CHC Board Presentation Neighborhood Health Services Corp. February 22, 2011

1. CHC Board Presentation Neighborhood Health Services Corp. February 22, 2011 Amelia Muccio Director of Emergency Management NEW JERSEY PRIMARY CARE ASSOCIATION

2. Objectives • Emergency management overview • CHC role in emergencies • HRSA guidance • Emergency management tools • Role of CHC Board in emergencies • Additional resources

3. Disaster Optimism “It Cannot Happen to Me!” • Panic, fear and denial are inevitable in a disaster situation • Brain will perform best in a stressful situation if you have already put it through a few rehearsals • I.E. fire drills • Pattern recognition (respond quicker)

4. Emergency Management • Mitigation • Preparedness • Response • Recovery

5. Emergency Management • Mitigation (including prevention): reduce or eliminate impact of hazards (generators) • Every $1 on mitigation saves $7 in post-disaster costs • Preparedness: build capabilities to respond and recover from the impacts of those hazards (this training) • Response: gain control over on-going negative effects of the hazards (staying open) • Recovery: return to pre-disaster condition (normal business operations)

6. CHCs—Role of Ambulatory Care Facilities • Provide services to at risk populations • Triage, screen and treat lower acuity patients “walking wounded” • Provide surge capacity during emergency • Provide mass vaccination • Serve as Point of Dispensing • Decompress healthcare system • Serve as Alternate Care Site

7. 2007-15 Health Center Emergency Management Program Expectations • Purpose: emergency management expectations related to planning and preparing for future emergencies. • All-Hazards approach • 3 key elements-safeguarding human resources, protecting physical resources and ensuring business continuity. • Protecting CHC staff and delivering healthcare.

8. 2007-15 Sections • Expectations: • A. Emergency Mgt Planning • B. Linkages & Collaborations • C. Communications & Information Sharing • D. Maintaining Financial and Operational Stability

9. Emergency Management Planning • CHC's should be engaged in an ongoing continuous process to ensure that emergency management plans (EMP) are appropriate.

10. Linkages and Collaborations • Coordinated efforts are necessary to provide comprehensive care during a disaster and integration can increase the CHC’s ability to obtain needed resources for continuing care. • CHC’s define their role within their local community prior to an emergency and be proactive in engaging leaders, organizations, and developing relationships. • Participating in State, local and community emergency exercises will aid in initiating and developing linkages.

11. Infrastructure • Individual facility (CHC) • Local level (local OEM) • County level (county OEM) • Regional level (MCCs) • State level (PHILEP, HCC) • Multiple States (EMAC) • Federal level (Stafford Act)

12. Communications and Information Sharing • CHC’s should have policies and procedures for communicating and sharing information with internal and external stakeholders. • Standard communication goes down and CHC’s will have trouble accessing critical information. • EMP—strategies for communicating with staff, patients, other agencies.

13. Maintaining Financial and Operational Stability • CHC’s business plans should address financial viability in the event of an emergency. • Recovery can be hours to years. • Adequate planning for recovery in the assessment, planning and response process will shorten the time it takes a health center to become fully operational.

14. Hazard Vulnerability Analysis • BASED ON HAZARD VULNERABILITY ANALYSIS • Identifies potential emergencies and the direct/indirect effects these emergencies may have on CHC’s operation and demand for services. • The risks identified should be prioritized based on likelihood of occurrence and severity.

15. Business Continuity • BIA-Business Impact Analysis • COOP-Continuity of Operations Plan • What are essential services of each critical department? • What is needed to keep these functions continuing during an emergency (IT, payroll, facilities, patient services, etc.) • Pre-incident preparedness needed to sustain these vital functions.

16. CHC Staff • Use Incident Command System • CHCs use Incident Command Team to utilize resources and establish proper command in an emergency “reduce chaos” • CHCs require planning, training and exercising on ICS • Job Action Sheets

17. ICS Structure

18. Personal Preparedness • Do you have a family communications plan? • Do you have a go bag? • Do you have a pet go bag? • Have you made arrangements for childcare if you are needed at work? • What about your other family members including elderly and pets?

19. Role of CHC Board • Foster buy in for emergency preparedness • Participate in emergency preparedness training • Review essential plans to promote operational and financial viability in an emergency • Support CHC staff during emergency • Strengthen relationships with other partners

20. Questions/Additional Resources • SOPs/Trainings/Exercises • HAZMAT, MCI, workplace violence, severe weather, fit-testing, novel influenza, hostile patient, active shooter, foodborne outbreak, hostage situation, bomb scare, communications, ICS/NIMS, PINS, cyber security, power outages, COOP, business continuity, personal preparedness…