{Healthcare Facility Name Here}
Healthcare Partner Private
Point of Dispensing (POD) Plan
For Official Use Only
TABLE OF CONTENTS
Introduction …………………………………………………………………………………….2
Administration and Logistics
…………………………………………………………….3
POD Operations and Assignments
…………………………………………………….4
Demobilization
…………………………………………………………………………….7
Training and Exercises
………………………………………………………………….....8
Plan Development and Maintenance
………………………………………………….....9
Appendices …………………………………………………………………………………...10
Appendix A: Acronyms
…………………………………………………………………...10
Appendix B: Definition of Terms …………………………………………………………...11
Appendix C: Memorandum of Understanding …………………………………………...13
Appendix D: POD Registry Form …………………………………………………………...16
Appendix E: Dispensing Team
…………………………………………………………...19
Appendix F: Organizational Charts
…………………………………………………...20
Appendix G: Dispensing Site Set-Up
…………………………………………………...22
Appendix H: Dispensing Site Needs
…………………………………………………...24
Appendix I: Communications Plan
…………………………………………………...25
Appendix J: Security Plan …………………………………………………………………...26
Appendix K: Job Action Sheets …………………………………………………………...28
Appendix L: Forms …………………………………………………………………………...85
Appendix M: Category A Agent and Pandemic Flu Fact Sheets
…………………...89
Appendix N: Medication Information Sheets
………………………………….104
{Healthcare facility name} Private POD Plan – {date}
1
INTRODUCTION
Purpose: This document outlines the plan to establish an emergency closed Health Care Partner Point of
Dispensing Site at {Healthcare facility name} in the event of a public health emergency where antibiotics
must be dispensed to all or a portion of the population of Washoe County. {Healthcare facility name} will
provide medications to employees, family of employees, physicians, residents, volunteers, students,
contractors, and vendors, as directed by the Washoe County Health District (Health District).
Scope: Applies to the distribution of medications, including antibiotic, antiviral, or vaccines as appropriate
for the type, locality, and severity of the event.
Situation and Need for Mass Dispensing in a Public Health Emergency: Public health emergencies
such as pandemic influenza or bioterrorism attacks can strike at any time. The Washoe County
population may be at risk for such emergencies which would require that prophylactic medications be
provided to the general public in order to prevent illness and death, in some cases within 48 hours of
exposure to a biological threat. The Health District has identified local healthcare facilities as important
community resources to assist the Health District in providing this life-saving service.
{Healthcare facility name} has committed to being an active partner with the Health District. This includes
hosting a Private Point of Dispensing (POD) site(s) as a means to provide protection to {Healthcare
facility name} employees, employee family members, other personnel, and patients by means of
distributing medications/administering vaccine as outlined by the Health District.
Concept of Operations: The Health District will notify the Nevada Division of Public and Behavioral
Health (NDPBH) of the need for establishing Healthcare Partner Private POD sites based on the threat
and the population affected. If Healthcare Partner POD sites are necessary, the Health District will notify
each organization to be activated with the appropriate information regarding the incident and each
organization will initiate their Healthcare Partner POD Plan and the Hospital Incident Command System
(HICS). The Health District, in collaboration with NDPBH, provides all medications, supplies, and
information regarding the medication and the threat. The Health District provides training and exercises
to employees who will operate the POD.
Liability: Private POD’s are covered under the Public Readiness and Emergency Preparedness Act
(PREP Act). The PREP Act alleviates concerns about liability related to the manufacture, testing,
development, distribution, administration and use of countermeasures against chemical, biological,
radiological and nuclear agents of terrorism, epidemics, and pandemics. The PREP Act authorizes the
Department of Health and Human Services (HHS) to declare a “PREP Act Declaration” providing
immunity from tort liability. NRS Title 4, Chapter 414 and Title 3, Chapter 41 also provides protection of
liability for the POD. Both NRS Title 4 Chapter 414 as well as Title 3 Chapter 41 provides civil liability
protection for any worker providing services in relation to necessary emergency procedures or other
precautionary measures enacted by any political subdivision of the state as long as their actions do not
constitute gross negligence or willful misconduct.
Assumptions:
 The Regional Emergency Operations Center (REOC) will be operational. County and City
resources will be mobilized to support the emergency.
 The incident will be declared an emergency and the Strategic National Stockpile (SNS) will be
requested.
 Medical materiels and necessary documentation needed for the incident will be provided as
described in the Health District’s Medical Countermeasures Distribution and Dispensing Plan
upon receipt of federal assets.
 The Health District may provide training of personnel and may serve an advisory role to the
Healthcare clinic operation.
{Healthcare facility name} Private POD Plan – {date}
2
ADMINISTRATION AND LOGISTICS
The {Healthcare facility name} Private POD Plan will be activated during a public health emergency only
when requested by the Health District.
Agreements: {Healthcare facility name} has signed and will maintain a Memorandum of Understanding
(MOU) with the Health District that outlines each agency’s responsibilities in participating in the Private
POD program. A copy of this MOU can be found in Appendix C of this Plan.
Notification: In the event of a public health emergency where a closed Health Care Partner Point of
Dispensing Site will need to be utilized, the Health District Representative will notify the {Healthcare
facility name} Dispensing Site Coordinator to request Dispensing Site activation. The Administrator on
Duty (AOD) or their designee will be the Dispensing Site Coordinator. The AOD is a leader within the
organization who is assigned the on-call administrative duties for the hospital. During any event, they
function as the initial Incident Commander. The Dispensing Site Coordinator will inform the Health District
Representative if and when the dispensing site is available to initiate dispensing operations and the
number of employees and employee family members to be receiving medication. Once {Healthcare
facility name}’s Hospital Incident Command is activated, the Employee Health and Well-Being Unit
Leader under the Logistics section will manage the event.
Delivery and Receipt of Federal Assets and Supplies: {Healthcare facility name}’s loading dock area
will be used for receipt of the Federal assets from the SNS. The {Healthcare facility name} Dispensing
Site Coordinator will then take custody of the assets by signing a custody transfer form provided by the
NDPBH. Upon receipt, the assets will be maintained in a secure, climate-controlled area by {Healthcare
facility name}. The Health District Representative will provide an estimated time for delivery of the SNS
assets.
Public Information and Communication: {Healthcare facility name} will inform their employees per their
Communications Annex in their Emergency Operations Plan of the activation of the closed Health Care
Partner Dispensing Site(s).
Security: Controlling the movement of individuals into, throughout, and out of {Healthcare facility name}
during an emergency is essential to the safety of patients, visitors, and staff, as well as to the security of
critical supplies, equipment, and utilities. The {Healthcare facility name} Public Safety Department is
tasked via the Incident Commander with hospital security in the event of an emergency or disaster. In
addition, under certain circumstances, the Reno Police Department or other community and/or state
agencies will be called in to assist {Healthcare facility name} in the security of the facility. Therefore,
community cooperation is essential as an interagency command is very likely.
Inventory Control: The Logistics Section Chief and Support Branch Director under the Hospital Incident
Command System are to maintain control of the SNS inventory. If more medication or other supplies are
needed to complete dispensing operations, the Employee Health and Well-Being Unit Leader will notify
the Logistics Section Chief under the Hospital Incident Command System and will notify the Dispensing
Site Coordinator who will request the items from Health District. The Health District will provide an
estimated time of arrival for the requested items. Inventory control forms are located in Appendix L.
{Healthcare facility name} Private POD Plan – {date}
3
POD OPERATIONS AND ASSIGNMENTS
Organization: HICS is the model tool for command, control, and coordination of a response to an
emergency. HICS is built around five major components: Command, Operations, Planning, Logistics,
and Finance. Each of these components can expand or contract based on the needs of the incident.
Therefore, {Healthcare facility name} may choose to scale up or down or change dispensing operations to
meet the needs of our business.
{Healthcare facility name} Dispensing Site location is listed in the POD Registry Form included as
Appendix D, and is noted below:
{Address here
City, NV 89xxx}
Assignment of Responsibilities: {Healthcare facility name} shall identify personnel under the Logistics
Section to manage their dispensing site and coordinate with the Health District. The responsibilities listed
below are specific to the POD operation. The incident may encompass additional events that require
these positions to perform the tasks below plus the tasks outlined in the HICS Job Action Sheets. As no
two events are identical, these responsibilities and assignments are general guidelines and the Incident
Command Staff will determine more detailed assignments if the incident parameters make this necessary.
The Health District will provide training to all identified personnel on dispensing medication and running a
dispensing site. At a minimum, {Healthcare facility name} shall identify personnel two deep for each of
the following positions at the start of the incident and provide contact information to the Health District.
This is to ensure sufficient staff is available to provide services for the expected duration. Additional staff
can be assigned as necessary to provide continuity of service for the duration of the POD activation.
POD Commander
 This position is not a recognized position title within the HICS structure. The functions will be
performed by the Incident Commander or designee based on the operational conditions present
at the time of the incident. This is similar to the Incident Commander fulfilling section chief
positions at times based on the conditions of the incident. If conditions of the incident warrant,
the Incident Commander may assign this function to a specific individual as a single assignment
or to an active position within the incident structure.
 Coordinates the dispensing operation at the dispensing site.
 Primary point of contact between the organization and the Health District in the development and
implementation of this plan. This is the person the Health District will contact to request activation
of the Health Care Partner Dispensing Site.
 Maintains communication with the Health District’s Department Operations Center (DOC) during
the emergency.
Logistics Section Chief
 Organize and manage the services required to maintain the hospital’s supplies, facilities,
transportation, and labor pool. Ensure the provision of logistical, psychological, and medical support
of hospital staff and their dependents.
 Establishes a planning committee with appropriate personnel.
Support Branch Director
 Coordinate the activities, needs, and operation of the Unit Leaders listed below.
 Based on the incident, this position may be combined with the Logistics Section Chief or one of
the Unit Leader positions provided proper span of control is maintained.
Employee Health and Well-Being Unit Leader
{Healthcare facility name} Private POD Plan – {date}
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






Ensure the availability of medical care for injured or ill staff.
Ensure the availability of behavioral and psychological support services to meet staff needs during
and following an incident.
Coordinate mass prophylaxis/vaccination/immunization of staff, if required.
Coordinate medical surveillance program for employees.
Responsible for overall dispensing site operation and security and is the primary decision-maker
for the facility during the emergency.
Manages and tracks inventory of supplies.
Responsible for overall logistics direction of the dispensing site.
Family Care Unit Leader
 Ensure the availability of medical, logistic and mental health and day care for the families of staff
members. Coordinate mass prophylaxis/vaccination/immunization of family members if required.
Supply Unit Leader
 Acquire, inventory, maintain, and provide medical and non-medical care equipment, supplies, and
pharmaceuticals.
Labor Pool and Credentialing Unit Leader
 Collect and inventory available staff and volunteers at a central point (Labor Pool) for assignment
by the Staging Officer. Maintain adequate numbers of both medical and non-medical
personnel. Assist in the maintenance of staff morale.
Greeters
 Greet, direct and triage participants.
 Provide information related to public health emergency.
 Answer participant questions within scope of training and qualifications.
Educators
 Provide Medical Screening Form or Vaccine Consent Form to those who do not bring a form with
them (forms will be available for download via the Health District website). Sample forms are
included in Appendix L).
 Assist staff, staff family and others at Private POD site in completion of their Medical Screening
Form or Vaccine Consent Form.
Screeners
 Review client Medical Screening Form or Vaccine Consent Form for completeness and
contraindications.
 Determine appropriate medication/vaccine to be dispensed/administered.
Dispensers/Vaccinators
 Provide a second review of the client Medical Screening Form or Vaccine Consent Form and
contraindications.
 Dispense/administer appropriate medication/vaccine.
 Provide each individual with patient instructions.
 THE INDIVIDUAL WILL LEAVE THE MEDICAL SCREENING FORM OR VACCINE CONSENT
FORM WITH POD STAFF, to be returned to the Health District in order for all patient data to be
tracked and entered into WebIZ’s Countermeasure Response Administration (CRA) database.
In some circumstances employees can obtain medication for their household rather than have everyone
come to the dispensing site(s).
{Healthcare facility name} Private POD Plan – {date}
5
Medical Evaluator
 Provides recommendations to those individuals who cannot receive mediation/vaccine at Private
POD site due to contraindications.
Job Actions Sheets for positions noted above are included in Appendix K.
Note: Depending on the size of POD operations, some the above positions may be combined, or
additional positions may be added. Furthermore, {Healthcare facility name} may request Medical Reserve
Corps (MRC) or Community Emergency Response Team (CERT) volunteers through the Regional
Emergency Operations Center to assist with POD operations.
{Healthcare facility name} Private POD Plan – {date}
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DEMOBILIZATION
When dispensing operations are complete, the Dispensing Site Coordinator will contact the Health District
Representative to inform them that the dispensing site is closing and to schedule pick up of the remaining
SNS assets. The {Healthcare facility name} Pharmacy Representative will provide the Employee Health
and Well-Being Unit Leader with all pharmaceutical inventory tracking forms and repack all unused and
returnable SNS assets to be collected by Health District. The {Healthcare facility name} Dispensing Site
Team and the Supply Unit Leader will supply the other inventory tracking sheets to the Dispensing Site
Coordinator. All Medical Screening Forms and all other documentation shall be submitted to the Health
District.
{Healthcare facility name} Private POD Plan – {date}
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TRAINING AND EXERCISES
Training: The Health District will provide training to the {Healthcare facility name} closed Health Care
Partner Dispensing team on managing and operating the dispensing site. The {Healthcare facility name}
Team will provide just-in-time training to dispensing site staff in the event the closed Health Care Partner
Dispensing Site will need to be activated. The Health District will provide the Dispensing Site Team with
just-in-time training materials.
Exercises: {Healthcare facility name} shall participate in at least one tabletop, functional or full scale
exercise in coordination with the Health District to test this plan. The Health District will provide
assistance in developing this exercise and any other exercises {Healthcare facility name} wishes to
conduct regarding Private POD Dispensing Sites.
{Healthcare facility name} Private POD Plan – {date}
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PLAN DEVELOPMENT AND MAINTENANCE
This closed Health Care Partner Dispensing Plan will be developed, maintained and updated as
appropriate by the {Healthcare facility name} Dispensing Site Coordinator with assistance from the Health
District. {Healthcare facility name} will provide the Health District with a copy of the completed plan and
any updates as they are made.
{Healthcare facility name} Private POD Plan – {date}
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APPENDIX A: ACRONYMS
CDC
DOC
HICS
ICS
MOU
NDPBH
NIMS
POD
PREP Act
REOC
RSS
SNS
WCHD
Centers for Disease Control and Prevention
Department Operations Center
Hospital Incident Command System
Incident Command System
Memorandum of Understanding
Nevada Division of Public and Behavioral Health
National Incident Management System
Point of Dispensing
Public Readiness and Emergency Preparedness Act
Regional Emergency Operations Center
Receipt, Staging and Storage
Strategic National Stockpile
Washoe County Health District
{Healthcare facility name} Private POD Plan – {date}
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APPENDIX B: DEFINITION OF TERMS
Centers for Disease Control and Prevention – A federal agency under the Department of Health and
Human Services. Its main goal is to protect public health and safety through the control and prevention of
disease, injury and disability. CDC’s Office of Public Health Preparedness and Response leads the
agency’s preparedness and response activities by providing strategic direction, support and coordination
to build and strengthen a state’s capacity to adequately respond to threats.
Department Operations Center – The protected site from which Washoe County Health District officials
coordinate, monitor, and direct emergency response activities in a public health emergency.
Nevada Division of Public and Behavioral Health – The mission of the Nevada DPBH is to protect,
promote and improve the physical and behavioral health of the people in Nevada. The NDPBH Public
Health Preparedness program assists Nevadans in preparation for a public health emergency, and is
responsible for the dissemination of Strategic National Stockpile supplies to Private POD sites.
Emergency – A condition of disaster or of extreme peril to the safety of persons and property within the
County, caused by such conditions as air pollution, fire, flood, hazardous material incident, storm,
epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, an
earthquake or other conditions.
Hospital Incident Command System – In response to the Federal, State and local regulations and nongovernment guidelines in the hospital emergency management, a group of hospitals in the 1990’s
developed the Hospital Incident Command System (HICS) as a foundation for preparing for and
responding to various types of disasters; the current system HICS reflects consistency with the National
Incident Management System (NIMS). Hospitals are not required to use HICS. It is only one of several
models that present ICS for hospitals.
Incident Command System – A nationally used, standardized on-scene emergency management concept
specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the
complexity and demands of single or multiple incidents, without being hindered by jurisdictional
boundaries. ICS is the field-level component of NIMS. It is the combination of facilities, equipment,
personnel, procedures, and communications operating within a common organizational structure, with
responsibility for the management of resources to effectively accomplish stated objectives pertinent to an
incident.
Memorandum of Understanding – A document that expresses mutual accord on an issue between one or
more parties.
National Incident Management System – NIMS identifies concepts and principles that answer how to
manage emergencies form preparedness to recovery regardless of their cause, size, location or
complexity. NIMS provides a consistent nationwide approach and vocabulary for multiple agencies or
jurisdictions to work together to build, sustain and deliver the core capabilities needed to achieve a secure
and resilient nation.
Point of Dispensing – A location where medications/vaccine from the Strategic National Stockpile can be
provided to people in response to a public health emergency.
Public Readiness and Emergency Preparedness Act – The PREP Act authorizes the Secretary of the
Department of Health and Human Services (Secretary) to issue a declaration (PREP Act declaration) that
provides immunity from liability (except for willful misconduct) for claims of loss caused, arising out of,
relating to, or resulting from administration or use of countermeasures to diseases, threats and conditions
determined by the Secretary to constitute a present, or credible risk of a future public health emergency to
{Healthcare facility name} Private POD Plan – {date}
11
entities and individuals involved in the development, manufacture, testing, distribution, administration, and
use of such countermeasures.
Regional Emergency Operations Center – A single, permanently established, ready to operate Regional
EOC in Washoe County to perform individual and/or integrated EOC response services in support of
jurisdictional emergencies or larger regional emergencies and disasters involving two or more
jurisdictions.
Receipt, Staging and Storage Site – The site where Strategic National Stockpile assets are delivered from
the CDC to the State of Nevada. Strategic National Stockpile medications and supplies are stored and
managed within this site prior to being delivered to public and private PODs.
Strategic National Stockpile – The Nation’s most important resource for provisioning critical medical
materiel to protect the American public if there is a public health emergency (terrorist attack, pandemic)
severe enough to cause local supplies to run out.
Washoe County Health District – Pursuant to NRS 439.410, the Health District is a public agency with
jurisdiction over all public health matters within Washoe County, Nevada. The Washoe County Health
District Public Health Preparedness program is responsible for coordinating activities relating to public
health emergency preparedness and response.
{Healthcare facility name} Private POD Plan – {date}
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APPENDIX C: MEMORANDUM OF UNDERSTANDING
Memorandum of Understanding
Between
Washoe County Health District
And
{Healthcare facility name}
This Memorandum of Understanding (MOU) is made and entered into between the Washoe County
Health District (Health District) and {Healthcare facility name}.
INSERT MOU HERE
{Healthcare facility name} Private POD Plan – {date}
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APPENDIX D: POD REGISTRY FORM
Point of Dispensing (POD) Registry Form - INSERT HERE
{Healthcare facility name} Private POD Plan – {date}
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APPENDIX E: DISPENSING TEAMS
{Healthcare facility name} POD is anticipated to operate in two 12-hour shifts per 24-hour period until all
employees, employee family members and patients are medicated or vaccinated.
{Healthcare facility name} POD will be staffed according to the severity of the event, availability of
medication/vaccine and the ability to maintain normal business operations. While the exact number of
Dispensing Site staff will be determined at the time of a public health emergency, {Healthcare facility
name} expects a staffing model as described in the table below.
Dispensing Site Position
Dispensing Site Coordinator
# Staff Required per Shift
Complete numbers here
Greeters
Educators
Screeners
Dispensers/Vaccinators
Medical Evaluator
TOTAL STAFF REQUIRED (per shift)
{Healthcare facility name} Private POD Plan – {date}
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APPENDIX F: ORGANIZATIONAL CHARTS
Hospital Incident Command System (HICS) Organizational Chart
{Healthcare facility name} Private POD Plan – {date}
16
Sample Point of Dispensing (POD) Organizational Chart
{Healthcare facility name} Private POD Plan – {date}
17
APPENDIX G: DISPENSING SITE SET-UPS
Walk-Through Example:
INSERT MAP HERE
S
O
S
O
Mandalay
A
FORMS
DISPENSING
Mandalay
B
SCREENING
S
O
Greeters
S
O
{Healthcare facility name} Private POD Plan – {date}
P
O
D
18
Drive-Through Example:
INSERT MAP HERE
{Healthcare facility name} Private POD Plan – {date}
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APPENDIX H: DISPENSING SITE NEEDS
The following items are examples of items needed at each dispensing site:
___
___
___
___
___
___
___
___
___
___
___
___
___
___
___
___
___
___
Adequate Parking
ADA Accessible Restrooms
Break Rooms for Staff
Secure Medication Storage
Notepads
Photocopier/Paper
Telephone Availability
Computer and Printer
Fax Machine
File Folders and File Boxes
Tables and Chairs
First Aid
Wastebaskets/Linings
Pens
Staplers
Clipboards
List of Emergency Numbers (Health District, Law Enforcement, Emergency Medical Services)
Signs to Identify Each Station
{Healthcare facility name} Private POD Plan – {date}
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APPENDIX I: COMMUNICATIONS PLAN FOR POD OPS
{Healthcare facility name} will inform their employees per their Communications Annex in their Emergency
Operations Plan of the activation of the closed Health Care Partner Dispensing Sites.
OR INSERT COMMS PLAN HERE
{Healthcare facility name} Private POD Plan – {date}
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APPENDIX J: SECURITY RECOMMENDATIONS
Overview: Security of a POD location is of critical importance during an event that requires its activation.
When activating a Private POD, {Healthcare facility name} will work through the Regional Emergency
Operations Center (REOC) to augment security in an effort to safeguard the POD sites,
medication/vaccine, and personnel associated with the POD.
Vulnerability Assessments: A vulnerability assessment of the {Healthcare facility name} Dispensing
Site(s) should be conducted by {Healthcare facility name} and appropriate action should be taken to
address vulnerabilities. {Healthcare facility name} may enlist the support of the Northern Nevada
Regional Intelligence Center to conduct vulnerability assessments for each site.
Interior Physical Security: Upon activation of the POD site it is recommended to conduct a security
sweep of the POD facility. Security should be maintained from that point forward until the POD site is
closed. Additional security sweeps of the facility should be done upon discovery of any suspicious items
or persons. Random security patrols of the site will provide visible security presence, as well as
monitoring of the site security.
Security of the Strategic National Stockpile (SNS): Transport and security of the SNS materiel from a
Nevada SNS Receiving, Staging, Storing site will be handled by the Nevada Highway Patrol, National
Guard, or other authority delegated by the Nevada Division of Public and Behavioral Health.
The security of the SNS materiel at the POD site will be provided by locking the material in a secured
room. Security will be posted at this room as necessary.
Crowd Management within the POD: All identified POD locations should have exterior lighting. If
available exterior lighting is inadequate or if there is a power failure, additional lighting and generators
may be provided by {Healthcare facility name} or requests via the REOC.
Crowd management and movement within the POD site is designed to provide the most direct and safe
movement of people within the facility. Safety and security of POD staff and {Healthcare facility name}
employees is of paramount importance. {Healthcare facility name} employees will require a combination
of signage, verbal direction from POD staff, and other forms of information and communication regarding
POD procedures.
Access into the POD site and dispensing area should be limited to one entrance and one exit. All other
access points should be blocked.
Signage: POD signage should be used throughout the entire process to assist in crowd control. There
are signs for use indoors and outdoors and these will help guide employees through the POD site.
Specialized Unit Needs: If it becomes necessary to utilize a traffic control unit at {Healthcare facility
name}’s private POD site(s), it will be handled by Security. Any other special unit needs are determined
either through the original site vulnerability assessment or by Security on site at the time of the event.
Crowd Control Outside the Facility: Greeters and signs are recommended to be outside the facility to
direct individuals to the POD entrance. Greeters will also be inside the POD distributing informational
material and will be available to answer questions and direct individuals to the screening and dispensing
area.
Access Control to Facility: Access to the facility should be limited to one entrance and one exit. All
other access points should be blocked off. Any {Healthcare facility name} employee may enter the POD
{Healthcare facility name} Private POD Plan – {date}
22
site during operational hours. It is recommended that only POD staff members, who are identified by
{Healthcare facility name} identification, are allowed to be in the facility when the POD is not operational.
Radios: If available, radios for communication with Security personnel will be utilized.
Evacuation Plans: Egress out of the POD site when there is a security threat will be through any of the
available doors leading to the facility’s exterior. Should fire alarms sound, all occupants will be directed to
the nearest exits.
Irate Persons: Should employees become irate while waiting in line and disrupt POD flow, the
recommended policy is to:
1. Notify the highest in command in Security
2. Use best judgment to determine if the person should be removed from the line
3. Escort that person to a pre-designated area
4. Remove them from the POD site
{Healthcare facility name} Private POD Plan – {date}
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APPENDIX K: JOB ACTION SHEETS
The following Job Action Sheets are included in Appendix K:
HICS Specific
 Logistics Section Chief
 Support Branch Director
 Employee Health and Well-Being Unit Leader
 Supply Unit Leader
 Labor Pool and Credentialing Unit Leader
 Employee Family Care Unit Leader
POD Specific
 POD Commander
 Medical Supply Unit Leader
 Greeter
 Educator
 Screener
 Dispenser/Vaccinator
 Medical Evaluator
{Healthcare facility name} Private POD Plan – {date}
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LOGISTICS SECTION CHIEF
Mission:
Organize and direct the service and support activities needed to ensure the material needs for the
hospital’s response to an incident are available when needed.
Position Reports to: Incident Commander
Position Contact Information: Phone: (
Hospital Command Center (HCC): Phone: (
Command Location:
)
)
Radio Channel:
-
Fax: (
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
/
)
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
Immediate Response (0 – 2 hours)
Time
Initial
Receive appointment
 Obtain briefing from the Incident Commander on:
Size and complexity of incident
Expectations of Incident Commander
Incident objectives
Involvement of outside agencies, stakeholders, and organizations
The situation, incident activities, and any special concerns
 Assume the role of Logistics Section Chief
 Review this Job Action Sheet
 Put on position identification (e.g., position vest)
 Notify your usual supervisor of your assignment
Assess the operational situation
 Obtain information from the Operations Section Chief, Staging Manager, and the operational
status of the Service and Support Branch Directors to assess critical issues and resource needs
 Provide information to the Incident Commander on the Logistics Section operational situation
including capabilities and limitations
Determine the incident objectives, tactics, and assignments
 Determine which Logistics Section functions need to be activated:
 Service Branch
 Support Branch
 Document section objectives, tactics, and assignments on the HICS 204: Assignment List
 Make assignments, distribute corresponding Job Action Sheets and position identification
 Determine strategies and how the tactics will be accomplished
 Determine needed resources
 Brief section personnel on the situation, strategies, and tactics, and designate a time for
the next briefing
Activities
{Healthcare facility name} Private POD Plan – {date}
25
LOGISTICS SECTION CHIEF
 Ensure the Hospital Command Center (HCC) is set up and equipped with the necessary
resources and services including communications and information technology
 Appoint an assistant to manage the needs of the HCC, if needed
 Establish and communicate the process for other sections to request personnel and
additional resources
 If relocation or additional care locations are necessary, coordinate with Operations and
Planning Sections to determine the infrastructure requirements that are necessary to meet
the operational needs, and conduct pre-deployment assessments
 Establish Logistics Section work procedures (e.g., work hours, rotation schedule, contact
list, need for and monitoring of overtime hours)
 Coordinate procurement and expense needs with Financial Section to determine proper
authority and reimbursement ceilings
 Participate in Incident Action Plan (IAP) preparation, briefings, and meetings as needed; assist
in identifying strategies; determine tactics, work assignments, and resource requirements
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 205A: Distribute the Communications List appropriately
 HICS 206: Ensure that a Staff Medical Plan is created and distributed
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 252: Distribute Section Personnel Time Sheet to section personnel; ensure time is
recorded appropriately, and submit it to the Finance/Administration Section Time Unit Leader
at the completion of a shift or end of each operational period
 HICS 256: Track requested equipment and services on a Procurement Summary Report
 HICS 257: Track equipment used during the response on the Resource Accounting Record
Resources
 Determine equipment and supply needs; request them from the Supply Unit Leader
 Assess issues and needs in section areas; coordinate resource management
 Make requests for external assistance, as needed, in coordination with the Liaison Officer
 Determine from all sections levels of personnel and additional resources needed for next
operational period
 Work with the Finance/Administration Chief on the preparation of additional service and
equipment contracts
 Maintain the current status of all areas in Logistics Section, inform Planning Section personnel
of activities that have occurred; keep them updated with status and utilization of resources
 Inform Finance/Administration Section of personnel time records and potential work-related
claims
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all section personnel comply with safety procedures and instructions
 Ensure personal protective equipment (PPE) is available and utilized appropriately
Intermediate Response (2 – 12 hours)
{Healthcare facility name} Private POD Plan – {date}
Time
Initial
26
LOGISTICS SECTION CHIEF
Activities
 Transfer the Logistics Section Chief role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS Forms
203, 204, 214, and 215A)
 Meet regularly with the Incident Commander and Hospital Incident Management Team
(HIMT) staff to update the status of the response and relay important information on the
capabilities and limitations of the Logistics Section
 Designate a time for briefing and updates with the Logistics Section personnel to develop
recommended updates to the Incident Action Plan (IAP) and to develop demobilization
procedures
 Ensure the following are being adequately supported with necessary resources:
 Clinical areas, both inpatient and outpatient
 Staging and Labor Pool including credentialing of staff and volunteers
 Information technology and information systems network integrity
 Food and water for patients, staff, and visitors
 Employee health and well-being services
 Clinical support services
 Patient family care supply support
 Hospital personnel family support
 Environmental services
 Transportation services
 Coordinate and process requests for personnel and resources from other sections
 Obtain needed materials and fulfill resource requests with the assistance of the
Finance/Administration Section Chief and Liaison Officer
 Communicate regularly with Hospital Incident Management Team (HIMT) staff
 Ensure that the Logistics Section is adequately staffed and supplied
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document actions, decisions, and information received on Activity Log
Resources
 Ensure equipment, supplies, and personal protective equipment (PPE) are replaced as
needed, coordinating with Operations Section Chief
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure section personnel health and safety issues are being addressed; report issues to the
Safety Officer and Employee Health and Well-Being Unit
{Healthcare facility name} Private POD Plan – {date}
27
LOGISTICS SECTION CHIEF
Extended Response (greater than 12 hours)
Time
Initial
Time
Initial
Activities
 Transfer Logistics Section Chief role, if appropriate:
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Continue to monitor the ability of Logistics Section personnel to meet workload demands,
personnel health and safety, resource needs, and documentation practices
 Continue to maintain the HICS 257: Resource Accounting Record to track equipment used
during the response
 Communicate regularly with the Hospital Incident Management Team (HIMT)
 Brief Incident Commander, Public Information Officer, and Liaison Officer regularly on the
status of the Logistics Section
 Designate a time for briefing and updates with Logistics Section leadership to update the
Incident Action Plan (IAP)
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document actions, decisions, and information received on Activity Log
 HICS 257: Track equipment used during the response on the Resource Accounting Record
Resources
 Monitor levels of all supplies and equipment, and collaborate on needs with the Supply Unit
Leader
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Observe section personnel for signs of stress and inappropriate behavior; report concerns to
the Safety officer and the Employee Health and Well-Being Unit
 Provide for personnel rest periods and relief
 Ensure your physical readiness through proper nutrition, water intake, rest, and stress
management techniques
Demobilization/System Recovery
Activities
 Transfer Logistics Section Chief role if appropriate
o Conduct a transition meeting to brief your replacement on the current situation,
demobilization actions, available resources, and the role of external agencies in support of
the hospital
o Address any health, medical, and safety concerns
o Address political sensitivities, when appropriate
{Healthcare facility name} Private POD Plan – {date}
28
LOGISTICS SECTION CHIEF
o







Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214. and 215A)
Work with Planning and Finance/Administration Sections to complete cost data information
Debrief section personnel on lessons learned and procedural or equipment changes needed
Participate in other briefings and meetings as required
Submit comments to the Planning Section for discussion and possible inclusion in an After
Action Report and Corrective Improvement Plan. Topics include:
o Review of pertinent position descriptions and operational checklists
o Recommendations for procedure changes
o Accomplishments and issues
Participate in stress management and after action debriefings
As objectives are met and needs decrease, return Logistics Section personnel to their usual
jobs and combine or deactivate positions in a phased manner, in coordination with the
Planning Section Demobilization Unit Leader
Assist other Section Chiefs in restoring the hospital to normal operations
Documentation
 HICS 221: Demobilization Check-Out
 Ensure all documentation is submitted to the Planning Section Documentation Unit
Documents/Tools


















HICS 203 - Organization Assignment List
HICS 204 - Assignment List
HICS 205A - Communications List
HICS 206 - Staff Medical Plan
HICS 213 - General Message Form
HICS 214 - Activity Log
HICS 215A - Incident Action Plan (IAP) Safety Analysis
HICS 221 - Demobilization Check-Out
HICS 252 - Section Personnel Time Sheet
HICS 253 - Volunteer Registration
HICS 256 - Procurement Summary Report
HICS 257 - Resource Accounting Record
Hospital Emergency Operations Plan
Hospital Incident Specific Plans or Annexes
Hospital organization chart
Hospital telephone directory
Master Inventory Control lists
Telephone/cell phone/satellite phone/internet/amateur radio/2-way radio for communication
{Healthcare facility name} Private POD Plan – {date}
29
SUPPORT BRANCH DIRECTOR
Mission:
Organize and manage the services required to maintain the hospital’s supplies, alternate care areas and
work locations, transportation, and labor pool. Ensure the provision of logistical, psychological, and
medical support of employees and their families.
Position Reports to: Logistics Section Chief
Position Contact Information: Phone: (
Hospital Command Center (HCC): Phone: (
Command Location:
)
)
Radio Channel:
-
Fax: (
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
)
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
Immediate Response (0 – 2 hours)
Time
Initial
Receive appointment
 Obtain briefing from the Logistics Section Chief on:
 Size and complexity of incident
 Expectations of Incident Commander
 Incident objectives
 Involvement of outside agencies, stakeholders, and organizations
The situation, incident activities, and any special concerns
 Assume the role of Support Branch Director
 Review this Job Action Sheet
 Put on position identification (e.g., position vest)
 Notify your usual supervisor of your assignment
Assess the operational situation
o Assess the Support Branch’s capacity to provide:
 Additional credentialed and non-credentialed personnel
 Employee health care, including prophylaxis and medical monitoring
 Behavioral health support to staff
 Support to staff family members
 Medical equipment and supplies
 Internal and external transportation support
 Alternate care and worksite locations and furnishings
o Provide information to the Logistics Section Chief on the operational situation of the Support
Branch
Determine the incident objectives, tactics, and assignments
 Determine which Support Branch functions need to be activated:
 Employee Health and Well-Being Unit
 Supply Unit
 Transportation Unit
{Healthcare facility name} Private POD Plan – {date}
30
SUPPORT BRANCH DIRECTOR





 Labor Pool and Credentialing Unit
 Employee Family Care Unit
Document objectives, tactics, and assignments on the HICS 204: Assignment List
Make assignments, and distribute corresponding Job Action Sheets and position
identification
Determine strategies and how the tactics will be accomplished
Determine needed resources
Brief branch personnel on the situation, strategies, and tactics, and designate a time for
the next briefing
Activities
 Initiate the process for requesting, acquiring, and distributing equipment and supplies,
including personal protective equipment (PPE)
o Ensure that medication and patient care supply inventories are reported to Supply Unit
o Coordinate procurement with the Finance/Administration Section
 Initiate and communicate procedures for others to use to request additional personnel;
ensure that a process is in place to acquire additional personnel from inside and outside
the organization
 Ensure a process for addressing staff medical and behavioral health issues
 Ensure that employee family and dependent-care services are activated
 Ensure there is a process to respond to requests for internal and external transport of
patients, supplies, and equipment
 Initiate procedures for providing facilities and logistical support to expanded patient care
areas, alternate care areas, and other work locations, as needed
 Obtain information and updates regularly from the Logistics Section Chief
 Maintain current status of all Support Branch areas
 Consider development of a branch action plan; submit to the Logistics Section Chief if
requested
 Inform the Logistics Section Chief of activities that have occurred; keep updated with status
and utilization of resources and anticipated resource needs
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 206: Ensure that a Staff Medical Plan is created and distributed
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 252: Distribute Section Personnel Time Sheet to section personnel; ensure time is
recorded appropriately, and submit it to the Finance/Administration Section Time Unit Leader
at the completion of a shift or end of each operational period
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Determine equipment and supply needs; request from the Supply Unit Leader
 Make requests for external assistance, as needed, in coordination with the Liaison Officer
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all branch personnel comply with safety procedures and instructions
{Healthcare facility name} Private POD Plan – {date}
31
SUPPORT BRANCH DIRECTOR
Intermediate Response (2 – 12 hours)
Time
Initial
Time
Initial
Activities
 Transfer the Support Branch Director role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS Forms
203, 204, 214, and 215A)
 Meet regularly with the Logistics Section Chief for status reports
 Advise the Logistics Section Chief immediately of any operational issue you are not able to
correct
 Designate times for briefings and updates with Unit Leaders to develop or update the branch
action plan, if needed
 Schedule planning meetings with Unit Leaders to update the plans and demobilization
procedures
 Ensure that Support Branch staffing and supply issues are addressed
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Ensure equipment, supplies, and personal protective equipment (PPE) are replaced as needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all branch personnel comply with safety procedures and instructions
 Ensure physical readiness through proper nutrition, water intake, rest, and stress
management techniques
 Ensure branch personnel health and safety issues are being addressed; report issues to the
Safety Officer and the Employee Health and Well-Being Unit
 Ensure personal protective equipment (PPE) is available and utilized appropriately
Extended Response (greater than 12 hours)
Activities
 Transfer the Support Branch Director role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS Forms
{Healthcare facility name} Private POD Plan – {date}
32
SUPPORT BRANCH DIRECTOR
203, 204, 214, and 215A)
 Designate times for briefings and updates with Unit Leaders to develop or update the branch
action plan, if needed
 Schedule planning meetings with Unit Leaders to update the plans and demobilization
procedures
 Ensure that Support Branch staffing and supply issues are addressed
 Provide updates to the Logistics Section Chief and branch personnel
 Provide information to the Logistics and Planning Sections
 Meet with Unit Leaders to address ongoing issues
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Monitor levels of all supplies and equipment, and collaborate needs with the Supply Unit
Leader
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all branch personnel continue to comply with safety procedures and instructions
 Observe all staff and volunteers for signs of stress and inappropriate behavior and report
concerns to the Safety Officer and the Employee Health and Well-Being Unit Leader
 Provide for staff rest periods and relief
 Ensure physical readiness through proper nutrition, water intake, rest, and stress
management techniques
 Ensure personal protective equipment (PPE) is available and utilized appropriately
Demobilization/System Recovery
Time
Initial
Activities
 Transfer the Support Branch Director role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS Forms
203, 204, 214, and 215A)
 Ensure the return, retrieval, and restocking of equipment and supplies
 As objectives are met and needs decrease, return unit personnel to their usual jobs and
combine or deactivate positions in a phased manner in coordination with the Planning Section
Demobilization Unit Leader
 Notify the Logistics Section Chief when demobilization and restoration is complete
{Healthcare facility name} Private POD Plan – {date}
33
SUPPORT BRANCH DIRECTOR
 Coordinate reimbursement issues with the Finance/Administration Section
 Upon deactivation of your position, brief the Logistics Section Chief on current problems,
outstanding issues, and follow up requirements
 Debrief branch personnel on issues, strengths, areas of improvement, lessons learned, and
procedural or equipment changes as needed
 Submit comments to the Planning Section Chief for discussion and possible inclusion in an
After Action Report and Corrective Action and Improvement Plan. Topics include:
 Review of pertinent position descriptions and operational checklists
 Recommendations for procedure changes
 Accomplishments and issues
o Participate in stress management and after action debriefings
Documentation
 HICS 221: Demobilization Check-Out
 Ensure all documentation is submitted to the Planning Section Documentation Unit
Documents and Tools


















HICS 203 - Organization Assignment Sheet
HICS 204 - Assignment List
HICS 206 - Staff Medical Plan
HICS 213 - General Message Form
HICS 214 - Activity Log
HICS 215A - Incident Action Plan (IAP) Safety Analysis
HICS 221 - Demobilization Check-Out
HICS 252 - Section Personnel Time Sheet
HICS 253 - Volunteer Registration
HICS 257 - Resource Accounting Record
Hospital Emergency Operations Plan
Hospital Incident Specific Plans or Annexes
Hospital organization chart
Hospital telephone directory
Master Inventory Control lists
Supply, equipment, and personnel vendor directories and support agreements
Internet and intranet-connected computer
Telephone/cell phone/satellite phone/internet/amateur radio/2-way radio for communication
{Healthcare facility name} Private POD Plan – {date}
34
EMPLOYEE HEALTH AND WELL-BEING UNIT LEADER
Mission: Ensure the provision of logistical, psychological, and medical support of staff and their dependents.
Position Reports to: Support Branch Director
Position Contact Information: Phone: (
Hospital Command Center (HCC): Phone: (
Command Location:
)
)
Radio Channel:
-
Fax: (
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
)
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
Immediate Response (0 – 2 hours)
Time
Initial
Receive appointment
 Obtain briefing from the Support Branch Director on:
Size and complexity of incident
Expectations of the Incident Commander
Incident objectives
Involvement of outside agencies, stakeholders, and organizations
The situation, incident activities, and any special concerns
 Assume the role of Employee Health and Well-Being Unit Leader
 Review this Job Action Sheet
 Put on position identification (e.g., position vest)
 Notify your usual supervisor of your assignment
Assess the operational situation
 Obtain critical information from the Operations Section Chief, Staging Manager, and Branch
Directors to assess critical issues and resource needs for employees and volunteers
 Provide information to the Support Branch Director on the operational situation of the
Employee Health and Well-Being Unit
Determine the incident objectives, tactics, and assignments
 Document unit objectives, tactics, and assignments on the HICS 204: Assignment List
 Based on the incident objectives for the response period consider the issues and priorities:
Appoint Employee Health and Well-Being Unit personnel in collaboration with the Support
Branch Director
Determine strategies and how the tactics will be accomplished
Determine needed resources
o Brief unit personnel on the situation, strategies, and tactics and designate a time for the next
briefing
Activities
{Healthcare facility name} Private POD Plan – {date}
35
EMPLOYEE HEALTH AND WELL-BEING UNIT LEADER
 Ensure injured staff and volunteers receive care as needed
 Project potential injury and illness impacts with the Operations Section Medical Care Branch
Director
 Develop a medical care plan for staff, assign staff, levels of care, and identify needed
personnel and resources
 Document plan on HICS 206: Staff Medical Plan and submit to the Support Branch Director for
approval and incorporation into the Incident Action Plan (IAP)
 Coordinate claims with the Finance/Administration Section Compensation/Claims Unit
 Track and trend staff illness and absenteeism; in coordination with the Operations Section
Medical Care Branch Director implement additional intervention plans to address identified
issues
 Institute monitoring programs for staff exposed to biological, chemical, or radioactive agents
 Implement behavioral health services for employees and volunteers as needed:
 Determine strategies to address issues created by extended work hours, family
separation, injuries and illness exposures, and frequent poor patient outcomes
 Ensure that there is a process to refer personnel to needed resources (e.g., Employee
Assistance Programs, faith based services, counseling)
 Work with the Operations Section Behavioral Health Unit to assign therapists to strategic
locations (e.g., cafeteria, staff lounges, emergency department) to provide easy access for
staff
 Ensure line-of-duty death procedures are implemented as appropriate and according to
the Hospital Fatality Management Plan
 Ensure behavioral health services and staff are available for the Hospital Incident
Management Team (HIMT)
 Implement Staff Prophylaxis Plan if indicated:
 Augment unit staffing to provide services; request supplementation from the Labor
Pool and Credentialing Unit Leader
 Prepare Point of Dispensing (POD) location as per staff prophylaxis procedures
 Determine medication, dosage, and quantity with the Operations Section Medical Care
Branch Director
 With the Operations Section Medical Care Branch Director and the appropriate
Medical-Technical Specialist, recommend to the Incident Commander the priority of
staff to receive medication or immunization
 Acquire and distribute medication from the pharmacy, a vendor, or local public health
 Prepare documentation related to medication administration
 Provide educational materials for distribution
 Track the side effects and efficacy
 Obtain information and updates regularly from other Support Branch Units
 Maintain current status of all Employee Health and Well-Being Unit areas
 Inform the Support Branch Director of activities that have occurred; keep updated with status
and utilization of resources and anticipated resource needs
 Consider development of a unit action plan; submit to the Support Branch Director if
requested
 Consider use of outside contract personnel and equipment as needed; coordinate with
the Service and Support Branch Directors
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 206: Initiate Staff Medical Plan
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
{Healthcare facility name} Private POD Plan – {date}
36
EMPLOYEE HEALTH AND WELL-BEING UNIT LEADER
 HICS 252: Distribute Section Personnel Time Sheet to section personnel; ensure time is
recorded appropriately, and submit it to the Finance/Administration Section Time Unit
Leader at the completion of a shift or end of each operational period
 HICS 256: As directed by the Finance/Administration Section Procurement Unit Leader, log all
purchases on a Procurement Summary Report
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are available as
needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel comply with safety procedures and instructions
Intermediate Response (2 – 12 hours)
Time
Initial
Activities
 Transfer Employee Health and Well-Being Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Continue to monitor the ability of the Employee Health and Well-Being Unit to meet
workload demands, personnel health and safety, resource needs, and documentation
practices
 Continue to monitor the success and need for Point of Dispensing (POD) operation
 Ensure unit personnel participate in behavioral health monitoring programs
 Meet regularly with the Support Branch Director for status reports
 Advise the Support Branch Director immediately of any operational issue you are not able to
correct
 Designate times for briefings and updates with the Employee Health and Well-Being Unit
personnel to develop or update the unit action plan and demobilization procedures
 Ensure that Employee Health and Well-Being Unit staffing and supply issues are addressed
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
{Healthcare facility name} Private POD Plan – {date}
37
EMPLOYEE HEALTH AND WELL-BEING UNIT LEADER
 Ensure equipment, supplies, and personal protective equipment (PPE) are replaced as needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel comply with safety procedures and instructions
 Ensure physical readiness through proper nutrition, water intake, rest, and stress
management techniques
 Ensure unit personnel health and safety issues are being addressed; report issues to the
Safety Officer and coordinate resolution
 Ensure personal protective equipment (PPE) is available and utilized appropriately
Extended Response (greater than 12 hours)
Time
Initial
Activities
 Transfer Employee Health and Well-Being Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Continue to monitor unit personnel's ability to meet workload demands, resource needs, and
documentation practices
 Continue to monitor the success and need for Point of Dispensing (POD) operation
 Submit requested documentation to local health department
 Provide updates to the Support Branch Director
 Meet with unit personnel to address ongoing issues
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are replaced as needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
{Healthcare facility name} Private POD Plan – {date}
38
EMPLOYEE HEALTH AND WELL-BEING UNIT LEADER
Safety and security
 Ensure that all unit personnel continue to comply with safety procedures and instructions
 Observe all staff and volunteers for signs of stress and inappropriate behavior and report
concerns to the Safety Officer and coordinate resolution
 Provide for staff rest periods and relief
 Ensure physical readiness through proper nutrition, water intake, rest, and stress
management techniques
 Ensure personal protective equipment (PPE) is available and utilized appropriately
Demobilization/System Recovery
Time
Initial
Activities
 Transfer Employee Health and Well-Being Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Restore Point of Dispensing (POD) location to normal operating mode
 Repair, return, or replace POD used materials
 Coordinate medication return and documentation submission with local health department
 Ensure staff with ongoing physical or behavioral health problems receive needed care and
that required documentation is prepared and sent to the Finance/Administration Section
Compensation/Claims Unit Leader
 Submit final POD data and report to local health department
 Ensure the return, retrieval, and restocking of equipment and supplies
 As objectives are met and needs decrease, return unit personnel to their usual jobs and
combine or deactivate positions in a phased manner in coordination with the Planning Section
Demobilization Unit Leader
 Notify the Support Branch Director when demobilization and restoration is complete
 Coordinate reimbursement issues with the Finance/Administration Section
 Upon deactivation of your position, brief the Support Branch Director on current problems,
outstanding issues, and follow up requirements
 Debrief unit personnel on issues, strengths, areas of improvement, lessons learned, and
procedural or equipment changes as needed
 Submit comments to the Planning Section Chief for discussion and possible inclusion in an
After Action Report and Corrective Action and Improvement Plan. Topics include:
Review of pertinent position descriptions and operational checklists
Recommendations for procedure changes
Accomplishments and issues
 Participate in stress management and after action debriefings
Documentation
 HICS 221: Demobilization Check-Out
 Ensure all documentation is submitted to the Planning Section Documentation Unit
{Healthcare facility name} Private POD Plan – {date}
39
EMPLOYEE HEALTH AND WELL-BEING UNIT LEADER
Documents and Tools





















HICS 203 - Organization Assignment List
HICS 204 - Assignment List
HICS 206 - Staff Medical Plan
HICS 213 - General Message Form
HICS 214 - Activity Log
HICS 215A - Incident Action Plan (IAP) Safety Analysis
HICS 221 - Demobilization Check-Out
HICS 252 - Section Personnel Time Sheet
HICS 256 - Procurement Summary Report
HICS 257 - Resource Accounting Record
Hospital Emergency Operations Plan
Hospital Incident Specific Plans or Annexes
Hospital organization chart
Behavioral Health Support Plan
Line-of-duty death procedures
Hospital Fatality Management Plan
Mass Vaccination and Prophylaxis Plan
Staff prophylaxis procedures or Point of Dispensing (POD) Plan for Employees
Supply, equipment, and personnel vendor directories and support agreements
Hospital telephone directory
Telephone/cell phone/satellite phone/internet/amateur radio/2-way radio for communication
{Healthcare facility name} Private POD Plan – {date}
40
SUPPLY UNIT LEADER
Mission:
Acquire, inventory, maintain, and provide medical and non-medical care equipment, supplies, and
pharmaceuticals.
Position Reports to: Support Branch Director
Command Location:
Position Contact Information: Phone: (
-
Hospital Command Center (HCC): Phone: (
)
)
Radio Channel:
-
Fax: (
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
)
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
Immediate Response (0 – 2 hours)
Time
Initial
Receive appointment
 Obtain briefing from the Support Branch Director on:
Size and complexity of incident
Expectations of the Incident Commander
Incident objectives
Involvement of outside agencies, stakeholders, and organizations
The situation, incident activities, and any special concerns
 Assume the role of Supply Unit Leader
 Review this Job Action Sheet
 Put on position identification (e.g., position vest)
 Notify your usual supervisor of your assignment
Assess the operational situation
 Evaluate current inventories of patient care, pharmaceutical, linen, and hospital support
supplies
 Anticipate increased demand for supplies as indicated by situation
 Evaluate internal or external supply distribution system; coordinate issues with the Liaison
Officer, Labor Pool and Credentialing, and Transportation Units, as needed
 Verify vendors’ ability to continue to support hospital operations per contract or agreement
 Verify availability of secondary vendors, if needed
Determine unit objectives, tactics, and assignments
 Document unit objectives, tactics, and assignments on the HICS 204: Assignment List
 Based on the incident objectives for the response period consider the issues and priorities:
o Appoint Supply Unit personnel in collaboration with the Support Branch Director
o Determine strategies and how the tactics will be accomplished
o Determine needed resources
 Brief unit personnel on the situation, strategies, and tactics, and designate time for next
briefing
{Healthcare facility name} Private POD Plan – {date}
41
SUPPLY UNIT LEADER
Activities
 With the Logistics Section Chief and the Support Branch Director, coordinate supply issues
with the Operations Section Medical Care and Infrastructure Branches as well as hospital
materials management, pharmacy, etc., as needed to develop anticipated supply needs
list and resolve issues
o Include potentially affected specialty departments (e.g., emergency department,
operating rooms, critical care units)
o Make recommendations on use reduction measures to preserve existing stockpiles
o Review existing contracts and Memoranda of Understanding (MOU) to ensure
needs are met as expected
 Replace or increase inventories of patient care supplies, as indicated and include patient care
supplies, oxygen, pharmaceuticals, food, water, and linen
 Replace or increase inventories of office supplies, as indicated
 With the Operations Section Medical Care Branch Director and appropriate Medical-Technical
Specialists, determine specialty supplies necessary for response (e.g., pediatric, burn,
chemical, radiological, etc.) not routinely on hand
 Place emergency orders of supplies, pharmaceuticals, etc., using existing protocols or special
procedures identified by the Finance/Administration Section Procurement Unit
 Assure distribution of reserve supplies to areas as indicated in the operational plan, such as
carts containing additional:
o Airway equipment
o Dressings and bandages
o Chest tubes
o Burn kits
o Suture materials
o Intravenous (IV) equipment and fluids
o Antimicrobial skin cleanser; waterless hand cleaner
o Immobilization equipment (backboards, non-rigid transporting devices, litters)
o Splinting materials
o Oxygen with administration masks
o Airway and ventilation support and suction devices
o Pharmaceuticals
o Personal protective equipment (PPE) such as clothing, masks, and respirators
 Prepare to receive additional equipment, supplies, and pharmaceuticals from vendors;
collaborate with the Planning Section Materiel Tracking Manager to track arriving supplies
 Obtain information and updates regularly from the Support Branch Director
 Maintain current status of all unit areas
 Inform the Support Branch Director of activities that have occurred; keep updated with status
and utilization of resources and anticipated resource needs
 Consider development of a unit action plan; submit to the Support Branch Director if
requested
 Consider use of outside contract personnel and equipment as needed; coordinate with
the Service and Support Branch Directors
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 252: Distribute Section Personnel Time Sheet to section personnel; ensure time is
recorded appropriately, and submit it to the Finance/Administration Section Time Unit
Leader at the completion of a shift or end of each operational period
{Healthcare facility name} Private POD Plan – {date}
42
SUPPLY UNIT LEADER
 HICS 256: As directed by the Finance/Administration Section Procurement Unit Leader, log all
purchases on a Procurement Summary Report
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are available as
needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel comply with safety procedures and instructions
Intermediate Response (2 – 12 hours)
Time
Initial
Activities
 Transfer the Supply Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Work through the Support Branch Director and the Liaison Officer to request external
resource acquisition assistance (e.g., specialized or operational vendors)
 With the Planning Section Materiel Tracking Manager, monitor equipment, supply, and
pharmaceutical usage
 Monitor the operational integrity and inventory of all dispensing machines
 Notify the Operations Section Security Branch Director to ensure security of medications,
equipment, and supplies, as needed
 Restock carts and treatment areas per request, normal protocol, or as indicated in operational
plan
 Project prolonged capacities to provide supplies and equipment based on current information
and situation
 Meet regularly with the Support Branch Director for status reports
 Advise the Support Branch Director immediately of any operational issue you are not able to
correct
 Designate times for briefings and updates with unit personnel to develop or update the unit
action plan and demobilization procedures
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 256: As directed by the Finance/Administration Section Procurement Unit Leader, log all
purchases on a Procurement Summary Report
{Healthcare facility name} Private POD Plan – {date}
43
SUPPLY UNIT LEADER
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are replaced as needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel comply with safety procedures and instructions
 Ensure physical readiness through proper nutrition, water intake, rest, and stress
management techniques
 Ensure unit personnel health and safety issues are being addressed; report issues to the
Safety Officer and the Employee Health and Well-Being Unit
 Ensure personal protective equipment (PPE) is available and utilized appropriately
Extended Response (greater than 12 hours)
Time
Initial
Activities
 Transfer the Supply Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Continue to monitor the ability of the Supply Unit to meet workload demands, personnel
health and safety, resource needs, and documentation practices
 Continue to project food, water, and unit staffing needs; coordinate requests with the
Support Branch Director
 Provide updates to the Support Branch Director
 Meet with unit personnel to address ongoing issues
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 256: As directed by the Finance/Administration Section Procurement Unit Leader, log all
purchases on a Procurement Summary Report
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are replaced
{Healthcare facility name} Private POD Plan – {date}
44
SUPPLY UNIT LEADER
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel continue to comply with safety procedures and instructions
 Observe all staff and volunteers for signs of stress and inappropriate behavior and report
concerns to the Safety Officer and the Employee Health and Well-Being Unit Leader
 Provide for staff rest periods and relief
 Ensure physical readiness through proper nutrition, water intake, rest, and stress
management techniques
 Ensure personal protective equipment (PPE) is available and utilized appropriately
Demobilization/System Recovery
Time
Initial
Activities
 Transfer the Supply Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Ensure the return, retrieval, and restocking of equipment and supplies
 As objectives are met and needs decrease, return unit personnel to their usual jobs and
combine or deactivate positions in a phased manner in coordination with the Planning Section
Demobilization Unit Leader
 Notify the Support Branch Director when demobilization and restoration is complete
 Coordinate reimbursement issues with the Finance/Administration Section
 Upon deactivation of your position, brief the Support Branch Director on current problems,
outstanding issues, and follow up requirements
 Debrief unit personnel on issues, strengths, areas of improvement, lessons learned, and
procedural or equipment changes as needed
 Submit comments to the Planning Section Chief for discussion and possible inclusion in an
After Action Report and Corrective Action and Improvement Plan. Topics include:
Review of pertinent position descriptions and operational checklists
Recommendations for procedure changes
Accomplishments and issues
 Participate in stress management and after action debriefings
Documentation
 HICS 221: Demobilization Check-Out
 Ensure all documentation is submitted to the Planning Section Documentation Unit
{Healthcare facility name} Private POD Plan – {date}
45
SUPPLY UNIT LEADER
Documents and Tools















HICS 203 - Organization Assignment List
HICS 204 - Assignment List
HICS 213 - General Message Form
HICS 214 - Activity Log
HICS 215A - Incident Action Plan (IAP) Safety Analysis
HICS 221 - Demobilization Check-Out
HICS 252 - Section Personnel Time Sheet
HICS 256 - Procurement Summary Report
HICS 257 - Resource Accounting Record
Hospital Emergency Operations Plan
Hospital Incident Specific Plans or Annexes
Hospital organization chart
Supply, equipment, and personnel vendor directories and support agreements
Hospital telephone directory
Telephone/cell phone/satellite phone/internet/amateur radio/2-way radio for communication
{Healthcare facility name} Private POD Plan – {date}
46
LABOR POOL AND CREDENTIALING UNIT LEADER
Mission:
Coordinate staff call back and provide instruction on where they are to report. Coordinate the
registration, orientation, and supervision of community members volunteering to assist during the
incident. Verify credentials, including licensure of all volunteer personnel.
Position Reports to: Support Branch Director
Position Contact Information: Phone: (
Hospital Command Center (HCC): Phone: (
Command Location:
)
)
Radio Channel:
-
Fax: (
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
)
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
Immediate Response (0 – 2 hours)
Time
Initial
Receive appointment
 Obtain briefing from the Support Branch Director on:
Size and complexity of incident
Expectations of the Incident Commander
Incident objectives
Involvement of outside agencies, stakeholders, and organizations
The situation, incident activities, and any special concerns
 Assume the role of Labor Pool and Credentialing Unit Leader
 Review this Job Action Sheet
 Put on position identification (e.g., position vest)
 Notify your usual supervisor of your assignment
Assess the operational situation
 Gather and provide information to the Support Branch Director on the operational situation
of the Labor Pool and Credentialing Unit
 Inventory existing personnel, including:
 Clinical staff:
 Physicians, residents, fellows, physician assistants, nurse practitioners
 Nurses
 Pharmacists
 Respiratory therapists
 Medical and radiologic technologists
 Laboratory staff
 Phlebotomists
 Patient care aides
 Emergency medical technicians (EMTs), Paramedics, etc.
 Infection control practitioners
 Behavioral health practitioners
{Healthcare facility name} Private POD Plan – {date}
47
LABOR POOL AND CREDENTIALING UNIT LEADER














Non-clinical staff:
Engineering and maintenance personnel
Material management
Environmental services
Food services
Administrative support
Admissions personnel
Finance and business office personnel
Educators
Transport personnel
Clergy and Chaplains
Social service personnel
Volunteers
Students
Determine unit objectives, tactics, and assignments
 Document unit objectives, tactics, and assignments on the HICS 204: Assignment List
 Based on the incident objectives for the response period consider the issues and priorities:
o Appoint Labor Pool and Credentialing Unit personnel in collaboration with the Support
Branch Director
o Determine strategies and how the tactics will be accomplished
o Determine needed resources
 Brief unit personnel on the situation, strategies, and tactics, and designate time for next
briefing
Activities
 Coordinate staff call back process
 Assist department managers to implement staff recall process using the appropriate policy
and technology
 Coordinate with the Operations Security Branch for additional screening and issuance of
special identification as needed
 Coordinate assignments with the Operations Section Staging Manager
 Implement emergency credentialing process for volunteer medical staff or community
members using HICS 253: Volunteer Registration, per existing policy
 Establish and communicate to the Logistics Section Chief and the Support Branch Director the
process for all sections to request additional personnel for their area
 Obtain additional personnel as needed (staff recall, use of agency personnel, mutual aid,
Medical Reserve Corps, etc.) to meet staffing needs
 Coordinate verification of credentials and licensure per the volunteer utilization plan and
mutual aid sharing agreement
 Coordinate orientation given to personnel working at the hospital for the first time:
o Safety and security issues
o Infection control issues
o Rest and nutrition services
o Role supervision
o Location of assignment
 Coordinate unit activities with the Operations Section Staging Manager and the Planning
Section Personnel Tracking Manager to anticipate personnel needs for future response
periods
 Assign resources to requesting locations; coordinate with the Staging Manager
 Monitor the performance of personnel assigned and make changes as warranted in
coordination with the requesting location’s leadership
 Monitor the effectiveness of the emergency credentialing process and make changes as
{Healthcare facility name} Private POD Plan – {date}
48
LABOR POOL AND CREDENTIALING UNIT LEADER
needed
 Ensure the provision of nutrition and hydration for personnel in the Labor Pool and
Credentialing area in coordination with the Food Services Unit
 Obtain information and updates regularly from the Support Branch Director
 Maintain current status of all unit areas
 Inform the Support Branch Director of activities that have occurred; keep updated with
status, utilization of resources, and anticipated resource needs
 Consider the development of a unit action plan; submit to the Support Branch if requested
 Consider the use of outside contract personnel, services, and equipment as needed;
coordinate with the Service and Support Branch Directors
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 205A: As directed by the Communications Unit Leader, list radio, cellular phone, or
other communications assignments on the Communications List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 252: Distribute Section Personnel Time Sheet to section personnel; ensure time is
recorded appropriately, and submit it to the Finance/Administration Section Time Unit
Leader at the completion of a shift or end of each operational period
 HICS 253: Document all volunteer staff time on Volunteer Registration Form
 HICS 256: As directed by the Finance/Administration Section Procurement Unit Leader, log all
purchases on a Procurement Summary Report
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are available as
needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel comply with safety procedures and instructions
Intermediate Response (2 – 12 hours)
Time
Initial
Activities
 Transfer the Labor Pool and Credentialing Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Project prolonged needs for personnel based on current information and situation
 Continue to assist department leaders to recall staff as needed
{Healthcare facility name} Private POD Plan – {date}
49
LABOR POOL AND CREDENTIALING UNIT LEADER
 Implement messaging system with the Public Information Officer to advise staff of traffic
delays, transportation system status, etc.
 With requesting location’s leadership, monitor the performance of personnel assigned, and
make changes as warranted
 Monitor the effectiveness of the emergency credentialing process and make changes as
needed
 Monitor volunteer assignments to ensure proper usage, needed support, and effective
supervision
 Make requests through the Liaison Officer for additional outside personnel assistance if
needed
 Meet regularly with the Support Branch Director for status reports
 Advise the Support Branch Director immediately of any operational issue you are not able to
correct
 Designate times for briefings and updates with unit personnel to develop or update the unit
action plan and demobilization procedures
 Ensure that staffing and supply issues are addressed
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 205A: As directed by the Communications Unit Leader, list radio, cellular phone, or other
communications assignments on the Communications List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 252: Distribute Section Personnel Time Sheet to section personnel; ensure time is
recorded appropriately, and submit it to the Finance/Administration Section Time Unit Leader
at the completion of a shift or end of each operational period
 HICS 253: Document all volunteer staff time on Volunteer Registration Form
 HICS 256: As directed by the Finance/Administration Section Procurement Unit Leader, log all
purchases on a Procurement Summary Report
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are replaced as needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel comply with safety procedures and instructions
 Ensure physical readiness through proper nutrition, water intake, rest, and stress
management techniques
 Ensure unit personnel health and safety issues are being addressed; report issues to the
Safety Officer and the Employee Health and Well-Being Unit
 Ensure personal protective equipment (PPE) is available and utilized appropriately
{Healthcare facility name} Private POD Plan – {date}
50
LABOR POOL AND CREDENTIALING UNIT LEADER
Extended Response (greater than 12 hours)
Time
Initial
Time
Initial
Activities
 Transfer the Labor Pool and Credentialing Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Continue to monitor the ability of the Labor Pool and Credentialing Unit to meet workload
demands, personnel health and safety, resource needs, and documentation practices
 Continue to project food, water, and unit staffing needs; coordinate requests with the
Support Branch Director
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 205A: As directed by the Communications Unit Leader, list radio, cellular phone, or other
communications assignments on the Communications List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 252: Distribute Section Personnel Time Sheet to section personnel; ensure time is
recorded appropriately, and submit it to the Finance/Administration Section Time Unit Leader
at the completion of a shift or end of each operational period
 HICS 253: Document all volunteer staff time on Volunteer Registration Form
 HICS 256: As directed by the Finance/Administration Section Procurement Unit Leader, log all
purchases on a Procurement Summary Report
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are replaced as needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel continue to comply with safety procedures and instructions
 Observe all staff and volunteers for signs of stress and inappropriate behavior and report
concerns to the Safety Officer and the Employee Health and Well-Being Unit Leader
 Provide for staff rest periods and relief
 Ensure physical readiness through proper nutrition, water intake, rest, and stress
management techniques
 Ensure personal protective equipment (PPE) is available and utilized appropriately
Demobilization/System Recovery
{Healthcare facility name} Private POD Plan – {date}
51
LABOR POOL AND CREDENTIALING UNIT LEADER
Activities
 Transfer the Labor Pool and Credentialing Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Ensure the return, retrieval, and restocking of equipment and supplies
 As objectives are met and needs decrease, return unit personnel to their usual jobs and
combine or deactivate positions in a phased manner in coordination with the Planning Section
Demobilization Unit Leader
 Notify the Support Branch Director when demobilization and restoration is complete
 Coordinate reimbursement issues with the Finance/Administration Section
 Upon deactivation of your position, brief the Support Branch Director on current problems,
outstanding issues, and follow up requirements
 Debrief unit personnel on issues, strengths, areas of improvement, lessons learned, and
procedural or equipment changes as needed
 Submit comments to the Planning Section Chief for discussion and possible inclusion in an
After Action Report and Corrective Action and Improvement Plan. Topics include:
Review of pertinent position descriptions and operational checklists
Recommendations for procedure changes
Accomplishments and issues
 Participate in stress management and after action debriefings
Documentation
 HICS 221: Demobilization Check-Out
 Ensure all documentation is submitted to the Planning Section Documentation Unit
Documents and Tools


















HICS 203 - Organization Assignment List
HICS 204 - Assignment List
HICS 213 - General Message Form
HICS 205A - Communications List
HICS 214 - Activity Log
HICS 215A - Incident Action Plan (IAP) Safety Analysis
HICS 221 - Demobilization Check-Out
HICS 252 - Section Personnel Time Sheet
HICS 253 - Volunteer Registration
HICS 256 - Procurement Summary Report
HICS 257 - Resource Accounting Record
Hospital Emergency Operations Plan
Hospital Incident Specific Plans or Annexes
Labor Pool Operations Plan
Supply, equipment, and personnel vendor directories and support agreements
Hospital organization chart
Hospital telephone directory
Telephone/cell phone/satellite phone/internet/amateur radio/2-way radio for communication
{Healthcare facility name} Private POD Plan – {date}
52
EMPLOYEE FAMILY CARE UNIT LEADER
Mission:
Ensure the availability of medical, logistic, behavioral health, and day care for the families of staff
members. Coordinate mass prophylaxis, vaccination, or immunization of family members if required.
Position Reports to: Support Branch Director
Position Contact Information: Phone: (
Hospital Command Center (HCC): Phone: (
Command Location:
)
)
Radio Channel:
-
Fax: (
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
Position Assigned to:
Date:
Signature:
Initials:
)
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
/
/
Start: ____:____ hrs.
End: ____:____ hrs.
Immediate Response (0 – 2 hours)
Time
Initial
Receive appointment
 Obtain briefing from the Support Branch Director on:
Size and complexity of incident
Expectations of the Incident Commander
Incident objectives
Involvement of outside agencies, stakeholders, and organizations
The situation, incident activities, and any special concerns
 Assume the role of Employee Family Care Unit Leader
 Review this Job Action Sheet
 Put on position identification (e.g., position vest)
 Notify your usual supervisor of your assignment
Assess the operational situation
 Project immediate and prolonged capacities to provide services based on current
information and situation
 Provide information to the Support Branch Director on the operational situation of the
Employee Family Care Unit
Determine unit objectives, tactics, and assignments
 Document unit objectives, tactics, and assignments on the HICS 204: Assignment List
 Based on the incident objectives for the response period consider the issues and priorities:
o Appoint Employee Family Care Unit personnel in collaboration with the Support Branch
Director
o Determine strategies and how the tactics will be accomplished
o Determine needed resources
 Brief unit personnel on the situation, strategies, and tactics, and designate time for next
briefing
Activities
 Review and support the following:
{Healthcare facility name} Private POD Plan – {date}
53
EMPLOYEE FAMILY CARE UNIT LEADER

Locations and staffing for short term child care and elder care, including:
Recreation
Safety and security
Food and water
 Rest and hygiene locations for overnight family accommodations, if required, including:
o Food
o Sleeping arrangements
o Sanitation facilities
o Recreation activities
o Behavioral health services
 Locations for pet or livestock care as needed
 Locations for staff families to receive prophylaxis services in cooperation with Employee
Health and Well Being Unit or community based services
Consider use of outside contract services (hotels, shelters, child care centers, elder day care,
pet shelters, etc.) as needed; coordinate with the Support Branch Director
Obtain information and updates regularly from the Support Branch Director
Maintain current status of all Employee Family Care Unit areas
Inform the Support Branch Director of activities that have occurred; keep updated with status
and utilization of resources and anticipated resource needs
Consider development of a unit action plan; submit to the Support Branch Director if
requested
o
o
o





Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 252: Distribute Section Personnel Time Sheet to section personnel; ensure time is
recorded appropriately, and submit it to the Finance/Administration Section Time Unit
Leader at the completion of a shift or end of each operational period
 HICS 256: As directed by the Finance/Administration Section Procurement Unit Leader, log all
purchases on a Procurement Summary Report
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are available as
needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel comply with safety procedures and instructions
Intermediate Response (2 – 12 hours)
Time
Initial
Activities
 Transfer the Employee Family Care Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
{Healthcare facility name} Private POD Plan – {date}
54
EMPLOYEE FAMILY CARE UNIT LEADER














Address political sensitivities, when appropriate
Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
Verify all employee family support operations are safe and have appropriate supervision,
recreation, sanitation, and nutritional support
Verify shelter and nutrition are available to employees and their families as indicated in the
Hospital Emergency Operations Plan (EOP)
Assist in identifying transitional housing and other support; coordinate with the Liaison Officer
as needed
Assist in identifying resources for family medical needs, including medications, medical care
and equipment, and specialized nutritional support
Follow up on any prophylaxis administered to employee families to track side effects and
efficacy as needed
Monitor for any outbreak of illness; coordinate with the Operations Section Medical Care
Branch Director
Continue to provide access to behavioral health and spiritual support
Project the prolonged capacities to provide above services based on current information and
situation
Meet regularly with the Support Branch Director for status reports
Advise the Support Branch Director immediately of any operational issue you are not able to
correct
Designate times for briefings and updates with unit personnel to develop or update the unit
action plan and demobilization procedures
Ensure that unit staffing and supply issues are addressed
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 256: As directed by the Finance/Administration Section Procurement Unit Leader, log all
purchases on a Procurement Summary Report
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are replaced as needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel comply with safety procedures and instructions
 Ensure physical readiness through proper nutrition, water intake, rest, and stress
management techniques
 Ensure unit personnel health and safety issues are being addressed; report issues to the
Safety Officer and the Employee Health and Well-Being Unit
 Ensure personal protective equipment (PPE) is available and utilized appropriately
{Healthcare facility name} Private POD Plan – {date}
55
EMPLOYEE FAMILY CARE UNIT LEADER
Extended Response (greater than 12 hours)
Time
Initial
Time
Initial
Activities
 Transfer the Employee Family Care Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
 Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
 Continue to monitor the ability of the Employee Family Care Unit to meet workload
demands, personnel health and safety, resource needs, and documentation practices
 Continue to project food, water, and unit staffing needs; coordinate requests with the
Support Branch Director
 Provide updates to the Support Branch Director
 Meet with unit personnel to address ongoing issues
Documentation
 HICS 204: Document assignments and operational period objectives on Assignment List
 HICS 213: Document all communications on a General Message Form
 HICS 214: Document all key activities, actions, and decisions in an Activity Log on a continual
basis
 HICS 256: As directed by the Finance/Administration Section Procurement Unit Leader, log all
purchases on a Procurement Summary Report
 HICS 257: As directed by the Logistics Section Chief, use the Resource Accounting Record to
track equipment used during the response
Resources
 Assess issues and needs in unit areas; coordinate resource management
 Ensure equipment, supplies, and personal protective equipment (PPE) are replaced as needed
Communication
Hospital to complete: Insert communications technology, instructions for use and protocols for
interface with external partners
Safety and security
 Ensure that all unit personnel continue to comply with safety procedures and instructions
 Observe all staff and volunteers for signs of stress and inappropriate behavior and report
concerns to the Safety Officer and the Employee Health and Well-Being Unit Leader
 Provide for staff rest periods and relief
 Ensure physical readiness through proper nutrition, water intake, rest, and stress
management techniques
 Ensure personal protective equipment (PPE) is available and utilized appropriately
Demobilization/System Recovery
Activities
 Transfer the Employee Family Care Unit Leader role, if appropriate
 Conduct a transition meeting to brief your replacement on the current situation, response
actions, available resources, and the role of external agencies in support of the hospital
 Address any health, medical, and safety concerns
 Address political sensitivities, when appropriate
{Healthcare facility name} Private POD Plan – {date}
56
EMPLOYEE FAMILY CARE UNIT LEADER









Instruct your replacement to complete the appropriate documentation and ensure that
appropriate personnel are properly briefed on response issues and objectives (see HICS
Forms 203, 204, 214, and 215A)
Ensure the return, retrieval, and restocking of equipment and supplies
As objectives are met and needs decrease, return unit personnel to their usual jobs and
combine or deactivate positions in a phased manner in coordination with the Planning Section
Demobilization Unit Leader
Notify the Support Branch Director when demobilization and restoration is complete
Coordinate reimbursement issues with the Finance/Administration Section
Upon deactivation of your position, brief the Support Branch Director on current problems,
outstanding issues, and follow up requirements
Debrief unit personnel on issues, strengths, areas of improvement, lessons learned, and
procedural or equipment changes as needed
Submit comments to the Planning Section Chief for discussion and possible inclusion in an
After Action Report and Corrective Action and Improvement Plan. Topics include:
Review of pertinent position descriptions and operational checklists
Recommendations for procedure changes
Accomplishments and issues
Participate in stress management and after action debriefings
Documentation
 HICS 221: Demobilization Check-Out
 Ensure all documentation is submitted to the Planning Section Documentation Unit
Documents and Tools
















HICS 203 - Organization Assignment List
HICS 204 - Assignment List
HICS 213 - General Message Form
HICS 214 - Activity Log
HICS 215A - Incident Action Plan (IAP) Safety Analysis
HICS 221 - Demobilization Check-Out
HICS 252 - Section Personnel Time Sheet
HICS 256 - Procurement Summary Report
HICS 257 - Resource Accounting Record
Hospital Emergency Operations Plan
Hospital Incident Specific Plans or Annexes
Employee Family Care Support Plan
Supply, equipment, and personnel vendor directories and support agreements
Hospital organization chart
Hospital telephone directory
Telephone/cell phone/satellite phone/internet/amateur radio/2-way radio for communication
{Healthcare facility name} Private POD Plan – {date}
57
POD COMMANDER
This job action sheet helps to explain some of the details surrounding what is expected of you in
the position you have been assigned. Although this form describes many of the specifics
surrounding your position, be prepared to have duties added or deleted during the duration of
your assignment.
Name:
Functional Area you are assigned to in the POD:
Incident Command
Position you are assigned to:
POD Commander
Person you report to:
Incident
Commander
Person(s) who report(s) to you:
MISSION
The mission of your POD site is to dispense as many pills or administer as many vaccines to the
greatest number of people as safely and efficiently as possible. As the POD Commander, you serve
as the lead person for the POD site with the ultimate responsibility for POD operations. You must
help to ensure that the POD carries out this mission by:
 Ensuring appropriate communication and coordination with the Washoe County
Health District (WCHD) Department Operations Center (DOC)
 Managing and directing POD set-up, operations (staffing, throughput, logistics,
communications, etc.), and demobilization
UNIFORM
Dress appropriately for the job you are assigned to do and comfortably for the season. A colorcoded vest will be issued to you at the Personnel & Volunteer Staging Area (PVSA).
IMMEDIATE ACTIONS
(Please √ task when
completed)
1. Sign in at the Personnel & Volunteer Staging Area (PVSA).
2. Receive and put on POD Staff ID badge and vest that identifies you as
the POD Commander.
3. Receive your staff packet, clipboard, and radio.
{Healthcare facility name} Private POD Plan – {date}
58
4. READ YOUR ENTIRE JOB ACTION SHEET.
5. Upon determination of need, notify POD staff to report to the POD site
to assist with set-up and activation.
6. Serve as the lead for initial check-in of POD staff. Ensure that all POD
Staff have the appropriate staff packet that may include:
 Job Action Sheet
 POD Staff Assignment Map
 Organizational Chart
 Incident Check-In List (ICS 211)
 Unit Log (ICS 214)
7. Confirm that all staff for your POD site are present.
8. Oversee initial set-up of all POD stations:
 Ensure adequate staffing
 Ensure appropriate signage
 Ensure adequate equipment and materials; Station leads should
inventory their respective stations and report any resource or
material needs to you or the assigned Logistics Section Chief
 Review Security Plan with Security and Greeter staff
 Access the Communications Plan; If one does not exist, create or
delegate the development of a Communications Plan prior to POD
opening
9. Lead a walk through/orientation of the POD site for all POD staff,
review staffing and assignments at all stations, and provide just-in-time
training on the communications plan.
10. Establish an ICS-based command structure at your POD site.
11. Synchronize your watch with POD staff.
12. Perform a communications check with the WCHD DOC. Ensure there
is a redundant means of communications.
13. Direct POD staff to assemble at their stations, inventory their stations,
and conduct any necessary just-in-time training.
14. Conduct an initial rehearsal of operations. Stations should rehearse in
conjunction with all the other POD sections/teams in chronological
order of the POD. You, the POD Commander, can serve as ‘the client’
and walk through the entire flow of your POD.
15. Make the determination that the POD site is ready to serve clients and
notify the WCHD DOC to receive approval.
16. Open your and record this time on ICS Form 214.
INTERMEDIATE ACTIONS
(Please √ task when
completed)
1. Monitor POD flow and identify/eliminate problem areas. You have the
authority to make decisions at any time to alter POD flow by making
adjustments in the POD setup and/or layout.
{Healthcare facility name} Private POD Plan – {date}
59
2. Ensure adequate staffing and make appropriate adjustments. You have
the authority to add, delete, or to make any necessary adjustments in
POD staffing. This includes reassigning POD staff, increasing or
decreasing the numbers of positions filled, etc.
3. Respond to security concerns as needed and coordinate with Security as
appropriate (ensure coordination with external security/law
enforcement partners when necessary).
4. When possible, circulate throughout the entire POD site and check on
each station and its assigned staff.
5. Coordinate breaks and mealtimes with POD staff; identify a backup
when you need to take a break.
6. Coordinate and facilitate POD staff briefings as needed.
7. Monitor POD staff and clients for signs of fatigue and stress.
DEMOBILIZATION
(Please √ task when
completed)
1. At the conclusion of your shift, brief your replacement on any issues
that occurred during your shift if POD operations are ongoing. Ensure
that your activity log is submitted to the incoming POD Manager.
Leave forwarding phone number.
2. Coordinate with the WCHD DOC to determine time for POD closure.
3. Notify the WCHD DOC once the POD site is closed.
4. Oversee the demobilization of the entire POD site.
5. Ensure that the supplies and materials for the entire POD site are
inventoried, organized, repacked, consolidated, and returned to WCHD.
6. Sign out.
7. If applicable, prepare an ICS Form 201 (Incident Briefing) for shift
changeover.
8. Conduct a ‘Hotwash’ with all POD staff.
ADDITIONAL DUTIES
{Healthcare facility name} Private POD Plan – {date}
60
MEDICAL SUPPLY UNIT LEADER
This job action sheet helps to explain some of the details surrounding what is expected of you in
the position you have been assigned. Although this form describes many of the specifics
surrounding your position, be prepared to have duties added or deleted during the duration of
your assignment.
Name:
Functional Area you are assigned to:
Logistics Section
Position you are assigned to:
Medical Supply Unit
Leader
Person you report to:
Logistics Section
Chief
Person(s) who report(s) to you:
MISSION
The mission of your POD site is to dispense as many pills or administer as many vaccines to the
greatest number of people as safely and efficiently as possible. As the Medical Supplies Unit
Leader you must ensure that the POD has the medical supplies and materials it needs to carry out
this mission by:
 Managing all logistical aspects concerning medical supplies and materials for
your POD site
 Providing logistical input concerning medical supplies to the Logistics Section
Chief as he/she prepares the Incident Action Plan
 Requesting additional medical supplies as needed from the Logistics Section at
the Health District’s Department Operations Center (DOC)
 Assisting with requests for additional medical supplies/resources
UNIFORM
Dress appropriately for the job you are assigned to do and comfortably for the season. A vest
will be issued to you at the Personnel & Volunteer Staging Area (PVSA).
IMMEDIATE ACTIONS
(Please √ task when
completed)
1. Sign in at the Personnel & Volunteer Staging Area (PVSA).
{Healthcare facility name} Private POD Plan – {date}
61
2. Receive and put on POD Staff ID badge and vest.
3. Receive your staff packet, which may include:



Organizational Chart
Job Action Sheet
POD Staff Assignment Map
4. Receive a clipboard and pen.
5. Receive a hand-held radio.
6. Refer to the “POD Staff Assignment Map” in your packet to show the
area at the POD where you will be working. Follow the POD signage
to your assigned location.
7. READ YOUR ENTIRE JOB ACTION SHEET.
8. Review staffing & assignments with your Logistics Section Chief.
INTERMEDIATE ACTIONS
(Please √ task when
completed)
A) PRIOR TO OPENING THE POD SITE TO THE PUBLIC
1. Confirm that all members of your team are present.
2. Synchronize your watch with your Logistics Section Chief.
3. Participate in a walk through/orientation of the POD site with all POD
staff.
4. Meet with your unit and have each member assemble at their station(s).
5. Inventory your station(s).
6. Based on this inventory, if any equipment is missing, write these on a
list and submit this to the Logistics Section Chief to request
replacements.
7. Rehearse at your station(s).
8. Notify the Logistics Section Chief when your unit is ready to receive
the public.
B) AFTER OPENING THE POD TO THE PUBLIC
1. Maintain a unit log for your section.
2. Coordinate with the Dispensing Branch Director (in Operations
Section) to ensure that any additional equipment that is requested is
recorded by Logistics and approved by the POD Commander.
3. Advise the Logistics Section Chief as he/she helps to develop the
Incident Action Plan (IAP) with the POD Commander.
4. Brief your unit as needed.
{Healthcare facility name} Private POD Plan – {date}
62
5. Supervise requests for additional medical supplies/resources.
6. Consolidate requests for additional medical supplies/resources as
needed and provide these to the Logistics Section Chief for your POD.
7. The Logistics Section Chief may delegate tracking of medical supply
requests for the DOC to you; stay on top of the DOC once you send
requests for additional resources (make sure you have a
Date/Time/Item # assigned to each request).
8. When vaccine or medication re-supply arrives at the POD, make sure
you let the Planning Section Chief know how much has arrived. This
allows him/her to keep their status reports accurate and updated.
DEMOBILIZATION
(Please √ task when
completed)
1. Oversee the demobilization of your Medical Supply Unit.
2. Ensure that each unit member repacks their supplies.
3. Ensure that these repacked supplies are consolidated in a central
location where they can be picked up.
4. Sign out.
5. Attend the POD ‘Hotwash’ as directed..
ADDITIONAL DUTIES AS ASSIGNED
{Healthcare facility name} Private POD Plan – {date}
63
GREETER
This job action sheet helps to explain some of the details surrounding what is expected of you in
the position you have been assigned. Although this form describes many of the specifics
surrounding your position, be prepared to have duties added or deleted during the duration of
your assignment.
Name:
Functional Area you are assigned to in the POD:
Operations
Position you are assigned to:
Greeter
Person you report to:
Greeter Group
Supervisor
Person(s) who report(s) to you:
MISSION
The mission of your POD site is to dispense as many pills or administer as many vaccines to the
greatest number of people as safely and efficiently as possible. As a greeter you must ensure that
the POD can carry out this mission by:
 Making sure that clients who show signs or symptoms outlined in your case profile
(provided by the DOC) do not enter the POD, and directing them instead to the nearest
clinic/hospital/Emergency Room.
 Directing clients who do NOT show signs or symptoms outlined in the case profile to
the Educator station, and providing informational sheets to clients.
UNIFORM
Dress appropriately for the job you are assigned to do and comfortably for the season. A colorcoded vest will be issued to you at the Personnel & Volunteer Staging Area (PVSA).
IMMEDIATE ACTIONS
(Please √ task when
completed)
1. Sign in at the Personnel & Volunteer Staging Area (PVSA).
2. Receive and put on POD Staff ID badge and vest.
3. Receive your staff packet, which may include:
 Job Action Sheet
 POD Staff Assignment Map
{Healthcare facility name} Private POD Plan – {date}
64

Organizational Chart
4. Refer to the “POD Staff Assignment Map” in your packet to show the
area at the POD where you will be working. Follow the POD signage
to your assigned location.
5. READ YOUR ENTIRE JOB ACTION SHEET.
6. Check in with your assigned supervisor. Obtain briefing and clarify
authority regarding position assignment.
7. Participate in a walk through/orientation of POD site with all POD
staff.
8. Synchronize your watch with POD staff.
9. Inventory your station(s). Based on this inventory, if any equipment or
materials are missing, write these on a list and submit this to your
assigned supervisor.
10. Participate in an initial rehearsal of POD operations with all POD staff.
11. Notify the assigned supervisor when your station is ready to receive
clients.
INTERMEDIATE ACTIONS
(Please √ task when
completed)
1. Ensure that clients who present with symptoms outlined in the fact
sheets provided by the Washoe County Health District do not enter the
POD and are directed to the nearest clinic/hospital/ER.
2. Ensure clients who are NOT ill are directed to the Educator station.
3. Welcome clients to the POD and provide them with prepared
informational sheets.
4. Advise your assigned supervisor on any greeting-related issues as they
arise.
5. Participate in POD staff briefings as needed.
DEMOBILIZATION
(Please √ task when
completed)
1. If POD operations are ongoing at the conclusion of your shift, brief
your replacement on any issues that occurred during your shift. Ensure
that your activity log is submitted to your assigned supervisor.
2. Assist in the demobilization of your station.
3. Ensure that any supplies or materials are repacked and consolidated in a
central location where they can be picked up.
4. Assist in site clean-up for your area.
5. Sign out.
6. Attend the POD ‘Hotwash’ as directed.
{Healthcare facility name} Private POD Plan – {date}
65
ADDITIONAL DUTIES AS ASSIGNED
{Healthcare facility name} Private POD Plan – {date}
66
EDUCATOR
This job action sheet helps to explain some of the details surrounding what is expected of you in
the position you have been assigned. Although this form describes many of the specifics
surrounding your position, be prepared to have duties added or deleted during the duration of
your assignment.
Name:
Functional Area you are assigned to in the POD:
Operations
Position you are assigned to:
Educator
Person you report to:
Operations Section
Chief
Person(s) who report(s) to you:
MISSION
The mission of your POD site is to dispense as many pills or administer as many vaccines to the
greatest number of people as safely and efficiently as possible. As an Educator you must ensure that
the POD can carry out this mission by:
 Providing POD clients with the appropriate information and fact sheets on the POD
process, the biological agent or pandemic of concern, and the medications or
vaccinations provided at the POD
 Providing clients with the Screening Form, other necessary paperwork and instructions,
and assisting clients in completing the paperwork
UNIFORM
Dress appropriately for the job you are assigned to do and comfortably for the season. A colorcoded vest will be issued to you at the Personnel & Volunteer Staging Area (PVSA).
IMMEDIATE ACTIONS
(Please √ task when
completed)
1. Sign in at the Personnel & Volunteer Staging Area (PVSA).
2. Receive and put on POD Staff ID badge and vest.
3. Receive your staff packet, which may include:
 Job Action Sheet
 POD Staff Assignment Map
{Healthcare facility name} Private POD Plan – {date}
67

Organizational Chart
4. Refer to the “POD Staff Assignment Map” in your packet to show the
area at the POD where you will be working. Follow the POD signage
to your assigned location.
5. READ YOUR ENTIRE ACTION SHEET.
6. Check in with the Education Group Supervisor. Obtain briefing and
clarify authority regarding position assignment.
7. Participate in a walk through/orientation of the POD site with all POD
staff.
8. Synchronize your watch with POD staff.
9. Inventory your station(s). Based on this inventory, if any equipment or
materials are missing, write these on a list and submit this to your
assigned supervisor.
10. Rehearse at your station:



Review the Medical Screening Form or Vaccine Consent Form
Study fact sheets for agent or pandemic of concern
Study the DOC-approved protocol for the vaccine/drug being
dispensed
11. Participate in an initial rehearsal of POD operations with all POD staff
12. Notify the assigned supervisor when your station is ready to receive
clients
INTERMEDIATE ACTIONS
(Please √ task when
completed)
1. Maintain a unit log for your station (ICS 214).
2. Provide POD clients with the Screening Form, provide instructions,
and assist clients with its completion.
3. Advise your assigned supervisor on any education-related issues as
they arise.
4. Participate in POD staff briefings as needed.
5. Monitor POD staff and clients for signs of fatigue and stress.
6. Coordinate breaks and mealtimes with security and other POD staff as
appropriate.
DEMOBILIZATION
(Please √ task when
completed)
1. If POD operations are ongoing at the conclusion of your shift, brief
your replacement on any issues that occurred during your shift.
2. Assist in the demobilization of your station.
3. Ensure that the supplies and materials for your station are inventoried,
organized, repacked, and consolidated.
4. Sign out.
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68
5. Attend the POD ‘Hotwash’ as directed.
ADDITIONAL DUITES AS ASSIGNED
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69
SCREENER
This job action sheet helps to explain some of the details surrounding what is expected of you in
the position you have been assigned. Although this form describes many of the specifics
surrounding your position, be prepared to have duties added or deleted during the duration of
your assignment.
Name:
Functional Area you are assigned to in the POD:
Operations
Position you are assigned to:
Screener
Person you report to:
Operations Section
Chief
Person(s) who report(s) to you:
MISSION
The mission of your POD site is to dispense as many pills or administer as many vaccines to the
greatest number of people as safely and efficiently as possible. As a Screener, you must help to
ensure that the POD carries out this mission by:
 Helping to manage the screening station
 Reviewing contraindications/precautions detailed for the vaccine/medication being
administered/dispensed to clients
 Accurately reviewing screening forms and selecting the appropriate prophylaxis for
each client
 Directing clients to medical evaluation or dispensing stations as appropriate
UNIFORM
Dress appropriately for the job you are assigned to do and comfortably for the season. A colorcoded vest will be issued to you at the Personnel & Volunteer Staging Area (PVSA).
IMMEDIATE ACTIONS
(Please √ task when
completed)
1. Sign in at the Personnel & Volunteer Staging Area (PVSA).
2. Receive and put on POD Staff ID badge and vest.
3. Receive your staff packet, which may include:
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70



Job Action Sheet
POD Staff Assignment Map
Organizational Chart
4. Refer to the “POD Staff Assignment Map” in your packet to show the
area at the POD where you will be working. Follow the POD signage
to your assigned location
5. Receive a clipboard and pen
6. READ YOUR ENTIRE JOB ACTION SHEET.
7. Check in with the Operations Section Chief. Obtain briefing and
clarify authority regarding position assignment.
8. Participate in a walk through/orientation of the POD site with all POD
staff.
9. Synchronize your watch with POD staff.
10. Inventory your station(s). Based on this inventory, if any equipment or
materials are missing, write these on a list and submit this to your
assigned supervisor.
11. Rehearse at your station:



Review the Screening Form
Study fact sheet for agent or pandemic of concern
Study the DOC-approved protocol for the vaccine/drug being
administered/dispensed
 Review contraindications/precautions detailed for the
vaccine/medication being administered/dispensed
12. Participate in an initial rehearsal of POD operations with all POD staff.
13. Notify the assigned supervisor when your station is ready to receive
clients.
INTERMEDIATE ACTIONS
(Please √ task when
completed)
1. Maintain a unit log for your station (ICS 214). Record date and time of
notable activities.
2. Ensure clients have accurately and completely filled out the Screening
Form for themselves and any family members.
3. Review with clients any contraindications/precautions detailed for the
vaccine/medication being administered/dispensed.
4. Select and document on the Screening Form the appropriate
prophylaxis for each client.
5. Direct clients to Medical Evaluation or Dispensing stations as
appropriate.
6. Advise your assigned supervisor on any screening-related issues as they
arise.
7. Participate in POD staff briefings as needed.
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71
DEMOBILIZATION
(Please √ task when
completed)
1. If POD operations are ongoing at the conclusion of your shift, brief
your replacement on any issues that occurred during your shift. Ensure
that your activity log is submitted to your assigned supervisor.
2. Assist in the demobilization of your station.
3. Repack any supplies and consolidate them in a central location where
they can be picked up.
4. Assist with site clean-up for your area.
5. Sign out.
6. Attend the POD ‘Hotwash’ as directed.
ADDITIONAL DUTIES AS ASSIGNED
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72
DISPENSER/VACCINATOR
This job action sheet helps to explain some of the details surrounding what is expected of you in
the position you have been assigned. Although this form describes many of the specifics
surrounding your position, be prepared to have duties added or deleted during the duration of
your assignment.
Name:
Functional Area you are assigned to in the POD:
Operations
Position you are assigned to:
Dispenser/Vaccinator
Person you report to:
Operations Section
Chief
Person(s) who report(s) to you:
MISSION
The mission of your POD site is to dispense as many pills or administer as many vaccines to the
greatest number of people as safely and efficiently as possible. As a dispenser you must ensure that
the POD can carry out this mission by:
 Managing the Dispensing or Vaccination station
 Reviewing screening forms to determine appropriate medications to be dispensed, and
making corrections (if necessary) to ensure safety of clients that have been screened
 Properly dispensing medications or administering vaccines by following Universal
Precautions
 Keeping the Screening Form for all clients
UNIFORM
Dress appropriately for the job you are assigned to do and comfortably for the season. A colorcoded vest will be issued to you at the Personnel & Volunteer Staging Area (PVSA).
IMMEDIATE ACTIONS
(Please √ task when
completed)
1. Sign in at the Personnel & Volunteer Staging Area (PVSA).
2. Receive and put on POD Staff ID badge and vest.
3. Receive your staff packet, which may include:

Job Action Sheet
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73


POD Staff Assignment Map
Organizational Chart
4. Refer to the “POD Staff Assignment Map” in your packet to show the
area at the POD where you will be working. Follow the POD signage
to your assigned location.
5. READ YOUR ENTIRE JOB ACTION SHEET.
6. Check in with your immediate supervisor. Obtain briefing and clarify
authority regarding position assignment.
7. Participate in a walk through/orientation of the POD site with all POD
staff.
8. Synchronize your watch with POD staff.
9. Inventory your station(s). Based on this inventory, if any equipment or
materials are missing write these on a list and submit this to your
assigned supervisor.
10. Rehearse at your station:

Study the DOC-approved protocol for the vaccine/drug
being dispensed

Prepare your medications as needed

Review contraindications/precautions detailed for the
vaccine/medication being dispensed
11. Participate in an initial rehearsal of POD operations with all POD staff.
12. Notify your assigned supervisor when your station is ready to receive
clients.
INTERMEDIATE ACTIONS
(Please √ task when
completed)
1. Maintain a unit log for your station (ICS 214). Record date and time of
notable activities.
2. Review Screening Forms to determine appropriate medications to be
dispensed or vaccines to be administered.
3. Follow Universal Precautions.
4. Collect Screening Forms from clients.
5. Properly dispense medication or administer vaccination.
6. Take the lot number sticker from the medication container and affix to
the patient screening form.
7. Provide clients with medication fact sheets and HIPPA forms. Direct
clients to the exit of the POD.
8. Advise your assigned supervisor on any dispensing-related issues as
they arise.
9. Coordinate breaks and mealtimes with dispensers/vaccinators as
appropriate.
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74
10. Participate in POD staff briefings as needed.
11. Monitor POD staff and clients for signs of fatigue and stress.
DEMOBILIZATION
(Please √ task when
completed)
1. If POD operations are ongoing at the conclusion of your shift, brief
your replacement on any issues that occurred during your shift. Ensure
that your activity log is submitted to your assigned supervisor.
2. Assist in the demobilization of your station.
3. Ensure that the supplies and materials for your station are inventoried,
organized, repacked, and consolidated.
4. Sign out.
5. Attend the POD ‘Hotwash’ as directed.
ADDITIONAL DUTIES AS ASSIGNED
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75
MEDICAL EVALUATOR
This job action sheet helps to explain some of the details surrounding what is expected of you in
the position you have been assigned. Although this form describes many of the specifics
surrounding your position, be prepared to have duties added or deleted during the duration of
your assignment.
Name:
Functional Area you are assigned to in the POD:
Operations
Position you are assigned to:
Medical Evaluator
Person you report to:
Operations Section
Chief






Person(s) who report(s) to you:
MISSION
The mission of your POD site is to dispense as many pills or administer as many vaccines to the
greatest number of people as safely and efficiently as possible. As the Medical Evaluator you
must ensure that the POD operates as smoothly as possible to carry out this mission by:
 Overseeing the health and welfare of the public served by the POD and POD staff
 Serving as the key source of information concerning medical questions:
o You may be asked technical questions at the medical triage station in the
POD, by the First Aid staff, or by the Pharmacist
 Assisting with the selection of prophylaxis for clients who are diverted to your
station or, if appropriate, instead referring them to healthcare services outside the
POD
 Reviewing and discussing special medical issues and medication-specific
instructions with clients, and/or providing referrals to healthcare providers
 Directing clients to the Dispensing station or diverting clients immediately to
external medical facilities according to evaluation findings; retaining Medical
Screening form of any client diverted from the POD
UNIFORM
Dress appropriately for the job you are assigned to do and comfortably for the season. A color-
{Healthcare facility name} Private POD Plan – {date}
76
coded vest will be issued to you at the Personnel & Volunteer Staging Area (PVSA).
IMMEDIATE ACTIONS
(Please √ task when
completed)
17. Check in at the Personnel & Volunteer Staging Area (PVSA).
18. Receive and put on POD Staff ID badge and vest.
19. Receive your staff packet, which may include:




Organizational Chart
Job Action Sheet
POD Staff Assignment Map
Case profile description sheets (from the DOC)
20. Refer to the “POD Staff Assignment Map” in your packet to show the
area at the POD where you will be working. Follow the POD signage
to your assigned location.
21. Receive a clipboard and pen.
22. Receive a hand-held radio.
23. READ YOUR ENTIRE JOB ACTION SHEET.
24. Review staffing & assignments with the Operations Section Chief.
INTERMEDIATE ACTIONS
(Please √ task when
completed)
A) PRIOR TO OPENING THE POD SITE TO THE PUBLIC
9. Synchronize your watch with your supervisor.
10. Participate in a walk through/orientation of the POD site with all POD
staff.
11. Inventory your station.
12. Based on this inventory, if any equipment or supplies are missing, write
these on a list and submit this to your supervisor to request
replacements.
13. Have your teams rehearse at their station(s).
14. Notify your supervisor when your branch is ready to receive the public.
B) AFTER OPENING THE POD TO THE PUBLIC
1. Maintain a unit log for your section.
2. Assist clients who are diverted to medical evaluation based on
identification of contraindications or other medical issues identified at
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77
the Screening station.
3. Review and discuss special medical issues and medication-specific
instructions with clients, and/or provide referrals to healthcare
providers outside the POD.
4. Provide appropriate information on Medical Screening Form.
5. Direct clients to the Dispensing station or divert clients to external
medical facilities for immediate care.
6. Advise your assigned supervisor on any medical evaluation-related
issues as they arise.
DEMOBILIZATION
(Please √ task when
completed)
6. Oversee the demobilization of your area.
7. Ensure that you repack your supplies.
8. Ensure that these repacked supplies are consolidated in a central
location where they can be picked up later.
9. Prepare an ICS Form 201 (Incident Briefing) for shift changeover.
10. Sign out.
11. Attend the POD ‘Hotwash’ as directed.
ADDITIONAL DUTIES AS ASSIGNED
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78
APPENDIX L: FORMS
The following Forms are included in Appendix K:
 Sample Medical Screening Form
 Sample Algorithm for Medical Screening Form
 Sample Vaccine Consent Form
 Sample Guidelines for Vaccine Contraindications
 Inventory Control Form
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79
Sample Medical Screening Form:
{Healthcare facility name} Private POD Plan – {date}
82
7. MEDICAL CONSULT USE ONLY
Medical Consultant: Please use the space below to document consultation findings.
NOTES:
X
Signature of Medical Consultant
{Healthcare facility name} Private POD Plan – {date}
Date
83
Sample Algorithm for Medical Screening Form:
Washoe County Health District Point of Dispensing Medical Screening Form Algorithm
*approximately 86% of clients will receive Doxy
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Sample Vaccine Consent Form:
{Healthcare facility name} Private POD Plan – {date}
85
Sample Guidelines for Vaccine Contraindications:
2013-2014 Seasonal Influenza Vaccine Consent Form
PRECAUTIONS AND CONTRAINDICATIONS: NOTES AND INSTRUCTIONS
Precautions for BOTH the Flu Shot (IM) and Nasal Spray:
Is the person to be vaccinated sick today?
1.
Contraindications for BOTH the Flu Shot (IM) and Nasal Spray:
Does the person to be vaccinated have an allergy to
medications, food such as eggs, a vaccine component or latex?
2.
Please list allergies:
3.
Has the person to be vaccinated ever had a serious reaction to a
vaccine in the past?
4.
Has the person to be vaccinated ever had Guillain-Barré
syndrome (GBS)?
Contraindications for Nasal Spray:
Is the person being vaccinated younger than 2 years of age or
5.
older than 49 years of age?
6.
7.
8.
9.
10.
11.
Does the person to be vaccinated have a long-term health
problem with heart disease, lung disease, asthma, kidney
disease, neurologic or neuromuscular disease, liver disease,
metabolic disease (such as diabetes), or anemia or other blood
disorders?
If the person to be vaccinated is a child age 2 through 4 years, in
the past 12 months, has a healthcare provider ever told you that
he or she had wheezing or asthma?
Does the person to be vaccinated have a weakened immune
system because of HIV/AIDS or another disease that affects the
immune system, long-term treatment with drugs such as highdose steroids, or cancer treatment with radiation or drugs?
Is the child or teen to be vaccinated receiving aspirin therapy or
aspirin-containing therapy?
Is the person to be vaccinated pregnant or could she become
pregnant within the next month?
Is the person being vaccinated receiving antiviral medications?
12.
Has the person to be vaccinated received any other vaccinations
in the past 4 weeks?
13.
Does the person to be vaccinated live with or expect to have
close contact with a person whose immune system is severely
compromised and who must be in protective isolation (such as
an isolation room of a bone marrow transplant unit)?
{Healthcare facility name} Private POD Plan – {date}
YES
Persons moderately or severely ill – defer. If they
have a cold or other URI, cannot receive FluMist
(nasal spray), must receive flu shot (IM).
YES
All flu vaccines contain egg protein except
FluBlok. FluBlok is 100% egg free and may be
used for persons aged 18-49 years who have no
other contraindications. See flu vaccine product
insert (PI) for a complete list of vaccine ingredients
and latex content.
A previous severe allergic reaction to influenza
(flu) vaccine, regardless of the component
suspected to be responsible for the reaction is a
contraindication to future receipt of any type of flu
vaccine. Refer to healthcare provider.
History of GBS – all flu vaccines contraindicated.
Refer to healthcare provider.
YES
FluMist (nasal spray) only indicated for persons
age 2 through 49 years, must receive flu shot (IM)
if aged between 6-23 months or 50 years and
older.
Cannot receive FluMist (nasal spray), must receive
flu shot (IM).
Wheezing in this age group should be interpreted
as asthma – cannot receive FluMist (nasal spray),
must receive flu shot (IM).
Cannot receive FluMist (nasal spray), must receive
flu shot (IM).
Cannot receive FluMist (nasal spray), must receive
flu shot (IM).
Cannot receive FluMist (nasal spray), must receive
flu shot (IM).
Cannot receive FluMist (nasal spray) if receiving
antiviral drugs 2 days before vaccination or 14
days after vaccination, must receive flu shot (IM).
If MMR, Varicella, or Yellow Fever received in the
last 4 weeks, must receive flu shot (IM). There
must be at least 4 weeks between the 1st and 2nd
dose of flu vaccine for children under 9 years
requiring 2 doses.
Cannot receive FluMist (nasal spray), must receive
flu shot (IM).
86
Inventory Control Form
Date
Time
# Doxy
Dispensed
# Cipro
Dispensed
{Healthcare facility name} Private POD Plan – {date}
# Amoxi
Dispensed
Tally
Initials
Column
87
Date
Time
# Doxy
Dispensed
# Cipro
Dispensed
{Healthcare facility name} Private POD Plan – {date}
# Amoxi
Dispensed
Tally
Initials
Column
88
APPENDIX M: CATEGORY A AGENT AND PAN FLU SHEETS
The following Informational Sheets are included in Appendix L:
 Anthrax
 Botulism
 Plague
 Smallpox
 Tularemia
 Viral Hemorrhagic Fever
 Influenza
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ANTHRAX
Public Health Preparedness Program
What is Anthrax?
Anthrax is a serious disease that is caused by bacillus anthracis, a bacterium that forms spores
that can survive dormant in the environment for long periods of time. Anthrax can be found
naturally in soil and commonly affects domestic and wild animals such as cattle, sheep, goats,
antelope, and deer. The animals become infected when they breathe in or ingest spores in
contaminated soil, plants, or water. This allows the spores to multiply and spread the bacteria,
producing toxins in the body which can cause serious illness and death. There are four types of
Anthrax, depending on how anthrax enters the body:
• Cutaneous anthrax – enters the skin through a cut or scrape.
• Inhalation anthrax – enters the lungs from breathing in spores; most deadly form.
• Gastrointestinal anthrax – enters digestive system from ingestion of infected meat.
• Injection anthrax – enters vein by injection; found in heroin-injecting drug users.
Why are we Concerned About Anthrax as a Bioweapon?
According to the Centers for Disease Control and Prevention, bacillus anthracis is one of the most
likely agents to be used in a biological attack, because:
• Anthrax spores are easily found in nature, can be produced in a lab, and can last for a
long time in the environment.
• Anthrax makes for a good weapon because it can be released quietly and without anyone
knowing. The microscopic spores could be put into powders, sprays, food and water;
because they are so small, you may not be able to see, smell, or taste them.
• Anthrax has been used as a weapon before.
An anthrax attack could take many forms. For example, in a powder form it could be placed in
letters and mailed, as was done in 2001, it could be put into food or water, or it could be
released into the air. If anthrax spores were released into the air, people could breathe them in
and get sick with anthrax. It only takes a small amount of anthrax to infect a large number of
people. Inhalation anthrax is the most serious form and can kill quickly if not treated
immediately.
Transmission: How does Someone Become Infected with Anthrax?
Anthrax is not contagious, meaning it is NOT spread from one person to another person.
Anthrax from animals - Humans can become infected with anthrax through handling infected
animals or other materials containing anthrax spores, or by breathing in spores from infected
animal products (like wool, for example).
Anthrax as a weapon - Anthrax could be put into our food or water supply, or released into the
air. In an intentional exposure, such as a bioterrorism event, breathing in spores that have been
released into the air is the most likely route of exposure.
What are the Signs and Symptoms of Anthrax?
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The symptoms of anthrax are different and depend on the type of infection. All types of anthrax
have the potential, if untreated, to spread throughout the body and cause severe illness, even
death.
Cutaneous Anthrax - Symptoms include a group of small blisters or bumps that may itch,
found most often on the face, neck, arms, or hands. The blisters then develop into a painless
skin sore with a black area in the center. Swelling can occur around the sore.
Gastrointestinal Anthrax - Early symptoms include nausea, vomiting, loss of appetite, and
fever, followed by abdominal pain or swelling, vomiting of blood, and severe diarrhea.
Symptoms can also include fever and chills, swelling of neck or neck glands, sore throat, painful
swallowing, hoarseness, headache, flushing red face and red eyes, and fainting.
Inhalation Anthrax - Early symptoms may resemble those of flu or a common cold and include
fever and chills/sweats, cough, sore throat, headache, body aches and weakness/tiredness,
difficulty breathing and chest discomfort. Other symptoms could include confusion or dizziness,
nausea, vomiting, or stomach pains. After several days, the symptoms may progress to severe
breathing problems and shock.
How Soon do Infected People get Sick?
Symptoms can take anywhere from one day to more than two months to appear, but typically
appear within seven days of coming in contact with the bacterium for all types of anthrax.
How is Anthrax Treated?
All types of anthrax infection can be treated with antibiotics, including intravenous antibiotics.
Another option that doctors have is antitoxin. Patients with serious cases of anthrax will need to
be hospitalized. They may require aggressive treatment, such as continuous fluid drainage and
help breathing through mechanical ventilation.
Can a Person Exposed to Anthrax Avoid Becoming Sick?
Yes. Antibiotics can prevent anthrax from developing in people who have been exposed but have
not developed symptoms. Ciprofloxacin and doxycycline are two of the antibiotics that could be
used to prevent anthrax. Those exposed must take antibiotics for 60 days. While there is a
vaccine licensed to prevent anthrax, it is not typically available to the general public. However, if
there were ever an anthrax emergency, people who are exposed might be given anthrax vaccine
to help prevent disease by a special emergency protocol.
Would Enough Medication be Available in the Event of a Bioterrorism Attack?
Yes. National and state public health officials have large supplies of drugs needed in the event of
a bioterrorism attack. These supplies can be sent anywhere in the United States within 12 hours.
What is the Washoe County Health District Doing to Prepare for an Anthrax Outbreak?
In the event of a weaponized anthrax attack or outbreak, the Washoe County Health District will
announce detailed instructions on how to obtain preventive medication through a point of
dispensing (POD) site. This information will be available through the media and the Washoe
County Health District website.
Source: www.cdc.gov
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91
BOTULISM
Public Health Preparedness Program
What is Botulism?
Botulism is a rare but serious muscle paralyzing disease caused by a nerve toxin that is produced
by the bacterium Clostridium botulinum. This type of bacteria is found naturally in the soil.
There are three main kinds of botulism:
 Foodborne botulism is caused by eating foods that contain the botulinum toxin.
 Wound botulism is caused when wounds are infected by the toxin produced from
Clostridium botulinum. This can occur when a wound is contaminated during an outdoor
injury by contact with contaminated soil. The bacteria can only infect damaged skin.
 Infant botulism occurs in a small number of susceptible infants each year who harbor
Clostridium botulinum bacteria in their intestinal tract.
All forms of botulism can be fatal and are considered medical emergencies. Foodborne botulism
is a public health emergency because the contaminated food source may be unknown and still
available, and many additional people can be poisoned by eating the contaminated food.
Why are we Concerned About Botulism as a Bioweapon?
Botulism toxin could be used as a biological weapon because it can be spread through a food
source and has the potential to be aerosolized.
Transmission: How does Someone Become Infected with Botulism?
Botulism is not contagious, meaning it is NOT spread from one person to another person.
Foodborne botulism is caused by eating foods that contain the botulinum toxin. You can also get
botulism when the bacteria enter your skin through a wound. Most wound botulism cases are
associated with black-tar heroin injection, especially in California.
A bioweapon carrying Clostridium botulinum is possible because it is easy to produce, though
technical factors make dissemination difficult.
What are the Signs and Symptoms of Botulism?
Symptoms include double vision, blurred vision, drooping eyelids, slurred speech, difficulty
swallowing, dry mouth, and muscle weakness that moves down the body, usually affecting the
shoulders first, then the upper arms, lower arms, thighs, calves, etc. Finally, paralysis of
breathing muscles can cause a person to stop breathing and die, unless assistance with
breathing by mechanical ventilation is provided.
infants with botulism appear lethargic, feed poorly, are constipated, and have a weak cry and
poor muscle tone, all symptoms of the muscle paralysis caused by the bacterial toxin.
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The first symptoms of foodborne botulism may also include nausea and vomiting.
How Soon do Infected People get Sick?
With foodborne botulism, symptoms can begin within 6 hours to 10 days, but most commonly
between 12 and 36 hours after eating food that contains the toxin. For wound botulism and
infant botulism, it is difficult to estimate the incubation period because exposure times cannot be
ascertained. The time of onset for inhalational botulism cannot be stated with certainty because
so few cases have been observed.
How is Botulism Treated?
Botulism can be treated with an antitoxin which blocks the action of toxin circulating in the
blood. The antitoxin is most effective in reducing the severity of symptoms if administered early
in the course of the disease.
Antitoxin for infants is available from the California Department of Public Health, and antitoxin
for older children and adults is available through the Centers for Disease Control and Prevention.
The respiratory failure and paralysis that occur with severe botulism may require a patient to be
on a breathing machine (ventilator) for weeks or months, plus intensive medical and nursing
care. If given before paralysis is complete, antitoxin can prevent worsening and shorten
recovery time. The paralysis slowly improves, and eventual recovery can take many months of
supportive care.
Physicians may try to remove contaminated food still in the gut by inducing vomiting or by using
enemas. Wounds should be treated, usually surgically, to remove the source of the toxinproducing bacteria followed by administration of appropriate antibiotics. Good supportive care in
a hospital is the mainstay of therapy for all forms of botulism.
Can a Person Exposed to Botulism Avoid Becoming Sick?
There is no vaccine or medication to prevent botulism. The preventive measures that will be
taken in the event of a botulism outbreak will involve determining the source of exposure and
isolation from that source.
Would Enough Antitoxin be Available in the Event of a Bioterrorism Attack?
National and state public health officials have large supplies of drugs needed in the event of a
bioterrorism attack. These supplies can be sent anywhere in the United States within 12 hours.
What is the Washoe County Health District Doing to Prepare for a Botulism Outbreak?
In the event of a weaponized botulism attack or outbreak, the Washoe County Health District will
work closely with the Nevada Division of Public and Behavioral Health and the Centers for
Disease Control and Prevention (CDC) to provide community partners and the public with
recommendations regarding infection control activities. This information will be available
through the media and the Washoe County Health District website.
Sources: www.cdc.gov
JAMA, February 28, 2001 – Vol. 285, No. 8
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PLAGUE
Public Health Preparedness Program
What is Plague?
Plague is a disease caused by Yersinia pestis (Y. pestis), a bacterium found in rodents and
their fleas in many areas around the world, including most of the western United States.
There are three forms of plague:
 Bubonic – When the Y. pestis bacteria enter the body through the bite of an infected
flea, through a cut or break in the skin, the resulting disease is called bubonic
plague. “Buboes” are swollen, painful lymph nodes. Bubonic plague is the most
common form of the disease, and if left untreated, may progress to septicemic
plague (see below).
 Septicemic – When Y. pestis bacteria multiply and accumulate in the bloodstream,
septic shock occurs and the resulting disease is called septicemic plague.
 Pneumonic – When Y. pestis bacteria are inhaled, they lodge in the lungs and the
resulting disease is called pneumonic plague.
Why are we Concerned About Plague as a Bioweapon?
Yersinia pestis used in an aerosol attack could cause cases of the pneumonic form of plague.
One to six days after becoming infected with the bacteria, people would develop pneumonic
plague. Once people have the disease, the bacteria can spread to others who have close
contact with them. Because of the delay between exposure to the bacteria and becoming
sick, people could travel over a large area before becoming contagious and possibly
infecting others. Controlling the disease would then be more difficult.
A bioweapon carrying Y. pestis is possible because the bacterium occurs in nature and could
be isolated and grown in quantity in a laboratory. Even so, manufacturing an effective
weapon using Y. pestis would require advanced knowledge and technology.
Transmission: How does Someone Become Infected with Pneumonic Plague?
Pneumonic plague occurs when Yersinia pestis infects the lungs. Transmission can take
place if someone breathes in Y. pestis particles, which could happen in an aerosol release
during a bioterrorism attack. Pneumonic plague is also transmitted by breathing in Y. pestis
suspended in respiratory droplets from a person (or animal) with pneumonic plague.
Respiratory droplets are spread most readily by coughing or sneezing. Becoming infected in
this way usually requires direct and close (within 6 feet) contact with the ill person or
animal. Pneumonic plague may also occur if a person with bubonic or septicemic plague is
untreated and the bacteria spread to the lungs.
What are the Signs and Symptoms of Pneumonic Plague?
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Patients usually have fever, weakness, and rapidly developing pneumonia with shortness of
breath, chest pain, cough, and sometimes bloody or watery sputum. Nausea, vomiting, and
abdominal pain may also occur. Without early treatment, pneumonic plague usually leads to
respiratory failure, shock, and rapid death.
How Soon do Infected People get Sick?
Someone exposed to Yersinia pestis through the air – either from an intentional aerosol
release or from close and direct exposure to someone with plague pneumonia – would show
symptoms within 1 to 6 days of exposure.
How is Pneumonic Plague Treated?
Prompt treatment with the correct medications is critical to prevent complications or death.
To prevent a high risk of death, antibiotics should be given within 24 hours of the first
symptoms. You should use antibiotics to prevent or treat plague only under the direction of
your health care provider or local health department.
Several types of antibiotics are effective for curing the disease. Drugs of choice are
streptomycin or gentamicin antibiotics for injection or intravenous use. Available oral
medications are tetracyclines (such as doxycycline) or fluoroquinolones (such as
ciprofloxacin). Early in the response of a bioterrorism attack, these drugs would be tested
to determine which is most effective against the particular weapon that was used.
Can a Person Exposed to Pneumonic Plague Avoid Becoming Sick?
Yes. People who have had close contact with an infected person can greatly reduce the
chance of becoming sick if they begin treatment within 7 days of their exposure. Treatment
consists of taking antibiotics for at least 7 days.
Would Enough Medication be Available in the Event of a Bioterrorism Attack?
Yes. National and state public health officials have large supplies of drugs needed in the
event of a bioterrorism attack. These supplies can be sent anywhere in the United States
within 12 hours.
What is the Washoe County Health District Doing to Prepare for a Plague Outbreak?
In the event of a weaponized pneumonic plague attack or outbreak, the Washoe County
Health District will announce detailed instructions on how to obtain preventive medication
through a point of dispensing (POD) site. This information will be available through the
media and the Washoe County Health District website
Source: www.cdc.gov
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SMALLPOX
Public Health Preparedness Program
What is Smallpox?
Smallpox is a serious and sometimes fatal infectious disease caused by the variola virus.
The pox part of smallpox is derived from the Latin word for “spotted” and refers to the
raised bumps that appear on the face and body of an infected person.
There are two clinical forms of smallpox:
 Variola major is the severe and most common form of smallpox, with a more
extensive rash and higher fever. There are four types of variola major smallpox:
o ordinary (the most frequent type, accounting for 90% or more of cases)
o modified (mild and occurring in previously vaccinated persons)
o flat
o and hemorrhagic (both rare and very severe).
Historically, variola major has an overall fatality rate of about 30%; however, flat
and hemorrhagic smallpox usually are fatal.
 Variola minor is a less common presentation of smallpox, and a much less severe
disease, with the death rates historically being 1% or less.
Why are we Concerned About Smallpox as a Bioweapon?
Smallpox is now eradicated after a successful worldwide vaccination program. The last case
of smallpox in the United States was in 1949. The last naturally occurring case in the world
was in Somalia in 1977. After the disease was eliminated from the world, routine
vaccination against smallpox among the general public was stopped because it was no
longer necessary for prevention.
However, in the aftermath of the events of September and October, 2001, there is
heightened concern that the variola virus might be used as an agent of bioterrorism. For
this reason, the U.S. government is taking precautions for dealing with a smallpox outbreak.
Transmission: How does Someone Become Infected with Smallpox?
Generally, direct and fairly prolonged face-to-face contact is required to spread smallpox
from one person to another, by inhaling droplets released by the cough or sneeze of an
infected person. Smallpox can also be spread through direct contact with infected bodily
fluids, or with contaminated objects such as bedding or clothing. Rarely, smallpox has been
spread by virus carried in the air in enclosed settings such as buildings, buses, and trains.
Humans are the only natural hosts of variola. Smallpox is not known to be transmitted by
insects or animals.
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What are the Signs and Symptoms of Smallpox?
7-17 days after exposure, the first symptoms of smallpox appear. These include fever,
tiredness, head and body aches, and sometimes vomiting. The fever is usually high, in the
range of 101 to 104°F. At this time, people are usually too sick to carry on their normal
activities. This stage may last for 2 to 4 days. Next, a rash appears, first as small red spots
on the tongue and in the mouth. A rash then appears on the skin, starting on the face and
spreading to the arms and legs and then to the hands and feet. Usually the rash spreads to
all parts of the body within 24 hours. The rash becomes raised bumps and the bumps
become “pustules”, which are raised, usually round and firm to the touch as if there’s a
small round object under the skin. The pustules begin to form a crust and then scab. By the
end of the second week after the rash appears, most of the sores have scabbed over. The
scabs begin to fall off, leaving scars. Most scabs will have fallen off three weeks after the
rash first appears.
How Soon do Infected People get Sick?
Incubation period after exposure to the virus averages about 12-14 days but can range
from 7-17 days. During the incubation period, a person is not contagious and may feel fine.
How is Smallpox Treated?
There is no proven treatment for smallpox. However, providing a patient supportive care
can help alleviate some of the symptoms.
Can a Person Exposed to Smallpox Avoid Becoming Sick?
The smallpox vaccine, which was routinely administered to Americans until 1972, is a highly
effective protection against the disease when given before exposure to the virus. If the
vaccine is given to a person within four days of exposure to smallpox, it may lessen the
severity of the disease, or possibly prevent illness.
Would Enough Vaccine be Available in the Event of a Smallpox Outbreak?
Yes. National and state public health officials have large supplies of vaccine needed in the
event of a bioterrorism attack involving smallpox.
What is the Washoe County Health District Doing to Prepare for a Smallpox Outbreak?
In the event of a weaponized smallpox outbreak, the Washoe County Health District will
announce detailed instructions on how to obtain vaccine through a point of dispensing
(POD) site. This information will be available through the media and the Washoe County
Health District website.
Source: www.cdc.gov
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TULAREMIA
Public Health Preparedness Program
What is Tuleramia?
Tularemia is a potentially serious illness that occurs naturally in the United States. It is
caused by the bacterium Francisella tularensis found in animals (especially rodents, rabbits,
and hares) and is highly infectious. In the United States, tularemia is usually caused by
being bitten by infected ticks or by handling infected animal tissue from sick or dead
animals.
There
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are five different forms of tularemia:
Ulceroglandular - skin ulcer at site of bite
Glandular - no ulcer at site of bite
Oculoglandular - bacteria enters through eye
Oropharyngeal - results from eating or drinking contaminated food or water
Pneumonic - breathing dusts or aerosols containing organism
Why are we Concerned About Tuleramia as a Bioweapon?
Francisella tularensis is very infectious. A small number (10-50 or so organisms) can cause
disease. Tularemia has long been considered a potential biological weapon because of its
extreme infectivity, ease of dissemination, and substantial capacity to cause illness and
death. If F. tularensis was used as a weapon, the bacteria would likely be made airborne for
exposure by inhalation. People who inhale an infectious aerosol would generally experience
severe respiratory illness, including life-threatening pneumonia and systemic infection, if
they are not treated. The bacteria that cause tularemia occur widely in nature and could be
isolated and grown in large quantity in a laboratory, although manufacturing an effective
aerosol weapon would require considerable sophistication.
Transmission: How does Someone Become Infected with Tularemia?
People can get tularemia many different ways, including being bitten by an infected tick,
deerfly or other insect, or by handling infected animal carcasses. The main concern for
public health is the transmission of the disease through ingestion of water from a
contaminated water supply and/or inhalation of contaminated dusts or aerosol, both of
which are conducive to potential bioterrorism attacks.
Tularemia is not contagious, meaning it is NOT spread from one person to another person.
People who have tularemia do not need to be isolated. People who have been exposed to
the tularemia bacteria should be treated as soon as possible. The disease can be fatal if it is
not treated with the right antibiotics.
What are the Signs and Symptoms of Tularemia?
The symptoms of tularemia vary depending on the type of exposure, and illness ranges
from mild to life-threatening. If the bacteria that cause tularemia are inhaled in the form of
dust or aerosol, it can cause an infection of the lungs (pneumonic). This is the most serious
form, and may be used during a bioterrorism attack. Symptoms of tularemia may include
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sudden fever, chills, headache, diarrhea, muscle aches, joint pain, dry cough, and
progressive weakness. If pneumonia develops, people can also experience chest pain,
bloody sputum, difficulty breathing, and even respiratory failure.
A biological attack may also lend itself to food or water contamination, resulting in the
oropharyngeal form. After ingesting contaminated food or water, symptoms of this form of
tularemia include sore throat, mouth ulcers, tonsillitis, and swelling of lymph glands in the
neck.
F. tularensis can also infect humans through the skin or mucous membranes. When a
person contracts the disease through this means, they may have symptoms that include
swollen and painful lymph glands, or a skin ulcer.
How Soon do Infected People get Sick?
Symptoms usually appear 3 to 5 days after exposure to the bacteria, but can take as long
as 14 days.
How is Tularemia Treated?
Early treatment of tularemia with appropriate antibiotics is essential. Although tularemia
can be life-threatening, most infections can be treated successfully with antibiotics.
Antibiotics used to treat tularemia include streptomycin, gentamicin, doxycycline, and
ciprofloxacin. Treatment usually lasts 10 to 21 days depending on the stage of illness and
the medication used. Although symptoms may last for several weeks, most patients
completely recover. Antibiotics must be taken only under the direction of your health care
provider or local health department.
Can a Person Exposed to Tularemia Avoid Becoming Sick?
Yes. Antibiotics can prevent tularemia from developing in people who have been exposed
but have not developed symptoms. A vaccine for tularemia is under review by the Food and
Drug Administration, but is not currently available in the United States.
Would Enough Medication be Available in the Event of a Bioterrorism Attack?
Yes. National and state public health officials have large supplies of drugs needed in the
event of a bioterrorism attack. These supplies can be sent anywhere in the United States
within 12 hours.
What is the Washoe County Health District Doing to Prepare for a Tularemia Outbreak?
In the event of a weaponized tularemia attack or outbreak, the Washoe County Health
District will announce detailed instructions on how to obtain preventive medication through
a point of dispensing (POD) site. This information will be available through the media and
the Washoe County Health District website.
Source: www.cdc.gov
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VIRAL HEMORRHAGIC FEVER
Public Health Preparedness Program
What is Viral Hemorrhagic Fever?
Viral hemorrhagic fevers (VHFs) refer to a group of illnesses that are caused by several
distinct families of viruses. In general, the term "viral hemorrhagic fever" is used to describe
a severe multisystem syndrome, as many different organs and systems in the body are
affected. Characteristically, the overall vascular system is damaged, and the body's ability
to regulate itself is impaired. These symptoms are often accompanied by hemorrhage
(severe bleeding), which is why this group of illnesses is called hemorrhagic fevers.
However, the bleeding itself is rarely life-threatening. While some types of hemorrhagic
fever viruses can cause relatively mild illnesses, many of these viruses, such as Ebola and
Marburg, cause severe, life-threatening disease.
Why are we Concerned About Viral Hemorrhagic Fevers as Bioweapons?
The Centers for Disease Control and Prevention identifies hemorrhagic fever viruses as
agents that could be used as biological weapons because some are highly infectious, can be
easily spread through the air, and have the potential to cause great numbers of illnesses
and deaths. They are also known to have been the subject of biological weapons research.
Transmission: How does Someone Become Infected with a Viral Hemorrhagic Fever?
Most viruses causing hemorrhagic fever are zoonotic, which means they are initially
transmitted to humans by animal or insect reservoir hosts. The viruses carried in rodent
reservoirs are transmitted when humans have contact with urine, fecal matter, saliva, or
other body excretions from the infected rodents, or when humans have contact with the
bodies of infected animals, either dead or alive. The viruses associated with arthropod
vectors are spread most often when the vector mosquito or tick bites a human, or when a
human crushes a tick. However, some of these vectors may spread virus to animals, such
as livestock. Humans then become infected when they care for or slaughter the animals.
Occasionally, an infected traveler may become infected in an area where the virus occurs
naturally, and then travel to another area where the virus is not normally found. If the virus
is a type that can be transmitted by person-to-person contact, the traveler can infect other
people. Ebola, Marburg, Lassa and Crimean-Congo hemorrhagic fever viruses are
examples. This type of secondary transmission of the virus can occur through direct contact
with infected people or their body fluids. It can also occur indirectly, through contact with
objects contaminated with infected body fluids, such as bedding used by a sick person, or
contaminated syringes and needles.
Humans can contract viral hemorrhagic fever during a bioterrorist attack in which a VHF is
weaponized.
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What are the Signs and Symptoms of Viral Hemorrhagic Fever?
Specific signs and symptoms vary by the type of VHF, but initial signs and symptoms often
include marked fever, dizziness, rashes, muscle aches, loss of strength, headache, and
fatigue. Patients with severe cases of VHF often show signs of bleeding under the skin, in
internal organs, or from body orifices like the mouth, eyes, or ears. However, although they
may bleed from many sites around the body, patients rarely die because of blood loss.
Severely ill patient cases may also show shock, nervous system malfunction, coma,
delirium, and seizures. Some types of VHF are associated with renal (kidney) failure.
How Soon do Infected People get Sick?
After an incubation period of 1-3 weeks, illness begins insidiously, with early symptoms of
fever, sore throat, weakness, and malaise. Typically, symptoms develop within days but
may not appear until several weeks after exposure.
How are Viral Hemorrhagic Fevers Treated?
Patients receive supportive therapy, but generally speaking, there is no other treatment or
established cure for VHFs. Ribavirin, an antiviral drug, has been effective in treating some
individuals with Lassa fever or hemorrhagic fever with renal syndrome. The only licensed,
approved vaccines for VHFs are for yellow fever and Argentine hemorrhagic fever. To be
successful in preventing the disease, the vaccine must be received prior to exposure.
Experimental vaccines for several other VHFs are being studied, but are not yet licensed or
approved for general use.
Can a Person Exposed to Viral Hemorrhagic Fever Avoid Becoming Sick?
With the exception of yellow fever and Argentine hemorrhagic fever, for which vaccines
have been developed, no vaccines exist that can protect against these diseases. Therefore,
prevention efforts must concentrate on avoiding contact with host species. If prevention
methods fail and a case of VHF does occur, efforts should focus on preventing further
transmission from person to person, if the virus can be transmitted in this way.
For those hemorrhagic fever viruses that can be transmitted from one person to another,
avoiding close physical contact with infected people and their body fluids is the most
important way of controlling the spread of disease. Infection control techniques include
isolating infected individuals.
What is the Washoe County Health District Doing to Prepare for a VHF Outbreak?
In the event of a weaponized viral hemorrhagic fever attack or outbreak, the Washoe
County Health District will work closely with the Nevada Division of Public and Behavioral
Health and the Centers for Disease Control and Prevention (CDC) to provide community
partners and the public with recommendations regarding infection control activities. This
information will be available through the media and the Washoe County Health District
website.
Source: www.cdc.gov
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PANDEMIC INFLUENZA
Public Health Preparedness Program
What is Pandemic Influenza?
An influenza pandemic can occur when a non-human (novel) influenza virus gains the ability
for efficient and sustained human-to-human transmission and then spreads globally.
Influenza viruses that have the potential to cause a pandemic are referred to as ‘influenza
viruses with pandemic potential.’ Examples of influenza viruses with pandemic potential
include avian influenza A (H5N1) and avian influenza (H7N9), which are two different “bird
flu” viruses. These are non-human viruses (i.e., they are novel among humans and circulate
in birds in parts of the world) so there is little to no immunity against these viruses among
humans.
Why are we Concerned About Pandemic Flu?
Pandemic influenza is caused by a new virus, and vaccine to prevent the associated flu is
not available. Therefore, more people are prone to falling ill. In addition, a pandemic virus
strain can spread rapidly from person to person and, if severe, can cause high levels of
disease and death around the world. For example, the most famous flu pandemic was the
Great Pandemic of 1918. In a matter of weeks, influenza swept across the entire country.
Approximately 675,000 people in the United States died, with high mortality rates among
healthy adults 20 to 50 years of age.
Transmission: How does Someone Become Infected with the Flu?
Most experts believe that flu viruses spread mainly by droplets made when people with flu
cough, sneeze or talk. These droplets can land in the mouths or noses of people who are
nearby. Less often, a person might also get flu by touching a surface or object that has flu
virus on it and then touching their own mouth, eyes or possibly their nose.
What are the Signs and Symptoms?
People
•
•
•
•
•
•
•
•
who have the flu often feel some or all of the following signs and symptoms:
Fever or feeling feverish/chills
Cough
Sore throat
Runny or stuffy nose
Muscle or body aches
Headaches
Fatigue (very tired)
Some people may have vomiting and diarrhea, though this is more common in
children than adults
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How Soon do Infected People get Sick?
The incubation period for the flu can vary from one to four days, but symptoms normally
appear two days after exposure to the virus.
How is Influenza Treated?
Flu symptoms can be eased with over-the-counter and prescription medications to help you
feel better faster. Your healthcare provider may prescribe antiviral medications, such as
Tamiflu, to help you feel better while dealing with the illness. If your flu has progressed to
a bacterial infection, your health care provider may prescribe antibiotics.
Can Influenza be Prevented?
Influenza vaccines are administered annually to prevent the flu. However, influenza virus
strains continuously evolve. Annual flu vaccines are designed to protect against specific,
known influenza viruses in circulation among humans around the world.
An influenza pandemic occurs when a new virus emerges. A vaccine cannot be produced for
this new virus until the virus has been identified. Developing, testing and producing a new
vaccine can take up to six months.
Would Enough Vaccine be Available in the Event of a Pandemic?
Enough vaccine would be available once a vaccine was developed, tested and produced.
This process could take six months, and then vaccine would be distributed to local health
authorities for mass vaccination.
What is the Washoe County Health District Doing to Prepare for a Pandemic Outbreak?
In the event of pandemic influenza, the Washoe County Health District will announce
detailed instructions on how to obtain vaccine through a point of dispensing (POD) site. This
information will be available through the media, news, and on this website.
Source: www.cdc.gov
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APPENDIX N: MEDICATION INFORMATION SHEETS
The Washoe County Health District will provide appropriate Medication Information Sheets specific to the
public health emergency if it becomes necessary to open Private POD sites.
 Amoxicillin (adult)
 Ciprofloxacin (adult)
 Doxycycline (adult)
 Ciprofloxacin (child)
 Doxycycline (child)
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