Continuity Guide for Healthcare. Supplement BCM Guide

Transcription

1 Continuity Guide for Healthcare Supplement BCM Guide XX July 2008

2 Disclaimer This document provides general information, current at the time of production. The information contained in this communication does not constitute advice and should not be relied on as such. Professional advice should be sought prior to actions being taken on any of the information. The VMIA disclaims all responsibility and liability arising from anything done or omitted to be done by any party in reliance, whether wholly or partially, on any of the information. Any party that relies on the information does so at its own risk. Principal Author Victorian Managed Insurance Authority (VMIA) Version Date: XX July 2008 Reviewed by: Approved by: Distribution: Document Owner Mark Humphreys Steve Marshall VMIA Public Sector clients Mark Humphreys Manager: Operational Risk (VMIA) VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 2 of 79

3 Contents 1 Continuity management in healthcare sector Purpose of this guide Document topology Continuity and surge Continuity of operations and medical system resiliency Surge in capacity and capability Continuity management in healthcare providers Introduction Prioritising critical and non-critical services Hospital incident command system (ICS) ICS Principles ICS structure External interaction Compliance Healthcare provider model Strategies in healthcare Continuity plans Appendix 1 ICS at a Mercy Medical Facility (MICS) Introduction ICS structure Roles and responsibilities Incident Commander Finance and administration officer Liaison Officer Logistics Officer Operations officer Planning Officer Situation analysis HR pool co-ordinator Human services support coordinator Immediate Risk and safety coordinator Situation status co-ordinator MICS templates Appendix 2 All hazards checklist Alarms CHOC activation Situation assessment Community partners Incident command system...64 VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 3 of 79

4 5.6 Security Shelter-in-place/ evacuation Staff briefings Media and public briefings Threats Briefings for contractors, patients and visitors Resources Service delivery, prioritisation, and system recovery Staff Training Patient tracking Mental health support Expense tracking Documentation Demobilisation After action Appendix 2 - Sample BIA Appendix 3 - Sample of continuity plans Glossary of terms VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 4 of 79

5 1 Continuity management in healthcare sector 1.1 Purpose of this guide This is an industry specific business continuity management guide that sets out detailed steps, tools, templates and examples for use by the healthcare industry in Victoria. For a generic high-level management overview and summary of how to prepare your organisation for business disruptions and/or community emergencies, please refer to VMIA s Preparedness Framework, which is downloadable from The Preparedness Framework will exclusively cover the following: important business continuity management (BCM) and emergency management (EM) concepts how to implement a Preparedness Framework for BCM and EM from a management or high level perspective defining broad BCM and EM strategies (before expanding resources in developing and implementing detailed BCM and EM plans). Used in conjunction with VMIA s Preparedness Framework, this Business Continuity Management (BCM) Guide aims to help raise awareness of business continuity management within the Victorian healthcare sector for developing their business continuity management program. 1.2 Document topology This supplementary guide builds upon the following VMIA documentation which can be downloaded from Guide for developing and implementing your risk management framework Preparedness Framework Supplements to BCM Guide (Various Sectors) Business Continuity Management (BCM) Guide Preparedness Framework Risk Management Guide Business Continuity Management Guide. You should read the Preparedness Framework first, before reading this guide. VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 5 of 79

6 1.3 Continuity and surge The myriad issues that a healthcare system faces during a disruption or emergency, which may be grouped into two broad categories: continuity of operations and services ( business-as-usual patient care services and business practices) surge capacity and capability to address disruption-specific medical and psychological needs of the affected community. 1.4 Continuity of operations and medical system resiliency To address this need to maintain medical services, healthcare providers should have effective continuity planning, for both business and service operations. This will both harden the organisation against any significant disruption and prepare the healthcare provider to pro-actively manage any impact as it occurs. The ability for healthcare providers to optimally survive a disruption or an emergency is best described by the concept of organisational resiliency, which is the ability of an organisation to quickly recover from change or disruption. It may commonly be thought of as a buoyancy and an ability to bounce back. While some elective and less-than-urgent medical services can be postponed or transferred to alternate locations, the majority of everyday patient care services should continue to be uninterrupted to avoid a significantly adverse impact on the normal patient population. 1.5 Surge in capacity and capability The concept of surge (within the context of community emergencies) is the second underlying preparedness premise for disasters with mass casualties and/ or casualties with unusual medical conditions. Surge describes the ability to provide adequate medical evaluation and care during events that exceed the limits of normal medical infrastructure in an affected community or region. It is an extraordinarily complex topic that is important to understand in order to prepare. The next step is to distinguish surge capacity from surge capability, which are two separate concepts that needs further understanding: surge capacity - ability to evaluate and care for a markedly increased in the volume of patients; one that challenges or exceeds normal operating capacity surge capability - ability to manage patients requiring unusual or very specialised medical evaluation and care (expertise, information, procedures, equipment, or personnel) that are not normally available at the location where they are needed (e.g., paediatric care provided at non-paediatric facilities or burn care services at a non-burn centre) VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 6 of 79

7 2 Continuity management in healthcare providers 2.1 Introduction This supplemental BCM guide does not cover the requirements of HB221:2004 Business Continuity Management. The requirements of HB221:2004 is covered separately in VMIA s document, entitled Business Continuity Management Guide, which can be downloaded from Australian Standard AS4485:1997 Security for health care facilities sets out the requirements for health care facilities in developing their policy, principles, and procedures for the protection of: patients, staff and others who are required to work at or attend such a facility drugs, other controlled substances, and other dangerous goods information other property, including money, owned by, or in the control of, the facility, and they property of patients, staff and others in the facility. During the execution of continuity plans and critical hospital operational contingency plans (CHOCs), security of facilities should be taken into account at all times. Areas to consider are as follows (per AS4485): security and safety of people (most important) protection of information physical security security for external services screening of personnel and volunteers security of staff security of remote locations security of pharmacy and pharmaceuticals security of newborn and paediatric security education, induction and training of staff, other than security staff. 2.2 Prioritising critical and non-critical services When the healthcare system is under extreme stress, the identification and selection of priority activities should be preserved, while allowing for less critical services to degrade. This management strategy is designed to avoid catastrophic or random failure of emergency response systems when system capacity or capability is exceeded beyond normal operations. VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 7 of 79

8 Prioritisation entails the strategy of deliberatively (i.e., through incident action planning and triage) maintaining critical time sensitive activities and services at the expense of others in the face of severe demand on its services and operations. This is accomplished by selectively applying scarce resources to priority activities and even withdrawing resources (usually staffing) or staff attention from one activity to maintain services in another. Degradation of services is constrained by the following: criticality - it is for the healthcare provider to determine which of its services, operations and functions are critical or time-sensitive, and the following guiding principles could be used when deciding whether or not a service or operation is critical. 1. emergency management/ civil protection 2. impact on human welfare, the environment and security 3. legal implications 4. financial implications 5. reputation. service levels some critical services and operations may need to be scaled up, while others which are non-critical may need to be scaled down or suspended temporarily. balance of investments as no healthcare provider will be in a position to commit unlimited resources, it is for them to decide the level of protection sought in the light of resource availability and the level of risk assessed. However the priority for all activity is maintaining the safety of people (e.g. patients, staff and visitors). VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 8 of 79

9 3 Hospital incident command system (ICS) 3.1 ICS Principles ICS incorporates eight concepts that contribute to the successful application of this management system: common terminology - use similar terms and definitions for resource descriptions, organisational functions, and incident facilities across disciplines integrated communications - ability to send and receive information within an organisation, as well as externally to other disciplines modular organisation - response resources are organised according to their responsibilities during the incident unified command structure - multiple disciplines and response organisations work through their designated managers within ICS to establish common objectives and strategies that prevent conflict and duplication of effort manageable span of control organisations are structured so that each supervisory level oversees an appropriate number of assets (the number varies based on size and complexity of the event and organisational maturity) such that effective supervision is maintained consolidated action plans - a single, formal documentation of incident goals, objectives, strategies, and major assignments that are defined by the Incident Commander (or similar) or by unified command comprehensive resource management - system processes are in place to describe, maintain, identify, request, and track all resources within the system during an incident (for example, reliable systems are in place to ensure the right resources are identified and made available at the right time, to the right staff) pre-designated incident facilities - assignment of locations where expected critical incident-related functions will occur. The above concepts translate into specific and tangible ICS benefits during emergency response that include: common objectives and priorities organisation and co-ordination across the incident response enhanced collective security and safety increased information sharing optimal responder and public understanding of incident actions, their individual and collective responsibilities, and other critical information. VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 9 of 79

10 ICS effectiveness and efficiency is achieved by its processes that appropriately distribute authority and responsibility for specific incident tasks, while maintaining management and coordination through the issuance of operational parameters (objectives, strategies, and tactics). 3.2 ICS structure The ICS is designed to: Manage routine, planned or unplanned events, of any size or type, by establishing a clear chain of command within the organisation allow staff from different agencies or departments to be integrated into a common structure that can effectively address issues and delegate responsibilities provide needed logistical and administrative support to operational personnel ensure key functions are covered and eliminate duplication. The roles and responsibilities are as follows: Incident Commander Incident Commander incharge of the incident response and retains overall responsibility for effective performance of the ICS Public Information Officer (PIO) - manages information that is released to media and therefore the public, shaping the public reaction to the quality of the incident response Liaison Officer Safety Officer Public Information Officer Planning Officer Finance/ Admin Officer Operations Officer Logistics Officer Safety Officer - assesses the incident site(s) and circumstances for hazardous and unsafe conditions, identifies these risks, develops measures to ensure responder safety, and providing direct input into command decision making through contributions to the incident action plan as well as direct interventions Liaison Officer - ensures high-level (strategic) coordination with major organisations outside the ICS but involved in the response Operations Officer - responsible for managing operations that achieve the incident objectives, which have been defined by the command function VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 10 of 79

11 Logistics Officer - responsible for all support requirements needed to facilitate effective and efficient incident management, including ordering resources from off-site locations (also provides facilities, transportation, supplies, equipment maintenance and fuel, food services, communications and information technology support, and emergency responder medical services) Planning Officer response for internal and external situation analysis and consequence assessments Finance/ Administration Officer - supports management and operations by addressing specific need for financial, reimbursement (individual and agency or department), and/ or administrative services to support incident management activities. For more information about the application of ICS, please refer to Appendix External interaction The Emergency Management Manual Victoria sets out levels of recovery management and planning: national state regional municipal community. Generally, emergencies often occur within a single municipal district. When this occurs, the municipal recovery arrangements will apply unless the needs of the community exceed the capacity of that municipal/ local council to manage the event. Organisations (private, public and non-governmental) within the municipality or locality would also need to work with various local agencies and councils to manage the event. Depending on the impact of the event, the healthcare organisation may need to co-ordinate its BCM activities in relation to different levels of recovery management, depending on the severability and nature of the event experienced by the organisation. The organisation would also need to interact with external stakeholders like the Department of Human Services, other healthcare providers and third party providers (e.g. IT consultants). VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 11 of 79

12 3.4 Compliance The implementation of any BCM program by healthcare providers should comply with applicable regulatory requirements and standards, which include: Emergency Management Act 1986 Emergency Management Manual Victoria (February 2005) Victorian Framework for Critical Infrastructure Protection From Terrorism (April 2007) State Health Emergency Response Plan AS/ NZS 4360: Risk Management, Standards Australia HB 221: Business Continuity Management, Standards Australia AS 4083:1997 Planning for emergencies Health care facilities AS 3745:2002 Emergency control organisation and procedures for buildings, structures and workplaces AS/ NZS ISO 9001:2000 Quality management systems requirements MP Dynamic approaches to healthcare risk management AS 3806: 1998 Compliance programs HB 254:2005 Governance, risk management and control assurance HB Information security management - Implementation guide for the health sector 3.5 Healthcare provider model Read in conjunction with the Preparedness Framework and BCM Guide, the model for healthcare provider can be represented as follows: VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 12 of 79

13 External Environment External Interaction Healthcare Providers Department of Human Services Third Party Providers Levels of Recovery Planning Internal Environment Compliance National Level Crisis Management (Strategic) Emergency Management Act, 1986 (VIC) State Level Emergency Management Manual Victoria Regional Level Municipal Level Response (Tactical) Incident Command System Recovery (Operational) State Health & Human Services Emergency Management Framework Victorian Framework for Critical Infrastructure Protection From Terrorism Australian Standards Community Level Quality Management Triggers Escalations Structured Co-ordination Workforce Capability Capacity Building Inter-operability of Plans Performance/ Resilience Drivers Figure 1: Model for healthcare provider 3.6 Strategies in healthcare Options includes, but not limited to: process transfer or relocation involves transfer of critical and/ or time sensitive activities either internally (to another part or location of the organisation) or externally (to a third party location), independently or through a reciprocal or mutual aid agreement mutual aid agreement/ arrangement for sharing resources temporary/ manual workaround as an alternative to transferring or relocating a process, it might be feasible to adopt a different way of working which nonetheless provides the same, or similar, but acceptable, end result, especially in the short to medium term change, suspend or terminate services, function or process, provided there is no conflict with the organisation s key objectives, statutory compliance and stakeholder expectation insurance for financial compensation for losses, used in combination with other strategies. VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 13 of 79

14 3.7 Continuity plans Once strategies have been agreed, continuity plans would have to operationalise BCM strategies, as discussed above. Currently, healthcare providers have two types of plans: critical hospital operating contingency plans (CHOCs), developed specifically by healthcare providers business continuity plans (BCPs), developed as part of the BCM program. The differences are shown below: Type Business Continuity Plans (BCPs) Critical Hospital Operating Contingency Plans (CHOCs) All hazards-based Scenario-based Event specific Resource-based General Approach If there are no existing BCP or CHOC plans, then the healthcare provider would have to develop new BCPs, as illustrated below. BCM/ SCM Strategy Business Continuity Plans Critical Hospital Operating Contingency Plans Figure 2: Relationship of types of continuity plans VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 14 of 79

15 4 Appendix 1 ICS at a Mercy Medical Facility (MICS) 4.1 Introduction MICS has been developed as a management tool to assist and better enable the organisation to deal with facility-wide, cross-facility, community, and state-wide responses. ICS utilises the roles of Commander and the following sections (officers): logistics planning operations finance and admin liaison. Activation of MICS can occur in two ways: following the initialisation of the standard emergency response codes (Red, Orange, Purple, Black, Grey etc) the emergency co-ordinator considers the situation NOT under control; when any member of the senior executive determines that a set of circumstances requires activation of MICS. 4.2 ICS structure VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 15 of 79

16 4.3 Roles and responsibilities Role description and responsibilities have been developed for all roles including Commander, Officers and Co-ordinators. Subsequent sections have examples of responsibilities and checklists for all Officers and a selection of Coordinators. We have included the following templates: ICS incident action plan Situation report. 4.4 Incident Commander Commander Responsibilities - The Commander for an incident has a range of responsibilities. These include: assume control establish control centre facilities assess emergency appoint staff approve incident action plan (lap) establish liaison conduct briefings allocate tasks ensure safety prepare situation reports manage media manage risks review progress maintain logs Assume control To be an effective Commander all agencies involved and the community affected need to know the identity of the Commander. The Commander can assume control by: being easily identifiable by wearing a tabard establishing a control centre to act as a central point for information exchange and decision making VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 16 of 79

17 having a high media profile issuing a declaration of their appointment ensuring all agencies are notified of their appointment announcing publicly their appointment requesting Liaison Officers to the control centre from participating agencies obtaining briefings from Liaison Officers of their agency s assessment of the incident and their response conducting briefings for Liaison Officers conducting planning meetings involving participating agencies Establish control centre facilities An effective control centre will require adequate facilities and resources. These include: secure access arrangements adequate parking kitchen and toilets stationery display boards media monitoring equipment e.g. TV/ radio/ cable TV maps telecommunication e.g. phones (mobile/ landline/ satellite) photocopiers/ scanners briefing and meeting rooms Assess emergency The Commander has to consider many factors when assessing an emergency. These factors include: background agencies involved intelligence (own and other agency s) expected duration damage/ casualty estimates weather current/ forecast hazards VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 17 of 79

18 maps resource availability and limitations crime scene restrictions access/ egress political requirements environmental impacts safety issues financial constraints time frames Competing priorities HR issues confidentiality Appoint staff The Commander needs to assemble an incident management team (IMT) to ensure the effective control of the emergency. The IMT consists of section officers each section being responsible for specific roles, responsibilities and accountabilities. The Commander may also appoint a Deputy Commander. The Deputy Commander does not have line authority, but may assist the Commander by: managing specific issues managing routine issues covering while the Commander attends planning meetings administrating workload spill over representing the Commander at meetings Incident action plan(s) The Commander is responsible for ensuring an incident action plan (lap) is developed for the incident at hand and is responsible for the approval of the final plan. The IAP is reviewed every 24 hrs (or more frequently if required). The IAP includes: a name for the incident date and time the IAP is issued the period of time that the IAP is operational for summary of the current situation(s) faced VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 18 of 79

19 summary of the forecast situation(s) critical issues that have been identified sources of intelligence both actual and possible if required statement of objectives and identified strategies to be employed for the operational period of the IAP identification of any safety issues, concerns or mitigation activities operational plan identification of any key timings identification of other operational locations if so indicated the section officers, their position, name and contact numbers any general notations resources, public communication plans, messages, dissemination strategies etc. summary logistical and support strategies Establish liaison The Commander should ensure that effective liaison arrangements are established with any participating agencies. This may include: appointing a Liaison Officer(s) ensuring external agency personnel have details of your liaison personnel conduct planning meetings and briefings with the involvement of external agencies Conduct briefings The Commander should ensure that effective briefings are conducted for section officers (IMT members), section coordinators, section leaders and external agencies. Briefings are conducted when: the incident action plan is first issued (or reissued after review) shift changeovers occur significant changes occur in the operation requested by external agencies significant changes occur to the threat. When conducting a briefing the following issues need to be considered: verbal vs. written briefings VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 19 of 79

20 speed of delivery recording of key points by participants avoidance of distractions use of maps and whiteboards security of area comfortable/ sheltered environment Allocate tasks All members of the incident management team need to be allocated clear tasks with expectations of performance (e.g. quality, time constraints and reporting requirements), and accountability Prepare situation reports The Commander will be required to submit situation reports throughout the emergency to a range of stakeholders including: the next level of control participating agencies other stakeholders. The situation report (SitREP) will be required to include: event name date/ time of preparation contact details name of Commander location of control centre threat assessment event summary objectives/ strategies resources committed. The Commander may also be required to prepare a post operation report Manage media The Commander may choose to establish a multi agency media centre to ensure consistency of key messages being provided to the public. The VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 20 of 79

21 Commander may also choose to have a public voice and face for the emergency so that the public develops confidence and trust in the source Manage risks The Commander needs to ensure all risks have been identified and that adequate controls are in place for the emergency. Risk identification and assessment is accomplished using the Mercy Health risk identification and assessment form. Risk categories: clinical financial/ investment legal/ contractual business continuity environmental strategic reputation and image occupational, health and safety Review progress The Commander needs to establish processes for monitoring the progress of an emergency operation. This may include: checking progress against objectives and strategies checking situation reports checking operational displays checking media coverage/ reports Maintain log The Commander should maintain a log throughout the emergency. The log will: enable the Commander to keep track of outstanding issues assist the Commander to brief their replacement assist the Commander with post emergency inquiries. The Commander should record the following information in the log: official visits key intelligence VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 21 of 79

22 key communications decisions meetings issues outstanding issues completed issues. VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 22 of 79

23 Incident Commander Checklist Task Why How Immediate Actions Assess Situation Read this entire Checklist! To ascertain scale of response required and set initial objectives Obtain briefing from: Duty Managers Incident Commanders Divisions External agencies Ensure you: Identify actual and potential consequences Current actions Key stakeholders Commence log To keep an accurate record of the event Log pads are located in the ICS Kit Activate ECC (emergency coordination centre) and EMT (emergency management team section officers) Appoint acting replacement for YOUR NORMAL POSITION and delegate authority Arrange personal clerical support if needed Locate and wear Commander s tabard Obtain latest hospital census and call for 4,8,24 and 48hr projection report(s) from time of incident onset To establish effective command and control To ensure normal business activity continues To perform clerical duties in support of Emergency Commander So you can easily be identified by ECC staff Develop a picture of hospital in order to ascertain/ project capabilities Activate EMT members (as per rosters). Assemble at designated ECC. Tabards are stored in the ICS Kit Institute relevant/ required aspects of ICS Expand the Org. Chart horizontally and vertically as dictated by the incident. VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 23 of 79

24 Incident Commander Checklist Task Why How Authorise patient prioritisation assessment for purpose of early discharge Intermediate Actions Create capacity as/ if required Contact most senior Medical Officer available and instruct to commence prioritisation for assessment of early discharge. Notify stakeholders that ECC is activated To advise ECC operational Stakeholders to notify may include: CEO, COO, CFO Reception Facility Managers Others as required Develop objectives and strategies To set initial direction for EMT Write objectives and strategies on whiteboard Brief EMT on arrival To focus EMT on initial objectives Hold a planning meeting Current and projected situation Objectives Strategies Allocate responsibilities and tasks Timeframes Critical issues Set next meeting time Designate routine briefings with ALL Section Officers to receive status reports and update action plan Ongoing Actions Be aware, up to date and informed. Set boundaries and structures for Section Officers and Coordinators to function within Conduct 1 st briefing VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 24 of 79

25 Incident Commander Checklist Task Why How Liaise with external agencies Provide updates to CEO and/ or Board To ensure effective exchange of information To keep other agencies CEOs, Government and Board briefed Liaise at Senior Management or State Level Provide briefing on Current and projected situation Objectives and strategies Issues Coordinate and monitor EMT To ensure effective team response Participate in planning meetings Obtain briefings Observations Approve SITREPs, Incident Action Plans and Media Releases To ensure documents contain correct information Proof read and sign off Ensure staff safety and welfare To ensure accidents don t occur Provide Critical Incident Stress Management Issue safety alerts Arrange appointment of a Recovery/ Restoration Coordinator Handover briefing To ensure recovery/ restoration is effectively coordinated To ensure relieving Emergency Commander is fully briefed Arrange appointment of a Recovery/ Restoration Coordinator Handover briefing to include: SITREP Incident Action Plan Log Exchange tabard Direct all questions to incoming Emergency Commander VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 25 of 79

26 Incident Commander Checklist Task Why How Leave after 30 minutes VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 26 of 79

27 4.5 Finance and administration officer Mission monitor the utilisation of financial assets oversee the acquisition of supplies and services necessary to carry out the facility s mission supervise the documentation of expenditures relevant to the incident Immediate receive appointment from Incident Commander read this entire job action sheet and review the organisational chart put on position identification vest (tabard) obtain briefing from Incident Commander; assist in development of incident action plan appoint accounts and records, admin support and payroll coordinators (as required); distribute the corresponding job action sheets confer with section officers after meeting with Incident Commander; develop a section action plan establish a financial section operations centre ensure adequate documentation/ recording personnel Intermediate approve a cost-to-date incident financial status report submitted by the accounts and records coordinator every eight hours summarising financial data relative to personnel, supplies and miscellaneous expenses obtain briefings and updates from Incident Commander as appropriate relate pertinent financial status reports to appropriate officers and coordinators schedule planning meetings to discuss updating the section s action plan and termination procedures Extended assure that all requests for personnel or supplies are copied to the incident communications coordinator in a timely manner observe all staff, volunteers and patients for signs of stress and inappropriate behaviour; report concerns to psychological support leader VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 27 of 79

28 provide for staff rest periods and relief. 4.6 Liaison Officer Mission function as incident contact person for representatives from other agencies Immediate receive appointment from Incident Commander read this entire job action sheet and review the organisational chart put on position identification vest tabard obtain briefing from Incident Commander; assist in development of incident action plan confer with section officers after meeting with Incident Commander; develop a section action plan appoint additional liaison positions as required establish contact with incident communications coordinator review regional and local emergency organisational charts to determine appropriate contacts and message routing. E.g. SES, Police, CFA charts coordinate with media coordinator, government and patient information coordinators obtain information to provide inter-facility communication network, local and/ or regional responding units as appropriate and upon request. The following information should be gathered for relay: the number of immediate and delayed patients that can be received and treated immediately (patient care capacity) any current or anticipated shortage of personnel, supplies, etc. current condition of hospital structure and utilities (hospital s overall readiness status) number of patients to be transferred by wheelchair or stretcher to another facility any resources which are requested by other facilities (i.e., staff, equipment, supplies) VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 28 of 79

29 establish communication with the assistance of the incident communication coordinator with the inter-facility communication network, local and/ or with regional health officer relay current hospital status establish contact with liaison counterparts of each assisting and cooperating agency keep governmental Liaison Officers updated on changes and development of hospital s response to incident VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 29 of 79

30 4.6.3 Intermediate request assistance and information as needed through the inter-facility communication network (howsoever structured) respond to requests and complaints from incident personnel regarding inter-organisation problems prepare to assist human resources pool coordinator with problems encountered in the volunteer credentialing process relay any special information obtained to appropriate personnel in the receiving facility (i.e., information regarding toxic decontamination or any special emergency conditions) assist (if you can) the hr pool coordinator in enlisting additional staff and other hospital personnel willing to volunteer schedule planning meetings to discuss updating the section s action plan and termination procedures Extended inventory any material resources which may be sent upon official request (including method of transportation if appropriate) and inform Logistics Officer supply casualty data to the appropriate authorities; prepare the following minimum data: number of casualties received and types of injuries treated number hospitalised and number discharged to home or other facilities number dead individual casualty data: name or physical description, gender, age, address, seriousness of injury or condition observe all staff, volunteers and patients for signs of stress and inappropriate behaviour; report concerns to psychological support leader provide for staff rest periods and relief. VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 30 of 79

31 Liaison Officer Checklist Task Why How Immediate Actions Locate and wear Liaison tabard So you can be easily identified by ECC staff Tabards are found within the ICS Kit Commence log To keep an accurate record of the event Log pads are located in ICS Kit Obtain briefing from Commander and/ or outgoing Operations Coordinator Read this entire Checklist! Establish operational team (and transfer corresponding Checklists and Operational responsibility) So you re clear on the situation and expected outcomes To ensure effective command and control Attend team brief or ask: Current and projected situation Current and projected actions Objectives and strategies Current operational locations and site managers Communications links/ contacts in use Stakeholders involved Critical issues Reporting requirements What has been tried Identify contact in each business involved in operation including contractors and external agencies Establish communications channel and reporting protocols Begin drafting 1 st media release. To establish communications links with critical sites/ teams To collect information To attempt to control information outputs: timely accurate media releases including Display structure chart with names / contact details Notify operating areas and supporting agencies of contact numbers telephone, fax, VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 31 of 79

32 Intermediate Actions Liaison Officer Checklist Task Why How patient and relative briefings. Distribute Emergency contact numbers handbook for ECC Establish briefing arrangements and timings Attend ALL briefings and updates Collect, collate and display To remain aware of situation, progress and capable of developing required briefing content. To enable all ECC staff to access information Set operational priorities Distribute information e.g. utilise SITREPS Whiteboard displays Maps Charts Clipboards Show Correct At: on all displays Monitor operational and technical response To ensure you are up to speed at all times Participate in planning meetings Brief Incident Commander on section s status Maintain key events board Monitor resources To ensure effective use of resources Monitor staff welfare Monitor and display resource numbers/ locations Issue Time sheets for all resources deployed Handover briefing To ensure incoming Liaison Officer is fully briefed Handover briefing to include: VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 32 of 79

33 Liaison Officer Checklist Task Why How SITREP Incident Action Plan Log Exchange tabard Direct all questions to incoming Liaison Officer Leave after 30 minutes VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 33 of 79

34 4.7 Logistics Officer The Logistics Officer is responsible for providing the right facilities, services and material in the right place at the right time. In performing this function, the Logistics Officer will need to: obtain a briefing from the Commander plan organisation of the Logistics Section allocate tasks to section personnel prepare the Logistics portion of the Incident Action Plan (lap) process requests for additional facilities, services and materials establish and manage staging areas consider future support and service requirements Logistics Functional Units The range of activities the Logistics Section may undertake includes: facilities establishing facilities including cleaning, maintenance and security of these facilities undertaking assessment of facility preparedness - Facility System Status Report. procurement ordering equipment, supplies and personnel receiving, storing, issuing and servicing of equipment. transport arranges air support, couriers, ambulance, vehicle hire, taxis etc. communications plans and maintains all telecommunication usage IT infrastructure and utilisation. security escorting and protecting staff controlling perimeters and access managing evidence. contractors/ services scheduling VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 34 of 79

35 contacting credentialing site induction/ orientation determine and arrange catering requirements, planning menus, food safety temporary accommodation requirements mobile power and light. security escorting and protecting staff controlling perimeters and access managing evidence. VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 35 of 79

36 Immediate Actions Logistics Officer Checklist Task Why How Locate and wear logistics tabards So you can be easily identified by ECC Staff Tabards are found within the ICS Kit Commence log To keep an accurate record of the event Log pads are located in ICS Kit Obtain briefing from Commander and/ or outgoing Logistics Coordinator Read this entire Checklist! So you re clear on the situation and tasks to be done Attend team brief or ask: Expected duration Numbers of ECC staff Catering requirements Accommodation requirements IT support Facilities issues, Procurement issues, Services issues, Transport issues, Communications issues, Security issues, Contractor issues Establish operational team (and transfer corresponding Checklists and Operational responsibility) Facility Coordinator Procurement Coordinator Contractor/ Services Coordinator Transport Coordinator Incident Communications To ensure command and control Identify contact in each business involved in operation including contractors and external agencies VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 36 of 79

37 Logistics Officer Checklist Coordinator Security Coordinator Task Why How Establish communications channel and reporting protocols Brief ALL Logistics Section Coordinators on current situation and develop the section s initial action plan. Designate time for next briefing Arrange ECC access control Arrange parking for CHO ECC (where necessary) Arrange catering Intermediate Actions Maintain Emergency Management Team (EMT) roster Purchase ECC resources e.g. stationery, catering Maintain event financial records To establish communications links with critical sites/ teams To collect information All members on the same page and to establish initial action. To ensure ECC staff and visitors don t get locked in or out and restrict to authorised access only To ensure staff from other offices can get into head office quickly and without expense To ensure staff working long hours get meal breaks and snacks To ensure available staff for upcoming shifts To ensure adequate supplies To ensure we have an accurate record of costs at the end of the operation and enabling business s to recoup spent money Display structure chart with names/ contact details IAP, SITREPs Arrange for parking tickets to be validated/ refunded prior to staff leaving the building Use the Emergency contact numbers handbook to find a list of caterers Ring staff using the Emergency contact numbers Handbook. Check resources regularly. Use the Emergency contact numbers Handbook for supplier details. Keep all receipts, quotes and financial records. Also keep track of staff hours on time sheets for overtime costs. Arrange transport/ courier services As required See courier procedures Emergency VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 37 of 79

38 Logistics Officer Checklist Task Why How contact numbers Handbook. Arrange accommodation for ECC staff Prepare logistics section of Strategic Action Plan To Ensure safety of ECC Staff that have worked long hours, and late nights. It may be safer staying nearby rather than driving home To enables effective forward planning Check Emergency contact numbers Handbook or for accommodation closest to ECC. Use DRAFT Action Plan found in templates folder. Ensure back up ECC ready For contingency The ECC is assessed to ensure readiness. However in an event check that the alternate ECC is ready. Ensure ECC is safe For ECC and operational safety Contact Risk and Safety Coordinator Undertake risk assessment Ensure all communications are copied to the Incident Communications Coordinator To maintain accurate and timely records Use forms Document actions and decisions continually Accurate and timely records Use forms Handover briefing Observe all staff, volunteers and patients for signs of stress and inappropriate To ensure relieving Logistics Officer is fully briefed Early detection and response to stress and Handover briefing to include: SITREP Incident Action Plan Log Exchange tabard Direct all questions to incoming Logistics Officer Leave after 30 minutes Logistics Section staff are the most visible and mobile group of all respondents. As VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 38 of 79

39 Logistics Officer Checklist Task Why How behaviours Report concerns to Human Services Officer (Psychological Support Coordinator) Demobilisation stress related issues by expert team such they hold a unique role in observation and identification of inappropriate stress levels and or behavioural management of the stressors Finalise, collect and collate records To ensure adequate comprehensive records Use ECC filing folder as a guide. Ensure files are registered and given to <name of department/ service> Restore ECC environment and resources To ensure ready for next operation Look through stationery and kitchen stores. Reorder supplies through normal supplier (see Emergency contact numbers Handbook) Clean ECC To ensure ready for next operation Should the ECC need extra cleaning, contact contract cleaner (see Emergency contact numbers Handbook) Finalise overtime records To ensure staff receive correct pay Check ICS registers against Time Sheets and submit Time Sheets to FandA Officer (every 12 hours) Collect, return, repair and service equipment To ensure ready for next operation Check Resource Accounting Record for borrowed and loaned out equipment. Check printers and faxes for paper, alarms etc. VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 39 of 79

40 4.7.2 Filing System Please file all original material in the tabs provided: Sitrep incident action plan facility system status report volunteer/ credentialing form incident message record activity logs resource accounting record procurement summary time sheets media release s weather ECC staffing Correspondence Correspondence received from the following agencies is filed under the tabs: CFA VIC POLICE state emergency service FIRE SERVICES VIC ROADS DHS EPA state emergency operations centre district emergency operations centre local emergency operations centre 4.8 Operations officer Operations Officer Responsibilities VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 40 of 79

41 The Operations Office is responsible for managing the tactical response to the emergency. This requires the Operation Officer to: obtain a briefing from the commander establish an effective span of control develop the operations portion of the Incident Action Plan (lap) manage and supervise operational activity receive situation reports from operational teams determine the need for additional resources initiate recommendations for the release of resources report special incidents/ accidents maintain a log Span of Control An effective operation requires the establishment of an appropriate span of control. Span of control means, the practical limit to the number of resources and issue that one person can effectively manage. Limits to the span of control will vary and depend on factors such as: degree of uncertainty in decision-making degree of innovation or routine-ness in the activity being undertaken type of activities being undertaken experience of staff complexity of decision-making range and degree of risks agency relationships geographic area covered volume of information flow Sub Division of the Operation Function The Operations Function and its associated span of control is usually divided into geographical or functional units. The Operations Officer should be constantly monitoring the effectiveness of operational activities. Monitoring could include: assessing progress against objectives and strategies collecting and assessing Situation Reports from areas and functions VMIA Supplement BCM Guide for Healthcare - Draft 1.0 (Printed 01/08/2008) Page 41 of 79