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Team took public health to heart. Made difficult calls/decisions. E.g. homeless population/outdoor shelter option.

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Quick action to get outreach information to the public (2 days after declaration).

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Good division and department communication through ICS structure. Able to stretch team reach and outreach to the community. Information gave advice on covid-19 safety guidance, social distancing, sanitation, health policies for food industry, etc. Health advice on how to handle symptoms, isolation/quarantine. Provided accurate food handling advice, advice on state food handling procedures. Ops inspectors conducted surveillance in Summer 2020. Information on how to perform routine environmental cleaning. Differences between cleaning, sanitizing, disinfecting, and released guidance on these topics. Provided information on EPA guidance on disinfectants.

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Use of guidance, interpretation of guidance.

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Staff within Environmental Health stepped up and helped out. Excellent support from Office of Communications. Outreach materials received national recognition.

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Once set up, good communication/coordination across jurisdictions.

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Within a day or 2, issued a memorandum of essential services with direction to staff on services to be provided, and information out to the public about what services would be provided. Covid-19 provided impetus to move forward with telework. Good coordination internally to support remote work.

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No guidance provided state or feds, SNHD had to develop their own guidance. Changes from CDC daily/hour to hour at times. No definitive guidance provided throughout the response. Feds referred public to local health agencies or to industry.
State relied on SNHD for recommendations related to cleaning protocols. Many relationships were not in place prior to Covid-19. State workers looked for support from SNHD to guidance.

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Many out of state calls were received for guidance and assistance from other jurisdictions and states.

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Federal agencies relied upon local public health agencies as first line of information for the public. (federal goal)
SNHD emerged as an example of strong health district, able to step forward to shine and demonstrate best practices and to be an example for others.

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Food Assessment Meetings, food safety, took place at food trucks. Improved process for assessments, on site, rather than SNHD conference rooms.

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Added remote conferencing through technology upgrade.

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Make sure contact list is fully developed for future emergencies, and make sure people know who to contact for each required function.

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Have system in place for quarterly updates to ensure accuracy of list, and keep up to date.

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Grant funded/temporary positions, some that were identified as non-essential workers during the pandemic.

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Some were not receptive to updated guidance and were resistant to implementing required regulations.

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Good funding available during Covid, but need to make the case for retaining sustainable funding for public health programs. (e.g. Workforce Development Grant - 5 year CDC grant.)

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It would have been helpful for Management to stress the importance of the work EH was doing more consistently, which would have resulted in more staff stepping up to support as needed.

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Perception of SNHD as an Enforcement Agency

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Perception of SNHD as an Enforcement Agency

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Risk to inspectors from those in community who were anti-mask, anti-vax, anti-social distancing not supportive of Covid safety measures. Business License and NV OSHA were lead, but SNHD was seen as lead.

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SNHD management could have done a better job explaining SNHD role in enforcement and inspections. It was not well understood that SNHD had a support role, not a lead role (Business License and OSHA.)

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Large Gathering Plan review was formulated based on certain information from the state because we were expected to have quick turn around after the Governor’s Office approved the updates to the Guidance for Safe Gatherings. But much of our work was unnecessary when the final decision was made about our role in the Plan review. Seems like our time would have been better spent designing our plan after the Guidance for Safe Gatherings was published and all agencies had the final directive for roles and responsibilities.

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People submitting Large Gathering Plans confused about the process

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People submitting Large Gathering Plans confused about the process

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Confusion from Event Coordinators submitting Large Gathering Plans: who they needed to contact, in what order each agency should be contacted and what information should be provided in the plan submitted. Made it difficult for staff to respond or staff found out about events late because of incorrect submissions.

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Were able to modify ICS to scale up and scale back as necessary when the event evolved.  Also able to  modify nuts and bolts of ICS meetings to meet the needs of the District