At the time the survey was conducted, the information provided to this sector was seen as ad hoc, inconsistent and sporadic. There was confusion around information provided about avian, seasonal and pandemic flu.
With regard to who should be providing advice, those interviewed were clear that the actual source of advice did not matter—as long as it was consistent, clear, accurate responsive and all those that need to contribute to it had done so. A number of advice sources (coordinated through one contact point) may be best to cover clinical management, infection control and business continuity aspects of planning.
A means of systematically communicating information about flu pandemic (clinical, public health and business continuity) with this whole sector was seen as critical—both pre- and during the pandemic period.
Leadership cropped up a number of times; those interviewed were unclear about ‘who is in charge’ with regard to flu pandemic, given the many aspects ranging from infection control through to business continuity. It was recommended that either the Director of Public Health or Director of Adult Social Services is responsible for ensuring that contingency planning has occurred, though many of the tasks involved may be delegated.
There was uncertainty about whose responsibility it is to support recovery, and questions as to whether this type of scenario is insurable. High-quality continuity planning could be seen as an insurance (albeit not financial) to limit loss in the event of pandemic.
At the time the survey was conducted, the information provided to this sector was seen as ad hoc, inconsistent and sporadic. There was confusion around information provided about avian, seasonal and pandemic flu.With regard to who should be providing advice, those interviewed were clear that the actual source of advice did not matter—as long as it was consistent, clear, accurate responsive and all those that need to contribute to it had done so. A number of advice sources (coordinated through one contact point) may be best to cover clinical management, infection control and business continuity aspects of planning.A means of systematically communicating information about flu pandemic (clinical, public health and business continuity) with this whole sector was seen as critical—both pre- and during the pandemic period.Leadership cropped up a number of times; those interviewed were unclear about ‘who is in charge’ with regard to flu pandemic, given the many aspects ranging from infection control through to business continuity. It was recommended that either the Director of Public Health or Director of Adult Social Services is responsible for ensuring that contingency planning has occurred, though many of the tasks involved may be delegated.There was uncertainty about whose responsibility it is to support recovery, and questions as to whether this type of scenario is insurable. High-quality continuity planning could be seen as an insurance (albeit not financial) to limit loss in the event of pandemic.
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