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Point of Dispensing (POD) Guidance Template for Outpatient Centers
"The purpose of this document is to provide guidance for a primary care center on setting up a point of dispensing (POD) at their site. The initial intent of the full POD is for use during an emergency; however, the components of the POD can also be used in non-emergency settings (e.g. community screenings or influenza open houses). [...] This document was reviewed and vetted in 2008 by four NYC Community Health Centers (CHCs), who utilized the document to plan and execute influenza vaccination PODS. The document was then updated based on findings from these PODS. In 2009, the document was used by Primary Care Development Corporation (PCDC) in cooperation with NYC DOHMH to train 19 NYC health centers to act as PODs for H1N1 and seasonal influenza vaccine. It was updated in spring 2010 based on those experiences and the health centers after action reports. The document was again used in fall 2010 to train 15 NYC health centers to act as PODs for seasonal flu vaccine. It was updated again in the spring of 2011 based on the experiences of these health centers and a half day debrief workshop attended by health centers that had used the document over the past two years."
New York (N.Y.). Department of Health and Mental Hygiene; Primary Care Emergency Preparedness Network
2012-03-23
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Crisis Communications Planning: The Keystone of Disaster Recovery Response [presentation]
These slides describe the importance of crisis communications planning for small businesses. From the description on the website: "During an emergency, it is imperative that those within your organization know how to communicate effectively. This includes both internal and external communications. Join the Small Business Administration and co-sponsor of the Prepare My Business webinar series, Agility Recovery as we share the steps and best practices for developing your emergency communication strategy."
Agility Recovery; United States. Small Business Administration
Boyd, Bob
2012-02-14?
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Crisis Communications Planning: The Keystone of Disaster Recovery Response [video]
This webinar describes the importance of crisis communications planning for small businesses. From the description on the website: "During an emergency, it is imperative that those within your organization know how to communicate effectively. This includes both internal and external communications. Join the Small Business Administration and co-sponsor of the Prepare My Business webinar series, Agility Recovery as we share the steps and best practices for developing your emergency communication strategy."
United States. Small Business Administration; Agility Recovery
Boyd, Bob
2012-02-14
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Incorporating Telework into Continuity Planning [video]
This is the seventh installment of National Continuity Programs (NCP) Continuity Webinar Series titled "'Incorporating Telework into Continuity Planning'. This webinar will introduce the U.S. Office of Personnel Management's Telework program, discuss what the Federal requirements are and provide guidance to state, local, territorial, tribal, and the private sector. We will also introduce a speaker from FEMA [Federal Emergency Management Agency] NCP to provide direction for Federal Department and Agencies and a speaker from the state and local level to share lessons learned when incorporating Telework into a Continuity Plan. "
United States. Federal Emergency Management Agency
Artis, Lontina; L'Etoile, Marie; Reddy, Pyreddy
2012-02-01
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Preparing Your ICU for Disaster Response
From the Foreword: "One cannot plan when disaster will strike, but you should be prepared when it does. Is your ICU [intensive care unit] ready? Where do you begin? What are the necessary tasks and priorities? How do you optimally manage the incoming flow of critically ill and injured patients? The Society of Critical Care Medicine recognizes that many ICUs lack a systems approach to forecast response to an external disaster that effects their unit. To ensure a smooth response, ICU professionals must take into account resource utilization, staffing, triaging patients, communications strategies, and other important issues for their ICU so that surge capacity planning strategies are accurate and timely. Preparing Your ICU for Disaster Response was developed to answer these needs. This guidebook will help ICU professionals assess their current levels of ICU preparedness, as well as provide resources for strategizing and implementing a standing plan for disaster preparedness. The information included will help to align your ICU disaster response within your institutional disaster preparedness plan. It also offers tips regarding how to translate your ICU plan to accommodate specific resource needs in the event of a critical care surge."
Society of Critical Care Medicine
Farmer, J. Christopher; Wax, Randy S.; Baldisseri, Marie R.
2012?
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Closed Point of Dispensing Site Planning Workbook
"Closes Point of Dispensing Site (CPODS) will play an important role in any situation where it is necessary to provide emergency medications to large groups of people. Traditional medical providers, such as hospitals and medical clinics, will likely be overwhelmed during a large-scale public health emergency. The open PODS established to support the public will also be highly stressed in a situation where the entire population needs medication within a short time frame. CPODS will help relieve some of the pressure by reaching specific portions of the community. As a result, long lines and public anxiety can be reduced and resources can be used more efficiently. By partnering with public health and operating a CPODS, your staff members and their family members will receive medications at your facility, which reduces the likelihood of having to visit the open PODS. This will provide peace of mind during this crisis because they know that their organization has taken the 'extra step' and conducted the necessary coordination and planning prior to an event to provide an alternative method to protect them during an emergency where medications must be dispensed."
Summit County (Ohio). Health Department
2012
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Standardized Mass Prophylaxis Point of Dispensing (POD) Field Operations Guide (FOG)
From the Overview: "The purpose of this document is to provide a standardized point of dispensing (POD) field operating guide (FOG) for use in POD planning by counties and tribes in the state of Oregon. The POD FOG describes how to set up and manage points of dispensing (PODs) that are scalable, adaptable in the field, and meet the Centers for Disease Control and Prevention (CDC) Division of Strategic National Stockpile (SNS) guidance standards. The information in the FOG may be: 1) adopted by counties and tribes that do not have a POD section in their emergency response plan, 2) used by counties and tribes to amend existing POD plans, and 3) used by State, county, and tribespersonnel to stand-up a POD anywhere in Oregon. The FOG assumes that POD staff will be working under the Incident Command System (ICS), which is a widely-used management tool for organizing and coordinating a response. This document is designed to address both mass dispensing of prophylactic antibiotics and mass vaccination of a given population."
Oregon. Public Health Division
2012
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Preparing for the 2009 Pandemic Flu, Hearing Before the Committee on Energy and Commerce, House of Representatives, One Hundred Eleventh Congress, First Session, September 15, 2009
From the statement of Henry A. Waxman: "Today's hearing on the 2009 pandemic H1N1 flu is a continuation of this committee's ongoing interest in learning more about and staying on top of this developing and continuing situation. The hearing builds on the work of Chairman Pallone's Health Subcommittee, which held an initial hearing on the issue earlier this year. From then until now, one thing has become crystal clear, even as events continue to evolve. As a Nation, we must be prepared for whatever the H1N1 virus brings in its path, to fight it as best we can, and to ensure adequate and appropriate resources to treat those who fall seriously ill. […] When the Health Subcommittee first met 6 months ago, there was much we did not know about H1N1 virus. We didn't know how dangerous the virus was. We didn't know if there would be a vaccine available. We didn't even know if the virus would return in the fall. Many of those questions have now been answered." Statements, letters, and materials submitted for the record include those of the following: Rick Boucher, Cliff Stearns, Bart Stupak, John Shimkus, Doris O. Matsui, Lee Terry, Henry A. Waxman, Marsha Blackburn, Zachary T. Space, Donna M. Christensen, Anna G. Eshoo, G. L. Butterfield, Joe Barton, John D. Dingell, Greg Walden, Lawrence E. Strickling, and Jonathan S. Adelstein.
United States. Government Printing Office
2012
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Real-Time Assessment of the Federal Response to Pandemic Influenza, Hearing Before the Subcommittee on Emerging Threats, Cybersecurity, and Science and Technology of the Committee on Homeland Security, House of Representatives, One Hundred Eleventh Congress, First Session, October 27, 2009
From the opening statement of Yvette D. Clarke: "The Homeland Security Committee has long been concerned with the state of our preparedness to deal with pandemics. Today, our subcommittee turns its attention to the Federal response to the reemerging threat of pandemic influenza. Over the weekend, President Obama declared a National emergency with respect to the 2009 H1N1 influenza pandemic. This action underscored the gravity of the situation. Although we went into this pandemic better prepared than we had been in the past, we were not fully prepared to meet the pandemic when it started this year. Going into this pandemic, we knew that, No. 1, our early warning and detection systems were inadequate; No. 2, some key planning activities were incomplete; No. 3, we didn't have a good approach to provide health care under pandemic conditions; and, No. 4, our levels of preparedness for pandemic influenza were unclear. Unfortunately, our failure to develop these systems, activities, and policies cost us during the response. For instance, the pandemic started in North America, the one place we were not looking for it. We did not have an early warning. The alarm sounded only when people started to die. We did not have the luxury of time to observe the virus before the pandemic started; and, to the surprise of the community, the virus turned out to be H1N1, not the H5N1 virus that causes avian influenza." Statements, letters, and materials submitted for the record include those of the following: Yvette D. Clark, Daniel E. Lungren, Bennie G. Thompson, Laura Richardson, Alexander Garza, Nicole Lurie, Richard Serino, and Marcy Forman.
United States. Government Printing Office
2012
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Inferring Infection-Spreading Links in an Air Traffic Network
From the Document: "The objective of this paper is to present a network-based optimization method for identifying links in an air traffic network responsible for carrying infected passengers into previously unexposed regions. The required data include individual infection reports (i.e., when the disease was first reported in a region), travel pattern data, and other geographic properties. The network structure is defined by nodes and links, which represent regions (cities, states, countries) and travel routes, respectively. The proposed methodology is novel in its attempt to replicate an outbreak pattern atop a transportation network by exploiting regional infection data. The problem parallels a related problem in phylodynamics, which uses genetic sequencing data to reconstruct the most likely spatiotemporal path of infection."
Sage Publications
Gardner, Lauren Marie; Fajardo, David; Waller, S. Travis
2012
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Pandemic Influenza Plan - Psychosocial Services Preparedness
"The response to an influenza pandemic will pose substantial physical, personal, social and emotional challenges to healthcare providers, public health workers, emergency responders, and the general public. The risk most likely will remain elevated for as long as the pandemic continues in the community. Prior experience with disaster relief efforts indicates that enhanced workforce support activities can help them remain effective during emergencies. A practical plan to address psychological aspects of pandemic is needed to ensure that hospitals, public health agencies, emergency responders, and providers of essential services are prepared to help their employees in strengthening personal resilience and professional performance. An essential part of this planning effort involves creation of alliances with community-based organizations and nongovernmental organizations with expertise in and resources for psychosocial support services or training. The Mental Health Response section addresses the needs of public health and healthcare workers, emergency personnel, their families, and the general public."
Missouri. Department of Health & Senior Services
2011-12
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Pandemic Influenza Plan -- Psychosocial Services Preparedness
This document describes the physical, personal, social, and emotional challenges that healthcare providers, public health workers, emergency responders, and the general public can experience during an influenza pandemic. Hospitals, public health agencies, emergency responders, and providers of essential services should develop a plan addressing the psychological aspects of a pandemic. The document includes guidelines for the prepandemic and pandemic period.
Missouri. Department of Health & Senior Services
2011-12-01?
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UK Influenza Pandemic Preparedness Strategy 2011
"This document describes the Government's strategic approach for responding to an influenza pandemic. It provides background information and guidance to public and private organisations developing response plans. It takes account of the experience and lessons learned in the H1N1 (2009) [not an acronym] influenza pandemic and the latest scientific evidence."
Wales. Welsh Government; Scotland. Scottish Government; Northern Ireland. Department of Health, Social Services, and Public Safety
2011-11-10
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Towards Effective Emerging Infectious Disease Surveillance: H1N1 in the United States 1976 and Mexico 2009 [PASCC Research in Progress]
"Emerging infectious diseases (EIDs) pose international security threats because of their potential to inflict harm upon humans, crops, livestock, health infrastructure, and economies. Influenza virus A/H1N1's impact on the Mexican economy in 2009, for example, has been estimated at a loss of almost one percent of Gross Domestic Product. Despite the scale of this threat, there are inherent limitations in preventing and controlling EIDs, including the scope of current disease surveillance efforts. All of this leads to the following questions: What infrastructure would be necessary to actualize effective zoonotic virus surveillance? What would it take to have this infrastructure available in developing countries? Within developing countries, what are the cultural, political, and economic challenges that would be encountered? Finally, are there any generalizations that can be drawn across the board for developed countries? This paper explores these questions through research on the 1976 U.S. H1N1 influenza virus outbreak, often recalled as the 'Swine Flu Affair,' and the recent 2009 influenza virus A/H1N1 outbreak in Mexico. [...] The comparison of Mexico's 2009 A/H1N1 outbreak with the U.S. H1N1 outbreak of 1976 provides notable observations--based on the strengths and weaknesses of each country's response--that can be used as a starting point of discussion for the design of effective Emerging Infectious Diseases (EIDs) surveillance programs in developing and middle-income countries." Note: This document has been added to the Homeland Security Digital Library in agreement with the Project on Advanced Systems and Concepts for Countering WMD (PASCC) as part of the PASCC collection. Permission to download and/or retrieve this resource has been obtained through PASCC.
United States. Defense Threat Reduction Agency
Ear, Sophal
2011-10-26
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Emerging Infectious Disease Surveillance in Southeast Asia: Cambodia, Indonesia, NAMRU-2
"Emerging infectious diseases (EIDs) pose international security threats because of their potential to inflict harm upon humans, crops, livestock, health infrastructure, and economies. The following questions stimulated the research described in this report: What infrastructure is necessary to enable EID surveillance in developing countries? What are the cultural, political, and economic challenges that are faced? And are there generalizations that may be made to inform engagement with developing countries and support EID surveillance infrastructure? Using the U.S. Naval Area Medical Research Unit No. 2 (NAMRU-2) as a common denominator, this paper compares barriers to EID surveillance in Cambodia and Indonesia and presents key factors-- uncovered through extensive interviews--that constrain disease surveillance systems.
Naval Postgraduate School (U.S.); United States. Defense Threat Reduction Agency
Ear, Sophal
2011-10
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Fact Sheet: Global Health Security [September 22, 2011]
On September 22, 2011 "President Obama addressed the United Nations General Assembly and urged the global community come together to prevent, detect, and fight every kind of biological danger, whether it is a pandemic, terrorist threat, or treatable disease. The United States is taking a multi-faceted approach to the full spectrum of challenges posed by infectious diseases, whether naturally occurring, accidental, or the result of a deliberate attack. Through fora such as the UN Security Resolution 1540, the Biological Weapons Convention (BWC), and the World Health Organization (WHO), the United States is pursuing a common vision where disease no longer threatens the security and prosperity of nations."
United States. Office of the White House Press Secretary
2011-09-22
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P.L. 111-292, the Telework Enhancement Act of 2010: Summary of Provisions and Possible Issues for Oversight [July 27, 2011]
"The Telework Enhancement Act of 2010, enacted as P.L. 111-292 (December 9, 2010), requires the head of each executive agency to establish and implement a policy under which employees shall be authorized to telework. The law amends Title 5 of the 'United States Code' by adding a new chapter, Chapter 65, entitled 'Telework,' and defines telework as a work flexibility arrangement under which an employee performs the duties and responsibilities of his or her position, and other authorized activities, from an approved worksite other than the location from which the employee would otherwise work. The head of each executive agency is required to establish a policy under which employees (with some exceptions) would be authorized to telework. The policy on telework must be established within 180 days after enactment of the new Chapter 65 of Title 5 'United States Code' and ensure that telework does not diminish employee performance or agency operations. Executive agency employees not eligible for telework generally include those whose official duties require the daily (every work day), direct handling of secure materials determined to be inappropriate for telework by the agency head, or on-site activity that cannot be handled remotely or at an alternate worksite. […] As executive agencies implement the law on telework, Congress may wish to examine several issues, including the policies and guidance that the Office of Management and Budget and OPM, respectively, will be prescribing on the security of information and systems during telework, and the operation of executive agency telework programs. This report summarizes the provisions of P.L. 111-292 and identifies several possible issues for congressional oversight of telework. It will be updated as the law is implemented."
Library of Congress. Congressional Research Service
Schwemle, Barbara L.
2011-07-27
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Emergency Preparedness: Agencies Need Coordinated Guidance on Incorporating Telework into Emergency and Continuity Planning, Report to the Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia, Committee on Homeland Security and Governmental Affairs, U.S. Senate
"When historic snowstorms forced lengthy closings of federal offices in the National Capital Region in 2010, thousands of employees continued to work from their homes, making clear the potential of telework in mitigating the effects of emergencies. GAO [Government Accountability Office] was asked to (1) describe the guidance lead agencies have issued pertaining to the use of telework during emergencies; (2) describe Office of Personnel Management (OPM) and other assessments related to agencies' incorporation of telework into emergency or continuity planning, and the extent to which the lead agencies have provided definitions and practices to support agency planning; and (3) assess the extent to which OPM and the Federal Emergency Management Agency (FEMA) coordinated with other agencies on recent guidance documents. To address these objectives, GAO reviewed relevant statutes, regulations, guidance documents, and OPM's telework survey methodology, and interviewed key officials of agencies providing telework and telework-related emergency guidance."
United States. Government Accountability Office
2011-07-22
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Arizona Influenza Pandemic Response Plan, July 2011
"It is likely that another influenza pandemic will occur sometime in the future. Arizona needs to be prepared for such an event. To lessen the impact of an influenza pandemic, the State of Arizona has created this Influenza Pandemic Response Plan to promote an effective response throughout the pandemic. The plan was originally crafted in 2000, through a coordinated effort of the Arizona Department of Health Services (ADHS), Arizona Division of Emergency Management (ADEM), local health departments and other partners and stakeholders. It is also an annex to the Arizona State Emergency Response and Recovery Plan (SERRP). The United States Department of Health and Human Services (HHS) has incorporated the World Health Organization (WHO) Pandemic Planning Periods and Phases into its influenza pandemic response plan. These periods represent different levels of impact on society, based on the progression of a novel influenza virus and its potential to cause a pandemic; therefore, pandemic preparedness requires determining the appropriate capabilities, roles, and responsibilities needed to respond to the different periods. In keeping with the national model, the Arizona Influenza Pandemic Response Plan identifies responsible parties and prescribes necessary actions, based on the WHO/HHS pandemic periods. […] These entities are addressed in this plan, and are encouraged to develop their own influenza pandemic response plans that coordinate with the Arizona Influenza Pandemic Response Plan. The heart of the Arizona Influenza Pandemic Response Plan is the Response Activity Supplements. The Response Activity Supplements address the concepts listed below."
Arizona. Department of Health Services
2011-07
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Public-Private Partnerships: Critical to Combatting the Next Pandemic Influenza in the State of Kansas
From the thesis abstract: "The Pandemic Influenza outbreak that occurred in 1918 killed over 50 million people world-wide and was responsible for more deaths than our first two world wars combined. Unlike most threats to our national security, Pandemic Influenza does not have a political or ideological motive, does not distinguish between social or economic class, nor does it require special environmental conditions to attack. According to experts across the country and throughout the world, it is only a matter of time before the next Pandemic strikes. Over 85 percent of our nation's entire critical infrastructure belongs to the private sector. As equal stakeholders in the fight against the next Pandemic, it seems obvious that our Federal, State and local governments should solicit more support from the private sector to plan, mitigate, and respond to Pandemic Influenza. This study addresses how the Federal, State (Kansas) and local governments can better solicit the support of private sector industries in support of Pandemic Influenza. This thesis will delve into the Federal, State and local plans and policies to expose capability gaps that could be filled by private sector industries. This study will address what types of industries could be enlisted to provide desperately needed resources in the event of an outbreak. Finally, this research will look at the types of incentives or instruments of power the Federal, State and local governments could utilize to better facilitate public-private partnerships."
U.S. Army Command and General Staff College
Gilbert, George O., Jr.
2011-06-10
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Meeting the Needs of At-Risk Populations During the 2009 H1N1 Pandemic Response: A Look at Key Strategies, Successes and Challenges
"The arrival of an influenza pandemic in April 2009 made outreach and care for under-resourced people throughout the United States an urgent public health priority. At-risk populations--individuals who are most at risk for severe social, economic and health-related consequences from a pandemic--needed information, messages they could trust and key services to receive antivirals and vaccine. State and local health agencies initially responded to an emergency of unknown severity and magnitude, at a time when staffing levels were often frozen and funding gaps were growing. This context influenced response. Public health agencies responded to the needs of at-risk populations in a variety of new and innovative ways. Other solutions, though not new, yielded valuable reminders and lessons that merit attention. The leadership, flexibility and creativity of many public health agencies should be noted and congratulated; the resulting strategies can be applied to everyday work and response to future public health emergencies."
Center for Infectious Disease Research & Policy; Association of State and Territorial Health Officials (U.S.)
2011-06
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Disaster Preparedness Guide for Elders
This "Disaster Preparedness Guide for Elders" is a special edition of the "Elder Update" from the Florida Department of Elder Affairs. The publication covers the following topics as they pertain to older populations: "Hurricane Season," "Fires," "Floods," "Tornadoes," "Lightning & Severe Thunderstorms," "Hazardous Materials," "Pandemic Flu 10 Disaster Safety Tips," "Disaster Preparedness," "Emergency Contact Information," "Caring for Your Pet," "Transportation," "Extreme Temperatures," "Disaster Recovery," "Special Needs," "Disaster Preparedness," "Information & Services for Elders," and "Disaster Contact Information."
Florida. Department of Elder Affairs
2011-06
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Anticipating Viral Species Jumps: Bioinformatics and Data Needs
"Viral species jumps (also called host jumps) occur when a virus acquires the ability to infect and spread among individuals of a new host species. Historical examples of animal viruses that jumped into human hosts include HIV, SARS coronavirus and influenza A virus. Globally, these viruses have exacted high socioeconomic and health costs. The ability to predict viral species jumps can reduce such costs by enabling swifter outbreak mitigation strategies and prevention of initial or secondary human infection. Currently, most emerging infectious disease surveillance efforts seek the 'ecological drivers behind spillover events' -- factors like climate, land use and population migrations driving infections that do not spread between humans. By contrast, we focus here on the 'evolutionary drivers behind species jumps' -- the genetic changes over time driving infections that spread efficiently among humans. We see an opportunity to apply field surveillance and laboratory data to better understand how viral species jumps occur. There are publicly available extant data that can be marshaled. To build a mechanistic framework of understanding, data must be integrated and accessible to users for analysis and modeling, as well as formulation and testing of hypotheses. In short, bioinformatics must be applied." Note: This document has been added to the Homeland Security Digital Library in agreement with the Project on Advanced Systems and Concepts for Countering WMD (PASCC) as part of the PASCC collection. Permission to download and/or retrieve this resource has been obtained through PASCC.
United States. Defense Threat Reduction Agency
Flanagan, Meg L.; Leighton, Terrance; Dudley, Joseph
2011-06
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P.L. 111-292, the Telework Enhancement Act of 2010: Summary of Provisions and Possible Issues for Oversight [May 11, 2011]
"The Telework Enhancement Act of 2010 (H.R. 1722), enacted as P.L. 111-292, requires the head of each executive agency to establish and implement a policy under which employees shall be authorized to telework. [...] The law amends Title 5 of the United States Code by adding a new chapter, Chapter 65, entitled 'Telework,' and defines telework as a work flexibility arrangement under which an employee performs the duties and responsibilities of his or her position, and other authorized activities, from an approved worksite other than the location from which the employee would otherwise work. [...] As executive agencies implement the law on telework, Congress may wish to examine several issues, including the policies and guidance that the Office of Management and Budget and OPM, respectively, will be prescribing on the security of information and systems during telework, and the operation of executive agency telework programs. This report summarizes the provisions of P.L. 111-292 and identifies several possible issues for congressional oversight of telework. It will be updated as the law is implemented."
Library of Congress. Congressional Research Service
Schwemle, Barbara L.
2011-05-11
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Pediatric/Neonatal Disaster and Medical Surge Plan and Preparedness Toolkit
"The events of the Katrina Hurricane (2005), H1N1 Pandemic Flu (2009), Haiti Earthquake (2010) and Japan Earthquake/Tsunami/Nuclear Crisis (2011) demonstrate the need for a strong collaborative approach integrating newborns, infants and children into disaster planning. The resources required for the care of neonates and children are limited and regionally distributed. Successful neonatal and pediatric all-hazard preparedness relies on a strong network of committed public health agencies, emergency medical services, hospitals and communities. First steps to effective response include preserving bed capacity, competency and equipment to support a system of emergency care for infants and children within the county under normal conditions. […] The next step to providing effective disaster preparedness involves the practice of including neonates and pediatrics in all county, provider agency and hospital-based disaster exercises."
Contra Costa County (Calif.). Health Services Department
2011-05
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Improving Outreach to At-Risk Latino Populations for Pandemic Influenza and Public Health Emergency Preparedness
From the Introduction: "In the event of a public health emergency, such as a pandemic influenza, it is important that health authorities are able to quickly reach the entire potentially affected population with appropriate information. Effective emergency risk communication requires the selection of appropriate messages, messengers, and methods of delivery to disseminate information to audiences before, during, and after the event. [...] This document is an updated version of the 'Best Practice Guidelines: Outreach to Latino Hard-to-Reach Populations: Emergency Preparedness', published by the Health Initiative of the Americas (HIA) in 2010. It provides best practices to support public health authorities and providers in connecting with community-based organizations in their efforts to reach the at-risk Latino population in the event of a pandemic or a public health emergency."
Health Initiative of the Americas (Berkeley, Calif.); University of California, Berkeley. School of Public Health
Osorio, Liliana; Castañeda, Xochitl; Vostrejs, Meredith Miller
2011-05
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Pandemic Influenza: Triage and Scarce Resource Allocation Guidelines (Draft)
"In the event of a pandemic influenza or other public health emergency, the demand for healthcare resources and services will dramatically increase. Out of necessity, scarce resources and patient care will have to be allocated so as to generally 'do the greatest good for the greatest number'. Towards this end, the Florida Department of Health has prepared this guidance document to assist public and private medical and healthcare entities statewide in dealing with such events. […] These guidelines were developed by the Florida Department of Health (FDOH). Their purpose is to provide guidance on patient triage and care during a pandemic or other public health emergency when the demand for resources and/or services dramatically exceeds supply. The Institute of Medicine has provided a framework that allows consistency in establishing the key components required of any effort focused on crisis standards of care in a disaster situation. These guidelines are based on that framework."
Florida. Department of Health
2011-04-05
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Binational Collaboration and Infectious Disease Surveillance Along the U.S.-México Border
"The purpose of this white paper is to review some of the challenges and advances made toward binational collaboration in infectious disease surveillance along the U.S.-México border region to inform local, state, and federal public health officials in their efforts to improve binational and cross-border collaboration. This paper also presents a number of cross-cutting issues produced by the work groups formed before and during the initial U.S.-México Binational Infectious Disease Conference, sponsored by U.S.-México Border Health Commission (BHC), in San Antonio, Texas, held on June 28-30, 2010, and reviews the need to support the implementation of the proposed Guidelines for US-Mexico Coordination on Epidemiologic Events of Mutual Interest."
United States-Mexico Border Health Commission
2011-04-04
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Pandemic Influenza Guidance, Annex 2: Laboratory
"The Louisiana Department of Health and Hospitals (DHH) Office of Public Health (OPH) has created this Pandemic Influenza Guidance as a comprehensive containment and treatment plan to assist in the control of an outbreak of a novel influenza virus, such as the 2009 H1N1 influenza virus ('swine flu') or avian influenza. DHH OPH has followed, and will continue to follow, the international and national recommendations for identification, prophylaxis, and treatment of disease as well as considered the frameworks provided by the Centers for Disease Control and Prevention (CDC) for pandemic planning purposes as well as those recommended by the Occupational Safety and Health Association (OSHA). This Laboratory Annex also serves as an Annex to the Louisiana Pandemic Influenza Guidance, which describes the overall response for the Department of Health and Hospitals."
Louisiana. Department of Health and Hospitals
2011-03
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Emergency Preparedness for Families of Children with Special Needs [Revised March 2011]
"Emergency Preparedness: Hurricanes, acts of terrorism, pandemic flu and floods are in our minds today. But, even though we all know what CAN happen… are we prepared? Would we know what to do? For families of children with special needs planning becomes even more difficult. Knowing how you will respond is critical. It means extra attention to details and needs that typical families may not have to worry about. Using this preparation and planning guide can help you be better prepared, no matter what the emergency or disaster!"
Axis Group I, LLC
Wells, Conni
2011-03
