USAG Italy Forza Handbook (COVID-19 Response)

UNCLASSIFIED USAG Italy Forza Handbook (COVID-19 Response)

Forza - An Italian word meaning strength, force, power, or the ability to face the difficulties of life.

“We are fighting this virus as we would operate in combat; with speed and violence of action upon contact” - Major General Roger Cloutier, USARAF Commanding General and USAG Italy Senior Responsible Officer

4 MAY 2020

Approved 100720

USAG Italy Forza Handbook

OPEN LETTER For the last month USAG Italy has been living through a situation that is unprecedented for many of us in our lifetime. Our daily lives have been challenged as never before, as we adjust to a new condition where our habits and our way of life will be forever altered. We remain lockstep with our Host Nation in adherence to the National Decrees enacted throughout the entire country in order to counter and contain this foreign enemy. We have proactively created a plan of action to prevent, protect and treat our community and we are implementing it with thought and purpose operating within guidance and intent.

Together, the US and Italian Military Command's priority is to protect the health and safety of the force which encompasses all of our military personnel, U.S. and Italian civilian employees, and the families who live and work within the USAG Italy area of responsibility. USAG Italy is implementing all necessary measures and precautions to uphold our duty of maintaining operational readiness. A healthy force is a ready force. Extreme situations call for extreme measures. In the case of COVID-19 this statement could not be more accurate. If you do nothing else heed this advice:

- This enemy is the most dangerous kind. It is invisible but it is among us. Although you cannot see it, it is there waiting to find the vulnerable chink in your armor. To strike when you least expect it. To infiltrate your ranks. To attempt to decimate the weak. - Whatever you believe you should do will not be enough. A slow and steady approach will not contain this enemy. Take swift and drastic actions early. Be decisive. Do not waver. Do not falter. Stand behind your decision. The unpopular decisions will save lives. - This is not a sprint. This is a marathon. Make a plan, but be flexible. Be prepared for anything and everything that you can predict and things you could never imagine in your wildest dreams. - Come together as a community. The actions of every individual have consequences on everyone. The ability to weaken this enemy is dependent upon the strength of the community. - Communicate. Communicate. Communicate. You can never communicate enough. - Do not give in. Do not give up. Failure is not an option.

For almost seventy years the American Military has been an integral part of the local Italian communities. The U.S. Military and Host Nation will continue to successfully synchronize our efforts towards the same goal, and we will succeed. If each one of us continues to assume responsibility for our actions, feels a sense of duty and sacrifice, and makes every effort, we will overcome this enemy. We require 100% responsibility, military and civilians, Americans and Italians.

We commend all members within the USAG Italy community for joining together and embracing our ongoing mission to protect, prevent and treat against COVID-19. Everyone in this community has been unwavering in their dedication and commitment to remaining flexible in the ever-changing environment created by these challenging times. The nature by which we have come together in a truly difficult and dynamic situation is a true testament to the fortitude of this community. We have displayed the essence of forza and we must keep pressing.

FORZA! 2

USAG Italy Forza Handbook

TABLE OF CONTENTS

Introduction Page Open Letter 2 Executive Summary 4 USAG Italy Organizational Environment 5 Italy COVID-19 Case Progression and USAG Italy COVID-19 Timeline 6 COVID-19 Definitions 8 Key Processes EOC Battle Rhythm 10 SITREP Example 11 Person of Interest (PUI) Battle Drill & Task Force Trace 13 Task Force Clean 20 Restriction of Movement (ROM) 22 Task Force Over Watch 23 Task Force Community Well-Being 24 PAO Communications – Transparency - SRO/GC Live Town Halls 25 Directorate of Emergency Service (DES) 28 Directorate of Family, Morale, Welfare and Recreation (DFMWR) 32 Religious Support Office (RSO) 35 Directorate of Human Resources (DHR)) 36 Geographically Separated Installations or Sites 37 Tenant Unit United States Army Africa (USARAF) 39 Appendix APP 1: Key Terms and Definitions 44 Attachments ROM SOP ATT Vicenza Military Medical Community COVID-19 Playbook ATT Additional Unit-Level Appendices ATT

USAG Italy Forza Handbook

EXECUTIVE SUMMARY

This document was published 27 days from the initial decision to close all schools (DODEA and local Italian schools), within the Veneto and Lombardy region of Northern Italy. The document was published 11 days after the national leadership put draconian measures in place country wide which have become stricter every 72hrs due to a lack of decrease in cases. The measures enacted through the entire country of Italy have restricted movement to absolute necessities which include trips to: grocery stores, medical and pharmacy care, laundry, mail, and critical labor endeavors. Each person is required to carry a self-declaration sworn statement to be provided to Law Enforcement if pulled over which states the reason for travel. Every restaurant within the country is closed unless they provide delivery. Most businesses have been shuttered, and businesses of any type which are permitted to remain open, must close by 1800. As a result, the government recently announced outdoor activity, such as exercise or walking a dog, can only occur within 200m of the household.

The increases in COVID 19 positive cases continues to grow and the death toll continues to mount. Most hospitals in Northern Italy are at or near maximum capacity. Field Hospitals are being established on fairground to provide additional Intensive Care Unit (ICU) and resuscitative care capacity.

The USAG Italy community has banded together in order to abide by Italian decrees, communicate current information, and ensure we continue to provide evolving support and services where absolutely necessary.

The menu of options and decisions associated with Pandemic Response Plans are not widely known across much of our formations. This collection of ideas, definitions, battle drills, and troop requirements is modified almost daily as we seek to get smarter, faster, and more precise toward defeating this enemy. We humbly recommend you establish some assumptions up front to help guide decisions when time is of the essence. Items, such as, Persons Under Investigation (PUI), Restriction of Movement (ROM), Quarantine, Isolation, Close Contact, Social Distancing, and HPCON levels must be clearly defined and articulated to the entire community of leaders to ensure synchronized decisions can be made at any level with the presence of informed leaders. Task organize and establish teams or elements immediately and resource them appropriately in order to address the myriad of pandemic response requirement . Immediately close everything required to ensure social distancing is manageable and establish sanitation procedures to force the virus to be exterminated in your community.

Listen to your health care professionals, and focus on evidence-based and medically informed preventive measures. Hygiene measures and social distancing are the most effective means to prevent the spread of infection. Resources (time, manpower and funding) will be in high demand. Avoid distracters and impulsive responses, and focus main efforts on proven prevention measures.

USAG Italy Forza Handbook

U.S. ARMY GARRISON (USAG) ITALY ORGANIZATIONAL ENVIRONMENT

USAG Italy is home to Soldiers, Family members, Civilians, Local Nationals and Retirees from the Department of the Army, Air Force and NATO. The Garrison is comprised of multiple sites geographically dispersed across Northern Italy in two distinct communities, The Vicenza Military Community (VMC) and the Darby Military Community (DMC). The VMC is approx. 66 km West of Venice and within 10 km of the city of Vicenza and is comprised of the following installations: Caserma Carlo Ederle, Caserma Renato Del Din, Villagio Family Housing, Longare, Supply Point, Lerino, and Torri di Quartesolo.

The DMC straddles the cities of Pisa and Livorno and is aligned under the command of USAG Italy as a satellite site. The DMC includes Camp Darby, Livorno Supply and Maintenance Area, Leghorn Training Area and the Pisa Storage Area. USAG-Italy’s area of responsibility also includes support to Ghedi Air Base in Verona, the NATO Deployable Air Command & Control Center in Poggio Renatico (North of Bologna), the NATO Rapid Deployable Corps in Solbiate Olana (Southwest of Milan), and deployment operations at Aviano Air Base near Pordenone. USAG Italy is the Army's Power Projection Platform South of The Alps. The Garrison manages critical base support operations providing deployment and reset capability, depot level maintenance and storage of pre-positioned stock, transportation surface distribution and deployment, and ammunition storage for our tenant units as they execute their missions throughout Europe and Africa in support of United States Army Europe (USAREUR) and United States Army Africa (USARAF).

USAG Italy Forza Handbook

ITALY’S COVID-19 CASE PROGRESSION

“This is our community; we need to all come together to make everyone healthy and safe.” - Major General Roger Cloutier, USARAF Commanding General and USAG Italy SRO

USAG ITALY’S COVID-19 TIMELINE 09 JAN Chinese CDC reported identification of COIVID-19 27 JAN First USAG Italy COVID-19 Synchronization Meeting 28 JAN IMCOM Europe Shares First COVID-19 Public Health Message 31 JAN Second USAG Italy COVID-19 Synchronization Meeting 31 JAN First two cases of Coronavirus confirmed in Italy. 31 JAN Italy suspends all flights to and from China; Italy Declares State of Emergency 02 FEB Start of USAG Italy Messaging Highlighting Preventative Measures 03 FEB Third USAG Italy COVID-19 Synchronization Meeting (Transition to x3/week) 21 FEB 16 confirmed cases in Lombardy (Northern Italy) 22 FEB 60 additional confirmed cases in Lombardy (Northern Italy) 23 FEB Italian Government Decree 1 Published (14-day lockdown for the towns of: in Lombardy Bertonico, Casalpusterlengo, Castelgerundo, Castiglione D'Adda, Codogno, Fombio, Maleo, San Fiorano, Somaglia, Terranova dei Passerini, in Veneto Vò) 23 FEB USAG Italy Establishes Emergency Operations Center (EOC) 24 FEB USAG Italy DODEA, CDC, CYS Schools Close, Base Services Reduced 24 FEB SRO/GC COVID-19 Update to Community 25 FEB Start of Travel Bans throughout Europe 25 FEB Italian Government Decree 2 Published (school closures, suspension of sports events and other suspensions of government office activities in the Regions of Lombardy, Veneto, Emilia Romagna, Friuli, Piedmont and Liguria until March 1st) 25 FEB USAG Italy begins installation of public health handwashing stations 26 FEB USAG Italy Published COVID-19 Base Order 27 FEB DoDEA Begins Virtual Classes 27 FEB SRO/GC/USAHC-V COVID-19 Community (Virtual) Town Hall 28 FEB USAG Italy Published Restriction of Movement Guidance 29 FEB USAG Italy Remote Religious Services Go Live

USAG Italy Forza Handbook

USAG ITALY’S COVID-19 TIMELINE (Continued) 01 MAR Italian Government Decree 3 Published: valid until March 8 and for the regions of Veneto, Emilia Romagna, Lombardy and towns of Pesaro, Urbino and Savona. Closure of schools, closure of theaters and cinemas, suspension of big events of leisure, music, artistic and religious nature, suspension of sport events, suspension of meetings, introduction of the one-meter interpersonal distance measure for bars, pubs and restaurants, recommendation to use teleworking or smart working where possible.) 04 MAR Italian Government Decree 4 Published: the measures of the Decree of March 1st are applied on the entire territory of Italy, valid until April 3rd. 05 MAR USAG Italy ROM Facility (and family housing units) Fully Operational 05 MAR USAG Italy Conducted WG to refine Teams CLEAN & TRACE 06 MAR USAG Italy Mandates Social Distancing Protocols 06 MAR SRO/GC/USAHC-V Community (Virtual) Town Hall 07 MAR TF PCS established (to identify outgoing personnel) 08 MAR Italian Government Decree 5 Published: valid until April 3rd, closure of schools and all events of any nature, museums, cinemas, theaters, night clubs, discos etc. Bars and restaurants open only from 0600 to 1800, interpersonal distance must be respected. 08 MAR USAG Italy Drafts Official Work/Movement Passes 09 MAR Italian Government Decree 6 Published: any form of gathering is not allowed. Restriction of Movement for all of Italy, people can go out only for work, health/necessity and must carry ID and self-declaration form 09 MAR USAG Italy Safety Team initiate inspections to ensure Health Protection Condition BRAVO control measures (Cleaning & Disinfection) 09 MAR Austrian, Slovenian & Swiss borders are now restricting entry from Italy 11 MAR Italian Government Decree 7 Published: Limits exposure to public places; Italian non- Essential Businesses to remain closed. Curfews enacted. Closure of bars and restaurants, only delivery is allowed. Supermarkets and food stores remain open but must respect interpersonal distance at all times. 11 MAR USAG Italy and tenant units limited to mission essential activities only: all personnel under restriction of movement. 13 MAR SRO/GC/USAHC-V/Special Staff Community (Virtual) Town Hall 13 MAR USAG Italy formed two additional Task Forces: TF COMMUNITY WELLBEING (to identify needs throughout VMC/DMC) & TF OVERWATCH (to ensure safety protocols and social distancing are being adhered to throughout the community) 13 MAR USARHC-V working an action plan to increase the Medical Capabilities and Capacity at our VMC Health Clinic to provide Role 2 services. 14 MAR USAG Italy & USARAF G35 Planners conducted analysis of all LOC and classes of supply on hand in the event of disruptions. 14 MAR Italian Protocol for Safety in the workplace published: in accordance with government and labor unions, it contains measure for containment of virus spread in the workplace. 15 MAR USARHC-V developed plan to establish 11 bed in-patient care center, and 1 ICU capable bed with trained personnel from LRMC. USAG Italy-wide initiative to identify all licensed/credentialed medical personnel in the event volunteers are needed. 20 MAR SRO General Order #1 Published (Identifies conduct that is prejudicial to good order and discipline, health, and safety of all personnel within the USARAF SRO area of responsibility), Attachment #3

USAG Italy Forza Handbook

COVID-19 DEFINITIONS

USAG Italy Forza Handbook

Key Processes

USAG Italy Forza Handbook

EMERGENCY OPERATIONS CENTER (EOC) BATTLE RHYTHM

Developed to facilitate COVID-19 operations and Higher HQ reporting requirements (Senior Responsible Officer, IMCOM-Europe, U.S. Army Europe).

“We have taken an operational approach to combat the spread of this virus” - COL Daniel Vogel, USAG Italy Garrison Commander

USAG Italy Forza Handbook

SITREP EXAMPLE

DAY 27 (Write-up):

As of 20 1800 MAR 20, there are 47,021 (+5,986) confirmed cases of COVID-19 in Italy, 37,860 (+4,670) active cases, 4,032 (+627 / 9%) deaths, and 5,129 (+689) persons recovered. This is an increase of 15% in new cases in the last 24 hours.

Continued…

USAG Italy Forza Handbook

SITREP EXAMPLE (Continued)

CURRENT ACTIVITIES:

The President of the Veneto issued an ordinance effective immediately through 3 April which tightly restricts the movement of people on foot, bicycle, car or any other type of vehicle to the three conditions: work, necessity, and for health reason. Supermarkets and food stores will be closed on Sundays, however pharmacies and newsstands will remain open. Grocery shopping must be done by one adult per family only. All public parks, gardens, or areas where people practice outdoor physical activity are closed. Walking the dog or taking a walk for physical exercise must be done within 200 meters from one's home.

We conducted our weekly virtual live Town Hall today with the Italian Base Commander provided opening remarks in Italian.

CASES NEAR DOD INSTALLATIONS:

- 22,264 (+2,380) Cases in Lombardy (NATO Rapid Deployable Corps, NRDC (Milan), AF MUNs (Ghedi))

- 4,031 (+547) Cases in Veneto (Vicenza Military Community)

- 5,968 (+754) Cases in Emilia Romagna (NATO Deployable Air Command and Control Center)

- 1,793 (+311) Cases in Tuscany (Darby Military Community)

- 656 (+57) Cases in Friuli Venezia Giulia (Aviano Air Base)

- END OF SITREP -

USAG Italy Forza Handbook

TASK FORCE TRACE

ATTACHED: USAG-Italy Public Health Quarantine/Isolation Questionnaire

- Any identified PUI is an immediate CCIR and the Chain of Command must call the USAG Italy EOC to activate Task Force Trace. - In the event of an identified PUI or a medically confirmed COVID-19 case within the USAG Italy community, USAG Italy will notify Task Force Trace to assist with containment and prevention measures IOT restrict further transmission of COVID-19. - Tenant units and organizations with an identified PUI will utilize COVID-19 Unit Trace Questionnaire to identify potential close contacts and travel history to support Social Tracing efforts by medical personnel. Units will provide this information to the USAG Italy IOC through email followed with a phone call to verify receipt.

Task Force Trace Battle Drill:

“Remember my three priorities; protect the force, stop the spread of the virus, and maintain mission readiness” - MG Roger Cloutier, USARAF Commanding General and USAG Italy SRO

USAG Italy Forza Handbook

TASK FORCE TRACE (Continued)

BATTLE DRILL: Person Under Investigation (PUI)

SITUATION: SM, U.S./HN Employee or dependent is identified as a PUI; a PUI is defined as a person identified to be tested for COVID-19.

Reporting Unit/Organization/Individual:  Inform PUI they are immediately under quarantine pending testing  Collect and verify the PUI’s contact information  Call the USAG Italy EOC and provide PUI’s details (unit/organization, name, location, phone number) and primary and alternate POCs for the unit/organization  Inform PUI that medical professionals will contact them to conduct a Public Health Questionnaire  Immediately start Unit Trace Questionnaire with PUI (request form from EOC, if required)  Immediately identify and limit access to PUI’s work space and clean areasof concern  Identify and direct ROM for all PUI close contacts.  Provide Unit Trace Questionnaire to EOC within 1 hour

1. INITIAL ACTIONS (IMMEDIATE – WITHIN FIRST 15 MINUTES) S-3/5/7 (USAG Italy Watch Officer/Ops Specialist):  Complete the PUI Call Sheet (Attachment 1: EOC PUI Watch Desk Call Sheet)  While on the phone with the reporting unit/organization: o Read back and validate with the caller the name, unit, phone number, and location of the PUI o Gather and validate unit/organization POCs (names, positions, and phone numbers) o Ask the reporting unit/organization if they have started the Unit Trace Questionnaire; provide/email the questionnaire, if required  Create a separate event in your WebEOC Position Log to be posted as a Significant Event. Example entry: “PUI (USAG Italy S-3/5/7, DA CIV) identified within the DMC. Unit Trace Questionnaire Started/Provided.”  Contact Physical Security (IACS), and obtain PUIs installation access activity for the last 14 days  Watch Officer contacts PUI unit Staff Duty. S3/5/7 contacts PUIs BN/BDE Level Leadership  Provide all details of PUI to the EOC Director/Manager S-3/5/7 (EOC Director/Manager):  Assign “PUI Action Officer” to coordinate all supporting activities  Immediately announce “Attention in the EOC – A PUI has been identified”  Ensure the PHEO is provided with required contact information for the PUI and unit/organizational POC(s)  Provide initial report to USAG Italy S-3/5/7 Director and CMD Group  Initiate CCIR  Provide S-3/5/7 Director and CMD Group with updates as required

USAG Italy Forza Handbook

TASK FORCE TRACE (Continued)

2. ONGOING ACTIONS Reporting Unit/Organization:  Limit access to PUI’s work space, continue to identify and clean areas of concern  Complete/refine “Unit Trace Questionnaire” with PUI and close contacts  Maintain contact/provide updates (as required) to PUI Action Officer  Ensure PUI Close Contacts are placed in quarantine

PUI Action Officer  Notify Team Trace Personnel POC to begin “trace” activities  Notify Team Clean of PUI, provide WARNORD  Provide ROM Barracks Manager a WARNORD that support maybe required

TM TRACE - USAHC-V (PHEO) & SUPPORTING UNIT (UNIT)  Contact PUI and conduct Public Health Questionnaire  Identify/validate Close Contacts and areas of concern (Complete link diagram) o Determine if Close Contacts have been placed in quarantine o Provide Close Contacts’ information to the PHEO o Provide areas of concern to the MEM  Provide estimated time to the PHEO that TM Trace will be available to conduct PUI Tracing De-Brief

PHEO:  Enter Close Contacts’ information into the WebEOC ROM Tracker  Provide Unit Trace Questionnaire to TM Trace  Provide estimated time TM Trace will be available for De-Brief

TM CLEAN – USAHC-V (MEM), SAFETY & SUPPORTING UNIT (UNIT  Support assessments and cleaning of areas of concern

ROM Barracks Manager – USAG ITALY HHC & SUPPORTING UNITS  Support ROM within designated on-post facilities

3. CLOSE OUT // DEBREIF PUI Action Officer:  Prepare and provide the EOC a thorough back-brief of findings  Track locations of concern: o ON POST: Deploy TM CLEAN and Increase Organizational Cleaning o OFF POST: Coordinate with LN authorities

USAG Italy Forza Handbook

TASK FORCE TRACE (Continued)

Medical (TEAM TRACE):  Maintain/Update PUI information  Reassesses identified “close contacts”  Close Contact, not symptomatic, monitor for 14 days.  Close Contact tests positive, initiate TEAM TRACE on New PUI.

TEAM CLEAN:  On Order, thoroughly clean points of interest (POI) identified by TM TRACE  Updates EOC of progress

S-3/5/7 EOC Director/Manager:  Schedule and coordinate De-Brief  Provide situational updates to S-3/5/7 Director and CMD Group

ALL IMPACTED AND SUPPORTING ORGANIZATIONS  Attend De-Brief as scheduled by S-3/5/7  Provide feedback for areas to sustain and improve

4. FOLLOW ON ACTIONS Reporting Unit/Organization  Conduct daily checks on PUI and Close Contract

Public Health  Conduct wellness evaluations every 24 hours for symptoms

“Our priority is increasing capability and capacity of the Vicenza Military Clinic – merging our MTOE medical capability from the UNIT BCT (Airborne) will provide emergency medicine for every Soldier, Army Civilian, and family member in our community and this team is making it happen.” – BG Eric Folkestad, Deputy Commanding General, U.S Army Africa/SETAF

USAG Italy Forza Handbook

TASK FORCE TRACE (Continued)

USAG-Italy COVID-19 UNIT/SUPERVISOR Workplace Questionnaire:

USAG Italy Forza Handbook

TASK FORCE TRACE (Continued)

USAG-Italy Public Health Quarantine/Isolation Questionnaire (Part 1 of 2) (v.8 March 2020)

USAG Italy Forza Handbook

TASK FORCE TRACE (Continued)

USAG-Italy Public Health Quarantine/Isolation Questionnaire (Part 2 of 2) (v.8 March 2020)

USAG Italy Forza Handbook

TASK FORCE CLEAN

- To ensure proper implementation of Health Protection Condition Bravo - COVID-19 control measures and compliance with Annex Q (COVID-19 Cleaning and Disinfection Recommendations), all tenant units and garrison elements will permit access to Garrison Safety and Public Health Inspectors. In controlled access areas, entry will be acquired through coordination with USG Italy S3/5/7. - Task Force Clean (MEM, Safety & supporting unit) will support assessment and cleaning of areas of concern. - On order, Task Force Clean will send a team to thoroughly clean points of interests (POI) identified by Task Force Trace.

Task Force Clean Teams SOP:

- Teams consists of 8-12 personnel - Mixing Team - Prepare Bleach Solution: 1/3 Cup of Bleach with a Gallon of Water Fill Spray Bottle(s) - Dosing Team - Take the Spray Bottle(s) douse the areas that will need to be clean. Evenly spray the areas so it is wet with the mixture. Team leader will start to timer to meet the contact time requirements. - 10 minutes. Items to be sprayed (not all inclusive): table/counter tops, toilet seats, sink & faucets in bathrooms, chairs (vinyl or plastic only). - Wiping Team- After contact time is met wiping team will enter and wipe up all the liquids. Items for wiping (list not all inclusive): keyboard & mouse, telephones, remote controls, doorknobs/handles, paper towel dispensers, wall mounted hand sanitizers. - Dosing Team will enter again and douse the floor areas. (Wait for Contact time. (10mins) - After Contact time of 10 minutes - Wiping team will clean the floor areas - Public Health/Installation Safety Officer will verify cleaning completed and will info the EOC so team can depart and conduct recovery operations

Personal Protective Equipment:

USAG Italy Forza Handbook

TASK FORCE CLEAN (Continued)

Cleaning & Disinfection Recommendations

Coronaviruses, due to its cellular structure, are one of the easiest types of viruses to kill. Using the correct disinfectant in an important part of preventing and reducing the spread of illnesses. Regardless of the product used, pay close attention to the contact time. This is the amount of time the product must remain WET on the surface to be effective. Contact times may vary per manufacturer and product; this information can be found on the back of the product container or on the manufacturer’s website. If the product evaporates prior to the recommended time, apply more product.

Typical household cleaners should be sufficient to kill the virus. Examples of household disinfectants are listed below. A more exhaustive list of products can be found at https://www.cdc.gov/coronavirus/2019- ncov/community/home/cleaning-disinfection.html.

Examples of EPA-Registered Household Disinfectants Clorox Disinfecting Wipes Lysol Clean & Fresh Multi-Surface Cleaner Clorox Disinfection Spray Lysol Disinfectant Max Cover-Mist Clorox Multi-Surface Cleaner + Bleach Lysol Heavy-Duty Cleaner Disinfectant Concentrate Clorox Commercial Solutions® Klercide 70/30 CloroxPro™ Clorox Germicidal Bleach Lonza Formulation Oxycide Daily Disinfectant Cleaner Peak Disinfectant Wipes Peroxide Disinfectant and Glass Cleaner Purell Professional Surface Disinfectant Wipes Sani-Prime Germicidal Disposable Wipe Sani-Prime Germicidal Spray

Additionally, a bleach solution can be made with regular, unscented bleach. Mix 1/3 cup of bleach with 1 gallon of water. Bleach solutions applied to non-porous surfaces require 10 minutes of contact time to be effective. * When using bleach be sure to have open doors and windows; Never mix with ammonia or any other cleaner *

Surfaces that are visibly soiled should be cleaned with soap and water prior to disinfecting. Wash hands thoroughly after disinfecting to prevent skin breakdown. Common high touch areas that should be cleaned frequently are identified in the tables below.

Home, Office, and Conference Room High Touch Areas Clean Twice Daily Door handles/knobs Table and Desktops Light switches Cabinet surfaces and handles Telephone (receiver, receiver cradle, dial pad, Window handles other buttons) Computer keyboards & mouse Remote controls Armchair/arm rests VTC Touch screens Dry erase markers

Bathroom High Touch Areas Clean Twice Daily Door handles/knobs Cubicle handles/knobs Sink/faucet and sink counter Soap & Paper towel dispensers Toilet Flusher Handrails Toilet paper dispenser Sources: https://www.cdc.gov/coronavirus/2019-ncov/community/home/cleaning-disinfection.html; https://www.epa.gov/sites/production/files/2020-03/documents/sars-cov-2-list_03-03-2020.pdf

USAG Italy Forza Handbook

ROM Facility (Barracks)

ATTACHED: #1 - USAG Italy COVID-19 ROM SOP, 2 March 2020

- Occupancy of this Building is reserved exclusively for single Soldiers assigned to barracks within VMC, and who are confirmed either to have contracted COVID-19, or to have been in contact with someone who has potentially contracted COVID-19. Once assigned to bldg. , these Soldiers are restricted from interacting with the public for a period to be determined by Public Health Command. - Bldg. is set-up with 1 floor for Isolation rooms and 3 floors for Quarantine rooms - HHC is responsible for management of building and maintains oversight of the Staff Duty assigned to that building. - Staff Duty is OPCON as BMM to HHC, with expectation that they refrain from all activities with their originating unit for the duration of the pandemic response. - Once admitted into bldg, occupants are in custody of HHC/Staff Duty until officially released.

ROM Facility Staff Duty Approach:

Staff Duty Responsibilities • Bldg. access control • Admit Soldiers and assign rooms • Room delivery (food/items delivered) • Ensure occupants remain in rooms and refrain from public contact • Emergency response and notification • Room sanitization • Soldier release

Team Move • Soldier pick up and drop off • Coordination with unit Chain of Command • Medical escort • Vehicle sanitization

USAG Italy Forza Handbook

TASK FORCE OVER WATCH

ATTACHED: #2 - USAG Italy COVID 19 Team Over Watch SOP 17 March 2020

- USAG Italy initiated Task Force (TF) Overwatch in order to monitor and oversee the implementation of “social distancing” and hygiene protocols within the USAG Italy area of operations. - One (1) tenant organization was tasked to provide one (1) platoon with leadership to support Team Overwatch, with the leadership reporting to the USAG Italy EOC. - TF Overwatch is visible in all common areas throughout USAG Italy, to include the PX, Commissary, Shoppette, Burger King, Dining Facilities, and Post Office.

Task Force Overwatch Approach:

VMC - Current Placement of two (2) Soldiers at Each Site: • 2 Express Locations (Del Din, Ederle) • DFAC • Commissary • Food Court • Burger King • PX • 2 Post Office Locations (Del Din, Ederle)

DMC - Patrol Monitoring • Commissary - MP • PX - MP • Post Office - MP

Team - Provide Monitoring (Identified by Safety Belt): • One Meter Social Distancing • Hand sanitizing or hand washing • Will notify EOC in the event of disturbance

USAG Italy Forza Handbook

TASK FORCE COMMUNITY WELL-BEING

- USAG Italy initiated TF Community Well-being to identify the needs throughout the community and implementing actions to assist USAG Italy Community members to maintain well-being. - Services included are:

• MWR Recreation Division (physical) • Garrison Chaplain (spiritual) • ACS / MFLC / Behavioral (family, social, emotional) • CYS and DoDEA (educational) • PAO / Social Media (communication)

- TF Community Wellness comprises the five dimensions of R2 with some additions necessary to address the COVID-19 mission and intent.

Physical: Ederle and Del Din Gyms remain closed. Both locations have placed equipment outside so patrons have a place to work out. The Strength and Conditioning Coach has uploaded a series of videos on the Sports, Fitness & Aquatics Facebook page on how to work-out with the equipment and will start doing a series of videos over on Del Din next week.

Spiritual: The Chapel is Facebook Live Streaming the Catholic Mass, the General Protestant Service and the Gospel Service on the USAG Italy Religious Support Office Facebook page during their regular times.

Family / Social / Emotional • VMC Behavioral Health Clinic will be providing acute services to military and family members. If any patient is experiencing • COVID19-like symptoms please call before coming into the clinic. • ACS remains open to the community providing emergency services from 0800- 1700: • Army Emergency Relief (financial assistance) • Family Advocacy (child abuse/neglect and domestic violence services) • Victim Advocacy (domestic violence services; 24/7 hotline) • ACS Military Family Life Counselors to include DoDEA & CDC (social, emotional, and psychological support) • Mobilization and Deployment (support to EOC/communication with SFRGs, Senior Spouses, FRLs) • SHARP (sexual harassment and/or assault services; 24/7 hotline) • ACS Translator (emergency translation services)

“I applaud our community’s resiliency; at the end of this fight we will be even stronger.” - COL Daniel Vogel, USAG Italy Garrison Commander

USAG Italy Forza Handbook

TF COMMUNITY WELL-BEING (Continued)

Educational: • CYS: SAC and CDC staff have contacted every enrolled family. Staff was able to speak with each parent and child to provide encouragement and support. • Teachers remain virtually available to students, Monday-Friday from 0810-1450. MS/HS teachers continue to follow the bell schedule.

Family Advocacy Program: • MINDFULNESS MONDAYS (23MAR, 30MAR, 06APR, 13APR) • Simple Self-Care, Stress Management, Home Decluttering, Breath and Movement, Mindfulness Marriage. • ROMP-N-STOMP VIRTUAL ACTIVITIES (18MAR, 25MAR, 01APR, 08APR) • Science time, do-it-yourself messy and sensory play, gross motor play, fine motor quiet play (ages 0-3 focus). • FAMILY FUN WITH FAP (27MAR, 03APR, 10APR) • Creating crafts and activities with everyday household items. Tweens and teens activities, Kids in the Kitchen, and more. (ages 4+ focus) • Self-Care Posts and links to resources will be posted on a continual basis. • Self-care post 17MAR from NPSP

PUBLIC AFFAIRS

Key Public Affairs Lessons

- Maintain transparency and reputation through ALL communications - Reinforce Chain of Command/supervisor relationships - Speak with ONE voice at all levels - Be proactive on social media. Respond to questions/concerns.

1. Challenges

 It is important to control accuracy in narrative and limit misinformation against operational response to a changing situation.  Our actions are continually monitored and amplified in many social media groups. Familiarity with other platforms such as Snapchat is vital.  Perception by host nation workers and others outside the fence indicated the garrison was disregarding national and local decrees.

2. Unify public affairs assets within the Installation to develop a Crisis Communications Team. Incorporate all PAO resources into one team

3. Establish Monitoring Systems. Understanding what is being said on social media internally and externally can help identify negative perceptions and actions, and adjust communication strategies and tactics as necessary. In addition to monitoring social media, take advantage of personnel that have front-line interaction with stakeholders (senior spouses, FRGs, host nation advisors, etc.) who can report to the Crisis Communications Team.

4. . Identify and Know Your Stakeholders: Soldiers, Families and Civilians are the most important 25

USAG Italy Forza Handbook audience. However, you cannot neglect the media, politicians and external stakeholders.

Key Public Affairs Tools for success

- Designated Garrison COVID-19 web page. This is the foundation of success. Page should address key issues in the community led by regular leadership updates. Service impacts/FAQs should be updated DAILY if not more. https://home.army.mil/italy/index.php/coronavirus-update - Combined Public Affairs Team. USAG Italy, AFN Vicenza, US Army Africa, Army Medical Center Vicenza Patient Affairs, and UNIT Airborne Brigade PAO operate a unified response (modified Joint Information Center). With cancellation of exercises, all PAO assets are available to respond. - One social media platform: Facebook. Garrison FB page serves as single source of information. Facebook is used to redirect users to garrison FB page for more specific answers to questions. Website received 55K page views in one week, 80 percent came directly from Facebook. AFN/USARAF/USAG Italy share content view cross posting.

PUBLIC AFFAIRS (Continued)

Battle Rhythm

- PAO needs to be integrated into the operational planning and response team. - PAO briefs in morning CUB PAO products/actions in next 24 hours; previous 24 hours; social media trends/ and analytics. - PAO takes daily CUB/draft OPORDS to update website/social media. Completed NLT 1300. - Virtual town hall meetings are a battle rhythm event (Friday, 1300). - PAO uses previous day SRO Sitrep to draft website/Facebook COVID-19 update. Ideal situation is to publish at same time however, this never happened consistently. - PAO operates at the speed of “send”. Ops operates in a structured timeline approach. Balance at the garrison command level must be found early.

COVID 19 Virtual Town Hall Meetings Best Practices

Host nation decrees restricting movement and social distancing, growing community concern and a quickly changing health-threat environment led our four-person U.S. Army garrison public affairs office to propose weekly virtual town hall meetings on Facebook Live.

USAG Italy Forza Handbook

Using a MEVO camera, the MEVO app on a government mobile device, and a laptop, our garrison town halls reach individually more than 70K people; tally 200+ shares; receive hundreds of questions and thousands of reactions. Using a government mobile device is important because it will use data when going Live on Facebook. Many comments are thankful for our transparency and openness.

Preparation Timing of our weekly town hall meetings was initially based on the availability of senior leaders. After the first successful meeting, senior leaders agreed we had to do this regularly. PAO recommended Friday at 1 p.m. The town hall became a “battle rhythm” event for the garrison.

Public affairs identified the command conference room for broadcast. This was based on size, formality, and availability of a video screen (if needed). With requirements of social distancing, we ensured our leaders sat 1-meter apart which in turn limited the number of people we could get into the shot. At a minimum, the senior responsible officer, the garrison commander, and the health clinic director are put on camera. Other subject matter experts are chosen based upon trending topics: workforce issues, MWR closures, DoDEA School issues, AAFES/Commissary issues, etc.

The day prior, the public affairs team determines the topics of the town hall. These are largely chosen based upon host nation actions or DoD/Dept. of the Army actions in the past 48-72 hours. Community sentiment and concerns are assessed on social media. Talking points on those issues are coordinated with garrison subject matter experts. Prepare three time keeping sticky notes to notify the panelists on time usage to include 15, 30, and 45 minutes.

With a Facebook events announcement, co-sponsored on other tenant command Facebook sites, the community is informed and questions are posed in the comments section. PAO also gathers additional questions from the garrison’s FB messenger account and from comments on posts made during the week. Facebook posts informing the community of announced changes provide a barometer of concern and what needs to be addressed. Local media are asked to submit their questions.

Execution One hour prior, PAO team sets up conference room. MEVO camera is put in place and the room is set up based upon key leaders and the number of subject matter experts needed. We altered the room arrangement during our THIRD town hall given social distancing constraints. Key leaders were on camera and our subject matter experts sat off-camera. We were able to move the camera to show the experts if they were needed by leaders to provide more information.

Thirty minutes prior, key leaders assemble in room to synchronize the town hall. PAO distributes talking points and an agenda. Questions received through Facebook and the media are reviewed. This session is extremely valuable to “level the bubbles” on trending topics in the community. During this time, inform the panelists to act like they’re always on camera, even though the shots will move (they essentially do not know when the camera is on them).

Make sure all phones and computers in the room are on mute. Three minutes prior, public affairs goes “live” on Facebook with the system on MUTE. At this time, our camera shot is on the monitor with a town hall graphic behind the panelists. This time allows the FB audience to build. Over the past three town halls, we have an audience of several hundred waiting for the town hall to begin. At this time, we also comment in the live feed “We will begin promptly at 1:00 p.m.” and pin this comment. We integrated this step because people used to comment they couldn’t hear, this was simply because we were on mute 27

USAG Italy Forza Handbook until we started.

At the scheduled time, PAO gives a 1-minute heads up, 30 seconds, then count down from 10 seconds and signs the last 5 seconds, then the town hall goes live. One PAO staff member works the MEVO app on a government mobile device. Leaders deliver their opening remarks. The opening remarks include answers to many of the questions gathered earlier. This allows the team to provide the answer to the top questions several times during the town hall.

A PAO team member is assigned to ask questions (off camera). Beside him is another PAO who is monitoring the discussion on Facebook, answering questions directly when possible, and writing down new questions on index cards. The PAO monitoring, responding, and recording new questions is perhaps the MOST IMPORTANT person responsible for sorting through the topics and passing along the most important and emerging topics to be discussed.

During our second town hall, we noted senior military spouses moderating online comments and discussions. This volunteer community effort provided another voice to respond factually and to guide the discussion. More importantly, they encouraged proper online decorum. They were a virtual sergeant- at-arms.

Town halls are scheduled for one hour. It is useful to keep town halls to a time limit. During our third town hall, we allowed it to continue as more questions were received. However, the audience dropped precipitately. PAO team signals when five minutes are remaining so leaders can begin their closing remarks. The town hall may end earlier than scheduled but extending it should be discussed beforehand.

Conclusion At the conclusion of the town halls, the PAO team and leaders do a quick “hot wash” evaluation. The senior responsible officer takes notes and incorporates them into his conversations with senior leadership. Suggestions and recommendations for policy change/exception can be made immediately. Comments and reactions help us understand delivery, transparency and perceived integrity of the team effort.

Depending on topics that arise, PAO immediately responds with informative graphics or further clarification for the community.

PAO returns calls to media who submitted questions for follow up.

PAO goes back through the comments and provide responses to questions that were not answered.

PAO monitors analytics and provides feedback to key leaders. Surprisingly, after our military communities in Italy, the second and third largest audiences were in Washington, DC and San Antonio, TX—home of our military organizational leadership. Recognizing “who” shared our broadcast is also useful.

DIRECTORATE OF EMERGENCY SERVICES

RESPONSE: DES Support to Pandemic/Infectious Virus/Disease is sectioned into five phases:

1) Steady/Normal Posture 2) Preparedness upon notification 28

USAG Italy Forza Handbook 3) Response actions during crisis 4) Post crisis recovery actions 5) Steady/Normal Posture

1. Steady/Normal Posture

a. Conduct normal proficiency and crew training to reduce spread of contagious virus/disease. b. Evaluate stock of Body Substance Isolation (BSI) kits and equipment. 1) Establish bench stock to rotate supplies. 2) Verify shelf life. 3) Verify stored in accordance with (IAW) manufactures guidance. 4) Maintain stock levels to meet general responder protection requirements. 5) Verify fit testing for respirators to ensure all responders are current, as required. c. Coordinate response levels with the Public Health Emergency Officer (PHEO). d. Transition to Preparedness Upon Notification Phase

2. Preparedness Upon Notification

a. Upon notification of an impending outbreak situation, local, national, or worldwide. 1) Contact PHEO to determine: a) Type of Virus/Disease (data gathering) b) Infectious rates c) Prophylaxis availability d) PPE requirements e) Disinfecting agents f) Recommendations for vaccines if available 2) Notify all personnel to enter in the prepare mode. 3) Review and modify plans as necessary. 4) Conduct inventory of stock levels of PPE to include shelf life dates. 5) Inventory medical kits and replenish as necessary. a) If large scale crisis, be prepared for long lag times on obtaining replacement or stock fills. b) Coordinate with Medical Logistics (MEDLOG) to assist in ordering and obtaining. MEDCOM will not provide assistance with on-hand PPE unless directed by Regional Health Command. 6) Verify WebEOC access for all EOC members. 7) Inventory and function check all communications equipment. a) Coordinate any new requirements with S6 and or 509th. b) Ensure EOC position is functional and all required checklists are readily available and current. 8) Verify vaccines requirements and status (based on PHEO/Occupational Health recommendations). Coordinate with PHEO and offer vaccinations to all DES personnel, as required. 9) Verify and implement specific training regiments to ensure personnel are prepared and confident in the response. a) Responder safety b) Patient safety c) Donning and Doffing Contaminated PPE

USAG Italy Forza Handbook

DIRECTORATE OF EMERGENCY SERVICES (Continued)

d) Proper disinfecting of durable equipment e) Proper disposal of contaminated PPE 10) Review and determine the following per shift schedule a) Evaluate and determine telework options. Coordinate with DHR and CPAC for available processes in place for those who may be able to use this option. b) Review leave calendar and determine locations where leave is anticipated to be taken. 11) Review fleet maintenance. Determine readiness of the fleet and available reserve apparatus. 12) Ensure breathing air compressors have current air samples on file (recommend new sample evaluated). b. Transition into Response Actions During Crisis Phase

3. Response Actions During Crisis

a. Brief all personnel on current conditions. b. Obtain and publish Health Protection Condition (HPCON) levels c. Coordinate appropriate PPE requirements with PHEO. 1) Issue PPE and establish the wear and disposal procedures. 2) Develop process to replenish stock of PPE and disinfecting/cleaning supplies. d. Activate Pandemic/ Infectious Virus/Disease Emergency Medical Response Protocols. 1) Coordinate with local ambulance provider and develop procedure to transfer patient care. 2) Develop specific response actions to reduce exposure to emergency responders. Ensure limited direct contact with patients to reduce exposure. a) Consider a single EMS responder with full recommended PPE for initial patient contact. b) Remaining F&ES crew members stage in clean area awaiting instructions. c) Ensure responders understand proper doffing and disposal techniques. d) Military Police provide Cordon and external EMS escort support only. 3) Review all options with PHEO for validation. e. Establish a safe zone around DES facilities 1) Place signage on doors to direct all customers to a single point of entry. 2) Issue disinfecting/cleaning supplies to all DES locations. Establish cleaning regiment ICW PHEO recommendations 3) Follow and enforce social distancing requirements. Establish and enforce social distancing standards for waiting areas. f. Coordinate actions with Emergency Manager (EM), Emergency Operations Center (EOC), and the Directorate of Emergency Services (DES). 1) Support and report compliance with HPCON levels. 2) Obtain locations of any facilities that may be considered for Restriction of Movement (ROM). g. Review current manning and personnel availability. Consider canceling normal leave and TDY movements. Develop contingency staffing plans in event of staff contamination and/or additional sick leaves. h. Coordinate fire prevention activities to conduct special fire inspections for compliance as required. Coordinate with Instillation Safety to develop updated occupancy levels for key locations (Post Office, Commissary, PX, Shoppettes, bowling Centers etc.) i. Coordinate with Resource Management to determine if special funding is available. Determine if a specified funding code is established to track expenditures. j. Consider postponing or canceling any/all public outreach programs. k. Consider modification of fire inspection activities l. Coordinate fire alarm maintenance requirements with the Directorate of Public Works (DPW). m. Coordinate disposal of contaminated PPE/equipment processes with DPW-E and Medical Clinic Industrial Hygienist. Discuss methods to decontaminate durable materials. 30

USAG Italy Forza Handbook

DIRECTORATE OF EMERGENCY SERVICES (Continued)

n. Develop reporting chain for potential Infectious Virus/Disease Emergency Medical Response incidents. Establish notifications through the chain to ensure Garrison EOC is tracking all responses. o. Develop benchmarks and trigger points to resupply materials prior to running low. p. Continue to update emergency responders with information from the official source. Take special note to the civilian and Host Nation Personnel sensitivities. 1) Better to over-brief rather than under-brief. 2) Attempt to control and quell rumors. q. Transition to Post Crisis Recovery Actions Phase

4. Post Crisis Recovery Actions

a. Recall all personnel back to duty who were on admin leave or Telework. b. Establish Date Time Group for After Action Review. 1) Consider all shifts and duty sections. 2) Obtain guidelines on reporting: a) Sustain b) Improve c. Coordinate record retention requirements. d. Conduct super sanitation activities for all equipment and station facilities. e. Assess staffing levels and review ability release non-mission essential personnel and restore leave. f. Conduct complete inventory of equipment. 1) Coordinate with Resource Management to determine if special funding is available to reconstitute stock levels. 2) Reorder based on required stock levels. g. Transition into the Steady/Normal Posture Phase

5. Steady/Normal Posture

a. Reestablish fire prevention program 1) Focus on Public Assembly/MEVA facilities as priority 2) Reestablish community outreach with Facility Manager/Fire Extinguisher training priority. b. Conduct normal proficiency and crew training to reduce spread of contagious virus/disease. c. Maintain stock of Body Substance Isolation (BSI) kits and equipment. 1) Maintain bench stock and rotate supplies as required. 2) Continue to verify materials shelf life. 3) Continue to verify if materials are stored in accordance with (IAW) manufactures guidance. 4) Maintain stock levels to meet general responder protection requirements. 5) Monitor fit testing as required for respirators ensure all responders are current. d. Maintain communications with the Public Health Emergency Officer (PHEO) to be notified on future outbreaks.

USAG Italy Forza Handbook

DIRECTORATE OF FAMILY, MORALE, WELFARE AND RECREATION (DFMWR) Best Practices & Lessons Learned

Child and Youth Services (CYS)

If CYS programs are open for business as usual:  Practice increased diligence in cleaning and disinfecting frequently touched objects and surfaces like doorknobs, tables, chairs, drinking fountains, handrails, door windows, etc. Clorox wipes may be used throughout the day for this purpose. They must be left on a surface for 1 minute to be effective. Bleach solution may also be used and requires a 1- minute dwell time. See attached cleaning guide.  Family style dining practice allowing children to self-serve should be avoided. It is recommended that the adults prepare each child's plate using gloves. The plates should be prepared away from the dining tables to prevent possible contamination from sneezing or coughing.  Suspend tooth brushing in CDC classrooms until further notice.  Suspend sensory play activities that invite bacteria and germs to spread (i.e. water play, playdough or absorptive materials).  Employ social distancing measures: o Sleeping/Napping - Recommend placing cots/mats 6 feet apart, clean and sanitize after each use. o Tables at SAC/MST at least 6 feet apart  Sanitize with 1800-2400 PPM bleach solution when closing classrooms/facilities. Using the guidance released on 13 March 2020.

If CYS programs are closed but staff are reporting to work, CYS staff will work on tasks including, but not limited to, the below: This was the status in Italy for first 3 weeks of CYS closure, prior to host nation lock down.  Deep clean all classrooms (including SKIES classrooms) and facilities  Clean/organize kitchens  Clean/organize sports equipment and warehouses  Complete mandatory trainings  Complete VLS modules  Complete additional professional development hours  Work on program planning  Work on child portfolios  Organize classrooms

USAG Italy Forza Handbook

DFMWR (Continued)

If centers are closed and staff are authorized to use Weather and Safety Leave: This was the status in Italy once the host nation implemented a lock down.  Some staff will be deemed mission essential based on who is needed to maintain mission readiness. Whether or not these mission essential staff work from their offices or from home (via telework) will be a garrison determination, taking into consideration any travel limitations imposed by the host nation.  CYS Staff not deemed mission essential must remain available/accessible during regular operating hours, based on their employment category. Specific hours may be set by each garrison.  CYS Staff not deemed mission essential will work from home when possible (and to the best of their abilities) on tasks such as VLS Modules, IMCOM Academy Trainings, CDA or other credentials, and connecting for VTC trainings.  For those RFT/RPT staff that are unable to complete any of their assigned trainings/tasks, Weather and Safety Leave will be authorized OR they may be called to support alternate organizations within the Garrison.  Flex employees do not need to be scheduled, but may be required to complete trainings or perform other duties that garrison deems necessary.

Additional Information:  Continue routine checks of rescue medications during closures to know which may need an update upon re-opening.  Guidance forthcoming on things like HASPS, shots that may come due during a time when people cannot be notified or get them.  Track any food that expires and needs to be thrown away. We will send the form to use in order to make a spoilage RIMP claim.  Guidance forthcoming about routine inspections that cannot be completed, i.e. monthly APHN.

Army Community Service (ACS) ACS transitioned to mission essential staffing only (FAP, DAVA, AER, SHARP and MOB/DEP. Hand sanitizer station created at the ACS main entrance for all customers when they first come in. A modified version of an EFAC was activated to ensure FRGs and Families received timely and accurate info on the situation. ACS MOB/DEP PM seats at the Garrison EOC ensuring accurate info is timely distributed to all SFRGs, Senior Souses and FRLs. A number of virtual initiatives are being developed in an effort to help families cope with isolation. Examples:

 MINDFULNESS MONDAYS (23MAR, 30MAR, 06APR, 13APR)  Simple Self-Care, Stress Management, Home Decluttering, Breath and Movement, Mindfulness Marriage.  ROMP-N-STOMP VIRTUAL ACTIVITIES (18MAR, 25MAR, 01APR, 08APR)  Science time, do-it-yourself messy and sensory play, gross motor play, fine motor quiet play (ages 0-3 focus).  FAMILY FUN WITH FAP (27MAR, 03APR, 10APR)

USAG Italy Forza Handbook

DFMWR (Continued)

 Creating crafts and activities with everyday household items. Tweens and teens activities, Kids in the Kitchen, and more. (ages 4+ focus)  Self-Care Posts and links to resources will be posted on a continual basis.  Self-care post 17MAR from NPSP  Busy Bags with creative crafts for kids to stay busy while at home produced 300 distributed to Villaggio, ACS, Del Din and Ederle Inn  Parent Child educator produced two videos on different activities families can engage in while utilizing every day household items  New Parent Support did same thing for their age group (0 to 3)  Financial Readiness links are posted daily on the ACS Facebook page and shared with the Garrison FB page  Stress relief wellness tips are shared daily with Community  MFLCs prepared craft bags for children and adults

Business and Recreation (BRD) Business and Recreation Programs were scaled back and ultimately closed as the number of cases increased and stricter measures were implemented. We are currently only operating the Hotel, food take-out, and outdoor fitness areas. Recommendation is to close sooner than later.

COVID-19 Related Programming Initiatives:

SFA:  Outdoor functional fitness equipment and space  Covered weight equipment area  Outdoor, small fitness classes  Online fitness instruction related to ACFT and Soldier performance  Created single participant competitions and posted winners on social media

Library:  “Ask a Librarian” eBook recommendations  Daily bedtime story via Facebook  Promotion of eBooks, magazines, language apps, test preparation and tutoring via Facebook  Provided take home materials prior to closure  Pickup of mail enroute

Arts & Crafts:  Art Kits To Go, Family and Soldier specific versions  Art & Crafts instruction via Facebook  Providing 'Art Challenges' for children and youth to participate in (We are  Provided coloring sheets and 3 other bins of art supplies at the Ederle Inn for Soldiers and Families currently residing there

USAG Italy Forza Handbook

Auto Skills:  Emergency services (towing, roadside assistance, flat tire, propane tank sales, etc.)  Open limited hours to support POV arrival/shipment, license plate mounting  Maintain DIY carwash on open days  Provide bus sanitizing via contractor to shuttle buses

ODR:  WAQ events when on/off post observing 1-meter social distancing  Limited trips observing 1-meter social distancing and outdoors  Game equipment rentals  Provide bicycles for Unit PT of groups of 10 or less abiding to the 'Social  Distancing' guidelines

Entertainment:  Utilizing social media to post guitar & piano tutorials  Virtual dance classes on Facebook Live (ballet, tap, modern, contemporary)  Organizing vocal tips & warmups with vocal coach

WZ:  Takeout food  Outdoor movies observing social distancing

BOSS:  Endless volunteer opportunities throughout garrison  Support Red Cross (and other support organizations) efforts to provide medical supplies to the Garrison

RELIGIOUS SUPPORT OFFICE (RSO) Lessons Learned 1. Suspend all normal Religious Support programing as soon as possible. Let people know the normal programing will resume once it is safe to do so. 2. Move to providing Virtual programing as soon as possible. Find alternate ways to provide religious support. We had to go to Facebook live for services. 3. RSO Chaplain(s) attend all Staff Updates and Commander's Update. RSO situational awareness is critical to help calm community fears. 4. Plan and be prepared to operate with short staff. 5. Ensure you emphasize that Chaplains are still available for "individual." counseling, prayer, and confession and that the Chapel is OPEN. 6. Engage the PAO and have a good working relationship. 7. Messaging is important - I am communicating that I look both ways when I cross the street. 8. The DRE should be involved in mobilizing chapel volunteer leaders and influencers as ministry multipliers is key to positive messaging and mission success. 9. Establish Lines of Effort, we used: • LOE 1: Weekly Video Messages with Downloadable Faith Formation Packets • LOE 2: Facebook Live Stream of Sunday Worship Services • LOE 3: Ongoing Chapel Volunteer Leader Engagement • LOE 4: Integrated Communications Strategy Developed by Chaplain and DRE 35

USAG Italy Forza Handbook 10. Product Production: • Quality is critical. Use a quality camera and microphone, not a phone. Special lighting is needed. • For credibility work with your Command PAO and post on official websites and Facebook. Discuss all products with PAO to confirm messaging is in line with Command intent. It is PAO's job to keep all messaging in synch. They can provide advice and professional critique, as well as an honest assessment of social media analytics. Work hand-in-hand with PAO. • Synch and script all products in advance. • Schedule and rehearse presenters in advance. • Downloadable faith formation packets promote small group and family worship while building spiritual resilience. 11. Time: Remember to keep all Live Streaming short. Worship Services should only be 15-20 minutes. 12. Summary: All religious support personnel must work together, along with the Garrison staff, to accomplish this mission. Take the health threat seriously. CH said it this way, "God gave us a brain to think with. It is prudent and wise to take precautions. This in no way conflicts with our faith." Most of us have been trained to think ministry must be done face-to-face with people geographically gathered. Now is the time to expand our understanding of ministry and worship.

DIRECTORATE OF HUMAN RESOURCES (DHR)

Lessons Learned HR Flexibilities 1. Early on there were a lot of questions on how and in what circumstances we could utilize Administrative Leave. Fortunately, most of that has been resolved now, and clear guidance has been put out. But we spent a lot of time researching the first couple weeks. 2. We have been utilizing telework and Alternate Work Schedules to support as many employees as possible. 3. Big challenges, not enough laptops and not enough VPN licenses, and not everyone’s job can be telework teleworked appropriate. 4. Social Distancing 5. In the PO and any other customer service locations, we are limiting how many customers can be waiting inside at any given time. 6. We also have tape on the floor to show exactly what 1 meter looks like. 7. We immediately cut down our SLF/TAP workshops to no more than 15 and put a meter space between each participant. 8. We contracted for handwashing stations outside all of the heavy customer service areas and have the big Hand Sanitizers outside all the doors. It is a requirement for them to wash or disinfect every time they enter the classroom. 9. We are still conducting in-processing briefs, but enforcing the 1-meter requirement. You will find that this will cease to be an issue once the flights stop arriving.

Post Office 1. Drop down shields (Plexiglas or clear plastic) between customers and Employees to minimize exposure. 2. Having Telework as part of our COOP and executing early. Not much use in ASD overall, but important for many other offices. 3. Servicing customers around the back simultaneously to keep social distancing and expedite service - this has provided positive results. 4. Tape on the floors for 1 meter spacing 5. Soldiers to help enforce said spacing. 6. Signing for the customers rather than have them "touch" the sign pad

USAG Italy Forza Handbook 7. Wearing gloves to limit exposure of our staff

MPD (tracking spreadsheets included for reference) 1. Minimize staffing 2. Rotate who is off or teleworking 3. Reducing where possible to customer service through phone calls and e-mails 4. Where not possible, by appointment only 5. We were able to further reduce staff due to the fact we cross-trained all The Central Processing Facility staff, so one or two could cover the full shop 6. Stood up Task Force PCS 7. Early on generated RFIs to send to higher

GEOGRAPHICALLY SEPARATED INSTALLATIONS OR SITES

Situation

Darby Military Community (DMC) vicinity Pisa Italy is a geographically separated sub-installation under USAG Italy (USAG-I) under a Hub and Spoke concept approximately 330 km/205 mi from Vicenza. Camp Darby is managed by a Department of the Army Civilian Deputy Garrison Manager accountable to the USAG - I Garrison Commander.

Emergency Operations Center (EOC)

The DMC EOC is a sub-element feeder to the USAG Italy EOC operated by the garrison headquarters in Vicenza. During a pandemic situation the DMC EOC provides critical information and updates on local conditions and ensures DMC elements are accounted for in the OPORD process. One of the primary missions of the EOC staff is to ensure tasks or information written in the order reflect the different set of conditions at a smaller geographically separated installation. In heat of engagement with the enemy smaller installations nuances are often lost when processes are developed for the Hub. As a result, DMC modified the Vicenza Military Community (VMC) Risk Assessment Process Flow Chart to identify the local Host Nation medical process and identify DMC specific ROM and Isolation sites.

The DMC EOC eventually changed its operations hours to include a live VTC feed from 0700- 2000, to match USAG-I operations. The purpose was to increase information flow and ensure DMC was available for input to sidebar discussions. Local conditions and the situation did not warrant full activation of the DMC EOC. Reduced operations was warranted as personnel capacity does not exist for prolonged full operations an precaution against a Positive COVID-19. As a further precaution, minus CUB, not more than 2- 3 personnel operated out of the EOC at any given time in the event a Positive COVID-19 did occur and infected the entire operations section. DMC EOC initiated a sign-in roster identifying who, timeframes, and seating in order to facilitate a work place trace in the event of a Positive COVID-19. Had local conditions changed, personnel and schedules for full operations were developed. As an example, full manning would occur once a DMC organization was no longer able to execute their unit care and feeding plans requiring full community involvement.

USAG Italy Forza Handbook

GEOGRAPHICALLY SEPARATED INSTLLATIONS OR SITES (Continued)

Operations/Fragmentary Orders Process

Units and organizations within DMC are on the USAG Italy OPORD distribution list receiving information directly from the USAG-I EOC. The DMC EOC purposely did not initiate its own orders process as DMC operates within the USAG-I orders process and to prevent confusion between competing information streams. Information published within the USAG-I OPORD was reviewed by the DMC EOC to ensure DMC nuances and processes were accounted for. Many times it was more efficient for DMC to draft in OPORD format requested additions or changes to the order.

Community Communications

Community information sharing mechanisms were primarily through 3 primary channels; Chains of Command mailing list, Official Social Media sites, and Unofficial Social Media sites. The primary official social media sites were the USAG-I and Darby Websites and Facebook pages. Due to social isolation rules implemented by the Host Nation, over communication was not necessarily a bad thing as long as the information was factual and did not conflict. The USAG-I DMC Public Affairs Officer was as in constant contact with the USAG-I PAO sharing information between the two communities. USAG-I webpage products were reposted to the DMC webpage minus VMC specific information which was then rewritten covering nuances in conditions in DMC. Locally produced information received chop by the USAG-I PAO to ensure it did not conflict with the commanders guidance or intent. Once information was posted to any of the DMC official social media sites it was often shared by a member of the community to the non- official sites. One of the responsibilities of the DMC PAO was to monitor the known non-official sites scanning for misinformation.

As the local representative of the USAG-I Commander it was important for the DMC Deputy Garrison Manager to provide positive messaging. Individual engagements while visiting various community service provider locations provided the best opportunity to meet community demands. Once social isolation rules were imposed recorded messages posted to the official social media sites became all the more important. These messages supplemented the Senior Responsible Officer and USAG-I Commander Facebook live chats.

USAG Italy Forza Handbook Tenants

United States Army Africa

USARAF COVID-19 Plans and Lessons Learned

Background. Fundamental to pandemic preparedness is the continual situation awareness of emerging threats and early, proactive, deliberate prevention and mitigation actions. Immediately following the 2019 holiday season, the USARAF Commander directed staff to follow developing situation in Wuhan, China. At that time, an animal influenza virus was known to have caused infection in humans and was spreading via human-to-human (H2H) transmission. By mid-February, the Commander directed staff to begin collectively planning and preparing with U.S. Army Garrison Italy (USAG-Italy) staff.

Situation. Beginning 3 February 2020, Italy evacuated 56 Italians from China and transported to a military base near Rome. On 6 February, one evacuee was confirmed positive for COVID-19. Two weeks later, reported cases began manifesting in the Lombardy region. By 22 February, there were 77 cases within Italy. As of 27 February 2020, there were over 528 reported cases across multiple Northern Italy regions and a 40% average daily rate of new cases. Most common symptoms included fever greater than 100.4 degrees Fahrenheit, cough, and shortness of breath. Many respiratory illnesses, including influenza A and B, have similar symptoms and do not necessarily indicate COVID-19. The U.S. Center for Disease Control (CDC) reported that transmission of COVID-19 was likely via respiratory droplets and required close contact between people, similar to SARS and MERS. At that time, many aspects of the transmission of COVID-19 were not known. According to the CDC, the incubation period ranged from 2- 14 days. While the outbreak was considered serious, the immediate health risk to the general European public was considered low. Older adults and people with pre-existing immunosuppressive medical conditions were at increased risk.

Mission. The USARAF and USAG-Italy staff, in close coordination with local Italian authorities, will implement force health protection conditions (HPCON) and measures in order to prevent an outbreak of COVID-19 within the USAG-Italy community. The staff, to the maximum extent possible, will provide transparent messaging to the community to ensure all are informed of actions required.

Commander’s Intent. In close coordination with local Italian authorities, USARAF and USAG-Italy staff will prepare to provide timely, safe, effective, and efficient support as authorized by higher headquarters in order to prevent an outbreak of COVID-19 within USAG-Italy communities.

Key Tasks. 1. Identify no fail and mission essential operations. Delay, cancel, and redeploy all other military engagements. 2. Notify Army units in Africa of risk to mission 3. Aggressively control theater entry of CONUS units going to Africa for official travel and government funded leave. 4. Establish joint planning with USAG-Italy to protect all personnel in the SRO’s AOR. 5. Establish surveillance, investigation, and proactive protective health measures. 6. Establish community mitigation measures. 7. Develop health care preparedness and response actions. 8. Implement communications and outreach to the military community.

USAG Italy Forza Handbook

rmy Africa (Continued) Concept of Operations. Three initial and simultaneous phases were implemented. First, garrison and USARAF planners established community prevention and mitigation measures. Personnel can reduce risk of infection by following personal protective measures like frequent hand washing, avoiding touching their face, avoiding close contact with sick people, and disinfecting objects and surfaces. Second, staff began established community surveillance, investigation, and proactive protective health measures. The USAG-Italy and USARAF staff began following DOD and Italian Ministry of Health guidance for Patients Being Evaluated (PBE). Identification of PBE was based on symptoms and exposure history, including: 1). Fever and symptoms of lower respiratory illness and history of travel to countries with positive COVID-19 cases; 2). Fever and symptoms of lower respiratory illness and close contact with a confirmed COVID-19 patient in the last 14 days. Risk to DOD personnel who did not meet the PBE criteria was considered low. Finally, healthcare providers in military treatment facilities (MTFs) in the Senior Representative Officer’s (SRO’s) area of responsibility (AOR) were to immediately notify their Pubic Health Emergency Officer (PHEO) for coordination and referral of the patient to a host nation (HN) facility, as appropriate.

 On 25 February, all non -essential travel to the Lombardy region and Vo, Padova in the Veneto region was stopped. All travel between the Vicenza Military Community (VMC) and Camp Darby Military Community (DMC) in Livorno, Italy was suspended as well. Essential travel required approval by the first general officer in the chain of command.

 All units within the SRO’s AOR were directed to report any assigned personnel that resided in the Italian cities of Veniziz, Padova; and the Lodi province of Lombardy.

 The commander immediately implemented risk communications and outreach to the military community. The USAG-Italy and USARAF staff immediately began video Town Hall meetings to inform the military community. Public Affairs established a joint PAO effort to ensure synchronized messaging throughout all commands and across the SRO’s AOR. The joint PAO began updating the public facing Website and social media platforms to provide preventative health measures, current actions conducted within the SRO’s AOR, general conditions in Italy, restricted areas, and additional information to facilitate transparency and trust.

 USAG-Italy and USARAF staff established unity of command and began joint planning and battle rhythm events to protect all personnel in the SRO’s AOR. The team established a site for mission command, situation awareness, common operating picture (COP), and coordination with Italian partners.

 Establish surveillance, investigation, and proactive protective health measures. On 9 March, staff implemented social tracing measures in the event soldiers, DOD civilians, contractors, and family members were identified as persons under investigation (PUI). All units were provided a COVID-19 Unit Trace Questionnaire and instructed to notify the garrison Task Force Trace to assist with containment and mitigation measures in order to restrict further transmission. Any identified PUI became immediate CCIR and required the chain of command to notify the USAG-Italy Emergency Operations Center (EOC). Procedures were in place with the USARAF Surgeon Cell, USAG-Italy medical professionals, and trained headquarters personnel to protect PII and HIPAA information. Terminology is critical to ensure enterprise understanding and accurate reporting. Terms such as quarantine, isolation, and PUI tend to be loosely used and cause confusion and reporting error. Commands from HQDA to the tactical level must use the same, plain language terms.

 On 25 February, the VMC established community mitigation measures such as basic hygiene, social distancing, food handling and food service limitations. Public community events such as prayer breakfasts, funds campaigns, American and Italian community outreach, etc. were cancelled and 40

USAG Italy Forza Handbook

rmyencouraged Africa to(Continued) be conducted via social media and video. Mission critical and essential garrison services were also cancelled. Mission essential garrison services such as dining facilities were scaled back, hours modified, and seating arrangements changed to protect staff and facilitate social distancing.

 A call for civilian board-certified medical professionals and school trained military medical soldiers to volunteer. USAG-Italy and USARAF human resource offices, along with the Civilian Personnel Advisory Center (CPAC), are implementing procedures for expedited or emergency term hiring actions of local U.S. civilians who are board certified medical professionals.

 Early and continuous coordination with key staff on identifying effects of pandemic on official travel in three AORs allowed USARAF to identify current travel restrictions and emerging travel concerns from host nations as well as US governmental agencies and the impacts to DoD travelers.

 Maintaining Situational Awareness. Coordination with USARAF, subordinate units and higher headquarters ensured intelligence collection and production focus toward VEO threats to deployed forces was not impacted by reduced manning across the enterprise and telework limitation.

Best Practices and TTPs.

Immediate Actions 1. Limit movement of personnel. 2. Suspend battle rhythm events to rebalance priorities. 3. Identify health status of personnel considered high risk. 4. Identify those who have travelled in the past 60 days (particularly to affected areas). 5. Publish hygiene guidance (flyers, formations, unit Facebook page, email distribution). 6. Distribute hand sanitizers and other cleaning supplies/encourage liberal use. 7. Develop supply requests calculating consumption rates. 8. Limit Gatherings of 10 or more personnel (cancel/modify training audiences, monitor work spaces, PT sessions to ensure minimal group interaction). 9. Identify what exercises/events requiring pax in/out in upcoming 60 days. 10. Identify Critical Supplies List for next 60 days, determine on hand amounts, & initiate resupply 11. Verify accountability of personnel deployed, TDY and/or on Leave status and refine remote status updates for all personnel. 12. Implement Continuity of Operations (COOP) communication protocols with Garrison. 13. Refine minimal manning and community Borrowed Manpower (BMM) requirements 14. Implement transportation protocols to receive redeploying personnel. 15. Ensure Personnel and Families have adequate access to resources and identify shortfalls for submission to garrison headquarters and Senior Responsible Officer (Commissary, Doctors). Faster and better implementation of SFRG calling chains. 16. Enforce Social Distancing Strategies 17. Require that ill personnel notify supervisor and stay home at the very onset of symptoms 18. Identify and notify persons having direct contact with personnel confirmed with the virus 19. Bring lunch or snacks from home. Do not eat at a restaurant or vendor. 20. Avoid touching common surfaces such as escalator railings; clean personal touched surfaced at work and home (keyboards, mice, phones, doorknobs, AV remotes, etc.).

USAG Italy Forza Handbook

rmy Africa (Continued) Enduring Actions 1. Transition to minimum manning and telework. Reorganization of equipment within the command to support mission critical personnel with laptop and VPN access. Prioritize VPN access to prevent network degradation. 2. Maintain Sensitive Item inventories, but postpone cyclic inventories. 3. Controlled distribution and accountability to cleaning supplies and other PPE. 4. Centralized Tracking of RFIs (incoming and outgoing). 5. Proper coordination and communication with company and directorate POCs. 6. Track and request exceptions to travel in/out of VMC for military and civilian personnel/dependents. 7. Finalize policies & sanctions for SMs/DACs stuck at leave locations to ensure equal treatment in regards to leave, TDY and how personnel are or are not charged. 8. Establish PTDY policy for Soldiers departing/returning and requiring quarantine. 9. Provide BMM for duty at COVID Barracks, Building 180. 10. Ensure health of the force (behavioral & physical) - provide behavioral health resources (pamphlets, links, and info on access to care) 11. Enforce standards and discipline related to COVID-19; it is everyone’s business. 12. Consistent communication with Directorates and the formation to establish and communicate priorities and ensure everyone is on the same page.

Recommendations 1. Implement digital out-processing within the command and reduce physical out-processing 2. Consolidate inbound or outbound exceptions for travel to a mil-air 3. Increased use of the sharepoint portal to improve clarity and consistency of communication within staff sections and to avoid duplicating work. 4. Clearer delineation of duties and responsibilities within the BN and higher HQs. 5. Streamline our internal conferencing system. 6. Maintain chain of command to prevent subordinate Directorates sending data directly to Garrison offices.

HELPFUL INFORMATION Important Notes • Ensure property accountability is maintained at all times. Notify the hand-receipt holder if you’re moving property Contact Numbers AESD 119 Commercial Number: USARAF G6 Help Desk Commercial Number: USARAF G6 Help Desk Email: USARAF COIC Watch Number: MP Desk Commercial Number: MP Desk Interpreter: Health Clinic: Off-Post Fire: Off-Post Ambulance: Off-Post Carabinieri: Off-Post Polizia:

USAG Italy Forza Handbook

rmy Africa (Continued) Links

USARAF: USAFRICOM Website: https://www.africom.mil/ USAFRICOM Portal: USAG-I Garrison Website: https://home.army.mil/italy/index.php/ USAG-I Garrison Phone Book: https://home.army.mil/italy/index.php/contact/phonebook Vicenza Army Health Clinic: https://rhce.amedd.army.mil/vicenza/

USAG Italy Forza Handbook Appendix

APPENDIX 1: KEY TERMS AND DEFINITIONS

APHN Army Public Health Nurse. Close Contact 1) A person who spent 15 minutes or more within 3 feet of a symptomatic* PUI or confirmed case; 2) All household members or roommates of PUIs/confirmed cases *includes four days prior to onset of symptoms Confirmed Case A person who tests positive for a pandemic virus. A PUI becomes a confirmed case if testing for the pandemic virus comes back positive. EOC Emergency Operations Center. The physical location (Building 109, Caserma Ederle) at which the coordination of information and resources to support incident management (on-scene operations) activities takes place. HCP Health Care Provider; Medical Provider. Term can refer to: Primary Care Provider (PCP), Medical Doctor (MD), Physician’s Assistant (PA), Nurse Practitioner, Registered Nurse (RN), Licensed Practical Nurse (LPN), 68W (Army Medic). Isolation The separation of people known to be infected with PI-ID (Confirmed Case) until it is determined that they are at a low risk to pass infection to others. Isolation Building Designated and fully furnished building (Building 180) on Caserma Ederle that can house up to 300 personnel identified for Isolation or Quarantine. Patient Liaison Italian National (Civilian) employed by the U.S. Army to assist U.S. affiliated personnel with medical translations. Person(s) under Investigation (PUI) Any person identified by a medical professional that requires testing. PHEO / APHEO Public Health Emergency Officer & Assistant. Assigned to the garrison to provide subject matter expertise on medical and public health issues. POI Point of Interest. An area identified by TM TRACE that will be cleaned (and or certified) by TM CLEAN. Public Health Department Component of USAHC located on Caserma Ederle. Responsible for identifying and tracking health threats that may impact USAG Italy. Quarters Quarters is a medical recommendation given to Soldiers to stay at their domicile during a period of recovery. This term is used to track persons with NO pandemic virus exposure risk when assessed by a healthcare provider. Quarantine The separation of people possibly exposed to a pandemic virus but not yet showing symptoms. For example, a PUI may not have pandemic virus but travel or contact history (Identified by TM TRACE) requires temporary separation from the general public. The quarantine time period a pandemic virus is dictated by the Public Health Department.

USAG Italy Forza Handbook

APPENDIX 1: KEY TERMS AND DEFINITIONS (Continued)

Restriction of Movement (ROM) ROM is a directive made by the GC upon the recommendation of the public health authority to prevent the possible spread of a pandemic virus. ROM is an umbrella term which may include either quarantine or isolation. Team Clean (TM CLEAN) Team Clean is an ad hoc organization formed/tasked by the Garrison S-3/5/7 that is responsible for ensuring the cleaning and sanitation of identified POIs. Team Trace (TM TRACE) Team Trace is an ad hoc organization formed/tasked by the Garrison S-3/5/7 comprised of Public Health Officials and Garrison Staff officers. TM Trace will use approved interviews, questionnaires, and geospatial products to identify persons of concern, and points of interest. USAHC-V United States Army Health Clinic - Vicenza, Located on Caserma Ederle.

USAG Italy Forza Handbook

Attachments

ROM SOP VMMC COVID-19 Playbook Additional Unit-Level Appendices

CHANGE OVER CHECKLIST

The outgoing and incoming Supervisor will conduct an inspection of all items annotated on  Internet routers  Padlock keys  Van keys  master key  Computer  Printer  Cell phone Conduct a walkthrough of the building (wearing PPE if necessary)

 Hallways swept and mopped  Stairwells swept and mopped  Latrines swept and mopped  Ensure all entry doors into the building are locked from the outside  All trash removed from in front of the barracks room doors  Ensure TMP is free of trash and clean  Updated building occupancy roster

USAG ITALY FORZA HANDBOOK - ATTACHMENT 1 - USAG Italy COVID-19 ROM SOP

PHYSICAL SECURITY CHECKS

 The 3 Guards will remain at their posts at all times unless relieved by the Supervisor  Runners, in conjunction with the Supervisor, will conduct hourly checks consisting of walking the 3 floors not occupied by the Guards, ensuring that all barracks room doors are secured  Runners, Supervisor, will walk the outer perimeter of the building once every hour between 2100-0700 and every 2 hours between 0700-2100,ensuring that all access doors are locked from the outside

USAG ITALY FORZA HANDBOOK - ATTACHMENT 1 - USAG Italy COVID-19 ROM SOP

BARRACKS RULES

 WEAR YOUR MASK AT ALL TIMES

 STAY IN YOUR ROOM EXCEPT FOR THE FOLLOWING EXCEPTIONS:

o BREAKFAST 0800-0830

o LUNCH 1230-1300

o DINNER 1830-1900

o LAUNDRY (SM WILL CONTACT SD AND INFORM THEM THAT THEY WANT TO DO

LAUNDRY)

 NO SMOKING IN THE BARRACKS

 DOUBLE BAG YOUR TRASH AND SET IT OUTSIDE OF YOUR DOOR

 TAKE A SHOWER DAILY

 BRUSH YOUR TEETH DAILY

 WASH HANDS FOR AT LEAST 20 SECONDS

 WASH HANDS AFTER YOU USE THE LATRINE

 OPEN THE WINDOWS FOR AT LEAST ONE HOUR DAILY

 NO VISITING OTHER OCCUPANTS

 NO INTERACTIONS WITH STAFF DUTY PERSONNEL (CALL THEM ON THE PHONE AT ….

 NO VISITORS UNDER ANY CIRCUMSTANCES

USAG ITALY FORZA HANDBOOK - ATTACHMENT 1 - USAG Italy COVID-19 ROM SOP

NAME: PHONE #:

UNIT: FIRST-LINE SUPERVISOR: ALTERNATE UNIT POC:

DATE IN: DATE OUT:

MEDICAL PROVIDER: PROVIDER PHONE #:

EMERGENCY PROCEDURES:

1 – Call the MPs:

2 – Call the Barracks Managers:

3 – Call the Soldier’s First-line Supervisor or Alternate Unit POC (see top portion of this sheet)

USAG ITALY FORZA HANDBOOK - ATTACHMENT 1 - USAG Italy COVID-19 ROM SOP

Release Procedures

Soldiers occupying rooms in Quarantine Bldg. will remain under supervision of Staff Duty until they are determined healthy and released back to their unit. Release criteria is as follows: 1. Public Health Command assesses the Soldier is healthy and no longer contagious. 2. Public Health Command discusses with Soldier’s Unit and coordinates pick up. 3. Public Health Command issues Letter of Release stating the Soldier is cleared to return to duty with his/her unit. 4. Supervisor accompanies Soldier to inspect room for damage/general cleanliness. 5. Supervisor determines room is clean to standard and then releases Soldier to unit CoC to return to duty. 6. Supervisor annotates release in Staff Duty Log (see enclosure “11 – DA 1594 – Staff Duty Log”), Occupant Roster (see enclosure “02 – Occupant Roster”), and Staff Duty Roll Up POC name / xxx-xxx-xxxx/ email address 1 of X DD MMM YY_V#

USAG ITALY FORZA HANDBOOK - ATTACHMENT 1 - USAG Italy COVID-19 ROM SOP Required Packing List for Quarantine The following items each Soldier is required to bring if they are identified as needing placed in the mandatory quarantine.

Item Qty Shirts (Short/Long) 15 Socks 15 Pants 15 Under garment 15 Bra 15 under wear 15 Towels 3 Hand Towel 3 Wash Cloth 3

Linen pillow 2 pillow case 2 sheet set 2 Blanket/comforter 1

Cell Phone W/ Charger 1 Hygiene Kit Toothpaste 1 Toothbrush 1 shampoo/condition 1 body wash/soap 1 hand sanitizer 1 shower shoes 1 razor 1 shaving cream 1 Femine hygiene products lotion 1 Laundry Detergent 1

Optional small tv 1 computer 1 WiFi Router 1

D E P A

USAG ITALY FORZA HANDBOOK – ATTACHMENT 4 – VMMC COVID-19 Vicenza Military Medical Community COVID 19 Playbook Vicenza Military Medical Community COVID 19 Playbook

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