Pandemic Planning and Response for State IT: Where's My Staff?
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NASCIO: Representing Chief Information Officers of the States
NASCIO Staff Contact:
Drew Leatherby
Issues Coordinator
dleatherby@AMRms.com
Pandemic Planning and Response for State
IT: Where’s My Staff?
Without the flow of electronic informa- due to a pandemic scare – are you pre-
tion, government comes to a standstill. pared to act? CIOs have an obligation to
When a state’s data systems and commu- ensure that IT services continue in the
nication networks are disrupted, the prob- event of a pandemic outbreak, and
lem can be serious and the impact far- planning for such a scenario has
reaching. The consequences can be much become essential. It’s not a matter of if a
more than an inconvenience. Serious dis- pandemic is going to strike, it’s just a mat-
ruptions to a state’s IT systems can lead to ter of when, and how far-reaching the
public distrust, chaos, fear and potential problem will be. The good news is that
loss of life. Traditionally, IT disruptions are there are simple steps that state CIOs
planned for based on anticipated disasters can follow to prepare for such a disaster.
both natural and manmade that can phys-
ically damage facilities and equipment.
However, we live in a time that holds Pandemic Planning 101
the potential for a pandemic outbreak
in your city, state or possibly the nation. The primary focus of this brief is on how
What would you do as state chief infor- to maintain critical operations during a
mation officer (CIO) if one day your pandemic outbreak. Pandemics are unique
staff did not come to the office because in that they affect an organization’s work-
of a pandemic outbreak? force as opposed to its physical infrastruc-
ture, and therefore require a radically differ- NASCIO represents state chief infor-
mation officers and information
Physical disasters that shut down mission ent approach for recovery efforts. Planning technology executives and man-
critical applications are typically covered in response to a pandemic event should agers from state governments across
under a state’s disaster recovery and busi- the United States. For more informa-
include an incident management compo- tion visit www.nascio.org.
ness continuity (DR/BC) plan. Under these nent involving an incident command
plans, physical assets can be replaced, and response and identifying those key mem- Copyright © 2007 NASCIO
All rights reserved
information protected, using various back- bers and players necessary for a compre-
up and business resumption practices. hensive solution to the plans that are 201 East Main Street, Suite 1405
Lexington, KY 40507
However, if one day you find your offices developed.The impact of a pandemic on Phone: (859) 514-9153
empty – your systems running unattended the state IT organization goes beyond just Fax: (859) 514-9166
Email: NASCIO@AMRms.com
Pandemic Planning and Response for State IT: Where’s My Staff? 1NASCIO: Representing Chief Information Officers of the States
the people, process and technology pandemic may be completely different
aspects. On a larger scale, the CIO must from that for a physical disaster. Unlike
understand the impact to the logistics of other DR/BC situations, in the case of a
suppliers outside of the state IT organiza- pandemic, the critical staff list should
tion who may also be experiencing a high include for example, those operating the
rate of employee absenteeism. facility’s chiller rooms and other general
maintenance functions. Finally, prepare for
Experts agree that a pandemic event will making decisions in an environment of
likely occur in the next ten years and uncertainty. During a crisis the CIO may
undoubtedly will result in a high rate of not have all the information necessary,
employee absenteeism. Most states’ IT but will be required to make immediate
organizations are simply not prepared to decisions.
address the infrastructure and procedural
issues that will emerge as a result.
Whether caused by pan-flu, plague, Communication
smallpox, anthrax, West Nile Virus, TB or
other epidemic, state IT leaders need to Educate state IT staff on basic pre-
make sure their DR/BC plans are designed paredness for themselves and their
to deal with such a contingency. families – Prepare and distribute pan-
Consciousness is being raised on several demic preparation resources to every
fronts, but state IT – for the most part – member of the IT staff, with information
hasn’t taken the necessary steps to imple- on what individual employees and their
ment and test plans and processes to families can do to avoid or minimize expo-
cope with such an outbreak. sure. Work with state public health agen-
cies for basic survival information, and
build a packet of information tailored to
The Role of the State CIO in state IT staff.
Pandemic Preparedness and
Response Educate state IT staff, lawmakers,
appointed officials, human resources
and budget officials – Craft an education
In many states there is a dependency on
and awareness program for state IT staff,
IT to “figure it out,” if a problem is technol-
lawmakers and budget officials to ensure
ogy related. The state CIO is generally
all parties are on the same page with
expected to introduce innovation within
regards to the pandemic preparedness
the state enterprise and prepare for all
plan and the need for such a plan. Prepare
contingencies. When systems are down
key talking points that outline the ration-
and every aspect of state business is
ale for pandemic planning. Establish met-
affected, the buck may stop at the CIO’s
rics for costs of not having a plan: How
desk. However, there are simple steps that
much will it cost the state if certain critical
CIOs can follow to ensure that their IT
business functions go down? Costs could
infrastructure is protected under any sce-
stem from ERP issues on the payment
nario. One major difference in a pandemic
side; citizen service issues (what it would
crisis versus an unforeseen disaster is that
do to the DMV for license renewals); and
there is an element of nature that may
impacts on eligibility verifications for
provide the luxury of time. The CIO can
social services. How long can the state
start to respond and escalate a response,
afford to be down? How much will this
but identifying the critical triggers and
cost the state? How long can the state be
executing successfully on those must be
without a core business function?
in the state’s overall DR/BC plan. CIOs need
to identify critical staff and business func-
Communication and cross-boundary
tions that their state enterprises cannot
collaboration – A CIO can build a portfo-
function without. The critical business
lio of remote access solutions to meet
functions and critical staff tiering for a
business needs from ultra-secure systems
2 Pandemic Planning and Response for State IT: Where’s My Staff?NASCIO: Representing Chief Information Officers of the States
to fairly simplistic, low bandwidth con- from all applicable lines of business and
strained systems. Yet that will not be use- critical service industries necessary for
ful if the state’s workers aren’t properly continuity of IT operations. Keep the dia-
trained to use the technology. Also, CIOs logue open with state business partners
need to build critical partnerships with and periodically convene briefings for
other agencies and branches of govern- them on the state’s DR/BC plans.
ment. Think outside the box: CIOs can
partner with anyone to share IT resources; Communicate to rank and file employ-
including universities, local government, ees – Explain there is a pandemic plan
lottery corporations, local companies and and the reasons behind its establishment.
leased facilities with redundant capabilities. Clearly articulate employee roles during a
pandemic incident and identify members
Classify and cross-train workers – State of a possible crisis management team.
IT organizations often struggle with get- Also, compile a list of employee office,
ting other business units to classify work- home and mobile phone numbers, and
ers in terms of criticality, and further other relevant contact information.
breaking down their assigned roles and
providing cross-training so, in the event of Establish a media crisis communica-
a crisis, critical employees are equipped to tions protocol – A crisis communications
change roles or function in multiple roles. protocol should be part of a state’s IT
In most other events, the CIO is able to des- DR/BC plan. Designate a primary media
ignate who responds. Yet, with pandemics, spokesperson with additional, single
the CIO has no control over who is sick. point-of-contact communications officers
as back-ups. Articulate who can speak to
Intergovernmental communications whom under different conditions, as well
and coordination plan – Develop a plan as who should not speak with the press.
to communicate and coordinate efforts
with state, local and federal government State summits – Several states have
officials. Systems critical for other state, developed educational state-wide sum-
local and federal programs and services mits as part of their pandemic influenza
may need to be temporarily shut down preparation. Typically U.S. Department of
during a pandemic event to safeguard the Health and Human Services and other fed-
state’s IT enterprise. Local jurisdictions are eral, state, local, tribal, not-for-profit, and
the point-of-service for many state trans- private sector officials convene to discuss
actions, including benefits distribution current and future pandemic readiness
and child support payments, and alternate plans. These summits are statewide oppor-
channels of service delivery may need to tunities to share planning efforts among
be identified and temporarily established. the various partners as states continue
Make sure jurisdictional authority is their work to prepare for this threat.
clearly established and articulated to Summits may include elements such as
avoid internal conflicts during a crisis. Webcasts.
Identify indirect factors and implica-
tions – CIOs should also identify indirect Planning
factors and implications related to a pan-
demic disaster (e.g. loss of staff to public CIOs must have a DR/BC plan that
utilities and other infrastructure). The CIO addresses the unique problem
should take leadership on this, and begin associated with a pandemic event – This
pressing other state entities to make sure plan should include: (1) A focus on capa-
that they’re addressing these indirect bilities that are needed in any crisis situa-
issues. tion; (2) Identification of functional
requirements; (3) Planning based on the
Pandemic preparedness coordinating different severity levels of a pandemic
committees – Gather representatives event – see Centers for Disease Control
Pandemic Planning and Response for State IT: Where’s My Staff? 3NASCIO: Representing Chief Information Officers of the States
and Prevention (CDC) Pandemic Severity may find that mandatory service delivery
Index ; (4) grams is temporarily disrupted and service
Service level requirements for business level agreements are not being met.
continuity; (5) Revisions and updates – Federal programmatic funding may
having critical partners review the plan; require certain service performance levels
and (6) Storing hard and digital copies of that cannot be met during a pandemic. In
the plan in several locations for security. such a situation, the CIO may need to seek
waivers from the federal government, or
Ask and answer the following questions temporarily seek service freezes because
– (1) What are the top business functions of IT operational concerns. Investigate the
and essential services without which the process and options for seeking relief
state enterprise can not operate? Tier ahead of the crisis!
business functions and essential servic-
es into recovery categories based on Build cross-boundary relationships with
level of importance and allowable emergency and health agencies – CIOs
downtime. (2) How can disruption to an should build relationships with state-wide,
agency’s or department’s operations be agency and local emergency manage-
reduced? ment and health department personnel. A
CIO should know and communicate with
Conduct contingency planning in case his or her emergency management coun-
of absent personnel – This could involve terparts before a crisis. Also, consider forg-
cross-training of essential personnel who ing multi-state relationships with other
can be lent out to other agencies in case state CIO counterparts to prepare for
of loss of service. Also, mutual aid agree- multi-state events, partnering with those
ments with other public/private entities in the region. Consider developing a cross-
such as state universities for “skilled volun- boundary DR/BC plan or strategy, as many
teers” can be put in place. Make sure con- agencies and jurisdictions have their own
tractors and volunteers have approved plans.
access to facilities during a crisis.
Approach enterprise backup as a Conduct testing activities – CIOs should
shared service: Other agencies may have conduct periodic state-wide training exer-
the capability for excess redundancy. cises and drills to test pandemic DR/BC
plans. These drills should be pre-sched-
Review and suggest revisions to state uled and conducted on a regular basis
personnel policies that offer flexibility – and should include all aspects of on-site
During a pandemic crisis, state IT employ- and remote access procedures. Conduct a
ees may be asked to work under condi- gap analysis following each exercise.
tions not traditionally covered under cur-
rent state policy. State CIOs should meet Prepare for limited or zero access to
with state personnel officials, employee your facilities – Even though personnel
unions and associations to discuss flexible may be theoretically available during a cri-
policies that can be temporarily imple- sis, the structural environment in which IT
mented during a pandemic crisis. In this systems are located may be where a pan-
manner, decisions made by the CIO con- demic exposure level is rising. If the area is
cerning who stays on site, who goes quarantined and access is prohibited,
home, and issues about pay, leave, and there exists a serious problem. CIOs must
state liabilities can be adequately look at how they would manage the situa-
addressed ahead of a potential crisis. tion as it is beginning to build. If a facility
becomes contaminated or is in a quaran-
Review state and federal regulatory tine zone, state health officials are proba-
requirements regarding business bly not going to allow access. It may be
processes and IT service levels – During possible to seal the area off and gain
a pandemic crisis, state IT organizations approval for controlled access of critical
4 Pandemic Planning and Response for State IT: Where’s My Staff?NASCIO: Representing Chief Information Officers of the States
personnel. Thus, be sure to coordinate Execute emergency standby services
with state health departments in advance. and hardware contracts – If necessary,
Make them aware that they may not be execute pre-placed contracts for products
able to access critical health files if the and services needed during the crisis. The
state’s primary computing facilities are Governor may have to temporarily sus-
non-operational. pend some of the state’s procurement
laws and execute emergency purchasing
Prepare to treat state IT facilities as dis- guidelines for agencies. Also, consider
aster areas and go into full DR/BC mode identifying back-up providers for products
– If access is denied to critical state data and services as some suppliers may sus-
facilities and the result is a failure from the pend deliveries during a pandemic.
technology side, the state CIO must be
prepared to enter into full DR/BC mode.
Due to a potential lack of access, a CIO Technology
may be in the position to declare a full-
scale disaster. Shutdown non-essential services – This
will free up resources for other critical
services. Identify critical business applica-
The Supply Chain tions and essential services and then tier
them into recovery categories based on
Consider outside entities that provide level of importance and allowable down-
supplies and support – There are many time. Tier III applications would be shut
organizations such as fuel distributors, down first. Critical services should be clas-
wholesalers and grocery stores which sified for internal customers versus exter-
would all be facing a similar problem as nal customers. Also, limit use of rich media
state government in a pandemic situation. and streaming media applications to con-
Other potentially critical support elements serve bandwidth.
to consider are contractors, vendors and
sites that they provide. CIOs also need to Protect current systems – Mechanisms
examine services that provide basic necessi- include uninterruptible power supply
ties, such as the power grid that supplies (UPS), for example, and back-up genera-
power to state IT facilities. The power grid tors with standby contracts for diesel fuel.
itself is not subject to infection; however, Use priority and back-up fuel suppliers
the massive number of people it requires to that also have back-up generators to oper-
keep operating would be just as susceptible ate their pumps in the event of a widely
to a pandemic outbreak as anyone else. spread power outage.
Review state contracting instruments Remote access from other facilities – If
and laws – Set up emergency standby the business processes and capabilities
services and hardware contracts and have are established on the front end, the state
contracts in place for products and servic- IT environment can be remotely support-
es that may be needed in the event of a ed, as long as the systems do not fail. With
declared pandemic emergency. Create a the likelihood of operating without back-
contract template so that a contract can be up tapes, a CIO’s willingness to operate
developed with just one or two hours work without those back-ups will determine
time. CIOs must be sure essential IT procure- how long operations continue in that
ment staff are part of the DR/BC plan and mode versus declaring an actual disaster.
are aware of their roles in executing pre- Such a declaration will involve going to
positioned contracts in the event of a disas- either an internal back-up source or an
ter. Provide emergency contact information outsourced vendor to begin the recovery
ahead of time. CIOs should also develop process. Without a process in place, a CIO
“Emergency Purchasing Guidelines” for may be forced to declare a disaster even
agencies and have emergency response though IT systems are intact. Virtualization
legislation in place. and use of redundant data centers in
Pandemic Planning and Response for State IT: Where’s My Staff? 5NASCIO: Representing Chief Information Officers of the States
remote locations may minimize this risk. Geographic Information Systems (GIS) can
be utilized to monitor power outages and
Tele-working – The tactical use of tele- system availability. For emergency com-
working for critical staff may resolve many munications, the state’s Web portal can be
on-site accessibility problems. However, converted to an emergency management
there is still a pervasive culture in state gov- portal. Exploit existing interactive video
ernment where some may be leery of let- conferencing sites and services. Also, Web
ting staff work from home for fear of creat- 2.0 technologies such as Weblogs, Wikis
ing an environment where staff starts and RSS feeds can be utilized for emer-
requesting to work from home on a regular gency communications.
basis. Working with state personnel offices
to educate them on the critical need for
tele-working procedures to be in place may CIO Considerations – Preparing
avoid future conflict and personnel issues. for the Worse Case Scenario
Priority IP access for critical employees State CIOs, as much as possible, should not
– The Government Emergency focus on the multi-state, geo-political
Telecommunications Service (GETS), which aspects of a pandemic incident, but
allows critical government officials to gain instead focus on “how does this directly
priority accesses to voice line communica- affect my IT enterprise operations,” and
tions, has been extended to cell phone take immediate steps to keep the state’s
service allowing users to drive a priority essential IT business functions operating.
connection through the PBX phone sys- CIOs should rely on federal, state and local
tems. CIOs should explore a similar data emergency management and health offi-
service that is sponsored by either the cials to handle the wider “big picture”
National Communication System (NCS) issues of disrupted commerce, the general
or another federal agency health and well-being of the populace,
that would allow critical IT staff to register and control and protection of a panicked
their local IP address to allow them to gain populace.
priority access through the IP networks.
If an isolationist self-sustainable “Shelter
Alternative communications methods – in Place” strategy must be implemented,
Should a pandemic develop, that doesn’t then the state CIO should consider plan-
necessarily mean the Internet will fail. ning for emergency operations center
However, absenteeism over a period of class control rooms, complete with self-
time among the maintenance staff of contained air filtration systems, on-site
Internet providers may lead to issues that fuel supplies for power generation, food
cause the Internet’s infrastructure to fail. stores and internal health care and vac-
This could greatly affect tele-working cines for essential employees.
technologies and VPN access for critical
staff and increase the need for remote With states already consolidating data
access technologies that do not depend assets in hardened, centralized facilities
on PBX phone systems and Internet with secondary back-up centers, taking
access. Alternative communications these additional steps may not be think-
methods require pre-planning. A CIO can ing too far outside the box, especially con-
not afford to explore such methods for the sidering the bleak projections and impli-
first time as the problem is unfolding. cations for a natural or man-made pan-
Mobile communication centers also can demic incident occurring in the near
be utilized in the event that traditional future.
telecommunications and IP systems are
down. A final important concern of CIO pandem-
ic planning centers on what could be very
Leverage technology and think outside real and profound implications for essen-
the box – In a disaster situation a state’s tial IT and facilities maintenance staff. To
6 Pandemic Planning and Response for State IT: Where’s My Staff?NASCIO: Representing Chief Information Officers of the States
maintain critical computing operations
that support the state’s first responder
community, essential IT and facilities
maintenance staff may require insulation
both physically and emotionally from the
possible horrors occurring outside the
data facility doors. It may not be too far-
fetched to consider providing critical IT
staff psychological training to cope with
isolation from families, and the worse case
scenario that their loved ones and com-
munities my be experiencing untold stress
from loss of life and social upheaval.
Use this Brief in conjunction with
NASCIO’s Disaster Recovery Tool-
kit
NASCIO’s Disaster Recovery Working
Group has developed a series of products
on disaster recovery and business conti-
nuity including the working group’s publi-
cation, “IT Disaster Recovery and Business
Continuity Tool-kit: Planning for the Next
Disaster,” designed to assist state CIOs
and their staff in IT disaster recovery and
business continuity planning; and
NASCIO’s DVD on disaster recovery,
“Government at Risk: Protecting Your IT
Infrastructure.” These products, along
with this issue brief on pandemic pre-
paredness, will serve as resources for state
CIOs and other state leaders to not only
better position themselves to cope with
an IT crisis, but also to help make the busi-
ness case for disaster recovery and busi-
ness continuity activities in their states.
Pandemic Planning and Response for State IT: Where’s My Staff? 7NASCIO: Representing Chief Information Officers of the States
Appendix 1. Additional Resources
State Government Resources
State Pandemic Influenza Summits (ASHTO):
PandemicFlu.gov – State Pandemic Preparedness Plans:
State and Local Pandemic Influenza Planning Checklist: Department of Health and
Human Services (HHS) and the Centers for Disease Control and Prevention (CDC):
Alabama Pandemic Flu Preparedness Website:
Arizona Department of Administration (ADOA) Pandemic Preparedness Planning
Website:
Arizona State Agency Influenza Pandemic Preparedness Checklist:
Arizona Influenza Pandemic Response Plan (ADHS):
Arkansas Department of Health and Human Services (DHHS) Influenza Pandemic
Response Plan:
California Department of Health Services (CDHS) Pandemic Flu Website:
California Department of Health Services (CDHS) Pandemic Influenza Preparedness
and Response Plan:
California’s Pandemic Influenza Preparedness Efforts:
Colorado Department of Public Health and Environment Emergency Preparedness and
Response Pandemic Influenza Planning Webpage:
Connecticut Department of Public Health (CDPH) Pandemic Influenza Preparedness
Plan:
Connecticut Department of Public Health (CDPH) Pandemic Influenza Summit:
8 Pandemic Planning and Response for State IT: Where’s My Staff?NASCIO: Representing Chief Information Officers of the States
Delaware Department of Health and Social Services, Division of Public Health,
Pandemic Flu Website:
Delaware Department of Health and Social Services, Division of Public Health,
Pandemic Influenza Plan:
Florida Department of Health (DOH) Pandemic Influenza Website:
Florida Department of Health (DOH), Action Plan for Pandemic Influenza Florida,
March 2004:
Florida CIO Council, Pandemic Information Website:
Florida CIO Council, Pandemic Preparedness Committee Website:
Georgia Department of Human Resources (GDHR) Pandemic Influenza Preparedness
Information Website:
Hawaii State Department of Health, Pandemic Flu Plans Website:
Idaho Department of Health & Welfare, Pandemic Influenza Response Plan, March
2006:
Illinois Department of Public Health Pandemic Influenza Website:
Kansas Department of Health & Environment, Pandemic Influenza Information
Website:
Kansas Department of Health & Environment, Pandemic Influenza Preparedness and
Response Plan:
Kentucky Cabinet for Health and Family Services, Pandemic Influenza Website:
Kentucky Cabinet for Health and Family Services, Department for Public Health,
Division of Epidemiology and Health Planning, Pandemic Influenza Preparedness
Plan, April 2007:
Pandemic Planning and Response for State IT: Where’s My Staff? 9NASCIO: Representing Chief Information Officers of the States
Louisiana Office of Public Health, Statewide Draft Pandemic Influenza Plan, September
2006:
Maine.gov Pandemic Flu Planning Website:
Maine Center for Disease Control and Prevention (CDC) Pandemic Influenza
Information Website:
Maryland.gov Maryland Flu Preparedness Website:
Maryland’s Department of Health & Mental Hygiene Pandemic Influenza Website:
Maryland Community Health Administration Pandemic Influenza Preparedness Plan
Website:
Massachusetts Department of Public Health Pandemic Flu Information Webpage:
Massachusetts Department of Public Health Influenza Pandemic Preparedness Plan:
Massachusetts Department of Education Pandemic Influenza Preparedness and All
Hazards Planning Resources Website:
Michigan Department of Community Health Pandemic Influenza Website:
Minnesota Department of Health Pandemic Preparedness Website:
Mississippi – PandemicFlu.MS.Gov:
Missouri State Senate Interim Committee on Pandemic Preparedness Website:
Missouri Department of Health and Senior Services Influenza Summit:
Missouri Department of Health and Senior Services Pandemic Influenza Plan, February
2006:
Montana Department of Public Health & Human Services, Pandemic Influenza
Preparedness & Response Plan, May 2006:
10 Pandemic Planning and Response for State IT: Where’s My Staff?NASCIO: Representing Chief Information Officers of the States
Nebraska Department of Health and Human Services, Pandemic Flu Homepage:
Nebraska Health and Human Services System, Pandemic Influenza Prevention and
Control Guidelines, February 2006:
Nevada State Health Division, Pandemic Flu Homepage:
New Hampshire Department of Health & Human Services, Pandemic Planning
Coordinating Committee (PPCC):
New Hampshire Influenza Pandemic Public Health Preparedness & Response Plan,
February 2007:
New Jersey Department of Health and Senior Services Pandemic Influenza Website:
New Mexico Department of Health, Pandemic Influenza Webpage:
Interim Pandemic Influenza Emergency Response, APPENDIX 2 of the Hazard Specific
Appendices, New Mexico Department of Health, Emergency Operations Plan, March
2006:
New York City Department of Health and Mental Hygiene Avian Flu Webpage:
New York City Department of Health and Mental Hygiene Pandemic Influenza
Preparedness and Response Plan, July 2006:
North Carolina Division of Public Health Resources Pandemic Flu Preparedness
Website:
North Carolina Pandemic Influenza Plan, January 2007:
The North Carolina Center for Public Health Preparedness, Avian & Pandemic Flu
Resources Webpage:
North Dakota Department of Health Pandemic Influenza Plan Summary:
Pandemic Planning and Response for State IT: Where’s My Staff? 11NASCIO: Representing Chief Information Officers of the States
Ohio.gov Pandemic Flu Website:
Oklahoma State Department of Health, Pandemic Influenza Management Plan
Committee, Pandemic Influenza Management Plan, July, 2005:
Oklahoma Pandemic Influenza Management Plan, Public Health Fact Sheet, October
2006:
Oregon Department of Human Services Pandemic Influenza Webpage:
Oregon Department of Human Services Public Health Pandemic Influenza Plan,
November 2006:
Pennsylvania’s Pandemic Preparedness Website:
Rhode Island Department of Health Pandemic Influenza Homepage:
Rhode Island Department of Health Pandemic Influenza Preparedness Checklist, May
2006:
South Carolina Department of Health and Environmental Control Pandemic Influenza
Preparedness Webpage:
South Dakota Department of Health Pandemic Influenza Information Webpage:
Texas Department of State Health Services Pandemic Preparedness Webpage:
Texas Department of State Health Services Pandemic Influenza Preparedness Plan,
October 2005:
Texas Department of State Health Services, Avian Flu Power Point Presentation, June
2006
Utah.gov Pandemic influenza Website:
Utah Department of Health Pandemic Influenza Response Plan, November 2005:
12 Pandemic Planning and Response for State IT: Where’s My Staff?NASCIO: Representing Chief Information Officers of the States
Virginia Department of Health Pandemic Influenza Webpage:
Virginia Department of Health Pandemic Influenza DVD:
Washington State Department of Health Pandemic Influenza Webpage:
West Virginia Department of Health and Human Resources Pandemic Influenza
Webpage:
West Virginia Public Service Commission Pandemic Influenza Webpage:
Wisconsin’s Pandemic Influenza (Flu) Information Webpage (Included on this Webpage
is information on Governor Doyle’s Pandemic Readiness Summit):
Wyoming Department of Health Pandemic Influenza Webpage:
Wyoming Department of Health Pandemic Influenza Response Plan Version 2.0, July
2006:
Federal Government Resources
PandemicFlu.Gov, U.S. Department of Health and Human Services (DHHS):
U.S. Department of Health and Human Services (DHHS), National Vaccine Program Office
(NVPO), Pandemic Influenza:
Centers for Disease Control and Prevention (CDC) Resources for Pandemic Flu:
Centers for Disease Control and Prevention (CDC) Pandemic Severity Index (Modeled after
the five levels of severity used for hurricanes and designed to help officials determine
whether to take steps such as advising employers to promote tele-work):
U.S. Department of Homeland Security (DHS), National Strategy for Pandemic Flu:
Federal Emergency Management Agency (FEMA) Emergency Assistance for Human
Influenza Pandemic, Disaster Assistance Policy 9523.17
Pandemic Planning and Response for State IT: Where’s My Staff? 13NASCIO: Representing Chief Information Officers of the States
Congressional Research Service (CRS) Report for Congress, Pandemic Influenza: An
Analysis of State Preparedness and Response Plans, September 2007:
.
The White House, National Strategy for Pandemic Influenza Website:
The White House, National Strategy for Pandemic Influenza: Implementation Plan, May
2006:
Bureau of Justice Assistance (BJA) Pandemic Planning Website:
The Government Accountability Office (GAO), Influenza Pandemic: Opportunities Exist to
Address Critical Infrastructure Protection Challenges That Require Federal and Private
Sector Coordination, GAO-08-36, October 2007:
GAO Report Highlights:
National/ International Organization, Academia and Consortium Resources
National Governor’s Association (NGA) publication on state-wide pandemic planning,
“Preparing for a Pandemic Influenza: A Primer for Governors and Senior State Officials.”
The National Center for Critical Incident Analysis, Report, Pandemic Influenza – Nature’s
Bioterrorist Threat:
World Health Organization (WHO) Epidemic and Pandemic Alert and Response (EPR)
Website:
Articles and Reports
Government Technology, Some IT workers may get priority on flu pandemic vaccine,
October 2007, News Report
Government Technology, Georgia Recipient of Pandemic Flu Preparedness Funds,
September 2007, News Report
“Simulation Suggests that Flu Outbreak Could Cripple the Internet” – Government
Computer News (GCN), May 2006
14 Pandemic Planning and Response for State IT: Where’s My Staff?NASCIO: Representing Chief Information Officers of the States
Influenza Pandemic Simulation, Implications for the Public and Private Sectors, a report
by Booz Allen Hamilton, 2006:
Pandemic Planning and Response for State IT: Where’s My Staff? 15You can also read
