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Continuity of Operations Plan

(COOP)

Disaster Recovery - Business Resumption Plan

(DR-BR)

Clark County Combined Health District

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Table of Contents

Section I: Scope of the Plan

Introduction 3

Purpose 3

Applicability and Scope 3

Plan Assumptions 4

Section II: Operational Concept

Warning Conditions 4

Vulnerability Assessment 5

Plan Activation 5

Initial Activation Following Plan Activation 6

Succession & Delegation of Authority 6

Essential Functions 7

Staff Resources 7

Responsibilities of Board of Health Members 8

Responsibilities of Professional Personnel 8

Responsibilities of Administrative Personnel 9

Responsibilities of Support Personnel 9

Responsibilities of Contract Personnel 9

Operating Hours 9

Communications 9

Security 9

Essential Records and Databases 10

Plan Termination 11

After Action Report 11

Section III: Plan Development, Training, Exercise and Maintenance

Plan Development and Maintenance 11

Training 11

Testing and Exercises 11

Attachments

Attachment A Essential Functions 13

Attachment B1 Order of Succession 16

Attachment B2 Delegation of Authority 17

Attachment C Personnel Responsibilities During Emergency Operations 18

Attachment D Alternate Workplace Facility 22

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Section I: Scope of the Plan Introduction As a governmental entity, the Clark County Combined Health District (CCCHD) is mandated to protect the health of the community. It is imperative that essential services be maintained in the event of an emergency. The Continuity of Operations Plan (COOP) and the Disaster Recovery / Business Resumption (DR / BR) Plan contained in this document describe the methods to be utilized in order to maintain the mandated / essential services needed to ensure that the public’s health and safety are not compromised. It is the responsibility of the Emergency Preparedness Coordinator to assure all plans have been reviewed and revised on an annual basis. This plan is also reviewed for alignment with relevant West Central Ohio regional plans, the Clark County Emergency Management Agency (EMA) Emergency Operations Plan and other components of CCCHD’s Emergency Response Plan (ERP). This plan reflects concepts outlined in the Centers for Disease Control and Prevention’s (CDC), Public Health Preparedness Capabilities: National Standards for State and Local Planning, March 2011.

Purpose This COOP provides policy and guidance to ensure the execution of essential functions in the event that the CCCHD Board of Health operations are threatened by a major emergency. Local health districts are responsible for the safety of their employees and have a moral and legal obligation to their employees and the community, to continue to operate in a prudent and efficient manner even during an impending or existing emergency. In the event of an emergency, the CCCHD Board of Health will make every effort to continue essential operations, subject to limitations of resources, such as materiel, equipment, and staff and volunteers. This plan outlines a comprehensive approach to ensure the continuity of essential services during an emergency while ensuring:

the safety and well-being of employees

the emergency delegation of authority

the safekeeping of essential records

acquisition of resources necessary for work activities

the capacity to work at alternative work sites as necessary

Applicability and Scope This plan is applicable when a public health response to an event or incident is necessary, and the resources of personnel and time needed for the response are greater than the resources available during the course of normal business.

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Plan Assumptions These assumptions outline the potential impact of a severe emergency upon the Health District’s organizational capacity to continue operations.

Plans to continue operations should be flexible to address the effects of an emergency on the Health District’s operations.

Any disaster may cause serious reductions in the availability of staff to work and / or their capacity to operate efficiently.

Staff numbers may be significantly reduced due to high levels of illness and hospitalization.

Staff may be lost due to significant mortality associated with disease or injury.

Remaining workers may be psychologically affected by disease, family concerns, concerns about economic loss, or fear, and require psychological assistance.

Staff may be reduced by the need for some workers to attend to family illness or to children remaining at home due to school closures.

Staff reductions may be temporary or may be long-term depending on the severity and nature of the emergency.

Emergencies serious enough to require the activation of this plan may warrant a Governor’s Declaration of a State of Emergency, and all its attendant powers facilitating emergency response.

A Local Declaration of Emergency may also be warranted.

In the event that the emergency affects other municipalities, mutual aid may not be available or may be severely limited.

In the event that the emergency affects other jurisdictions, state and federal assistance may be severely limited.

An emergency condition may require the reassignment of essential functions to other personnel or worksite relocations.

types of information and communications systems supporting operations during normal non-emergency periods may not be available.

Section II: Operational Concept

Warning Conditions Some infectious disease emergencies will be preceded by up to several months of warning signs before the disease actually affects staff levels. Other emergencies, such as a natural or technological disaster or a terrorist incident, may occur with little or no warning.

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The CCCHD will maintain routine awareness of the threat to the environment through normal reporting, and national / local reporting. Developing situations should be noted, with emphasis on worsening conditions that could develop into crisis events. Sources of awareness information include the, Ohio Department of Health (ODH), the CDC, the World Health Organization (WHO), and other appropriate entities. Warning conditions that may lead to activation of the plan may include, but not be limited to, the following:

Notification and follow-up information from the ODH regarding a novel virus alert or emerging infectious disease

Extensive or unusual usage of sick / family leave by personnel

Notification by the Ohio or Clark County Emergency Management Agency

Declaration of a State of Emergency by the Governor

Vulnerability Assessment The following items have been noted as having a significant impact on CCCHD operations:

Disruption/Disaster Short-term Impact (< 24 hours)

Medium Impact (> 24 hours and < 1

week)

Long-Term Impact (> 1 week)

Phone Outage x Power Outage x x Computer Virus x x Blizzard x x Loss of manpower x x x Technological Hazard (HazMat, Plane Crash) x x Civil Hazard (Terror/Bombing) x x x Natural Disaster (Tornado/Flood) x x x Fire x x x

Plan Activation

The plan will be activated upon notification of a public health emergency that may compromise the ability to conduct normal operations. The CCCHD may direct full or partial activation of the plan. The following steps should be considered:

Refer to Attachment B of the COOP-DRBR Plan for Order of Succession.

Notification of all CCCHD staff is crucial: o Use personal, email or phone communication during office hours. o Use after-hours staff call-down lists, i.e., the CCCHD Telephone Tree or the

HyperReach Notification System, if after necessary.

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Reassignment of personnel to ensure coverage of essential functions and the deployment of personnel and equipment / supplies as part of the Public Health Response may be necessary.

Significant alteration of work plans and assignments of staff to critical work areas may be necessary.

Consider use of contractors, extension of overtime for well workers, telecommuting, and similar alternatives to offset staff reduction.

Initial Actions Following Plan Activation Initial actions following plan activation will include: ____Utilize the list in Attachment A to identify Essential Functions ____Evaluate current staffing levels ____Use Attachment C to assure that Essential Functions have been assigned ____Notify employees that the plan has been activated ____Consider notifying the following stakeholders of plan activation:

o Springfield City Manager/ City Commission o New Carlisle City Management o Clark County Administrator / County Commission, o Township Trustees Village Mayors o Public Health Partners in West Central Ohio Region o Clark County Healthcare Coalition o Clark County Emergency Management Agency

____Implement alternative staff resource options:

o Increase staff hours o Arrange for staff to work at home through telecommunication o Engage contractors, o Increasing contractor hours

Order of Succession & Delegation of Authority The current order for succession in the CCCHD is listed in Attachment B. This may require amendment at various times during a public health emergency depending on availability of Board of Health members and staff. If an emergency results in loss of life, a major consideration will involve reconstitution of key leadership positions using surviving staff in accordance with the Order of Succession. An alternative health agent may be appointed to ensure 24 / 7 coverage during extended operations, or in the event of the death, illness, or unavailability of the current Health Agent.

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A Delegation of Authority form is part of Attachment B, is previously approved by the Board of Health, and may be edited quickly to use in the event that an emergency appointment is necessary. Following the incident, the primary effort will be restoring the office with adequate staff (and / or facilities) to support normal operations.

Essential Functions Essential functions are those functions that enable the CCCHD Board of Health to provide essential services, maintain the safety of employees and associates, maintain safe and quality operations, and respond to the public health emergency. Essential functions include those operations that are fundamental to protecting public health on a day-to-day basis as well as during a public health emergency. A checklist of essential functions is listed in Attachment A. The current list is a sample that may need editing at the time of emergency. Any task not deemed essential should be deferred until additional staff and resources are available and should be removed from the list. This list may be amended with appropriate additions and deletions as often as needed during the emergency to ensure that changing needs are adequately addressed. Consider the following in planning contingencies to provide essential functions:

Consideration of health, safety, and emotional well being of staff

Identification of mission critical systems

Capabilities to perform essential functions given specific losses of staff and expertise

Reliable logistical support, services, and infrastructure alternatives

Financial support for payroll and other expenditures

Communication among staff

Availability of computer / software support

Staff Resources Specific objectives of this plan include:

Ensuring the continuous performance of essential functions during an emergency

Protecting the safety and productivity of working staff

Reducing or mitigating disruptions to operations

Addressing behavioral health issues that may affect the organization

Pre-planning for potentially critical losses of staff through scheduling, telecommuting, identification of alternate resources, or the reduction or elimination of non-essential tasks

Reducing loss of life and minimizing damage and losses

Achieving a timely and orderly recovery from the emergency and resumption of normal activities and services to the community

The Health Commissioner or designee will assess staffing needs for each essential function and develop a contingency plan to provide for alternative staffing (refer to Attachment D). The plan will include:

Identification of essential functions (Attachment A)

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Plan to suspend non-essential functions

Evaluation of potential occupational health and safety issues related to emergency operations

Identification of contractors or other staff options that may alleviate problems resulting from staff loss

Identification of work options available through “telecommuting” or other off-site possibilities

Assessment of flexible leave options that would allow employees to address family needs while continuing to support the employing organization through a flexible work plan where feasible

Written notification to employees as to proposed contingency plans and compensation provisions, if feasible (see Attachment C).

Assessment of personnel issues surrounding overtime needs and disaster support / sharing of responsibilities among workers.

Training of workers on an annual basis with regard to contingency planning and the need for personal back up plans for transportation, family needs including childcare, etc. For an example, refer to the American Red Cross family preparedness planning website: http://www.redcross.org/services/prepare/0,1082,0_77_,00.html

Provision of behavioral / psychological assistance through an Employee Assistance Program, local or state resources, or health insurance provisions. For example, refer to the Centers for Disease Control and Prevention’s website on mental health resources for responders and health professionals: http://www.bt.cdc.gov/mentalhealth/

Transition of responsibilities according to job function analysis will occur throughout the duration of an emergency. Re-deployment of personnel should be evaluated on a regular basis to ensure continuity of critical operations. (See Attachment C: Personnel Responsibilities During Emergency Operations)

Responsibilities of Board of Health Members The responsibilities of the Board of Health and Health Commissioner will be to provide direction and control. Board of Health members are the appointing authority and are responsible for appointing agent(s) to act on their behalf should the incumbent Health Commissioner be unavailable for work (See Attachment B).

Responsibilities of Professional Personnel The responsibilities of professional personnel will be to support critical operations as identified by the Board of Health and Health Commissioner. In the event of a public health emergency, such as an infectious disease outbreak or pandemic, the Incident Commander is most likely to be the health commissioner or a division director. Professional personnel may be re-deployed to programs requiring assistance outside of their standard functional job definition. In the event of a public health emergency, such as an infectious disease outbreak or pandemic, the ICS Section Chief for Operations is most likely to be a division director. ICS is utilized in all exercises and would also be in place during any emergency event.

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The CCCHD Vital Statistics Registrar will provide information from death certificates to develop mortality data for the community.

Responsibilities of Administrative Personnel Administrative personnel will be responsible for providing support across the organization for key operations such as personnel timesheets, emergency logs, essential records maintenance including morbidity and mortality data, database management, emergency payroll, expedited financial decision-making, accounting systems, and other similar functions. They may be re-deployed to other programs requiring additional assistance, such as Points of Dispensing Sites (PODS).

Responsibilities of Support Personnel

Support personnel will be responsible for providing services across the organization as necessary, and may be re-deployed to other programs requiring additional assistance. Support personnel may include Medical Reserve Corps (MRC) members or other volunteers.

Responsibilities of Contract Personnel

Contract personnel will be responsible for their assigned job function, but may be re-deployed where feasible across operations.

Operating Hours During emergency operations, the Health Commissioner or designated individual will determine the hours of work for staff and other support assistants.

Communications All communications systems are evaluated through periodic exercises, drills, and trainings for interoperability and availability during emergencies. Communications include at least two independent systems, and at least one of those systems being independent of the commercial telephone, cell phone, and commercial power systems. It should be assumed that cell phones, landline phones and faxes, and e-mail (unless within a satellite system on a computer system with back-up emergency power) might not be available during an emergency. More reliable systems to consider for emergency use include the MARCS radio system, two-way pagers, other short-range two-way radio systems, and the services of amateur radio (HAM) volunteers. Cell phone numbers, email addresses, and other emergency contact information are compiled into an emergency communications directory that is readily available to all staff that may be deployed. The directory includes contact information both for BOH and resources outside the BOH necessary to core operations. The Clark County EMA provides a Resource Directory that is revised annually and distributed to agencies and individuals. The Resource Directory is available in hard copy for specified staff and on the CCCHD server for access by all staff.

Security Ensure that security provisions are in place for the following:

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CCCHD staff, other support staff / volunteers

Offices

Dispensing sites

Essential records

Equipment, supplies and materials

Vaccines and medications Ensure that security provisions cover:

Criminal threats, such as assault or theft of medications

Unauthorized entry

Physical damage to premises (flood, fire, tornado, etc.)

POD site(s) security, if in operation, that includes vaccines and antiviral medications at the County Dropsite, during transporting and at the POD site(s)

Essential Records & Databases Staff will be deployed during an emergency to ensure the protection and ready availability of electronic and hardcopy documents, references, records, and information systems needed to support essential functions under the full spectrum of emergencies. Agency staff are identified before an emergency as authorized users in order to have full access to use records and systems to conduct their essential functions. All essential records and databases are backed up offsite. Both 529 E. Home Road and 2685 E. High Street locations have backup generators functioning and exercised weekly. Categories of such records may include, but not be limited to:

Emergency Operating Records - Essential records required for the continued functioning or reconstitution of the BOH during and after an emergency:

Emergency plans and directives

Orders of Succession

Delegations of Authority

Staffing assignments

Records of a policy or procedural nature (SOGs, SOPs, protocols, procedures, etc) that provide staff with guidance and Information, resources necessary for conducting operations during an emergency and for resuming normal operations at its conclusion

Contracts for goods and services

Contracts for support staff

Official personnel files

Inventory records

Morbidity and mortality data

Emergency time logs

Emergency logs of actions taken including designated ICS forms

Emergency expenditures and other pertinent financial information

Isolation orders and records

Quarantine orders and records

Immunization records

Prophylaxis records

Vital Statistics records

Records of other public health directives

The Health Insurance Portability and Accountability Act (HIPAA) - 1996 guidelines will be observed for handling medical records

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Plan Termination Termination of contingencies will be initiated after staff resources have returned to normal levels and an emergency no longer exists. When sufficient functions have been restored at the original work site or alternate site, the Health Commissioner, or his / her designee can order the termination of contingencies.

After Action Report / Improvement Plan An After Action Report / Improvement Plan will be developed within 60 days of the plan termination. Recommendations for improvement will be linked to an Improvement Plan timeline.

Section III: Plan Development, Training, Exercise, and Maintenance

Plan Development and Maintenance The Health Commissioner and the Emergency Preparedness Coordinator (EPC) along with the CCCHD ERT is responsible for the development, annual review, and update of viable contingency plans for continuity of operations for the CCCHD Board of Health.

Training All staff will be trained periodically in the following as appropriate:

COOP and other CCCHD plans

Security protocols (staff, supplies, facilities)

Family emergency planning

Potential emergency re-assignment

Alert and notification of emergencies

Mobilization during emergencies

Maintenance of essential records, including back-ups

Public and confidential record keeping

Communications

Behavioral health resources

Computer support resources

Volunteer resources

Contract resources

ICS and IS Training per the Multiyear Training and Exercise Plan

Testing & Exercises Continuity of Operations will be tested at least once a year during the course of an emergency exercise. Elements of the exercise may include, but are not be limited to:

Alert and notification of staff

Mobilization of staff

Use of all communications systems

Shift change including briefing and Just-in-Time training

Essential functions

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Understanding of the ICS method of operation during an emergency and how it relates to the essential functions of the health district in order to ensure staff can work effectively as assigned under either scenario.

Exercises may assume that 40% of the staff is unavailable due to the emergency. Emergency scenarios vary from year to year, and may include biological, technological, and natural hazards as deemed appropriate. Scenario messages indicating which BOH and staff members are unavailable due to illness, injury, death, family commitments or being out of the area on vacation or professional business must be varied from exercise to exercise and must include all levels of the health district. Personnel need to better understand that their day-to-day supervisor may not be the person that they report to while working under the ICS. Additional participants in exercises may include Law Enforcement, Fire / EMS, EMA staff, American Red Cross, the Volunteer Reception Center, MRC, or other volunteers as deemed appropriate. Exercises may be local or regional in nature

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ATTACHMENT A Checklist of Essential Functions

Check all the essential functions that apply during the current emergency. Some functions are the day to day responsibility of CCCHD and others pertain to present emergency conditions. Print new copies of this page and revise as often as needed as the situation changes.

Check if indicated

in specific situation

Task

Suggested time for implementation if

applicable

Personnel Assuring Task is

Assigned and Implemented

< 24 hrs.

<48 hrs

> 48 hours

Implement ICS, Assign Command Staff, initiate planning x Health Commissioner, Incident Commander or Core Management Team

Assign Public Information Officer x Health Commissioner, Incident Commander

Joint Information Center x Public Information Officer

Notify Emergency Preparedness Coordinator (EPC) x Health Commissioner, Incident Commander

Notify ODH x Health Commissioner/Incident Commander or designee

Communicate/Liaison with Clark County Emergency Management Agency (EMA)

x EPC or Liaison Staff

Advise Board of Health and Medical Director x Health Commissioner/Incident Commander or designee

Implement limitations of movement x Health Commissioner/Incident Commander or designee

Maintenance of quarantined persons x Core Team or Planning Section

Destruction of infected property x Core Team or Operations Section

Birth / Death records registered x Vital Stats/ Planning Section

Logistical support including procuring emergency supplies x Administration/ Logistics Section

Time Tracking, Payroll x Administration/ Finance

Surveillance, Epidemiology x Communicable Disease staff/ Planning

Communicable Disease Investigations x Communicable Disease staff/ Planning

Monitor for Secondary Outbreaks x Communicable Disease staff/ Planning

Operation of Dispensing sites x Nursing Division/Operations

Vaccine/medication security x Incident Commander/ command and general staff

Vaccination and Prophylaxis for staff/ families x Nursing/Operations

Risk communication to partner agencies and establish lines of communication-distribute contact information (EMA, Sheriff, ARC, schools, physician offices, etc)

x Incident Commander/ command and general staff/Planning

Guidance to other local departments (especially police, fire, EMS, building inspectors) on personal protection from infectious disease and environmental hazards.

x Incident Commander/ command and general staff/Planning

Risk communication and guidance provided to the community on protective actions to be taken against public health hazards.

x Public Information Officer/Planning

Food inspections specific to emergencies x Environmental Staff/Operations

Environmental sampling x Environmental Staff/Operations

Emergency complaints regarding sanitation or environmental health code x Environmental

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Staff/Operations

Sanitary/environmental code complaints (private water and/or sewage, solid waste, etc)

x Environmental Staff/Operations

Inspection of Emergency Shelters x Environmental Staff/Operations

Maintenance of water treatment x Environmental Staff/Operations

Consult on safe drinking water x Environmental Staff/Operations

Waste Disposal x Environmental Staff/Operations

Septic system Inspections x Environmental Staff/Operations

Other:

Other:

Other:

Staff and Office Support

Computer support/ Computer Back ups x Incident Commander/ command and general staff/Planning

Restoration of Communication methods (telephone, MARCS, etc.) x Incident Commander/ command and general staff/Planning

Behavioral health support x Incident Commander/ command and general staff/Planning

Meals/Sustenance x Incident Commander/ command and general staff/Planning

Child Care for workers x Incident Commander/ command and general staff/Planning

Other:

Other:

Other:

Maintain Vital Records

Emergency Plans and Directives x Planning/Documentation Unit

Orders of succession x Planning/Documentation Unit

Delegations of authority x Planning/Documentation Unit

Staffing Assignments x Planning/Documentation Unit

Records of policy or procedural nature that provide staff with guidance for operations

x Planning/Documentation Unit

Information resources necessary for conducting operations during an emergency

x Planning/Documentation Unit

Contracts for goods/services x Planning/Documentation Unit

Contracts for support staff x Planning/Documentation Unit

Official personnel files x Planning/Documentation Unit

Inventory records x Planning/Documentation Unit

Morbidity and mortality data x Planning/Documentation Unit

Time Logs x Planning/Documentation Unit

Activity Logs (i.e. 214 forms) x Planning/Documentation Unit

Emergency expenditures x Planning/Documentation Unit

Isolation or quarantine orders/records x Planning/Documentation Unit

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Dispensing records x Planning/Documentation Unit

Vaccination records x Planning/Documentation Unit

Other:

Other:

Other:

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Attachment B-1

Order of Succession

The following is the Order of Succession for the Clark County Combined Health District.

Name Title Contact Information 1.) Charles A. Patterson Health Commissioner (937) 390-5600 work

(937) 925-5959 cell 2.) Larry Shaffer Director, (937) 390-5600 work Environmental Health (937) 925-5954 cell 3.) Susan Bayless Director, Nursing (937) 390-5600 work (937) 925-5957 cell

4.) Lori Lambert Director, Early (937) 322-2099 work Childhood (937) 925-5913 cell 5) Carolyn Williams Director, WIC (502) 614-0636 cell

6) Christina Conover Project Manager, (937) 925-5958 cell Administration (937) 342-8966 home 7.) Jacquie Thornburg Administrative Assistant (937) 390-5600 work (937) 925-5950 cell 8.) Additional staffing resources in the Order of Succession include supervisors in:

Environmental Health Division,

Nursing Division

Early Childhood Division

WIC Division .

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Attachment B-2 Delegation of Authority Form

The Clark County Combined Health District Board of Health, appointing authority, confirms its approval of the Order of Succession of staff positions as listed in the Continuity of Operations Plan (COOP) Attachment B-1 regarding management of the health district in the absence of the health commissioner. The need may occur during an emergency event or during a period of time other than an emergency in which the health commissioner is unable or unavailable to conduct the duties of the position. It is understood that if any staff person / position that follows in the listing of the Order is also unavailable, the next person / position will be considered the official appointee. In this resolution of the approval of the stated Order of Succession, the Clark County Combined Health District Board of Health ensures that no future need will exist to approve or appoint any succeeding person / position if the procedure of the Order of Succession is followed. NOTE: Defining of the extent of authority for each appointee is further addressed in procedural documents kept by the Administrative Assistant to the Health Commissioner. ___Signature on file_________________________________________ Signature, Clark County Board of Health President _______________________________________ Print Name Date______________________

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Attachment C Personnel Responsibilities during Emergency Operations

This section should include all the essential functions that are listed in Attachment A, along with name(s) to which they have been assigned. Contractors, volunteers, or personnel from other departments may be listed if appropriate. As with Attachment A, this list should be amended at the time of emergency to drop any items that are not essential and to add additional essential tasks. Assignments will be made at the time of the incident.

Check if indicated

in specific situation

Task

Suggested time for implementation if

applicable Personnel Assigned to Task < 24

hrs. <48 hrs

> 48 hour

s

Implement ICS, Assign Command Staff, initiate planning x

Assign Public Information Officer x

Joint Information Center x

Notify Emergency Preparedness Coordinator (EPC) x

Notify ODH x

Communicate/Liaison with Clark County Emergency Management Agency (EMA)

x

Advise Board of Health and Medical Director x

Implement limitations of movement x

Maintenance of quarantined persons x

Destruction of infected property x

Birth / Death records registered x

Logistical support including procuring emergency supplies x

Time Tracking, Payroll x

Surveillance, Epidemiology x

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Communicable Disease Investigations x

Monitor for Secondary Outbreaks x

Operation of Dispensing sites x

Vaccine/medication security x

Vaccination and Prophylaxis for staff/ families x

Risk communication to partner agencies and establish lines of communication-distribute contact information (EMA, Sheriff, ARC, schools, physician offices, etc)

x

Guidance to other local departments (especially police, fire, EMS, building inspectors) on personal protection from infectious disease and environmental hazards.

x

Risk communication and guidance provided to the community on protective actions to be taken against public health hazards.

x

Food inspections specific to emergencies x

Environmental sampling x

Emergency complaints regarding sanitation or environmental health code x

Sanitary/environmental code complaints (private water and/or sewage, solid waste, etc)

x

Inspection of Emergency Shelters x

Maintenance of water treatment x

Consult on safe drinking water x

Waste Disposal x

Septic system Inspections x

Other:

Other:

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Other:

Computer support/ Computer Back ups x

Restoration of Communication methods (telephone, MARCS, etc.) x

Behavioral health support x

Meals/Sustenance x

Child Care for workers x

Other:

Other:

Other:

Emergency Plans and Directives x

Orders of succession x

Delegations of authority x

Staffing Assignments x

Records of policy or procedural nature that provide staff with guidance for operations

x

Information resources necessary for conducting operations during an emergency

x

Contracts for goods/services x

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Contracts for support staff x

Official personnel files x

Inventory records x

Morbidity and mortality data x

Time Logs x

Activity Logs (i.e. 214 forms) x

Emergency expenditures x

Isolation or quarantine orders/records x

Dispensing records x

Vaccination records x

Other:

Other:

Other:

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Attachment D Alternate Workplace Facility

In the event of an emergency, if the Board of Health’s primary location cannot be occupied, an alternate workplace facility will be used to conduct essential functions. Primary Location: The administration of the Clark County Combined Health District occurs at 529 East Home Road, Springfield, Ohio, 45503.

o This is the primary point of contact address for CCCHD. Alternate Location: A designated alternate worksite is the WIC-Early Childhood Center, 2685 E. High Street, Springfield, OH 45505

o This site houses the Early Childhood and WIC Divisions of the CCCHD along with multiple other agencies.

o The building contains sufficient space to house staff and equipment needed to maintain essential services and activities during a timeframe in which the CCCHD main office would not be feasible for use.

o The site contains adequate computer and phone services for the conducting of business. Additional space at the site could be available if necessary.

o This site will be tested as the alternate Department of Operations Center (DOC) for CCCHD. Clark County Emergency Operations Center/Alternate Site: The primary CCCHD facility at 529 East Home Road, Springfield, Ohio, 45503 is the designated alternate Clark County EMA Emergency Operations Center.

o An MOU is in place with the EMA to provide this service and the site has been exercised to identify areas needing improvement.

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Date Revision

Number Description of Change

Pages

Affected

Reviewed or

Changed by

2006 1 Original November 2006 JAndrews

2009 2 Revised February 2009 JAndrews

2010 3 Revised May 2010 JAndrews

2011 4 Revised July 2011 JAndrews

2012 5 Revised July 2012 JAndrews

2015 6 Revised July 2015 CConover

2015 7 Add language about generators

Revise language about back up to server off site

Change language about ICS-IS class requirements

Changes to attachment D

Page 12, 14,

Attach D

CConover

11/2015 8 Changes to Attachment A

Changes to Attachment C

Attach A,

Attach C

C.Conover

07/2016 9 Changes to Attachment B-1: updated Order of Succession to

reflect personnel change in WIC

Attach B-1 C.Conover