Question 3 Is the plan set for previous pandemics (e.g. Avian Flu Pandemic Plan) suitable for the Ebola pandemic?

31 Question 4 Describe the kinds of planning strategies/decisions a company not involved with health care should be putting in place now in case the Ebola pandemic escalates and becomes a real issue in the US. Is such a scenario so far-fetched that is unnecessary to complete such planning?

32 Question 5 How do you achieve the correct balance of providing information without creating a panic?

33 Q&A Note: Presentation slides will be available on our blog at blog.everbridge.com #PandemicPrep Use the Q&A function to submit your questions.

34 Irene Clark Sr. Mgr Workforce Engagement & Communications Dallas-Fort Worth International Airport Emery Garwick Emergency Preparedness Coordinator Methodist Hospitals Patrick Potter GR Strategist Business Continuity RSA Francis Willett, Emergency Management Director Durham Director of Professional Services Everbridge Request a demo of Everbridge: Everbridge Resources On-Demand Webinars: White papers, case studies and more Follow us: Linkedin

Solutions for Unified Critical Communications. Influenza and Pandemic Preparedness: An Expert Panel Discussion

Solutions for Unified Critical Communications Influenza and Pandemic Preparedness: An Expert Panel Discussion Agenda Logistics Panel Introductions Introduction to Everbridge Panel Discussion Audience Q&A