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SMALL REMINDERS Remember, no matter what the size of the incident, the core and fundamental Public Health functions remain. There are elements of this work that we do every day but the work does change, both in scale and content. There are new and different players/partners and monitoring processes and procedures are somewhat different from those used in the day to day operations.
Isolation & Quarantine
Response
Lessons Learned
EMERGENCY PLAN CONSISTENCY
Create consistency among and between all Public Health emergency plans. Establish a similar format, structure and language to help orient users faster in a stressful work environment
DON'T WAIT
Activate as soon as need exceeds “business as usual” capacity. Early activation from day-to-day work to the emergency response mode allows time for the new operations to be set up and for staff to move from their daily work onto response teams. Don’t wait for things to get overwhelming.
Develop an appropriate monitoring and coordination operation
The Isolation and Quarantine Response Center (IQRC) is linked both to the disease control work and to the social support work and serves as an essential information feedback loop between all three response components. The process to define it was iterative. It began by:
Response
Lessons Learned
EMERGENCY PLAN CONSISTENCY
Create consistency among and between all Public Health emergency plans. Establish a similar format, structure and language to help orient users faster in a stressful work environment
DON'T WAIT
Activate as soon as need exceeds “business as usual” capacity. Early activation from day-to-day work to the emergency response mode allows time for the new operations to be set up and for staff to move from their daily work onto response teams. Don’t wait for things to get overwhelming.
Develop an appropriate monitoring and coordination operation
The Isolation and Quarantine Response Center (IQRC) is linked both to the disease control work and to the social support work and serves as an essential information feedback loop between all three response components. The process to define it was iterative. It began by:
- Reviewing/digesting our internal standard operating procedures (SOP) and state administrative codes
- Brainstorming and diagramming work interactions that might occur during operations.
- Grouping interactions into bodies of work.
- Defining bodies of work into an organizational chart.
- Assuring that all of the work was captured in job cards for each position on the organizational chart.
- Reviewing the work in progress with diverse colleagues helped us capture gaps in logic.
