Transcript 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)
Course Overview
What is a COOP?
I.
•
Case example
II.
The “Plan”
III.
Testing, Training, and Exercises
IV.
Implementation, Recovery Strategy, and
Reconstitution
“Let our advanced worrying become
our advanced planning”
- Winston Churchill
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
Through the efforts of the last 50 years
FEMA has dealt with national
disasters and continuous planning for
public emergencies
Hurricane Hugo
CPG18
Sept. 11 (CPG
101) Presidential
Directive
Target Capabilities for National
Preparedness Guidelines
Hurricane Katrina and Rita
(NIMS National Response
Network)
West Mid floods (SLG 101)
Continuity of Operations and Continuity of
Government
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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.
The value of planning rests in its
proven ability to
influence events before they occur
Purpose
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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
Why a COOP Plan?
Good business
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Planning requires agency
personnel to review functions critical to the agency
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Planning process allows consideration of threats
that could impact the agency and planning for them
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Allows determination of vital resources such as
personnel and others to support agency essential functions
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Plans for safety of all personnel
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
There is a difference….
“Putting out the fire”
Immediate response and
damage control
“After the fire is out”
Emphasis on recovery
and resumption of
services
CONTINUITY
OF
OPERATIONS
PLAN
Part of a Complete Community Emergency
Management Program
 Utilize
“all hazards” approach
 Addresses
four phases of emergency
management
 Mitigation
 Preparedness
 Response
 Recovery
Ensures continuity of a Department’s or
Agency’s essential functions and services
Across wide range of events and emergencies
 COOP planning is a fundamental mission
 Ensures continued performance of essential functions
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A COOP can help public health care providers and
clinics fulfill their responsibilities in the event of a crisis
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Helps maintain the CHC’s 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”
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
Objectives of your CHC Plan
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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
Plan Elements
Essential
Functions
Alternate
Facilities
Delegations
Of
Authority
Vital
Records
Human
Capital
Management
Orders
Of
Succession
Testing
Training
Recovery
Communications
Devolution
Consider all Departments
not just IT
Laboratory
Pharmacy
Communications
XRAY
Pay Roll
CHC
Medical
Records
Central supply
Equipment
Utilities
Security
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
Family Support Planning
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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
Go-Kits
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Personnel and their families should develop and
maintain a Go-Kit to use during emergency
Suggestions include:
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Personal items
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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
Agency Role in Family Planning
Your Community Health Employee will remain
more confident and encouraged knowing that
the agency is concerned for family’s safety.
COOP should include:
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Process for activation of emergency call-in
number (operations, pay/benefits …)
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Employee accounting and tracking for
both safety and resource issues
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Provisions for guidance and assistance for
employees and family
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
Aside from preparedness COOP planning
benefits agency’s:
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Anticipation of events and necessary response
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Adapt to sudden changes in operational equipment
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Improve performance through I.D of essential
 Functions
 Work processes
 Communication methods
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Improve management controls by establishing performance measures
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Improve communication to support essential functions throughout the agency
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.
Essential Planning
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Telecommunications network
Social network to inform employees on
current facts, advice for spread
intervention, support.
Continue as a resource for education
and service
Diagnostic Lab Services
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Recognizing and
disseminating knowledge,
surveillance data provide
ongoing clinical services to
the community
Staffing
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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.
Vendors and Supplies
Purchasing and shipping, delivery and
receipt of specimens, and waste
disposal may require social distancing
or quarantine.
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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.
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Regular updates will establish reliability, credibility and show compassion.
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In general prepare for short and long term impact of staff, patients, and the
community at large.
REVIEW
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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
State Guidance
HOMEWORK
Continuity of Operation Implementation Guidance
Division of Emergency Management Department of
Community Affairs
References
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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 Governor’s 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
BREAK
COOP PLAN
Objectives
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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
Objectives
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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)
Your Plan
Plan Development is a team effort to specify how the
operational components of the plan will be implemented
COOP Planning
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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
COOP Planning
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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
Plan Components
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Project Initiation
ID of Essential Functions
Design and Development
Implementation
Training, Testing and Exercises
Execution
Revision and Maintenance
Staff
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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
Staff
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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
Involvement
A team effort to specify how
the operational components of
the plan will be implemented.
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Senior management
COOP coordinator
COOP planning team
COOP Planning Team
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Team effort representing all organizational levels
 Agency
Leaders
 COOP Program Manager (Emergency Coordinating
Officer)
 Emergency Relocation Group (ERG)
 Non-ERG personnel
Agency Leaders
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Senior agency leaders set tone of COOP planning
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Establish COOP planning as priority
Formulate agency policy to support COOP planning
Appoint COOP Program Manager
Identify agency’s 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
Agency Leaders
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Plan and ensure agency is capable of carrying out each
function related to the COOP
Complete oversight of:
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Planning
Activation
Reconstitution
Senior Managers may delegate many responsibilities;
however overall accountability remains with them
COOP Program Manager
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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
Program
manager
Manager
Develop
Coordinate
Manage
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
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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
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Non-ERG Personnel
 Provide
 Assist
input on execution of essential functions
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
Communication
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Develop and maintain a communication plan for all
employees:
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Regular, accurate and effective communications to all employees
Updating information as necessary
Procedures for securing worksite
Provisions for safeguard of vital records
Priority issue:
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All employees should contact family members to ensure that they
are safe
Alternate Facilities
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Communications
Telephone
Email
Fax
Face to face meetings
Web sites
Cell phones
External Backup and Mutual Aid
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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
Disruption scenarios
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Loss of database
Facility unavailable
Loss of communication systems
(including computers)
Loss of vendor services
Loss of staff
Program Phases
Phase 1:
Planning
Phase II:
Development
Needs
Awareness
Assessment
Plan Construction Ongoing plan Plan activation
awareness
Advance
Planning
Plan testing
Training of
key
participants
Risk &
Vulnerability
Assessment
Plan
Implementation
Plan
Maintenance
Plan Design
Phase III:
Operation
Phase IV:
Execution
Special Considerations
Incident Command
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Required for effective command, control, communication, and
coordination
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Used by emergency management organizations
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Used in COOP activations
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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
References
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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 Governor’s 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
Activity
(Please see “Exercises & Activities” tab in the back of your manual)
TESTING, TRAINING, AND
EXERCISES
Objectives
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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
Purpose of Testing
Testing is critical for
 Alert, notification and activation procedures
DISATER RECOVERY PLAN
 Communication systems
Important part of COOP readiness
 Vital records and databases
Personnel can assure policies and
procedures work when
 Information technology systems
needed and as needed
 Reconstitution procedures
 Other aspects dependent on agency
COOP Testing Requirements
Quarterly
Semiannual
Annual
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
Ongoing
COOP Training Requirements
Training familiarizes agency personnel with essential
functions performed during COOP situations;
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Annual requirement:
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COOP awareness briefing for entire workforce
Team training for COOP personnel
Team training for agency personnel assigned to
activate, support, and sustain COOP operations
* When considering training, develop and conduct
training based on actual needs
Training Types
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Prior to COOP Plan exercise
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Health personnel must be trained so they know their
responsibilities
Have the skills and knowledge necessary to carry out
responsibilities
Orientations
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Here the first training is conducted to :
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Introduce general concepts of COOP
Announce staff assignments, roles, and responsibilities
Present general procedures
Describe COOP testing and exercise as well as
timeframes
Hands-On
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After familiarization, hands-on training can:
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Provide practical practice in specialized skills
Provide practice of newly acquired skills
Maintain proficiency (especially of infrequently used
skill sets)
Goal of Exercises
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Discovery of planning weaknesses
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Communication network practice
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Clarification of roles and responsibilities
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Individual performance improvement
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Improve operational readiness
We are exercising a system, not individuals
Exercises should achieve a change or
modification in attitude…
Exercises
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Provide assessment, validation, and identification of
problem areas for later correction
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Improve coordination
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Reveal resource gaps
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.
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
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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.
Tabletop
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A simulation activity with presentation of scenario to
participants who respond and react
Scenario presentation presented via
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Orally
Written
Audio/Visual means
When to Use Tabletop Exercise
Useful in:
 Low stress discussion of
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Plans
Policies
Procedures
Assist in resolution of questions relative to coordination
and responsibility
*Particularly useful in assessing new or newly revised plans
Alerts to Poor Performance
Let data and measures stand for themselves
Work as a team to identify weak areas, identify
reasons and suggests methods of improvement
Record performance accurately in after-action reports.
Address weak areas in future training exercises.
Training
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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
Training
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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
COOP Training Plans
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Effective Plans will provide for:
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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
Testing is to evaluate capability not
personnel
Functions such as:
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Communications connectivity
Alert and notification procedures
Deployment procedures
Exercises
Health center plans should include periodic exercises
to test and improve:
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Plans and procedures
Systems
Equipment
Consideration must be given to new agency personnel,
using an all hazards approach
What to Exercise
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Full spectrum of COOP operations
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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)
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
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
Establish Review Cycle
Review Annually, COOP:
 Policies
 Procedures
Additional Reviews
 Following each exercise and testing of major
systems
 Issues arising from training
Issues Affecting the COOP Plan
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Most arise from exercises, or;
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Presidential directives and State and local ordinances
Direction from FACHC leadership
Policy and/or mission changes
Changes in technology
Change in client needs
Develop a Multiyear Strategy and Program
Management Plan (MYSPMP)
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Ensure COOP plan reflects current conditions as they
occur;
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Reviewed as part of training and exercise program
Changes to agency structure, essential functions, or
mission
Components of Plan - Review
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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
Maintenance Budget
Budget developed considers costs of:
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Planning team time
Plan/procedure development
Alternate facility
Interoperable communications
Tests, training, and exercises
Logistics and administration
Security
MOUs /MOAs
Distribution of Plan
Remember this is a team activity.
Everyone gets a plan and knows the plan!
Fulfillment of FPC-65 requirements, all Executive
agencies are to develop Multi-Year; Test,
Training, and Exercise Plan addressing:
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COOP TT&E requirements
Resources to support TT&E activities
COOP TT&E planning calendar
Maintenance Tasks:
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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
Working Document
Comprehensive debriefing and after-action reports should
be completed with lessons learned incorporated into plan,
training, and exercises.
Questions?
IMPLEMENTATION, RECOVERY
STRATEGY AND RECONSTITUTION
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
COOP vs. OEP
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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
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


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.
Keys to Successful Implementation
Educate on
Employee
Responsibilities
Publish the
Plan
Present to
Entire
Organization
Capital Management: AKA People
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Must be seen as REAL assets and resources.
Don’t 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.
Planning for Family Needs
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
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.
You cannot resume services unless your
employees can get to work.
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Alternative transportation
Emergency housing
Day care
Short term financial aid
Security/access to new location
Payroll continuity
Implementation = Three Phases
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Activation and relocation
Alternate operating facility operations
Reconstitution
Activation and Relocation
Reconstitution
Alternate Operating Facility Operations
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.
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
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.
Down Stream Losses
Lives of your clientele are affected by a disaster.
No transportation, walk-ins no payment, refugees,
limited resources for health care.
COOP Team Deployment
Written procedures guiding the deployment process,
reduces stress and ensures important concerns are
not overlooked during transition.
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
Relocation:
Actual movement of essential functions, personnel,
records, and equipment to the alternate operating
facility.
Remember 3 to 5 deep!
Level of Emergency
Impact 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
Devolution = “We need to abandon ship”

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Your health center’s 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.
Vital records, documents and databases must be
available and up-to-date at the devolution site
Required planning as part of your COOP
planning process
How?
When?
Where?
Why?
What?
Who?
Patients
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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?
Supplies

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
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?
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
Special Issues cont’d


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How will on call responsibilities be affected?
If electronic data is secured in a back up, is this offsite 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?
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

Administrators “Go Box”
Fireproof / waterproof container in an alternate location

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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
Transition to Alternate Facility

Execution will be quicker if equipment and
administrative supplies are located at facility prior to
an emergency
Phase II:
Alternate Operating Facility Operations

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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
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…
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
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 agency’s
primary personnel
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
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
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
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.
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
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
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
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
Recovery operations may take longer than the
emergency itself

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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
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
Questions?