CONTINUITY OF OPERATIONS PLANNING C.O.O.P.. COOP Overview Prepared by the faculty and staff at the...
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CONTINUITY OF OPERATIONS PLANNING C.O.O.P.
CONTINUITY OF OPERATIONS PLANNING C.O.O.P.. COOP Overview Prepared by the faculty and staff at the Institute for Disaster and Emergency Preparedness (2011)
COOP Overview Prepared by the faculty and staff at the
Institute for Disaster and Emergency Preparedness (2011)
Slide 3
Course Overview I. What is a COOP? Case example II. The Plan
III. Testing, Training, and Exercises IV. Implementation, Recovery
Strategy, and Reconstitution
Slide 4
Let our advanced worrying become our advanced planning -
Winston Churchill
Slide 5
COOP Competencies 1. Mobilization: Pre-stage Planning and Team
Development 2. Clinical Disaster Operations and Communications 3.
Protection and Preservation of Human Life and Continuity of Health
Care Facility During a Disaster 4. Demobilization 5. Demonstration
of Clinical Disaster and Emergency Preparedness Awareness
Slide 6
Through the efforts of the last 50 years FEMA has dealt with
national disasters and continuous planning for public emergencies
West Mid floods (SLG 101) Hurricane Katrina and Rita (NIMS National
Response Network) Sept. 11 (CPG 101) Presidential Directive
Hurricane Hugo CPG18 Target Capabilities for National Preparedness
Guidelines
Slide 7
Continuity of Operations and Continuity of Government COOP and
COG terms conceived during the Cold War as a way to ensure that the
U.S. government would be able to continue in case of nuclear war
Continuity planning was a requirement for state and local
governments under the Civil Defense program mandates Today, COOP
planning remains an important planning requirement. COOP and COG
planning will help ensure government services in the face of any
hazard.
Slide 8
The value of planning rests in its proven ability to influence
events before they occur
Slide 9
Purpose To give practical training on the concepts and
development of a Continuity of Operations (COOP) plan for a
community health center or public health department. THERE IS NO
CUT AND PASTE APPROACH
Slide 10
Why a COOP Plan? Good business Planning requires agency
personnel to review functions critical to the agency Planning
process allows consideration of threats that could impact the
agency and planning for them Allows determination of vital
resources such as personnel and others to support agency essential
functions Plans for safety of all personnel
Slide 11
Your individualized plan must reflect what your facility will
do to protect itself from its UNIQUE hazards with the UNIQUE
resources it has or can obtain
Slide 12
There is a difference. Putting out the fire Putting out the
fire Immediate response and damage control After the fire is out
After the fire is out Emphasis on recovery and resumption of
services
Slide 13
CONTINUITY OF OPERATIONS PLAN
Slide 14
Slide 15
Part of a Complete Community Emergency Management Program
Utilize all hazards approach Addresses four phases of emergency
management Mitigation Preparedness Response Recovery
Slide 16
Ensures continuity of a Departments or Agencys essential
functions and services Across wide range of events and emergencies
COOP planning is a fundamental mission Ensures continued
performance of essential functions
Slide 17
A COOP can help public health care providers and clinics
fulfill their responsibilities in the event of a crisis Helps
maintain the CHCs reliability Shows the capability to continue
essential program functions and to preserve facilities, equipment
and records across a range of POTENTIAL public emergencies. A good
business practice
Slide 18
COOP is NOT: Agency Occupant Emergency Plan (OEP) OEP addresses
occupant safety not COOP, but may be activated at the same time
COOP is different than Continuity of Government (COG) COG is at
Federal level departments and agencies activities at specific
designated offices COOP support continuity mission of all offices
At local and state levels COOP and COG planning and operational
activities are generally the same
Slide 19
Objectives of your CHC Plan Ensure continuous performance of
essential functions during non normal conditions Ensure the safety
and reduce stress among employees Minimize harm (physical,
financial, and psychological) to clients who depend on your
services Protect essential facilities, equipment, records, and
assets Minimize damages and losses Reduce disruption of operations
Achieve a timely and orderly recovery from a public crisis
Slide 20
Plan Elements Essential Functions Orders Of Succession Human
Capital Management Vital Records Communications Alternate
Facilities Delegations Of Authority Recovery Testing Training
Devolution
Slide 21
Consider all Departments not just IT CHC
LaboratoryPharmacyXRAYCentral supplyUtilitiesSecurityEquipment
Medical Records Pay RollCommunications
Slide 22
MUST: Be able to implement plan with out warning Operational
within 12 hours; SOP may be stood down via delegation of authority
Maintained for up to 30 days; may include alternate sites, systems,
databases and vendors Have personnel tested on your COOP Update
testing on a regular basis
Slide 23
Family Support Planning Agency leaders must encourage all
personnel to plan for family safety and security during COOP
operations During a response employees need to focus on maintenance
of functions not concerned with potential family safety issues
Remember those with special needs, both employees and those with
family members who may need assistance Activate an information call
in number for employees
Slide 24
Go-Kits Personnel and their families should develop and
maintain a Go-Kit to use during emergency Suggestions include:
Personal items Water and food, needed medications, clothing
Financial and legal documents (water proof container) that cannot
be easily replaced Name and phone numbers of contacts out of area
Personal Preparedness Plan floridadisaster.org
Slide 25
Your Community Health Employee will remain more confident and
encouraged knowing that the agency is concerned for familys safety.
COOP should include: Process for activation of emergency call-in
number (operations, pay/benefits ) Employee accounting and tracking
for both safety and resource issues Provisions for guidance and
assistance for employees and family Agency Role in Family
Planning
Slide 26
Senior management buy in to the process Consistent guidance
policies and objectives Planning Team: Hands on from owners of
essential functions Adequate resources: office, departments, etc.
Training support with help desk and templates
Slide 27
Aside from preparedness COOP planning benefits agencys:
Anticipation of events and necessary response Adapt to sudden
changes in operational equipment Improve performance through I.D of
essential Functions Work processes Communication methods Improve
management controls by establishing performance measures Improve
communication to support essential functions throughout the
agency
Slide 28
Assumptions for CHC Planning Crisis can negatively impact the
Centers ability to continue support essential functions and provide
support to the operations of clients and outside agencies. Each
emergency is unique and will differ in priority and impact.
Vulnerability = probability of an occurrence and the impact that it
could have on the organization.
Slide 29
Slide 30
Essential Planning Telecommunications network Social network to
inform employees on current facts, advice for spread intervention,
support. Continue as a resource for education and service
Slide 31
Diagnostic Lab Services Recognizing and disseminating
knowledge, surveillance data provide ongoing clinical services to
the community
Slide 32
Staffing Management needs to identify, train and establish a
chain of command of core personnel. Assignments must be clear.
Cross training will add flexibility and coverage should you
experience staff shortages.
Slide 33
Vendors and Supplies Purchasing and shipping, delivery and
receipt of specimens, and waste disposal may require social
distancing or quarantine.
Slide 34
Develop internal and external communications. Continuous
contact lists should be maintained and a phone tree created for
each unit. Post current pandemic information to everyone, including
patients and outside agencies.
Slide 35
Regular updates will establish reliability, credibility and
show compassion. In general prepare for short and long term impact
of staff, patients, and the community at large.
Slide 36
REVIEW Capable to implement without warning Operational 12
hours after activation Operation sustained for 30 days Regular
scheduled testing, training and exercise of staff and equipment
Alternate facility location Maintenance and review of COOP
capabilities Advantage of telecommuting, shared facilities and
work-at-home
Slide 37
State Guidance HOMEWORK Continuity of Operation Implementation
Guidance Division of Emergency Management Department of Community
Affairs
Slide 38
References Producing Emergency Plans, A guide for All-hazard
Emergency Operations Planning for State, Territorial, Local, Tribal
Governments, INTERIM Version 1.0, July 11, 2008.FEMA State of
California Governors Office of Emergency Services, Continuity of
Operations (COOP) and Continuity of Governments (COG) Program
Hartford County Health Department, Developing a Continuity of
Operations (COOP) Plan, Public Health Emergency preparedness and
Response COOP; Planning Course, John C. Pellosie, Jr., DO, MPH,
FAOCOPM, Vice Chair Department of Preventive Medicine, NSU College
of Osteopathic Medicine
Slide 39
BREAK
Slide 40
COOP PLAN
Slide 41
Objectives Continuous performance of essential functions during
non-normal conditions Ensure safety and reduce stress among
employees Protect facilities, equipment, records Minimize losses
and damage Reduce disruptions to the system
Slide 42
Objectives Plan for all departments; not just IT Orderly
recovery to resume service to clientele Minimize harm (physical,
financial, psychological) to clients whom your services benefit
Source: Federal Preparedness Circular 65 (FPC 65)
Slide 43
Your Plan Plan Development is a team effort to specify how the
operational components of the plan will be implemented
Slide 44
COOP Planning Capable of implementation with little or no
warning Operational within 12 hours Maintain sustained operations
up to 30 days Provide regular risk analysis of current alternate
operating facilities Plan for existing field infrastructures and
other options
Slide 45
COOP Planning Cross training, telecommuting, working at home,
shared facilities Consider distance of the alternate facilities
from primary Include regular testing, training and exercise of
personnel, equipment and systems Include maintenance, review and
revision of COOP capabilities
Slide 46
Plan Components Project Initiation ID of Essential Functions
Design and Development Implementation Training, Testing and
Exercises Execution Revision and Maintenance
Slide 47
Staff Often the same people who will be implementing COOP plans
are responding to the emergency that resulted in a COOP activation
Create a management structure, which includes staff that will be
divorced from the emergency response
Slide 48
Staff Notification and communication requirements for these
employees must be addressed as part of the plan Required Go kits at
the ready with necessary equipment and personal items Family
preparedness issues must also be addressed
Slide 49
Involvement A team effort to specify how the operational
components of the plan will be implemented. Senior management COOP
coordinator COOP planning team
Slide 50
COOP Planning Team Team effort representing all organizational
levels Agency Leaders COOP Program Manager (Emergency Coordinating
Officer) Emergency Relocation Group (ERG) Non-ERG personnel
Slide 51
Agency Leaders Senior agency leaders set tone of COOP planning
Establish COOP planning as priority Formulate agency policy to
support COOP planning Appoint COOP Program Manager Identify agencys
essential functions Provide budgetary and other support for
planning process Ensure systems are tested, staff trained,
exercises conducted and lessons learned fed back into plan
Slide 52
Agency Leaders Plan and ensure agency is capable of carrying
out each function related to the COOP Complete oversight of:
Planning Activation Reconstitution Senior Managers may delegate
many responsibilities; however overall accountability remains with
them
Slide 53
COOP Program Manager Serves as coordinator for COOP activities
Responsible for developing, coordinating, managing all activities
required for agency to perform essential functions during an
emergency or situation disruptive to agency normal operations
Responsible for a ensuring a viable agency COOP capability Program
Manager Program manager Develop Coordinate Manage
Slide 54
COOP Program Manager Responsible for day to day planning
Recommends personnel for planning team Develops program goals,
objectives, and milestones Develops and monitors budget Coordinates
plan for development Familiar with each department and their
functions Comfortable in a leadership capacity with a willingness
to assist Knowledge of COOP
Slide 55
Emergency Response Group (ERG) Personnel Share expertise as
active members or advisers to the planning team Familiarize
themselves with plan and their roles Participate in COOP tests,
trainings, exercises and after action sessions Prepare personal
go-kits for COOP activation Ensure their family safety and security
in the event of activation Report to the alternate facility upon
activation
Slide 56
Non-ERG Personnel Provide input on execution of essential
functions Assist in identifying and backing-up vital records Become
familiar with agency OEP and COOP plans Provide contact information
Ensure family prepared for emergencies Prepare to deploy to support
ERG if required
Slide 57
Communication Develop and maintain a communication plan for all
employees: Regular, accurate and effective communications to all
employees Updating information as necessary Procedures for securing
worksite Provisions for safeguard of vital records Priority issue:
All employees should contact family members to ensure that they are
safe
Slide 58
Alternate Facilities Communications Telephone Email Fax Face to
face meetings Web sites Cell phones
Slide 59
External Backup and Mutual Aid MOUs with other health centers
and stand by contracts with private agencies Third party data
backup operations People, computers, data banks etc. Mechanism to
cooperate in sharing resources Work with other organizations or
jurisdictions to forge mutual aid agreements Use nearby as well as
distant organizations not likely impacted by a regional
disaster
Slide 60
Disruption scenarios Loss of database Facility unavailable Loss
of communication systems (including computers) Loss of vendor
services Loss of staff
Slide 61
Program Phases Phase 1: Planning Phase II: Development Phase
III: Operation Phase IV: Execution Needs Awareness Assessment Plan
ConstructionOngoing plan awareness Plan activation Advance Planning
Plan testingTraining of key participants Risk & Vulnerability
Assessment Plan Implementation Plan Maintenance Plan Design
Slide 62
Special Considerations Incident Command Required for effective
command, control, communication, and coordination Used by emergency
management organizations Used in COOP activations Introductory ICS
courses: IS-100.b (ICS 100) Introduction to Incident Command System
http://training.fema.gov/emiweb/is/is100b.asp IS-700.a National
Incident Management System (NIMS), An Introduction
http://training.fema.gov/emiweb/is/is700a.asp IS-546.a Continuity
of Operations Awareness Course
http://training.fema.gov/EMIWeb/IS/IS546A.asp IS-547.a Introduction
to Continuity of Operations
http://training.fema.gov/EMIWeb/IS/is547a.asp
Slide 63
References FEMA. Producing Emergency Plans, A guide for
All-hazard Emergency Operations Planning for State, Territorial,
Local, Tribal Governments, INTERIM Version 1.0, July 11, 2008 State
of California Governors Office of Emergency Services, Continuity of
Operations (COOP) and Continuity of Governments (COG) Program
Hartford County Health Department, Developing a Continuity of
Operations (COOP) Plan, Public Health Emergency Preparedness and
Response Volunteer Florida, COOP for Smaller CBOs Toolkit
Slide 64
Activity (Please see Exercises & Activities tab in the back
of your manual)
Slide 65
TESTING, TRAINING, AND EXERCISES
Slide 66
Objectives Assess and validate COOP plans, policies, and
procedures Ensure agency personnel familiarity with COOP procedures
Ensure COOP personnel sufficiently trained to carry out essential
functions Test and validate equipment assuring internal and
external interoperability Foster resilience for CHC employees and
practices
Slide 67
Purpose of Testing Testing is critical for Alert, notification
and activation procedures Communication systems Vital records and
databases Information technology systems Reconstitution procedures
Other aspects dependent on agency DISATER RECOVERY PLAN Important
part of COOP readiness Personnel can assure policies and procedures
work when needed and as needed
Slide 68
COOP Testing Requirements QuarterlySemiannualAnnual Alert,
notification, and activation procedures Recovery plans of vital
records and critical information systems, services, and data
Primary and backup utilities and services at alternate operating
facilities Communications capabilities Ongoing
Slide 69
COOP Training Requirements Annual requirement: COOP awareness
briefing for entire workforce Team training for COOP personnel Team
training for agency personnel assigned to activate, support, and
sustain COOP operations Training familiarizes agency personnel with
essential functions performed during COOP situations; * When
considering training, develop and conduct training based on actual
needs
Slide 70
Training Types Prior to COOP Plan exercise Health personnel
must be trained so they know their responsibilities Have the skills
and knowledge necessary to carry out responsibilities
Slide 71
Orientations Here the first training is conducted to :
Introduce general concepts of COOP Announce staff assignments,
roles, and responsibilities Present general procedures Describe
COOP testing and exercise as well as timeframes
Slide 72
Hands-On After familiarization, hands-on training can: Provide
practical practice in specialized skills Provide practice of newly
acquired skills Maintain proficiency (especially of infrequently
used skill sets)
Slide 73
Goal of Exercises Discovery of planning weaknesses
Communication network practice Clarification of roles and
responsibilities Individual performance improvement Improve
operational readiness
Slide 74
We are exercising a system, not individuals Exercises should
achieve a change or modification in attitude
Slide 75
Exercises Provide assessment, validation, and identification of
problem areas for later correction Improve coordination Reveal
resource gaps
Slide 76
Functional Exercises Simulate a function such as an alert or
notification, inside a real incident. Test a single part of COOP
activation independent of other responders.
Slide 77
Full Scale Exercise A solid, meaningful exercise requires time
and careful planning (approx 18 months) Assure devoted time
necessary for development and exercise of your COOP plan Test
agency total response capability As close to reality as possible
with personnel, equipment and systems deployed and exercised.
Include setbacks and disruptions as well.
Slide 78
Tabletop A simulation activity with presentation of scenario to
participants who respond and react Scenario presentation presented
via Orally Written Audio/Visual means
Slide 79
When to Use Tabletop Exercise Useful in: Low stress discussion
of Plans Policies Procedures Assist in resolution of questions
relative to coordination and responsibility * Particularly useful
in assessing new or newly revised plans
Slide 80
Alerts to Poor Performance Let data and measures stand for
themselves Record performance accurately in after-action reports.
Address weak areas in future training exercises. Work as a team to
identify weak areas, identify reasons and suggests methods of
improvement
Slide 81
Training After COOP plan development all personnel involved
should be trained and equipped to perform their emergency duties
Cross-Training team members should be strong consideration in case
essential functions must continue with reduced staff
Slide 82
Training Activities each intended to provide information and
refine skills Instruction in core competencies and skills means
individuals achieve levels of proficiency Provides tools needed to
accomplish goals, meet mandates, and acquire specified
capability
Slide 83
COOP Training Plans Effective Plans will provide for:
Individual and teams with integration of skills to carry out
essential functions Refresher training Courses and materials
designed to improve knowledge and skills relative to COOP
responsibilities
Slide 84
Testing is to evaluate capability not personnel Functions such
as: Communications connectivity Alert and notification procedures
Deployment procedures
Slide 85
Exercises Health center plans should include periodic exercises
to test and improve: Plans and procedures Systems Equipment
Consideration must be given to new agency personnel, using an all
hazards approach
Slide 86
What to Exercise Full spectrum of COOP operations Alert,
notification, and activation Relocation to alternate facilities
Operations Logistical support, services, and infrastructure to
alternate facility Devolution Reconstitution Include interface
between COOP plan and agency Occupant Emergency Plan (OEP)
Slide 87
Maintenance Issues Include: Designate a review team
Identification of issues impacting frequency of changes required of
the COOP plan Establishing a review cycle, at least annually
Slide 88
Designation of a Review Team Must have Knowledge of overall
operations Expertise in advisory areas Expertise in essential
functions Team should meet after each exercise and regularly
throughout the year
Slide 89
Establish Review Cycle Review Annually, COOP: Policies
Procedures Additional Reviews Following each exercise and testing
of major systems Issues arising from training
Slide 90
Issues Affecting the COOP Plan Most arise from exercises, or;
Presidential directives and State and local ordinances Direction
from FACHC leadership Policy and/or mission changes Changes in
technology Change in client needs
Slide 91
Develop a Multiyear Strategy and Program Management Plan
(MYSPMP) Ensure COOP plan reflects current conditions as they
occur; Reviewed as part of training and exercise program Changes to
agency structure, essential functions, or mission
Slide 92
Components of Plan - Review Reference to general COOP planning
requirements Description of essential elements Identify resources
required for each element Discussion of specific management and
policy issues Timelines for establishment of COOP capability and
approval Endorsement by leadership Budget
Slide 93
Maintenance Budget Budget developed considers costs of:
Planning team time Plan/procedure development Alternate facility
Interoperable communications Tests, training, and exercises
Logistics and administration Security MOUs /MOAs
Slide 94
Distribution of Plan Remember this is a team activity. Everyone
gets a plan and knows the plan!
Slide 95
Fulfillment of FPC-65 requirements, all Executive agencies are
to develop Multi-Year; Test, Training, and Exercise Plan
addressing: COOP TT&E requirements Resources to support
TT&E activities COOP TT&E planning calendar
Slide 96
Maintenance Tasks: Cross training key individuals and teams
Conducting regular/refresher COOP exercises to include a variety of
hazards and types of training Institution of multi-year process
ensuring regular update
Slide 97
Working Document Comprehensive debriefing and after-action
reports should be completed with lessons learned incorporated into
plan, training, and exercises.
Slide 98
Questions?
Slide 99
IMPLEMENTATION, RECOVERY STRATEGY AND RECONSTITUTION
Slide 100
Restoring Normalcy The community health center can serve an
important role in the aftermath General support and specific
services Psychological first aid and coping measures
Slide 101
COOP vs. OEP Hazardous Materials events may require facility
evacuation with little notice and result in activation of Occupant
Emergency Plan (OEP) but cause relatively short term disruptions
Severe emergencies causing facility to be unusable for longer
periods and adversely impacting operations may require COOP
implementation
Slide 102
When to Execute COOP Develop a decision making process Allowing
for quick review of situation Providing best course of action for
response and recovery FOLLOWING THE PROCESS WILL NEGATE
IMPLEMENTATION TO SOON OR TOO LATE
Slide 103
May be activated in part or in whole depending on the event
Based on Threat Level; procedures may permit partial deployment of
essential functions to operations.
Slide 104
Keys to Successful Implementation Publish the Plan Present to
Entire Organization Educate on Employee Responsibilities
Slide 105
Capital Management: AKA People Must be seen as REAL assets and
resources. Dont expect boxes to fit into round holes. Select jobs
with the expert of essential function. TRAIN AND CROSS TRAIN with
CLEAR expectations of what you expect in an emergency.
Slide 106
Planning for Family Needs Remember those with special needs,
both employees and those with family members who may need
assistance Activate an information call in number for employees
Involve staff in the planning process at all levels. If you do not,
they may not respond.
Slide 107
You cannot resume services unless your employees can get to
work. Alternative transportation Emergency housing Day care Short
term financial aid Security/access to new location Payroll
continuity
Slide 108
Implementation = Three Phases Activation and relocation
Alternate operating facility operations Reconstitution Activation
and Relocation Alternate Operating Facility Operations
Reconstitution
Slide 109
Phase I: Activation Initial 12 hours following activation of
COOP Activate Plans, Procedures and Schedules; transferring
essential functions, personnel, records and equipment to alternate
operating facilities.
Slide 110
Agencies must be prepared to activate COOP for all emergencies
regardless of warning period, time of day or within/outside duty
hours (24/7) Activation requires notification of: Alternate
facilities FEMA Operations Center (FOC) COOP essential and
nonessential Personnel
Slide 111
Up Stream Losses Those you will experience when your suppliers
are affected and cannot deliver. If his business is damaged he will
not keep his pre-disaster schedule.
Slide 112
Down Stream Losses Lives of your clientele are affected by a
disaster. No transportation, walk-ins no payment, refugees, limited
resources for health care.
Slide 113
COOP Team Deployment Written procedures guiding the deployment
process, reduces stress and ensures important concerns are not
overlooked during transition.
Slide 114
Deployment Procedures What should personnel do and what
materials should be taken? Will you take computers, etc., or leave
them? Administrative requirements associated with travel to and
check-in at alternate facility
Slide 115
Relocation: Actual movement of essential functions, personnel,
records, and equipment to the alternate operating facility.
Remember 3 to 5 deep!
Slide 116
Level of EmergencyImpact on Health Center I Up to 12 hours of
disruption II 12 - 72 hours Limited COOP activation III 1 or 2
essential functions up to 3 days ? Alternate site; >1 week IV 1
or 2 functions, 3 - 14 days Possible order of succession Alternate
site; < 1 week V Entire center disruption lasting 14 days
Activation of succession Movement of operations to alternate
site
Slide 117
Devolution = We need to abandon ship Your health centers
capability of transferring authority and responsibility for
essential function from primary staff and facility to other
employees and facilities. Addresses catastrophic or other disasters
rendering you incapable of performing essential functions from your
building.
Slide 118
Vital records, documents and databases must be available and
up-to-date at the devolution site
Slide 119
Required planning as part of your COOP planning process
Who?What?Why?Where?When?How?
Slide 120
Patients How are their medical records kept? How are they
accessed? What are arrangements for continued care for those with
chronic illness? How will the patients contact you? Can you handle
walk-ins?
Slide 121
Supplies Ordering supplies and equipment not already in place
at the alternate facility What emergency supplies are already
available? How will they be transported? What assistance will you
need to move furniture, equipment, medications, office supplies,
etc?
Slide 122
Special Issues Communications and information management
systems must be transferred to the new site. Delegations of
authority must include senior personnel at the new site
Slide 123
How will on call responsibilities be affected? If electronic
data is secured in a back up, is this off- site access available
for your data retrieval? How will pharmaceuticals requiring
refrigeration be stored? What alternatives do you have for x-ray
and laboratory services? Will you need a courier service for
results? Special Issues contd
Slide 124
Written procedures in the Go Kit will guide your staff through
transition and result in quicker COOP implementation Include:
Minimum standards for communication, direction and control to be
maintained until new site is operational Activation of plans,
procedures and schedules to transfer activities Securing your
primary health center and non-movable equipment and records
Slide 125
Administrators Go Box Fireproof / waterproof container in an
alternate location Documentation of insurance policies, agent
numbers Vendors numbers (plumbers, electricians, contractors, mold
remediation) What type of payment will they take in a emergency?
Camera (disposable) for pictures of damage Copy of any licensure
Voice mail box # remote password and update info to provide
instructions to employees, clients, etc. Arrange for programmable
call forwarding to a serviceable number Copy of back up files or
servers Copy of COOP Plan Emergency payroll procedures Listing of
inventory
Slide 126
Transition to Alternate Facility Execution will be quicker if
equipment and administrative supplies are located at facility prior
to an emergency
Slide 127
Phase II: Alternate Operating Facility Operations 12 hours
after activation up to 30 days Highest priority functions are
activated first Lower priority essential functions are then brought
online Operations at alternate facilities will vary widely
dependant on the community health care center and their essential
functions
Slide 128
Reception and In-Processing How does the deployed personnel
know where to go? Check-in Receive assignment to their work spaces
and needed information about hotel, restaurant, laundry, medical
facilities
Slide 129
In-Processing Packets Provide in each employee Go Kit: Hours of
operation Anticipated duration of relocation, if known Safety and
security measures Information line telephone number
Slide 130
Personnel Accountability An accountability procedure is
critical to ensure: All personnel are safe Members have arrived at
your relocation site Replacement and augmentation personnel can be
indentified quickly Assignments to key staff Additional providers
if staffing is inadequate (MRC) Personnel at relocation must
perform as proficiently as agencys primary personnel
Slide 131
Phase III: Reconstruction Process to resume normal operations
from the original / replaced primary health center once the
disruption is over. Basic planning for this takes place with COOP
planning Specific planning begins as COOP implemented
Slide 132
Reconstruction Agencies must identify a plan to return to
normal operation after leaders determine reconstitution operation
can begin Suggest designation of Reconstitution Manager due to its
complexity
Slide 133
Reconstitution Manager TEAM TASKS STAFF RESTRUCTURING CRISIS
MANAGEMENT SPACE & FACILITY REQUIREMENTS NEGOTIATES FOR
STRUCTURALLY SAFE SPACE IF HEALTH CENTER IS DAMAGED PHASED PLAN
FUNCTIONS LISTS PROJECT PRIORITY
Slide 134
First Step: In the first 24 hours of relocation, the team will
need to initiate the process of evaluating your health center and
attempt to salvage and restore the building Begin with a safety
check by the local authorities.
Slide 135
Second Step: Regardless of the disruption that activated the
COOP plan, the reconstitution pre-planning must be coordinated. You
will need to outline your plan if it is necessary to re-locate and
make a smooth transition
Slide 136
Reconstitution Tasks Primary tasks: Determine extent of repair
to make primary facility usable Schedule orderly TRANSFER of
personnel, vital records, documents and databases Transfer of
communication capabilities, supplies and equipment Notification of
employees
Slide 137
Reconstitution Resources General Services Administration
Identification of new space if primary site is destroyed or
requires prolonged time to repair GSA or State or local government
facilities coordinator can also assist in procurement of
furnishing, equipment, and services required to return agency to
normal ops
Slide 138
Reconstitution Resources Office of Personnel Management
Questions arise during reconstitution concerning personnel issues
such as: Pay for non-deployed staff Overtime pay for ERG members
Collective bargaining issues
Slide 139
Recovery operations may take longer than the emergency itself
Clinics may be the only source of primary care so they must remain
operational to the community If you intend to survive the aftermath
plan ahead for rapid recovery
Slide 140
Preparing for the Big What If of someday, helps us manage the
everyday. Build partnerships and network with other organizations
Use of social media should not be neglected Very useful way to
reach many people at once