ࡱ> }p'` bjbj N?. . . d 2 J:N% d 4$hc. y^  6t#t#t# .t. t# t#t#:. Ϊ 34+:2F`­7z(l >Ϊܪ".  p-t#+   "        6ڜEě 6ڜE   Madison 2009-H1N1 Pandemic Plan for Protection of the Workforce and Continuity of Essential Services ARS Location:ARS-MWA-Madison 1925 Linden Drive Madison, WI 53706Local Coordinator:Jean K. Weinbrenner Administrative Officer (608)-890-0044ARS Area Office: Midwest Area 1815 N. University Avenue Peoria, IL 61604Area Pandemic Health Coordinator:Diane Strub Deputy Area Director (309)-681-6605 (September 1, 2009) In compliance of the Presidents Executive Order on Executive and Agency Action to Support Community Preparedness and Response to the 2009-H1N1 Influenza Pandemic: It is the policy of the Madison, Wisconsin Location to safeguard the health and well-being of our employees and customers during the 2009-H1N1 influenza pandemic by: (1) Taking action to slow the spread of disease by providing educational materials and website links, posting precautions in hygiene and provide for the use of personal protection items (Kleenex, hand sanitizers, gloves and masks) in our federal facilities and (2) ensure the Continuity of Operations (COOP), maintain critical infrastructure, and minimize the impact of the influenza pandemic on the essential functions of this Location. The Madison, WI Location comprisesof four Management Units:  HYPERLINK "http://www.ars.usda.gov/mwa/madison/ccru" Cereal Crops,  HYPERLINK "http://www.ars.usda.gov/mwa/madison/vcru" Vegetable Crops and  HYPERLINK "http://www.ars.usda.gov/mwa/madison/dfrc" U.S. Dairy Forage Research Center which houses two research units; Cell Wall Biology Utilization Research Unit and Dairy Forage and Aquaculture Research Unit. Cereal Crops Research Unit identifies & characterizes biological & biochemical mechanisms that affect cereal quality leading to enhanced germplasm or improved production practices and evaluates barley, oat and rice germplasm for quality. The Vegetable Crops Research Unit investigates the genetics, cytogenetics, taxonomy, disease resistance, physiology, molecular biology and breeding strategies of vegetable crops leading to enhanced germplasm and improved productivity and quality of those crops. The U.S. Dairy Forage Research Center addresses national problems which limit effective and efficient use of forage for production of milk; increase yields and quality of forage grown and harvested, reducing losses associated with harvesting, storage and feeding, and maximizing use of forage nutrients by dairy cows for milk production. FORWARD TABLE OF CONTENTS 1. Purpose 1 2. Situation 1 3. Planning Assumptions 1 3.1 Pandemic Influenza General Planning Assumptions 1 3.2 Factors Impacting the Continuity of Operations during the 2009-H1N1Outbreak 2 4. Concept of Operations 3 5. Organization and Responsibilities 3 5.1 Local Pandemic Coordinator 3 5.2 Employees 4 5.3 Direction and Control 4 5.4 Special Coordinating Groups 5 6. References 6 6.1 National Strategy for Pandemic Influenza 6 6.2 Implementation Plan for the National Strategy for Pandemic Influenza 6 6.3 National Response Plan 6 7. Operations 6 7.1. Essential Functions, Delegations and Equipment Needs Table 6 7.2. Plan of Action by Stages 11 8. Test, Training and Exercise . 18 Annex A: World Health Organization (WHO) Global Pandemic Phases and the Stages for Federal Government Response Annex B: Social Distancing Plan (telework and shift work) Annex C: Personnel Emergency Flow Chart 1. PURPOSE The purpose of this plan is to define planning responsibilities and actions required to ensure: Health and safety of USDA employees and their families, USDA customers, and contractors within USDA facilities supporting the USDA mission(s) through: Education and timely dissemination of information, and Facility preparation and procedures Support Social Distancing by maximizing the use of technology Capability to ensure Continuation of Operations (COOP) in support of the critical mission(s). 2. SITUATION USDA has been a vital part of the ongoing Federal Efforts to prepare for the possibility of a human influenza pandemica global outbreak of a new influenza virus that infects the can be transmitted between humans, and to which humans have little or no immunity. Because of the global nature of this threat, USDA planners are helping to get the USDA workplace more resilient to any potential outbreak of influenza that might occur in the United States. The USDA 2009 H1N1 Pandemic Plan is a working document and will be reviewed and updated as needed. While we continue to monitor the H5N1 strain that developed a few years ago, and which may still pose a threat, the most current concern arises from the outbreak of the novel 2009-H1N1 influenza virus. Because it is a new strain, for which people has no immunity, it has spread rapidly and remains highly contagious. An increase of outbreaks is expected in the fall of 2009. A 2009-H1N1 pandemic vaccine will afford the most durable protection against the influenza virus. Until a vaccine can be developed for a voluntary vaccination program, the American people need to be prepared for and able to implement various approaches to slow the spread of disease and minimize social disruption. 3. Planning Assumptions Pandemic Influenza General Planning Assumptions Human pandemic influenza is likely to come in waves of several weeks to a few months in duration. The Second Wave (expected in September 2009) is likely to have greater impact than normal seasonal flu. A vaccine will likely not be available until after the second wave peaks in mid-October and may make for a larger second wave with 10 times the number of medical visits and 3 times the number of deaths. Attack rates will likely be 25-30% in children. The H1N1 virus is affecting age categories such as middle age which generally shows lower numbers than the old or the young. Some persons will become infected but may not develop clinically significant symptoms. Asymptomatic or mildly symptomatic individuals can transmit the infection and develop immunity to subsequent infection. At the height of the second wave, absenteeism is likely to be closer to the 20 to 30 percent range similar to the attack rates so far. There is a higher incidence of people in the work force who are infectious if individuals are asymptomatic and there is a greater number of infectious people to spread the disease once climate changes make the spread more conducive. Illness among the public and absenteeism in the private sector workforce may impact essential functions and services needed by USDA customers, the ability of USDA contractors to deliver goods and services, USDAs ability to procure needed supplies, and distribution systems. We do not believe the impact will be as severe as in the Avian Flu scenario. Community mitigation guidance for school closures has not been finalized by CDC yet. This could have a significant impact on absenteeism from primary caregivers staying home with both sick and well children. Assuming the current flu does not change, a vaccine will not be available until the peak of the second wave in Mid-October. The stockpile of anti-viral drugs has been greatly expanded in the last few years but this assumes that a new variant does not appear that is resistant to current anti-viral's. Influenza is spread through droplets from an infected person. USDA planning must recognize that viral transmission occurs as much or more through touch as through air dispersion. Persons contacting the virus will be infectious for a period of time before the onset of symptoms, during the illness, and for a period of time before the onset of symptoms have disappeared. USDA will follow Health and Human Services guidance on medical issues and amend its actions as necessary based on new guidance. 3.2. Factors Impacting the Continuity of Operations during a 2009-H1N1 Outbreak Significant Absenteeism - There are five factors that could result in employee absences during a H1N1 outbreak. (1) personal illness - very likely to occur (2) family member illness - very likely occur (3) community containment measures and quarantines - may occur, depending on severity of pandemic. (4) school closures - very likely to occur (5) public transportation closures - would not effect employees Ability of Employees to Work from Remote Locations - Researchers at the National Institutes of Health (NIH) have found that the regional spread of annual influenza epidemics throughout the United States is more closely connected with rates of movement of people to and from work than with geographical distance or air travels. As such, one of the key strategies to maintaining a healthy work environment is social distancing. Social distancing involves infection control measures that reduce the duration or frequency of social contact, or increase the physical spacing of social contact between employees to limit the transmission of influenza. One social distancing option for consideration during a human pandemic would be authorizing employees to telework from home or an offsite location. The feasibility of teleworking will be position-specific at Madison location. It is recognized that certain essential operations to sustain the facility during a pandemic would require employees to be physically onsite. 4. CONCEPT OF OPERATIONS The Federal Government has defined seven stages of a human pandemic (See Annex A). The stages represent events which pose an increasing risk of a pandemic in the United States, through an actual pandemic, and into a period of recovery and preparation for potential new waves. Stages 0 through 2 are considered pre-pandemic. Actions in this stage consist of planning and preparatory activities. At stage 3, actions will escalate and preparatory activities will increase. Stages 4 and 5 will trigger additional activities and execution of steps developed in preceding stages. Stage 6 will consist of actions designed to recover and prepare for any additional waves. USDA Headquarters will provide broad guidance and announce trigger points that will empower field locations to respond to the pandemic based on local conditions. Special human resources authorities will be delegated to the local level to enable USDA managers to be flexible and creative in managing human capital and ensure continuity of essential functions and services while a pandemic is affecting their geographic area. The execution of plans in stage 4 through 6 will be undertaken at the direction of Jean Weinbrenner, Location Pandemic Coordinator (LHPC) or her designee on site who will keep the Madison Location informed. Key strategies to maintaining a healthy work environment are the application of social distancing, employee education, and facility preparation. Social distancing involves infection control measures that reduce the duration, frequency, or intimacy of social contacts to limit the transmission of influenza. Key strategies to maintaining the ability to perform the critical USDA mission(s) are maintaining employee health, prioritization of effort, and the identification of alternate resources through such means as cross training, mutual assistance agreements, hiring of annuitants, temporary hires and contractual assistance. Maintaining the ability to perform critical/essential functions includes support to the National Response Plan (NRP). 5. ORGANIZATION AND RESPONSIBILITIES 5.1 Local Pandemic Coordinator (LPC) The Madison Local Pandemic Coordinator is Jean Weinbrenner, Administrative Officer. This position will coordinate preparedness, response and recovery for USDA facilities; uses planning guidance provided to develop local plans to be used in conjunction with the local Occupant Emergency Plans; coordinates with stake holders and local governments; exercise delegated authorities to protect employee safety and health and ensure continuity of essential functions and services. 5.2 Employees Employee and Family Responsibilities Stay informed and be prepared. Employees should take common sense steps to stop the spread of a flu virus. Employees and their family members with computers should immediately bookmark - both on their home and work computers www.flu.gov for up to the date information on the disease, how to prevent its spread and how to treat it; and  HYPERLINK "http://www.usda.gov/da/beprepared/" www.usda.gov/da/beprepared/ for USDA updates and information. 5.3 Direction and Control The Madison ARS Location is considered a medium to large location with approximately 145 Federal employees in three different management units, in five different cities, including a large remote farm operation in conjunction with the University of Wisconsin-Madison. From a research perspective, the Madison Location comprisesfour Management Units:  HYPERLINK "http://www.ars.usda.gov/mwa/madison/ccru" Cereal Crops Research Unit,  HYPERLINK "http://www.ars.usda.gov/mwa/madison/vcru" Vegetable Crops Research Unit, Cell Wall Biology Utilization Research Unit and Dairy Forage and Aquaculture Research Unit. Cereal Crops Research Unit identifies & characterizes biological & biochemical mechanisms that affect cereal quality leading to enhanced germplasm or improved production practices and evaluates barley, oat and rice germplasm for quality. The Vegetable Crops Research Unit investigates the genetics, cytogenetics, taxonomy, disease resistance, physiology, molecular biology and breeding strategies of vegetable crops leading to enhanced germplasm and improved productivity and quality of those crops. The U.S. Dairy Forage Research Center addresses national problems which limit effective and efficient use of forage for production of milk; increase yields and quality of forage grown and harvested, reducing losses associated with harvesting, storage and feeding, and maximizing use of forage nutrients by dairy cows for milk production while minimizing nutrient losses to the environment. For the facilities that operate in the city of Madison and who are physically located on the University of Wisconsin-Madison campus, UW protocols and procedures will be followed as dictated by the UW with regard to Biosecurity Plans for Select Agents, as well as Radiological and Hazardous Material Safety. The daily maintenance of the new Cereal Crops building is managed by an outside contractor (NISH) who specializes in providing vocational and social rehabilitation services to individuals with disabilities. The USDA Dairy Forage Research Farm located in Prairie du Sac, Wisconsin is operated in conjunction with the University of Wisconsin-Madison. The UW owns the livestock that DFRC uses in its research and provides the labor for animal husbandry and field work that sustain animal operations. The equipment is owned and maintained by USDA. Direction and Control during a human pandemic will be accomplished through a combination of normal supervisory channels and, if necessary, an Incident Command System. Keeping personnel informed becomes a critical function. This will be accomplished through: Normal mission area and agency supervisory protocols Access to web sites including:  HYPERLINK "http://www.flu.gov" www.flu.gov  HYPERLINK "http://www.usda.gov/da/beprepared/" www.usda.gov/da/beprepared/ Locations safety website ( HYPERLINK "http://ars.usda.gov/Services/docs.htm?docid=4811" http://ars.usda.gov/Services/docs.htm?docid=4811) Employee meetings, such as normal staff meetings and town hall meetings. (NOTE: Commencing at stage 4, meetings will be curtailed and information exchanged via telephone conferences or Web-enabled methods.) Maintaining Continuity of Research with Reduced Staffing Levels. Should an outbreak of pandemic flu occur locally, the conducting of lab, farm or field research at the location may be severely hindered by a shortage of trained staff. A shortage of employees needed to care for plants grown in greenhouses and growth chambers or apply pesticides may impact the maintenance of large collections of plants or nursery stock. A shortage of employees may impact planting/harvesting depending upon the time of year a pandemic occurs, plant tissue culture programs, livestock (milk production) and facility maintenance operations (water supply systems, HVAC systems, and others). Any decisions to terminate non-critical research experiments will be made by the Research Leader. It is anticipated that the minimum staffing level required to maintain essential operations during a total closure of the location would be 9 -10 employees. 2 to 3 employees may be able to maintain the Madison area but additional plans need to be developed for each worksite. Geographically, the Madison Location is spread over the State of Wisconsin with worksites at Sturgeon Bay, Prairie du Sac, Marshfield, and Milwaukee. If a pandemic struck during a growing season, it would be feasible to include the University Research Stations of Rhinelander, Hancock, Arlington, and West Madison as we would have research plots that require attention. 5.4 Special Coordinating Groups Facilities coordinating group Administrative Support Team Incident Management TeamBiosecurity Plan As the location deals with certain Select Agents a well defined and approved Biosecurity Plans is in place and approved through the UW-Madison. Social distancing plan development group. Telecommunications support group. Will be developed once Agency and Area guidance is provided. 6. REFERENCES National Strategy for Pandemic Influenza  HYPERLINK "http://www.flu.gov" www.flu.gov National Response Framework  HYPERLINK "http://www.fema.gov/" http://www.fema.gov/ USDA Human Pandemic Planning Guidance for Employee Health and Safety and Continuity of Operations  HYPERLINK "http://www.usda.gov/da/beprepared/" http://www.usda.gov/da/beprepared/ 7. Operations This implementation plan provides a list of actions that the Location will take in response in the H1N1 virus-Second Wave Essential Functions, Delegations and Equipment Needs Mission Essential Function directed to ARS Rapidly provide research information and access to laboratory network in response to potentially catastrophic incidents affecting food and agriculture. Table 1 identifies the essential functions that will need to be addressed should normal business activity not be possible for a period of 30 days or longer. Next to each essential function, employees responsible for maintaining business operations during a pandemic are listed. Where possible, we have listed a delegation of authority that is at least three deep per responsibility. Table 1 Essential Function ResponsibilityDescriptionPrimaryBackupBackup #2Equipment NeededLOCATION ADMINISTRATION OFFICESLocation Management Location CoordinatorCoordination of LocationDecision/Delegations Coordinate employee contact information P SimonN Martin/R. HatfieldC HensonEmail/computers/phonesLocation Management Administrative OfficeAssist with the Coordination and operation of LocationDecision/Delegations. Assist with Coordination of employee contact information Assure that office functions continue.Jean WeinbrennerDolores MiltonJulie Grogan or Josh NehringEmail/ computer/phonesLocation Management Financial SystemsCATS, SAMS, Financial Plans, AllocationsContinuity of business functions, assure that the accounts are kept up and balance.Julie GroganJean WeinbrennerArea OfficeComputers/phones, EmailEssential Function ResponsibilityDescriptionPrimaryBackupBackup #2Equipment NeededLocation Management Personnel ActionsHuman ResourcesProcess Personnel Actions as needed Provide Timekeeping backup for MUs as neededLaura JonesJulie GroganJean WeinbrennerComputers/phones/EmailLocation Management Contracting/ ProcurementProcurement/travelAssure that regulations are followed. Adjust for unplanned requirements. Dolores MiltonCardholders up to $2500/ Approx 60 cardholdersArea Office/ Procurement over $2,500Phones/computers/emailLocation Management ITAssure that all IT systems are functionalContinuity of business functionsJosh NehringMike Boettcher Keith Gilchrist Doug SenalikDoIt/University AssistanceComputers/phones/email/InternetCCRU (502 Walnut Street)CCRU Operations Research LeaderCoordinator of MUDaily direction and guidance for decisions/ delegations Unplanned requirements Daily reportingCA HensonR. SkadsenM WiseEmail/computers/phonesCCRU Operations Front OfficeSupport research staffContinuity of MU business operations Process of travel documents pre and post event Timekeeping processingDK SchaeferC Zick L. JonesEmail/computers/phonesFacility Management (CCRU) SecurityBuilding SecurityKeep facility secure in prolonged emergencyCCRU-Chris Lee DFRC-Mark HabermanUW Police and SecurityProtection Technologies, Inc.Existing on-site equipment, speciality equipment provided by contractors, cross-training backupsFacility Management (CCRU) HVACTemperature controlMaintain facility temperatures in prolonged emergencyKilgust MechanicalJohnson ControlsC LeeExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsFacility Management (CCRU) Water SystemsWater SupplyKeep water systems operational during prolonged emergencyMonona Plumbing & Fire ProtectionTotal WaterC LeeExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsFacility Management CCRU) CommunicationsPhones and computer systemsKeep systems running and ensure opportunity for employees to telecommute for continuity of research/business in later stagesUW DoitJ NehringKD Gilchrist C KarpeleniaPhone lines, computers, existing on-site equipment, UW network capabilities, cross-training backupsFacility Management (CCRU) ElectricalElectrical SupplyMaintain electrical supply for building in prolonged emergencyNickles ElectricStaff ElectricC LeeExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsFacility Management (CCRU) Shipping/ReceivingShipping/ReceivingContinuity of shipping/receiving services for buildingDK SchaeferC ZickKD GilchristEmail, phones, computer, existing on-site equipment, cross-training backupsFacility Management (CCRU) Generators/Fuel SupplyGenerator OperationMaintain adequate fuel supply for generator operation during prolonged emergencyC LeeZurbuchen OilKD GilchristExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsFacility Management (CCRU) JanitorialKeep facility clean and disinfectedMaintain custodial services including disinfection systems during prolonged emergencyNISHTemascalUW Physical PlantVacuum cleaner, mops, cleaning suppliesEssential Function ResponsibilityDescriptionPrimaryBackupBackup #2Equipment NeededFacility Management (CCRU) GroundsOpen Access to FacilityMaintain open access points to facility (ie: snow removal, etc.) during prolonged emergency Maintain landscaping, as neededUW Physical PlantChris LeeOutside ContractorContractor supplied materialsFacility Management (CCRU) Safety OperationsSafety for Hazardous and Radiological Materials, chemicals and gasesEnsure proper safety controls are maintained for hazardous waste, radiological material , gas cylinders, bulk chemical storage during prolonged emergencyUW Safety Dept.R Skadsen, VCRU Safety Committee ChairArea Safety OfficeStorage carboys, solid waste and sharps containersLaboratory Environment (CCRU) - ResearchResearch ActivitiesConduct research on barley and malt quality, barley and oat nutritional properties, and disease resistance in barley and riceCA HensonRW SkadsenM WiseExisting on-site equipment, cross-training backupsLaboratory Environment (CCRU) - EquipmentKeeping lab equipment operational Support ResearchEnsure proper operation of environmental chambers, ultracold freezers and lab refrigerators during prolonged emergencyEGC and Johnson ControlsUW Physical PlantC LeeExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsLaboratory Environment (CCRU) - Tissue Culture CollectionSupport ResearchMaintain collection of tissue culture samples to support L OesterleR SkadsenJ HerbstExisting on-site equipment, specialty equipment provided by contractors, cross-training Laboratory Environment (CCRU) - Seed and Malt CollectionSupport Quality Analysis Service and ResearchMaintain collection of barleys and amlts used for research and for QA ServicesA BuddeM SchmittC MartensExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (CCRU) - WateringGreenhouse WateringIrrigation of research and germplasm materials KD GilchristJ HerbstC KarpeleniaExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (CCRU) DisinfectingDisinfection SystemsOperation and maintenance of disinfectant systemsKD GilchristJ HerbstC KarpeleniaExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (CCRU) HVACGreenhouse temperaturesGreenhouse heating and cooling systemsArgus ControlsJonkman & Sons GreenhousesC LeeExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (CCRU) PesticidesApplication of pesticidesMaintain proper pesticide levels as needed for research KD GilchristJ HerbstR. SkadsenExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (CCRU) SecurityGreenhouse securityGreenhouse integrity and securityArgus ControlsJonkman & Sons GreenhousesC LeeExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsDFRC (1925 Linden Drive)DFRC Operations Research LeaderCoordinator of MUDaily direction and guidance for decisions/ delegations Unplanned requirements Daily reportingNeal MartinRon HatfieldM. Casler R. MuckComputers/phones/email/InternetEssential Function ResponsibilityDescriptionPrimaryBackupBackup #2Equipment NeededDFRC Operations Front OfficeSupport research staffContinuity of MU business operations Process of travel documents pre and post event Timekeeping processingC BirchD HenslerL. Jones if not occupied with CCRU/or other members of Admin OfficeComputers/phones/email/InternetFacility Management (DFRC) SecurityBuilding SecurityKeep facility secure in prolonged emergencyUW SecurityM. HabermanR HatfieldExisting on-site equipment, cross-training backupsFacility Management (DFRC) BoilersBoiler OperationsMaintain facility temperatures in prolonged emergencyUS Physical PlantC LeeR HatfieldExisting on-site equipment, cross-training backups, steam heat supplied by UW physical plantFacility Management (DFRC) HVACTemperature controlMaintain facility temperatures in prolonged emergencyM. HabermanR HatfieldN MartinExisting on-site equipment, cross-training backupsFacility Management (DFRC) Water SystemsWater SupplyKeep water systems operational during prolonged emergencyUW Physical PlantM. HabermanR HatfieldExisting on-site equipment, cross-training backupsFacility Management (DFRC) CommunicationsPhones and computer systemsKeep systems running and ensure opportunity for employees to J NehringM BoettcherDoIt-University of WIPhone lines, computers, existing on-site equipment, cross-training backupsFacility Management (DFRC) ElectricalElectrical SupplyMaintain electrical supply for building UW Physical PlantM. HabermanR Hatfield (temp)Existing on-site equipment, cross-training backupsFacility Management (DFRC) Shipping/ ReceivingShipping/ReceivingContinuity of shipping/receiving services for buildingC BirchD HenslerAdmin OfficeComputers, phones, internetFacility Management (DFRC) Generators/Fuel SupplyGenerator OperationMaintain adequate fuel supply for generator operation during prolonged emergencyMark HabermanR. HatfieldJohnson ControlExisting on-site equipment, cross-training backupsFacility Management (DFRC) JanitorialKeep facility clean and disinfectedMaintain custodial services including disinfection systems during prolonged emergencyUW Physical PlantTemp Vendor/SBTemp Vendor/SBWe will hire a small business vendor to perform janitorial services if UW cannot provide enough staff.Facility Management (DFRC) GroundsOpen Access to FacilityMaintain open access points to facility (ie: snow removal, etc.) during prolonged emergency Maintain landscaping, as neededUW Physical PlantM. HabermanTemp Vendor/SBWe will hire a small business vendor to perform janitorial services if UW cannot provide enough staff.Facility Management (DFRC) Safety OperationsSafety for Hazardous and Radiological Materials, chemicals and gasesEnsure proper safety controls are maintained for hazardous waste, radiological material , gas cylinders, bulk chemical storage during prolonged emergencyUW Hazardous Radiological Waste ManagementUW Safety UW SafetyIt will be up to UW to develop a back up plan for this area. They have additional staff that could be detailed to Madison if it was necessary.Laboratory Environment (DFRC) - ResearchResearch ActivitiesDetermined within MUN MartinR HatfieldM CaslerExisting on-site equipment, cross-training backupsEssential Function ResponsibilityDescriptionPrimaryBackupBackup #2Equipment NeededLaboratory Environment (DFRC) - EquipmentKeeping lab equipment operational Support ResearchEnsure proper operation of environmental chambers, ultracold freezers and lab refrigerators during prolonged emergencyIndividual ScientistsEGC Johnson Controls UW Physical PlantM. HabermanExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsLaboratory Environment (DFRC) - Tissue Culture CollectionSupport ResearchMaintain collection of tissue culture samples to support researchM SullivanJ MaritaL. KochExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (DFRC) - WateringGreenhouse WateringIrrigation of research and germplasm materials Individual ScientistsIndividual ScientistsIndividual ScientistsExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations HVACGreenhouse temperaturesGreenhouse heating and cooling systemsM. HabermanR HatfieldN MartinExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations PesticidesApplication of pesticidesMaintain proper pesticide levels as needed for research Individual ScientistsIndividual ScientistsIndividual ScientistsExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations - SecurityGreenhouse securityGreenhouse integrity and securityUW SecurityM. HabermanR HatfieldExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsDFRC Farm (S8822 State Road Hwy 78, Prairie du Sac)Farm Operation- Front OfficeManage officeEnsure that farm records, timesheets, deliveries, communications are maintainedMarsha KeyUW LTEUW LTEComputers/phones/email/InternetFarm Operation- Budget ManagementBill paymentEnsure that vendors paid on timeR WalgenbachD MiltonJulie GroganComputers/phones/email/InternetFarm Operation- Facility R&MMaintain facility operationsKeep equipment for milking, plumbing, feeding and manure handling operations functioningOrie EilertsenBob HagerContract VendorsExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsFarm Operation- CommunicationsFarm CommunicationsKeep employees informed on daily needs of farm operationsR WalgenbachM. KeyDan WendtComputers/phones/email/Internet/ walkie-talkiesFarm Operation Livestock MaintenanceAnimal ControlsMaintain continuity of livestock operations including but not limited to feeding, cleaning, milkingDan WendtUW EmployeesUW EmployeesExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsFarm Operation- Animal FeedingPurchase Feed SuppliesEnsure that feed supplements dont run out and jeopardize herdDan WendtUW EmployeesUW EmployeesExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsFarm Operation- Milk Pick-upHaul Milk to processing siteDeliver milk to processing plantLyle KuhnarurContract HaulerContract HaulerIf there are no contract haulers we will have to dump the milk.Farm Operation- Field OperationsField OperationsMaintain continuity of field operations including planting, harvesting, etc. during prolonged emergencyDan WendtUW EmployeesUW EmployeesExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsEssential Function ResponsibilityDescriptionPrimaryBackupBackup #2Equipment NeededFarm Operation- Field EquipmentTractors, Trucks and Field Equipment MaintenanceEnsure that vehicles and equipment are operableBob HagerContract VendorContract VendorExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsVCRU (1575 Linden Drive and 1630 Linden Drive)VCRU Operations Research LeaderCoordinator of MUDaily direction and guidance for decisions/ delegations Unplanned requirements Daily reportingP SimonS. JanskyM HaveyEmail/computers/phonesVCRU Operations Main OfficeSupport research staffContinuity of MU business operations Process of travel documents pre and post event Timekeeping processingK MeyersD OBrienLocation Administrative OfficeEmail/computers/phonesFacility Management (VCRU) Safety OperationsSafety for Hazardous and Radiological Materials, chemicals and gasesEnsure proper safety controls are maintained for hazardous waste, radiological material , gas cylinders, bulk chemical storage during prolonged emergencyUW Safety Dept.D Senalik Area Safety OfficeStorage carboys, solid waste and sharps containersLaboratory Environment (VCRU) - ResearchResearch ActivitiesDetermined within each MUD SenalikT KinscherfA HamernikExisting on-site equipment, cross-training backupsLaboratory Environment (VCRU) - EquipmentKeeping lab equipment operational Support ResearchEnsure proper operation of environmental chambers, ultracold freezers and lab refrigerators during prolonged emergencyD SenalikT KinscherfA HamernikExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsLaboratory Environment (VCRU) - Tissue Culture CollectionSupport ResearchMaintain collection of tissue culture samples to support researchD SenalikT KinscherfA HamernikExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (VCRU) - WateringGreenhouse WateringIrrigation of research and germplasm materials A HamernikL CrubaughR KaneExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (VCRU) DisinfectingDisinfection SystemsOperation and maintenance of disinfectant systemsA HamernikL CrubaughR KaneExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (VCRU) HVACGreenhouse temperaturesGreenhouse heating and cooling systemsUW EmployeesUW EmployeesUW Employees. Greenhouses are owned and operated by UW.Existing on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (VCRU) PesticidesApplication of pesticidesMaintain proper pesticide levels as needed for research A HamernikL CrubaughR KaneExisting on-site equipment, specialty equipment provided by contractors, cross-training backupsGreenhouse Operations (VCRU) SecurityGreenhouse securityGreenhouse integrity and securityUW EmployeesUW EmployeesUW Employees Greenhouses are owned and operated by UW.Existing on-site equipment, specialty equipment provided by contractors, cross-training backups Plan of Action by Stages These are actions that the Location will take in response to the seven stages of Global Pandemic Influenza outlined by the World Health Organization. Annex E depicts an emergency flow chart. Second Wave of the 2009-H1N1 Virus The 2009-H1N1 virus may not affect all parts of the country at the same time. Actions Required by the Local Pandemic Coordinator Execute human pandemic plans and implement social distancing procedures. Coordinate implementation with USDA Headquarters, other federal division or agencies plus state, local and tribal governments. Provide daily reports on the mission-capable status of USDA facilities and the ability to perform essential functions and services. Continue to track leadership/successors. Maintain daily contact with other geographical sites that and back up your essential services if needed. Verify reconstitution capabilities. Track employee attendance daily and report as required. Execute delegations of authority and orders of succession as needed. At this time telework options will not be a given. If the employee is ill, then work should not be taking place. If the employee is caring for another family member, then the length of the absence and also the employees ability to do work offsite will be a determining factor in considering telework options STAGE 0 - 2 (Pandemic Flu Alert Period) This is the original planning and readiness plan for any outbreak of human to human transmission of pandemic influenza. Although some elements have changed and will continue to change, it remains a good plan and will remain a part of the action plan for the 2009-H1N1 Virus. Actions Required by the Location Pandemic Coordinator Disseminate information from the Location Pandemic Influenza Response Plan to employees. Identify critical personnel and designate in writing. Ensure that plans or procedures are in place to enable effective communications vertically (down to employees and up to supervisory channels) and laterally with customers, suppliers, and other key players such as local law enforcement or public health officials. Develop system to monitor employee illness and absenteeism during stages 4 through 6. Test system with periodic reports through supervisory channels. Employees not on work sites will contact their supervisors daily by close of business to obtain status on closures, work shifts and to report on their personnel health and capability to continue working off site. Develop and maintain up-to-date notification roster with the names/phone numbers (office, home, cell, Blackberry, pager, etc) of critical personnel and their alternatives. Test the call notifications procedures at least monthly and include backups and alternates. Develop and maintain up-to-date notification roster of non-critical personnel so that they can be contacted during the course of a human pandemic and apprised of the latest information as it relates to their health, work status and resumption of normal operations as well as being told to report for work or remain at home. Develop platforms (e.g., dedicated phone extension, email, etc.) for communicating human pandemic status and actions to employees, vendors, suppliers, and customers inside and outside the worksite. Designate backup Time and Attendance (T&A) personnel and ensure that both primary and backup personnel have the capability to process T&As from an alternate work location. Identify community sources for timely and accurate human pandemic information (domestic and international) and resources for obtaining countermeasures (e.g., vaccines and antivirals) for future dissemination to employees who may be ill at home or have ill family members. Prepare Family Communications Plans that can be distributed to employees for personal use which include: Names, dates of birth, social security numbers, important medical information, out-of-town contacts and e-mails, school and work address and evacuation locations, and where to meet in an emergency, doctor, pharmacist and medical insurance information. Actions Required by Research Leader Disseminate information from the Location Pandemic Influenza Response Plan to employees in their respective Management Units. Post notices and pandemic influenza information bulletins as part of an employee awareness and information effort. Develop guidelines to modify the frequency and type of face-to-face contact (e.g., reception of visitors, location tours, meetings, freight deliveries, shared workstations / lab equipment, lunchroom use) among employees and between employees and visitors. Establish policies for preventing influenza spread at the worksite (e.g. promoting respiratory / cough etiquette, and prompt exclusion of people with influenza symptoms). Provide sufficient and accessible infection control supplies (e.g. hand-hygiene products, tissues and receptacles for their disposal). Prioritize essential functions to ensure facility operation in the event that employee absenteeism reaches 40 percent. Identify and prioritize functions that can be performed by social distancing techniques versus those that must be performed on site. Actions Required by Facilities Manager Develop a building operating plan that addresses functions or services vulnerable to disruption and logistical support to keep building(s) open and special equipment and supplies including provisions to revise inventories for essential sanitation supplies and establishing protocols for sanitizing work areas. Work with the LHPC to post notices and information bulletins throughout the complex as part of the employee awareness and information effort. Actions Required by Information Technology Group Develop platforms (e.g., Location pandemic flu information link along with state and federal pandemic influenza information Web site links) for communicating human pandemic status and actions to employees. Table 2 identifies various weblinks that will be posted to the Locations safety website ( HYPERLINK "http://ars.usda.gov/Services/docs.htm?docid=4811" http://ars.usda.gov/Services/docs.htm?docid=4811). Table 2 DescriptionWebsiteUSDA  HYPERLINK "http://www.usda.gov/da/beprepared" http://www.usda.gov/da/bepreparedWisconsin Dept. of Health & Family Services HYPERLINK "http://dhfs.wisconsin.gov/communicable/pandemic/index.htm" http://dhfs.wisconsin.gov/communicable/pandemic/index.htmDane County Public Health HYPERLINK "http://www.danecountypublichealth.org/ph_emergency_preparedness.htm" http://www.danecountypublichealth.org/ph_emergency_preparedness.htmSauk County Public Health HYPERLINK "http://www.co.sauk.wi.us/dept/ph/index.html" http://www.co.sauk.wi.us/dept/ph/index.htmlMilwaukee Cnty. Public Health HYPERLINK "http://www.co.milwaukee.wi.us/PandemicFluPlanning18055.htm" http://www.co.milwaukee.wi.us/PandemicFluPlanning18055.htmWood County Public Health HYPERLINK "http://www.co.wood.wi.us/health/EmergencyPreparedness.htm" http://www.co.wood.wi.us/health/EmergencyPreparedness.htmMarathon County Public Health HYPERLINK "http://www.co.marathon.wi.us/infosubtop.asp?dep=20&tid=58" http://www.co.marathon.wi.us/infosubtop.asp?dep=20&tid=58Door County Public Health HYPERLINK "http://www.co.door.wi.gov/county/app/public?COMMAND=gov.wi.county.view.command.ShowDepartmentDetail&selectedDepartment=20020501145454011215497853777&countyName=Door" http://www.co.door.wi.gov/county/app/public?COMMAND= gov.wi.county.view.command.ShowDepartmentDetail&selectedDepartment= 20020501145454011215497853777&countyName=DoorActions Required by Employees Employees have the primary responsibility for their own health and safety. Employees should become educated about the flu and to begin personal preparedness planning during the pre-pandemic timeframe. Employees will receive information notification via email regarding the pre-pandemic as it is received from Area or Headquarters offices. Every employee is responsible for reading the local pandemic plan specific to the Madison location, including appendices. Since the pandemic planning guidance is constantly being updated, employees should visit the host of pandemic flu websites that provide current information including:  HYPERLINK "http://www.flu.gov" www.flu.gov and  HYPERLINK "http://www.usda.gov/da/beprepared" www.usda.gov/da/beprepared. A dedicated phone extension will be available for employees to call for leaving messages and also receiving messages regarding the pandemic. STAGE 3 (Widespread Pandemic Flu Outbreaks in Multiple Locations Overseas) There is no way to forecast where the human pandemic will originate. If the first widespread cases of human to human transmission occur in the United States, this stage will be by-passed and any actions will have to be performed as rapidly as possible in stages 4 or 5. If the first cases occur overseas, most models and literature suggest that it will likely arrive in the United States within 4 to 6 weeks. Actions Required by the Location Pandemic Coordinator Increase frequency of information sharing. It is vital that USDA employees be kept well informed through official channels. Ensure that each Management Unit conducts weekly pandemic updates with their employees. Review plans and commence intensive information campaign with employees. Contact potential hire/re-hire candidate pool and ascertain availability and willingness. Complete arrangements and/or procurements to enable extended telework capability. Test the call notifications procedures at least monthly and include backups and alternates. Actions Required by Research Leader Ensure that all Stage 0 - 2 Actions have been completed. Verify delegations of authority and orders of succession listed in Table 1. Ensure that Responsible Persons who may be delegated authority are knowledgeable of their responsibilities and are available to perform services. Actions Required by Facilities Manager Work with janitorial and maintenance staffs to prioritize cleaning of the work areas. Provide biweekly, or more frequent if requested, Facility Status report to LHPC, for mission critical facilities including supplier issues, emergency problems, public works status (e.g., utilities, phones, etc.) and local public/support service problems. Review preparatory implementation plans for selective closures within building complex. Actions Required by Information Technology Group Conduct tests to ensure that remote communication systems are working. Issue guidance to Location employees on accessibility of pandemic influenza outbreak status and information available on the websites listed under Table 2. Actions Required by Employees Employees should increase preparedness measures at home in accordance with HHS and USDA guidance. STAGE 4 (First Case of Pandemic Flu in North America) At this stage, there is evidence of increased human-to human transmission. The relevance of this stage is partially dependent on where the first cases appear. The pace at which pandemic influenza spreads is dependent to some degree on where it first occurs. The Madison Location ARS Location comprises several cities (Madison, Milwaukee, Prairie du Sac, Marshfield, Sturgeon Bay), two of which are major metropolitan areas which may facilitate the spread of pandemic influenza. Actions Required by the Location Pandemic Coordinator Increase frequency of information sharing with employees. Evaluate impact of telework on IT systems and take remedial action as required. Increase personnel awareness campaign efforts Issue guidance to all employees on the use of administrative leave. Actions Required by Research Leader Verify delegations of authority and orders of succession listed in Table 1. Ensure that Responsible Persons who may be delegated authority are knowledgeable of their responsibilities and are available to perform services. Implement policy for modifying the frequency and type of face-to-face contact (e.g., reception of visitors, location tours, meetings, freight deliveries, shared workstations / lab equipment, lunchroom use, etc.) among employees and between employees and visitors. The telework portion of the Social Distancing Plan (see Annex B) will be implemented depending on site of outbreak. Large group gatherings (all-employee meetings, tours, outside visitors, stakeholder meetings) will be postponed or canceled. Implement policy for preventing influenza spread at the Location (e.g. promoting respiratory/ cough etiquette, and prompt exclusion of people with influenza symptoms). Provide sufficient and accessible infection control supplies (e.g. hand-hygiene products, tissues and receptacles for their disposal). Daily reports on the mission capability status of the facility and personnel including a situational summary of local community and governmental status will be forwarded to Area Office. Track employee attendance daily, including essential employees, and report as directed. Maintain daily contact with other geographical sites that can back up your essential operations if needed. Actions Required by Facilities Manager Commence daily facility/staff and mission status reports to the LHPC. Close conference or common areas to minimize contacts among employees/visitors. If practical, set up hand washing/sanitizing stations at all entrances to the facility. Actions Required by Information Technology Group Conduct tests to ensure that remote communication systems are working. Actions Required by Employees Continue personal and family preparedness measures. Keep supervisors informed of any changes in contact information or displacement of key family members. STAGE 5 (Spread of Pandemic Influenza throughout the United States) The human pandemic will not necessarily affect all parts of the country equally or at the same time. The Location will notify the Area Office when pandemic influenza moves into the area and will take their lead from local health authorities. Actions Required by the Location Pandemic Coordinator Communicate with local health authorities to determine if and when it will be appropriate to recall additional personnel to work at their normal worksite or at an alternate worksite if human pandemic continues. Follow dismissal or closure procedures as recommended by local health authorities or as announced by the agency, Department of Agriculture, or Office of Personnel Management. Be prepared to take prudent actions to carry out essential functions and services, should unexpected circumstances occur during the course of responding to human pandemic. At some reasonable point in time, after the action is taken, provide the union notice and meet any bargaining obligation post-implementation as and if necessary. Disseminate regular human pandemic status updates so employees know the frequency of the update and where to go to find information on the latest update. Prohibit meetings of people in close proximity. Use teleconference calls or video conferences with major department heads and Agency Leadership to discuss communications plans. Identify employees who do not have home e-mail service and tailor their update messages to telephone broadcast messages they can receive on a voice mail system. Use cell phone text messaging and internet instant messaging to either conduct meetings or disseminate information to employees and Senior staff. Actions Required by Research Leader Activate delegations and orders of succession as needed listed in Table 1. Track employee attendance daily, including essential employees. Track the spread or movement of pandemic influenza by accessing the websites available in Table 2. Additional information and local guidance will also be provided via news releases to standard media outlets (newspapers, radio). Prepare and forward daily reports on the mission capability status of the Management Unit, employee absenteeism rate, and a situational summary to the Area Office. Disseminate information to employees about local human pandemic preparedness and response plans and procedures - including deviations as necessary from normal operating procedures. The Location will disseminate information to employees via recorded messages on the location switchboard, via e-mail, or daily update of the location webpage. Actions Required by Facilities Manager Implement shift schedules in accordance with the social distancing plan, as necessary. Permanently secure internal building doors, other than those under fire management, in the open position (to preclude touching the door knobs) for common areas such as lobbies, restrooms and other high-traffic areas. Actions Required by Employees Employees shall report to supervisor daily. In addition to status of capability to perform work, relay status of personal and family health status as well as any family relocation plans. STAGE 6 (Recovery and Preparation for Subsequent Waves of Pandemic Influenza) This stage focuses on evaluating capabilities to continue to perform your functions and preparing for the next wave. Actions Required by the Location Pandemic Coordinator Develop and maintain list of lessons learned of actions taken in this and previous stages for evaluation when discussing preparations for the next wave. Commence hiring actions to backfill personnel lost in a human pandemic. Assess social distancing plan in preparation for the next wave and provide input to revisions to the plan as required. Actions Required by Research Leader Review Management Unit policies and procedures of what worked and what could have been done better and make the necessary changes. Assess impact on essential program and facility functions and services and adjust plans as needed. Prepare for next wave (History has proven that after the initial wave of illnesses, employees who did not catch the flu originally could catch it later) Depending upon employee absenteeism rate, update delegations and orders of succession as needed. Actions Required by Facilities Manager Assess the impact of the human pandemic on continued facility operations. Take remedial action as necessary. Report on status to LHPC. Actions Required by Employees Take action as required to replenish supplies used during the first wave. Continue to monitor websites and public health announcement for changes to guidance on personal and family preparedness. 8. TEST, TRAINING AND EXERCISE The LPC must ensure that a viable test, training and exercise program is developed to ensure that components of the plan are tested before implementation and that the workforce, including backups and alternates, is trained and equipped to perform the essential functions and services. Responsibility for the test, training, and exercise program is delegated to LPC. The plan should include: Training for employees and the projected temporary workforce, including alternates and backups. Tabletop exercise designed to help define issues and actions required. Testing of communication systems and procedures including the verification of contact information for essential personnel, alternates, and backups. Testing to assess the accessibility and adequacy of vital records and reporting procedures, by all personnel, including alternates and backups. Annex A World Health Organization (WHO) Global Pandemic Phases for the U.S. Stages and Federal Government Response World (WHO) PHASESUSA - Federal Government Response StagesINTER-PANDEMIC PERIOD 1No new influenza subtypes detected in humans. An influenza virus subtype that has caused human infection may be present in animals. If present in animals, the risk of human disease is considered low.0New domestic animal outbreak in at-risk country 2No new influenza subtypes detected in humans. However, a circulating animal influenza virus subtype poses a substantial risk of human disease.PANDEMIC ALERT PERIOD 3Human infection(s) with a new subtype, but no human-to-human spread, or at most rare instances of spread to a close contact.0New domestic animal outbreak in at-risk country1Suspected human outbreak overseas 4Small cluster(s) with limited human-to-human transmission but spread is highly localized, suggesting that the virus is not well adapted to humans.USA Begins Accelerated Preparedness2Confirmed human outbreak overseas 5Larger cluster(s) but human-to-human spread still localized, suggesting that the virus is becoming increasingly better adapted to humans, but may not yet be fully transmissible (substantial pandemic risk).PANDEMIC PERIOD6Pandemic phase: increased and sustained transmission in general population.3Widespread human outbreaks in multiple locations overseas4First human case in North America5Spread throughout United States6Recovery and preparation for subsequent wavesAs defined in the Implementation Plan for the National Strategy for Pandemic Influenza ** It is the policy of the Federal Government to accelerate preparedness efforts prior to WHO Phase 4, and to initiate pandemic response actions at Phase 4, when epidemiological evidence of two generations of human-to-human transmission of a new influenza virus is documented anywhere in the world. Annex B SOCIAL DISTANCING PLAN INTRODUCTION Social distancing measures will be implemented that correspond to the seven stages of Global Pandemic Influenza outlined by the World Health Organization (WHO). The following functions can be performed off-site or at home by employees: Data analysis Manuscript preparation Remote monitoring of equipment E-mail correspondence Research proposal writing Procurement (credit card) The location has determined that there are no employee files or other records that would be needed for access from an offsite location. The following functions must be conducted on-site, but they could be carried out in shifts: Greenhouse or Growth Chamber Plant Care Maintenance of Tissue Culture Farm Operations (feeding, watering, milking, etc. of livestock) Facility Maintenance (security, HVAC systems, water production and treatment) As pandemic influenza conditions in the workplace, home, or community dictate; the Research Leaders may designate appropriate personnel to telework in their respective Management Units. Evaluations shall be made and options engaged regarding conferences, teleconferences and other social distancing procedures. STAGES 0-3 (Stage 0 New domestic animal outbreak in at-risk country) (Stage 1 Suspected human outbreak overseas) (Stage 2 Confirmed human outbreak overseas) (Stage 3 Widespread human outbreaks in multiple locations overseas.) IT Staff shall evaluate IT infrastructure capabilities for teleworking. Alternate work sites offering more isolation should be identified by supervisors. Supervisors should evaluate shift working possibilities. Supplies that offer health protection for employees shall be identified and procured by the Management Unit office personnel or the Location Administrative Officer. Necessary supplies include: Aerosol disinfectant, virucidal N-95 respirators (particulate surgical masks, substantial quantities) for essential employees Disposable gloves Alcohol-based disposable wipes. Alcohol free, viro-static products are also available. Information on hygiene, respiratory droplet control, cough control, use of masks and gloves, and other information to inform personnel about precautions and procedures will be prepared for employees. STAGE 4 First human case in North America It is important to remember that pandemic flu virus is airborne and can live outside the body for a couple of weeks. It can be caught from surfaces (use disinfectant)or from contaminated air. The LHPC and/or Research Leaders shall ensure the distribution of supplies to all employees. 1. Gloves - Gloves made of latex, vinyl, nitrile, or other synthetic materials are appropriate for this purpose; if possible, latex-free gloves should be available for workers who have latex allergy. Gloves should fit comfortably on the wearers hands. Remove and dispose of gloves after use; do not wash gloves for subsequent reuse. Perform hand hygiene after glove removal. If gloves are in short supply (i.e., the demand during a pandemic could exceed the supply), priorities for glove use might need to be established. In this circumstance, reserve gloves for situations where there is a likelihood of environmental contact with possibly contaminated surfaces. 2. Face Masks (N-95 respirator) Disposable particulate respirators (e.g., N-95, N-99, or N-100 (NIOSH 42 CFR 84)) are the minimum level of respiratory protection that should be worn. Change masks when they become moist. Do not leave masks dangling around the neck. All masks should be disposed of without touching the contaminated outside surface followed by hand hygiene procedures. Proper disposal of discarded masks is important since virus can remain viable for 6 -14 days on contaminated surfaces. 3. Alcohol-based wipes and hand hygiene Hand hygiene has frequently been cited as the single most important practice to reduce the transmission of infectious agents. The term hand hygiene includes both hand washing with either plain or antimicrobial soap and water and use of alcohol-based products (gels, rinses, foams) containing an emollient that does not require the use of water. If hands are contaminated with respiratory secretions, wash hands with soap (either non-antimicrobial or antimicrobial) and water. In the absence of visible soiling of hands, approved alcohol-based products for hand disinfection are preferred over antimicrobial or plain soap and water because of their superior microbiocidal activity, reduced drying of the skin, and convenience. Always perform hand hygiene after removing gloves. Ensure that resources are available at all hand washing sinks (i.e., plain or antimicrobial soap, disposable paper towels, alcohol-based wipes, etc.) 4. Virucidal disinfectant spray Follow manufacturers instructions and routinely disinfect regularly- touched surfaces, handles, keyboards, telephones, etc. Stage 5 Spread throughout the United States (U.S.) Implement or phase in teleworking as this pandemic Stage develops. Phase in alternate worksite implementation as this pandemic Stage develops. The LJPC shall direct the Facility Manager to ensure that interior doors of high use areas such as conference rooms, common office rooms, and headhouse areas are secured open so as to preclude touching doorknobs. Fire doors or laboratory doors shall not be altered. At some point in this Stage, the LHPC shall order and ensure all conference rooms and lunch room is closed to any group occupancy. Re-order supplies or maintain at fully stocked levels. Screen all personnel for influenza-like symptoms before they come on duty. Symptomatic employees should be sent home until they are ready for return to duty. It is recommended that personnel with infected household members shall not report to duty until at least eight (8) days (2 infection cycles) have passed. Telework opportunities may be available but are dependent upon critical staff identified by the individual scientists, approved by the Management Unit Research Leader and the Area. STAGE 6 Recovery and preparation for subsequent waves. RLs and supervisors shall develop and maintain lists of lessons learned of actions taken in this and previous stages for evaluation in discussing preparations for the next wave. The LHPC and RLs shall evaluate the successes of teleworking and other social distancing methods and upgrade communications if necessary and if possible. Any lessons learned shall be communicated to the employees by the LHPC and/or Research Leaders. 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