HomeMy WebLinkAboutX-D-02 Pandemic Plan
City Council Memorandum
To: Mayor Fasbender & City Councilmembers
From: City Administrator Dan Wietecha
Date: March 16, 2020
Item: Pandemic Plan
Council Action Requested:
Approve the updated Pandemic Influenza Continuity of Operations Plan.
Background Information:
Over the past few weeks, senior staff have been updating the City’s Pandemic Plan as well as
implementing the Preparation / Monitoring Phase of the plan.
The Pandemic Plan should be understood as a continuity of operations plan. It is based on a
worst-case scenario of 40% of the City’s employees home ill or attending to a family member for
an extended period of time. Much of it is about how managerial decisions for providing City
services might play out during an extreme event. Indeed, the vast majority of the actions in it are
already authorized in existing City policies or ordinances, but it is helpful to get them in one
place.
The Plan’s overall purpose is maintaining the safety of our residents and employees. It identifies
four goals:
To minimize the health impact of a pandemic on our citizens and employees.
To provide uninterrupted essential City services.
To minimize the economic impact of a pandemic on our community.
To support the Dakota County Health Department in conjunction with the Minnesota
Department of Health in response to a pandemic and providing for a public health
response.
The Plan is structured around four phases.
X-D-02
Preparation / Monitoring Phase
At present, we are in this phase. Preparatory activities have included:
Briefing by Dakota County Health Department.
Consulting with peer communities and organizations.
Updating the City’s Pandemic Response Plan.
Inventory current stock of PPEs, and ordered additional supplies. (Please note current
PPEs are limited and orders are delayed).
Increasing level of workplace cleaning on frequently touched surfaces.
Working with IT to prepare devices/equipment for staff to work from home.
Communicating basic health safety information, as recommended by CDC, with
employees and residents.
Senior staff weekly meetings, and daily check-ins as needed.
Please follow the recommendations of the Center for Disease Control (CDC):
Wash your hands frequently, with soap and water
Cover your mouth with your arm/elbow when coughing or sneezing
Avoid touching your face, particularly your eyes, nose, and mouth
Stay home if experiencing flu-like symptoms (fever, cough, shortness of breath) until
symptoms subside
Intermediate Response Phase
Increased support for county and state monitoring
Communication with employees about Pandemic Plan
Communication with public about Pandemic Plan
Full Response Phase
In the event of an outbreak of COVID-19 in our area, we will activate a multi-stage response.
The specific protocols of the City’s response will depend on the timing, extent, and nature of an
outbreak. Key elements of the response will likely include:
Personal Protective Equipment (PPE)
o Particularly for Fire / Ambulance and Police who may have contact with the
public.
o Current inventory is limited. Additional supplies have been ordered but are
expected to be delayed.
o Police and Fire have discussed protocols for decontamination of non-PPE
clothing.
X-D-02
Reassigned Job Duties
o A key focus of the Pandemic Plan is the continuance of priority services such as
fire and rescue services, law enforcement, water and sewer operations, snow
removal, maintaining critical equipment, emergency response, emergency
communications, and finance.
o Schedules may be adjusted to minimize contact and exposure.
o Some non-priority services may be suspended or cut back, particularly if we have
40% of employees absent for extended period (worst-case scenario).
o City Personnel Policy allows for employees to be temporarily assigned work
outside of their job classification. Depending on the length of time, additional
compensation may be warranted.
Work From Home
o Where possible, many office employees are able to work from home.
o This can help social distancing practices to minimize contact and exposure.
o This may also help maintain office functions if an employee is unable to report to
the workplace due to illness, care of a family member, or quarantine.
o IT is reviewing individual employee technology needs. In some cases, an
employee might utilize personal computer equipment but be required to use City
encryption services for security.
o City Personnel Policy allows supervisors to approve employee work from home.
Close City Buildings
o To minimize contact and exposure.
o If buildings are closed to the public and / or employees, maintenance and security
are still necessary.
Cancel Events
o To minimize contact and exposure.
o Potential cancelling City events such as recreation programs.
o Potential rescinding of special event permits.
o Potential rescinding of room rentals.
Emergency Communications
o Information will be communicated to residents via the city’s website, Facebook
and Twitter pages, Nixle alert systems and Everbridge, and through our local
media partners.
o Emergency messaging system: To register for emergency alerts, or to check your
account, go to www.hastingsmn.gov/alerts. You may register to receive a text
X-D-02
message, phone call, or email. Text messaging is strongly suggested so you don’t
miss a call.
Post Pandemic / Recovery Phase
Re-introduce non-essential City services.
Debrief to identify what worked well and not well in order to improve the Plan and future
preparation.
Special Considerations for City Council
Continuity of Governance – Under the Pandemic Plan, the Mayor, in consultation with
the City Council and City Administrator, shall have the responsibility of enacting the
Pandemic Plan. Please recognize that your role as Mayor and City Council are policy
oriented; while, the Emergency Manager and senior staff are oriented to operations and
implementation.
o Timely payment of bills
o Attend to City business
o Potential policy items:
Accept late payments without penalty
Budget amendments related to emergency response
Advanced use of sick leave (we have 7 employees with 2 weeks or less
accrued sick, vacation, personal leave).
Special Meetings
o State Statute and City Charter allow Mayor or 3 Councilmembers to call a special
meeting. Procedures require 3 days advance notice and limit the agenda to items
specifically noticed.
Emergency Meetings
o State Statute and City Charter allow an emergency meeting. Procedures are as
quick as 1 hour notice, otherwise similar to a special meeting.
Remote Meetings
o State Statute allows Mayor, Attorney, or Administrator to determine that in-
person meeting is not practical or prudent due to a health pandemic.
o We are be able to conduct a conference call type meeting.
o We are exploring options which would enable a video conference call.
o Depending on technology, we are exploring the ability for the public to comment
or ask questions during a remote meeting.
o We have spoken with HCTV about the ability to tap into an phone-in or video
conference call.
X-D-02
Communications
o Talking points and updates will be provided to ensure accurate and consistent
messages.
Financial Impact:
Unknown
Attachment:
Pandemic Influenza Continuity of Operations Plan
X-D-02
ANNEX T: PANDEMIC INFLUENZA RESPONSE
Pandemic Influenza
Continuity of Operations Plan
Updated: 3/13/2020
X-D-02
TABLE OF CONTENTS
I. PURPOSE
II. SCOPE
III. RESPONSIBILITIES AND OBJECTIVES
IV. PLANNING ASSUMPTIONS
V. OPERATIONS POLICIES
VI. PANDEMIC RESPONSE PHASES
VII. PRIORITIZATION OF SERVICES
VIII. DEPARTMENTAL SERVICE PRIORITIES
IX. COMMUNICATION PLAN
a. PUBLIC INFORMATION OFFICER (PIO)
b. COMMUNICATIONS COMMITTEE
c. CITY DEPARTMENT HEADS
X. EMPLOYEE HEALTH AND SAFETY
a. DISEASE CONTAINMENT
b. REDUCING RISK FROM INFECTED PERSONS ENTERING THE WORKPLACE
c. DEPARTMENT HEAD RESPONSIBILITIES
d. PANDEMIC INFLUENZA FACTS FOR EMPLOYEES
e. SOCIAL DISTANCING
f. WORKPLACE CLEANING
g. HAND HYGIENE
h. PANDEMIC INFLUENZA VACCINE
i. ANTIVIRAL MEDICATIONS
j. PERSONAL PROTECTION EQUIPMENT (PPE)
k. HEATING, VENTILATION AND COOLING (HVAC)
l. MANAGEMENT OF ILL EMPLOYEES
XI. HUMAN RESOURCE CONSIDERATIONS
XII. ATTACHMENTS LIST
a. ATTACHMENT 1 – LEADERSHIP SUCCESSION AND DELEGATION OF AUTHORITY
b. ATTACHMENT 2 – SUSPECT INFLUENZA FORM
X-D-02
PANDEMIC INFLUENZA
CONTINUITY OF OPERATIONS PLAN
I. PURPOSE
The purpose of this plan is to provide an effective coordinated response to a pandemic influenza outbreak or
similar occurrence in order to maintain critical city services. Under this plan, the City will utilize the National
Incident Management System and all provisions of the current City of Hastings Emergency Operations Plan.
II. SCOPE
Throughout this plan references will be made to Pandemic Influenza. This does not limit the use of the plan to
influenza related outbreaks only and should be interpreted to include any large-scale outbreak of infectious
disease.
Each City department will be prepared to function with a temporarily reduced work force (up to 40%)
while continuing to provide services to the community during a pandemic occurrence or outbreak.
This plan outlines operational concepts for responding to a public health challenge that could
seriously impact the citizens and economy of Hastings. It delineates departmental responsibilities and
provides for effective notification procedures.
The plan identifies and prioritizes critical City services. The plan also describes the role and
responsibilities of each city department in the provision of these services. The plan will be periodically
exercised and evaluated.
III. RESPONSIBILITIES AND OBJECTIVES
The City Council of the City of Hastings has the authority and responsibility to approve this Pandemic Influenza
Continuity of Operations Plan.
The Mayor of the City of Hastings, in consultation as time permits with the City Council and City Administrator,
shall have the authority and responsibility to direct the implementation and termination of the use of this plan.
Each department within the City of Hastings shall be familiar with the Hastings EOP and this COOP and shall be
responsible to carry out all the duties as described in these plans as they apply to the individual department and
situation. Specific response protocols will vary and depend on the timing, extent and nature of the outbreak, as
well as the staff and resources available to implement the COOP.
Each Department Head is responsible for maintaining records of departmental activities taken to mitigate an
influenza pandemic. Daily reports of absence within the department may be necessary to evaluate the condition
of the workforce.
The objectives of the City of Hastings are as follows:
1. To minimize the health impact of a pandemic on our citizens and employees.
2. To provide uninterrupted critical City services.
3. To minimize the economic impact of a pandemic on our community.
4. To support the Dakota County Health Department in conjunction with the Minnesota Department of Health
in response to a pandemic and providing for a public health response.
IV. PLANNING ASSUMPTIONS
X-D-02
Pandemic Influenza or similar widespread disease outbreaks present unique challenges not otherwise covered
by the City’s Emergency Operation Plan. Therefore, this plan was developed to address these considerations and
to prepare the City for the potential impact of such an event.
In developing this plan, certain assumptions based on predictable worst-case scenarios were necessary.
Following is a breakdown of these assumptions.
1. There may be little advanced warning of a potential outbreak.
2. The pandemic could progress from one level to another more rapidly than expected.
3. A pandemic could be lengthy and may progress in waves of different severity.
4. Effective treatments or vaccines may not be available for months, if at all.
5. As much as 40 percent of the work force could be out during peak weeks of an outbreak.
6. Staff may be cross-trained to provide critical services.
7. Service from vendors and outside contractors may be curtailed or unavailable.
8. Mutual aid from other agencies may be severely impacted.
V. OPERATIONS POLICIES
The Dakota County Health Department priorities in an Influenza Pandemic response will be: communication of
medical information, disease surveillance, vaccine delivery, distribution of medications and disease control. The
City of Hastings will maintain communication with the Dakota County Health Department and will implement
recommended procedures that promote the health and safety of employees.
The World Health Organization (WHO), the Department of Health and Human Services (HHS), the Center for
Disease Control (CDC), the Minnesota Department of Health (MDH) and Dakota County Health Department are
on the alert for any signs of an emerging pandemic.
VI. PANDEMIC RESPONSE PHASES
Phase 1 – Preparation/Monitoring: This phase involves review of the Pandemic Annex and City of Hastings
Emergency Operations Plan. Generally, this phase is activated when a potential pandemic is identified that
could affect the United States.
During this phase, the City of Hastings should:
• Identify critical services that must continue and those that could be temporarily suspended
• Determine staffing needs for each department
• Identify technology issues associated with remote access for employees
• Inventory preventative supplies (gloves, disinfectant wipes, hand sanitizers, masks) for public spaces
within the City of Hastings
Phase 2 – Intermediate Response: This phase occurs when the pandemic appears in the State of Minnesota and
there appears a likelihood that the City of Hastings could be affected.
During this phase the City of Hastings should:
• Be in direct contact with County, State and Federal Health Organizations to assist in monitoring the
progression of the pandemic
• Provide information to City employees regarding continued employment responsibilities; what steps to
take if employees experience flu like symptoms
• Disseminate information to the City residents outlining potential cutbacks in City services and City
events and responsibilities if citizens have flu like symptoms
X-D-02
Phase 3 – Full Response: This phase occurs when the pandemic appears in the City of Hastings and has potential
to be severe and widespread.
During this phase the City of Hastings should:
• Reduce or eliminate non-critical city services. Provide communication to employees and residents that
non-critical services are suspended
• Implement telecommuting or remote work for designated positions as appropriate
• Cancel city events that are non-critical in nature
• Ensure critical services to the city continue through re-assigning staff, contracting, or mutual aid
• Activation of Virtual EOC if needed
• Provide daily reports to the Dakota County Emergency Manager
• Implement emergency communications
Phase 4 – Post Pandemic/Recovery: This phase occurs when the pandemic subsides in the City of Hastings and
metro area.
During this phase the City of Hastings should:
• Re-introduce non-critical city services. Provide communication to employees and residents that these
services are open
• Inventory of used supplies and replenish (gloves, disinfectant wipes, hand sanitizers, masks)
• Correspondence to city employees and residents with status of the pandemic
• Review of operational Phases and make necessary changes for future pandemics
VII. PRIORITIZATION OF SERVICES
The City of Hastings will need to prioritize the services provided during a pandemic. The ability of the
City to provide services to the residents will be adversely impacted at the same time that demand for
services will increase. The City will continually review which services are critical and which services
can be temporarily curtailed or reassigned.
The City of Hastings considers the following factors when establishing service priorities:
• Health, welfare and safety of employees
• Health, welfare and safety of citizens
• Economic impact of not providing or delaying service; Impact of performing or not
performing services
• Ability to provide services during a pandemic
• Availability of alternate methods of delivering services
As recommended in the Minnesota Department of Public Safety Division of Homeland Security and
Emergency Management (HSEM) Local Jurisdiction Service Continuation Planning Guide, the
following guidelines are used by the City of Hastings in determining service priorities.
Priority One (Immediate threat to public health, safety or welfare)
These activities must remain uninterrupted. Generally, these include departments and facilities that
operate 24 hours a day and/or 7 days a week. (If the service closes on a weekend or holiday, it is not
a Priority One service.) This category includes:
X-D-02
• Fire suppression/rescue service • Law enforcement • Ambulance Service
• Dispatch Service / 911
• Water supply, service and treatment; wastewater and stormwater conveyance
• IT • Emergency road repair • Emergency Operations Center Staffing
• Snow removal from roadways
• Maintaining building HVAC systems/Critical Equipment
• Emergency or disaster response • Emergency communications
Priority Two (Direct economic impact, constitutionally or statutorily mandated time frames, or civil
disorder may develop if not performed in a few days)
These activities may be disrupted temporarily or might be periodic in nature, but must resume within a few
days. This category includes:
• Legal services
• City Council meetings
• Processing payroll
• Payment to vendors
• Utility and Vendor Billing • Building security • Emergency equipment repair
• Cleaning and disinfecting facilities during a pandemic
• Emergency procurements
• Emergency contracts • Insurance payments
• Disaster recovery assistance
• Phone service
• Time sensitive inspections for construction activities • General communications • Litter removal from parks and public spaces
Priority Three (Regulatory services required by law, rule or order that can be suspended or delayed
by law or rule during an emergency)
These activities may be disrupted temporarily (Several days to six weeks) but must be re-established
before the pandemic wave is over. This category includes.
• Mail services
• License renewals
• Grounds maintenance
• Issuing building permits • General inspections services (not time sensitive) • Vehicle maintenance
• Collective bargaining with labor unions
• Grant and contract management
X-D-02
• Project management • Investigation of complaints
• Filling job vacancies
• Maintaining City website
Priority Four (All other services that could be suspended during an emergency and are not required by law or
rule)
These activities may be deferred for the duration of a pandemic influenza wave. This category includes:
• Educational programs
• Training
• Research
• Recreational programs
• Reception desks
VIII. DEPARTMENTAL SERVICE PRIORITIES
Each department has prioritized and shall continue to prioritize their department activities according to
the information in sections VII and IX. The table below briefly categorizes current activities.
ADMINISTRATION
Priority Activity Staffing Current Staffing Minimum
1 City Operations 2 1
2 City Council public
notifications
1 1
2 City Council Meetings Variable Variable
2 Human Resource
functions
1 1
3 Committee and
Commission Meetings
Variable Variable
3 Extend licensing
deadlines
2 1
COMMUNICATIONS
Priority Activity Staffing Current Staffing Minimum
1 Release of public
information via news
releases and website
1 1
1 Social Media
2 Direct media and public
inquiries to proper staff
1 1
3 Posting of legal
documents and
announcements (City
Clerk)
1 1
X-D-02
BUILDING
Priority Activity Staffing Current Staffing Minimum
2 Life Safety Inspections 4 1
3 Issue building permits 5 1
3 Building inspections 3 1
3 Construction inspections 3 1
3 Code enforcement 4 1
FINANCE
Priority Activity Staffing Current Staffing Minimum
2 Payroll 3 2
2 Utility billing 1 1
2 Accounts payable 2 2
2 Data processing (cash
collections)
1 1
2 General ledger 2 1
2 Investment
management
2 1
2 Accounts Receivable 1 1
2 Insurance 1 1
2 Budgeting 2 1
3 Audit 2 2
4 Special assessments 1 1
FIRE/EMS
Priority Activity Staffing Current Staffing Minimum
1 Fire/Rescue/EMS
response
5-15 6
1 or 2 Non-emergency transfers 3 2
2 Life safety inspections 1 1
3 Inspections 1 1
IT
Priority Activity Staffing Current Staffing Minimum
1 Critical communications
network (phones, email,
and network
infrastructure)
3 1
1 PD and Finance servers 3 1
3 File/print servers and
Laserfiche
3 1
4 Other application servers 3 1
X-D-02
FACILITIES MAINTENANCE
Priority Activity Staffing Current Staffing Minimum
1 Maintain HVAC in
critical buildings
1 1
1 Cleaning and
disinfecting of work
buildings
2 1
PARKS & RECREATION
Priority Activity Staffing Current Staffing Minimum
2 Trash collection in parks 9 1
2 Operation of Civic Arena
(If needed for EM)
2 1
4 Management of Parks 9 2
4 Programming recreation
activities
2 0
COMMUNITY DEVELOPMENT
Priority Activity Staffing Current Staffing Minimum
4 Planning and Zoning 2 1
4 Economic development 2 1
4 Heritage Preservation 1 1
POLICE
Priority Activity Staffing Current Staffing Minimum
1 In-progress crime call
response
47 3
1 Medical response 1 1
1 Crowd control 10 10
1 Support services 6 2
2 Investigations 3 2
3 or 4 Non-crime calls for
service
3 3
Have 27 Officers for 911
response, 15 Reserve
Officers to assist
PUBLIC WORKS/ENGINEERING
Priority Activity Staffing Current Staffing Minimum
1 Water/Wastewater Utilities
and Hydropower Plant
(essential maintenance)
6 1
1 Snow/Ice
removal/maintenance
10 7
1 Emergency locates 1 1
2 Fleet maintenance 1 1
2 Road maintenance 7 4
2-3 Project
Management/Construction
Inspections
3 1
X-D-02
IX. COMMUNICATIONS PLAN
The City recognizes the necessity of an effective plan to communicate with employees, residents, vendors,
contractors, businesses, schools, other governmental agencies and the media during a pandemic.
The City Emergency Management Team shall be responsible for activation of this Communications Plan as
deemed necessary in consultation with the Mayor and City Council. A Communications Committee may be
established and may consist of the Mayor, Emergency Management Team, City Administrator and any
department heads designated by the City Administrator.
A. Public Information Officer (PIO)
Under this plan, the Public Information Officer (PIO) for the City of Hastings is the Communications
Coordinator. If the Communications Coordinator is unavailable, the City Administrator or designee
would serve as the alternate PIO. These individuals would be given access to all information necessary
to carry out their roles as PIO for the City of Hastings.
B. Communications Committee
The Communications Committee, under direction of the Emergency Management Team, is charged
with the following responsibilities:
1. Support the City PIO in the dissemination of emergency public information.
2. Establish coordinated news conferences, new releases, and determine schedules for
media briefings.
3. Prepare and disseminate educational and rumor control information through the City’s
various media outlets; including but not limited to the City website, social media,
newspapers, cable TV, local radio and pamphlets.
4. Coordinate actions with the designated PIOs representing other state and federal
agencies, voluntary agencies and local governments involved in the emergency response.
5. Coordinate actions with the designated PIOs from any businesses and industries that have
direct involvement in the response to and recovery from a pandemic.
6. Monitor media reports and other sources to identify unanticipated public health concerns,
rumors, and other issues that may arise during an event.
7. Manage requests for, and release of, information through the Communications
Committee.
8. Coordinate communications among all city departments.
C. City Department Heads
Department Heads will assist with the following public information tasks:
1. Support the City PIO in the dissemination of emergency public information.
2. Provide pertinent information to the City PIO concerning the emergency situation.
3. Distribute various disaster response and recovery-related documents intended for public
use.
4. Coordinate and distribute intelligence information.
X. EMPLOYEE HEALTH AND SAFETY
During a pandemic, the protection of the health of employees is of paramount importance. It is critical in
these situations to limit the exposure of employees to humans and animals that may be infected.
X-D-02
A. Disease Containment
A number of disease containment measures may be considered including the following:
1. Self-shielding by self-imposed exclusion from infected persons or those who may be infected
(e.g. staying home). Self-shielding is the most effective measure that can be taken at the
individual level to prevent infection.
2. Social distancing by reducing interactions between people to reduce the risk of disease
transmission.
3. Closing departments or canceling operations for a period of time.
4. The use of personal protective equipment (PPE) such as hand hygiene products, tissues, masks
and gloves.
5. Isolation by restricting the movement or separation of persons ill or infected with a contagious
disease.
6. Quarantine by restricting the movement or separation of well persons who are likely to have
been exposed to a contagious disease.
B. Reducing Risk from Infected Persons Entering the Workplace
During a pandemic, workplace visitors should be limited to those critical to the operation of City.
Doors may be locked if buildings are not open to the public, and employees working there should be
vigilant to keep the building secure.
C. Department Head Responsibilities
Department Heads will ensure:
1. Employees receive information about pandemic influenza, including information regarding how
to prevent transmission of the virus with hand hygiene, environmental cleaning, and social
distancing via departmental meetings, brochures, newsletters, employee notice boards, and
information included with pay stubs.
2. Visual alerts are posted at entry points to the facility, advising staff and visitors not to enter if
they have symptoms of influenza.
3. Adequate supplies of tissues, hand hygiene products (e.g. soap and water, paper towels,
alcohol-based hand rubs), cleaning supplies, and masks are available for employees.
4. Visual alerts with key infection control messages (hand hygiene, covering coughs and sneezes,
and social distancing) are posted in the workplace.
5. Decontamination stations consisting of antibacterial wipes and towels are stations at entrances
to City buildings.
6. Shared work areas such as desktops and tables, and frequently touched surfaces such as door
handles, stair rails, etc. are cleaned and disinfected at least between shift or more often if
possible. Routinely used cleaning products (EPA-registered disinfectants, bleach solution) may
be used.
7. Employees experiencing illness will not report to work.
8. Information and guidance from the CDC and MDH will be used for accurate and consistent
communications.
D. Pandemic Influenza Facts for Employees
Employees should be made aware of the following facts regarding pandemic influenza.
• Influenza is a respiratory disease that spreads easily from person to person. Do not come to
work if you are ill or if you have any symptoms of influenza.
• The symptoms are fever, headache, fatigue, weakness, sore throat, cough, difficulty breathing,
and muscle or joint aches and pains. The symptoms usually occur suddenly and can vary
depending on specific pandemic.
• Influenza is spread by coughs and sneezes. Cover your nose and mouth with a tissue or your
upper arm when you are coughing, sneezing, or blowing your nose. Discard used tissues and
clean your hands immediately.
X-D-02
• Influenza is also spread when someone touches their eyes, nose, or mouth with hands
contaminated by discharges of the nose or throat of infectious people. Keep your hands away
from your eyes, nose and mouth. Keep your hands clean to minimize the risk of infecting
yourself with influenza virus.
• Influenza virus is readily destroyed on hands by cleaning them with soap and water or alcohol-
based hand rubs.
E. Social Distancing
Social distancing refers to reducing the frequency of contact between people. Social distancing is
encouraged for those employees remaining in the workplace; and ill employees who are excluded
from the work place. All employees will be informed of social distancing practices.
Department heads may implement the following Social Distancing strategies:
• Arrange for employees to work from home when practical. Encourage flexible work schedules
for employees who must be in the workplace to minimize contact with other employees
• Minimize face-to-face contact with others by using telephone or the Internet to conduct
business including with other employees in the same building
• Separate work teams into different work locations if possible. Stagger work shifts to minimize
contact between employees. Avoid unnecessary travel.
• Cancel or postpone non-essential meetings, gatherings, workshops and training sessions
• Allow an interval between shifts to thoroughly ventilate the worksite by either opening doors or
windows or using the HVAC system. Encourage bringing lunch from home and eating away from
others (avoid the lunch room, cafeteria, and crowded restaurants).
• Introduce staggered lunchtimes to limit the number of people in the lunch room at one time
• Use stairs instead of crowded elevators.
• Set up systems where clients can request information via phone, email, and fax.
F. Workplace Cleaning
Influenza virus can survive on nonporous surfaces up to 24-48 hours. The transfer of bacteria and
viruses from environmental surfaces to people occurs largely by hand contact with the surface
followed by inoculation of the mucous membranes of the eyes, nose, or mouth by contaminated
hands. Cleaning frequently touched surfaces can help reduce the risk of influenza transmission.
In a pandemic, there will be a shortage of cleaning staff and they may be working other than normal
business hours to reduce workplace exposure. Therefore, all employees may need to assist with
cleaning their facilities.
• Cleaning should focus on cleaning frequently touched surfaces and items in areas where
employees are working (not all areas of a building may be used in a pandemic).
• Normal vacuuming and dusting should be avoided during a pandemic to reduce the spread of
dust particles that could contain influenza virus. Dusting should be damp, not dry. Any
vacuuming should be done using vacuums with high-efficiency particulate air (HEPA) filter.
• Shared work areas such as desktops and tables, and frequently touched surfaces such as door
handles, stair rails and faucet handles should be disinfected between shifts and more often if
possible.
• Telephones and other equipment should not be shared or should be disinfected between users.
• Cleaning supplies should be made available for use by all employees. Specialized cleaning
solutions are not needed and routine cleaning products (EPA-registered disinfectants, bleach
solution) may be used.
• Persons performing cleaning duties should wear cleaning gloves and should clean hands after
removing gloves.
X-D-02
• Remove non-essential items (e.g., magazines/newspapers) from common areas (such as lunch
rooms).
G. Hand Hygiene
Transmission of influenza virus can occur from hands contacting articles freshly soiled with nose or
throat discharges from an ill individual. Frequent hand cleaning destroys germs that have been picked
up from other people, contaminated surfaces, or animals and animal waste. Employees should take
responsibility for keeping their hands clean and for minimizing hand contact with environment
surfaces to reduce contamination to or from the surfaces.
• Hand hygiene is a simple and important step in preventing the spread of infectious diseases,
including influenza.
• Hand cleansing can be performed with either soap and warm water or waterless, alcohol-
based hand sanitizers.
• Influenza virus is readily inactivated by both soap and water and alcohol-based hand rubs.
• Antibacterial hand wash products are not required because routine products, along with
proper techniques will inactivate influenza virus.
H. Pandemic Influenza Vaccine
If a vaccine for the pandemic influenza virus strain is available, the Minnesota Department of Health
or Center for Disease Control (MDH/CDC) will determine priority groups for vaccine and will inform
the public on how the vaccine will be used. The Emergency Management Team will work with Dakota
County Health to determine vaccination sites to be utilized. Employees should always be encouraged
to receive the annual seasonal influenza vaccine unless contraindicated for health reasons.
I. Antiviral Medications
Antiviral medications may play a role in the treatment and prevention of pandemic influenza. Unlike a
pandemic influenza vaccine, antiviral medications are already available. However, the supply may be
limited during a pandemic and the medications may not prove to be an effective treatment or
prevention tool for pandemic influenza. If antivirals are available and thought to be useful, MDH/CDC
will determine priorities and methods for dispersal.
J. Personal Protection Equipment (PPE)
Employees whose work involves close contact with humans or animals known or suspected to be
infected with avian or pandemic influenza will be provided appropriate personal protective equipment
(PPE). The need for PPE by employees whose regular duties do not involve probable contact with
infected humans or animals will be evaluated on a case-by-case basis.
K. Heating, ventilation, and Air Conditioning (HVAC) Systems
There is evidence that influenza can spread more easily in inadequately ventilated indoor spaces. In
order to assure adequate ventilation, HVAC systems will be maintained regularly according to
appropriate standards and building codes. Filters will be cleaned or changed frequently.
L. Management of Employees
The latest Minnesota Department of Health (MDH) recommendations should be followed regarding
management of employees who become ill at work and the identification of workplace contacts
(Attachment 4).
Employees become ill at work. If an employee feels ill or observes another person exhibiting influenza
symptoms at works, they should contact their supervisor immediately. The supervisor will determine if
the employee has influenza symptoms by using the Influenza-Like Screening Form as depicted below.
If the employee does not have any symptoms listed in the Influenza-Like Illness Screening Form, the
employee is unlikely to have influenza. The ill employee should still be advised to go home as soon as
possible, contact their healthcare provider and keep their supervisor aware of their health status.
X-D-02
If the ill employee has any of the symptoms listed on the Influenza-Like Illness Screening Form:
• Consider the ill employee to be a possible pandemic influenza case.
• Provide a mask for the ill employee and instruct them to wear it immediately to help
prevent exposure to other employees or the public.
• Advise the ill employee to leave the workplace immediately if able and to contact
their healthcare provider.
• Advise the ill employee to avoid public transportation if possible. If the use of public
transportation cannot be avoided, advise the employee to clean their hands before,
wear a mask and stay as far from other passengers as possible.
• Isolate any ill employee who cannot immediately leave the workplace because of
transportation or other issues.
• Inform the department head when the ill employee has left the workplace.
• After the ill employee has left the workplace, have their workspaces cleaned and
disinfected.
• Advise an ill employee not to return to work until they are healthy and no longer
infectious using the current MDH/Center for Disease Control and Prevention (CDC)
definition of the infectious period for pandemic influenza.
• Complete a Suspect Influenza Case Form (attachment 4).
Influenza-Like Illness Screening Form
1. Ask the ill person if they have any of the following symptoms:
• Fever (feels feverish and hot)
• Headache
• Fatigue or weakness
• Sore throat, cough, or difficulty breathing
• Muscle or joint aches or pains
*An ill person with any of the above symptoms should be considered a suspect case of
pandemic influenza.
1. Return to Work of a Recovered Individual:
Employees who have recovered from pandemic influenza will have developed immunity to
the pandemic influenza strain and re-infection is unlikely. Encourage them to return to work
as soon as they are healthy and no longer infectious.
XI. HUMAN RESOURCE CONSIDERATIONS
At any time during a pandemic, a significant number of City employees may be absent or unable to
perform their normal duties. The City may implement temporary policy changes as recommended by
the City Administrator and Human Resources Department. These changes may include training, travel,
use of leave or compensatory time, family and medical leave, and alternate job duties or assignments.
XII. ATTACHMENTS LIST:
Attachment 1 Leadership Succession and delegation of Authority
Attachment 2 Suspect Influenza Form
X-D-02
ATTACHMENT 1
LEADERSHIP SUCCESSION AND DELEGATION OF AUTHORITY
During a pandemic, management of a department may need to be delegated to a designated alternate in order to
maintain continuity within the department. The designated person is authorized to perform all operational tasks
normally performed by the Department Head unless otherwise specifically limited.
If the designated individual is unavailable, authority will pass to the next individual on the list. “Unavailable” is defined
as:
• The designated person is incapable of carrying out the assigned duties by reason of death or disability.
• The designated person is unable to be contacted or respond within a reasonable time.
• The designated person has been assigned to other priority emergency activities.
Administration Leadership Succession
First: City Administrator
Second: Administrative Services Director
Third: Designee
Building Department Leadership Succession
First: Building Official
Second: Building Inspector
Third: Code Enforcement
Community Development Department Leadership Succession
First: Community Development Director
Second: Economic Development Coordinator
Finance Department Leadership Succession
First: Finance Manager
Second: Senior Accountant
Third: Designee
Fire Department Leadership Succession
First: Fire Chief
Second: Assistant Fire Chief
Third: On-duty Shift Captain
Information Technology Leadership Succession
First: IT Manager
Second: IT Support Specialist
Third: Help Desk Support
Parks & Recreation Leadership Succession
First: Parks & Recreation Director
Second: Park Maintenance & Operations Supervisor
Third: Arena Manager
Fourth: Aquatics Manager
Police Department Leadership Succession
First: Chief
X-D-02
Second: Deputy Chief
Third: Commander
Public Works Leadership Succession
First: Public Works Director
Second: Public Works Superintendent
Third: Public Works Supervisor
Engineering Leadership Succession
First: Public works Director
Second: City Engineer
Third: Engineering Supervisor
Communications Succession
First: Communications Coordinator
Second: Designee
X-D-02
ATTACHMENT 2
X-D-02
X-D-02