2008 Arizona pandemic influenza operational plan 
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2008 Arizona
Pandemic Influenza Operational Plan
Susan Gerard, Director
Arizona Department of Health Services
July 9, 2008 Executive Summary
An outbreak of a highly pathogenic and transmissible Type A Influenza virus has the potential to negatively impact our communities and our livelihoods. Arizona’s goal, and the goal of the U. S. Department of Health and Human Services, is to minimize the impact of a pandemic influenza event on Arizonans.
The response to a pandemic influenza event is not only a public health emergency, but will require the strength and resolve of years of emergency preparedness and response planning, system capabilities, and partnership development. It will require local and state agencies, non- governmental organizations, and others to work closely to slow the spread of the pandemic, protect Arizona’s critical infrastructure, and to ensure Arizona can quickly restore social and economic legitimacy following the pandemic experience.
The 2008 Arizona Pandemic Influenza Operational Plan ( Plan) was compiled as a coordinated effort among over 25 local, state, and federal agencies and non- governmental organizations. The Plan addresses three main strategic goals: ( 1) ensure continuity of operations of state agencies and continuity of state government; ( 2) protect citizens; and ( 3) sustain and support 17 critical infrastructure sectors and key assets. These organizations and agencies helped to provide direction and content for the following major functional areas within each strategic goal:
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Sustaining Operations of State Agencies
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Public Health Continuity of Operations Planning
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Continuity of the Food Supply System
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Responding to Agriculture Emergencies and Maintaining the Food Safety Net Programs
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Uniformed Military Services Needs and Assets;
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Transportation
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Epidemiological Surveillance and Laboratory Capacity
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U. S. Ports of Entry
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Community Mitigation Interventions
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School Closure
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Medical Countermeasures
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Mass Vaccination
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Healthcare and Hospital Preparedness
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Mass Fatalities
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Communications
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Mitigating the Impact on Workers in the State
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Official Communications Mechanisms for Foreign Missions
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Emergency Medical Services and 9- 1- 1 Preparedness
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Public Safety and Law Enforcement
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Critical Infrastructure Protection and Private Sector Coordination
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Contents
Contributing Agencies................................................................................................................... 5
Generic Planning Principles and Assumptions.......................................................................... 10
Documentation of Preparedness Plans....................................................................................... 15
Plans and Documents that are Referenced in the 2008 Arizona Pandemic Influenza Operational Plan Appendices...................................................................................................... 16
National Incident Management System ( NIMS)........................................................................ 18
Sustain Operations of State Agencies......................................................................................... 22
Public Health Continuity of Operations..................................................................................... 42
Continuity of the Food Supply System........................................................................................ 64
Agricultural Emergencies and Food Safety Net Programs........................................................ 78
Uniformed Military Services Needs and Assets.......................................................................... 95
Transportation................................................................................................................. .......... 107
Epidemiological Surveillance.................................................................................................... 119
Laboratory Capacity................................................................................................................... 149
U. S. Ports of Entry..................................................................................................................... 157
Community Mitigation Interventions........................................................................................ 166
School Closure........................................................................................................................ .. 188
Medical Countermeasures......................................................................................................... 209
Mass Vaccination.................................................................................................................... .. 227
Healthcare and Hospital Preparedness..................................................................................... 256
Mass Fatalities..................................................................................................................... ..... 273
Communications................................................................................................................. ...... 280
Mitigating the Impact on Workers in the State......................................................................... 308
Official Communications Mechanisms for Foreign Missions................................................. 328
Emergency Medical Services Preparedness.............................................................................. 332
Public Safety Answering Points Preparedness......................................................................... 345
Public Safety and Law Enforcement......................................................................................... 356
Critical Infrastructure Protection, Planning, Preparedness, Response, and Recovery.......... 357
Public- Private Partnerships and Support Networks................................................................. 358
National Infrastructure Protection Plan Risk Management Framework............................... 359
Critical Infrastructure Information Sharing and Protection Initiatives................................. 360
Emergency Preparedness Activities for Critical Infrastructure............................................... 361 3
Integrate Government with Public- Private Sector Critical Infrastructure.............................. 362
Prioritize and Allocate Scarce Resources................................................................................. 363
* Appendix B. 14 has been omitted due to original formatting of U. S. Department of Health and Human Services ( USDHHS) Federal Guidance document.
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Contributing Agencies
Agency
Name
Signature
Susan Gerard
Will Humble
Cam Hunter
Teresa Ehnert
Paul Barbeau
Joel Bunis
Laura Erhart
Rob Evans
Kathy Fredrickson*
Jennifer Herbert*
Jean- Robert Jeoffroy
Don Kautz
Ken Komatsu
Charles Lacy- Martinez
Arizona Department of Health Services
Elisabeth Lawaczeck
5
Andrew Lawless
Chris Lyons
John Meyer
Bryan Mitchell
Terry Mullins
Alan Oppenheim
Ethan Riley
Carrie Senseman
Bill Slanta*
Joe Urrea
Scott Voss
Tina Wesoloskie
Steve Bold
Marie Isaacson
Arizona Department of Administration
Barbara Jaeger*
Arizona Department of Agriculture
Dart Easterday
Arizona Association of Food Banks
Ginny Hildebrand
6
Arizona National Guard
Gabriel Almendarez
Arizona Department of Education
Jean Ajame
Carol Hartman
Bill Tait
Arizona Department of Transportation
Mike Veucasovic
Governor’s Office
Marco Lopez
U. S. Customs and Border Protection
Jason West
Arizona Board of Regents
Nancy Tribbensee
Ryan Goosley
Mariano Gonzales
Jan Kimmel
Judy Kioski
Matt Parks
Arizona Division of Emergency Management
Beth Zimmerman
Jeanne Harmon
Arizona Department of Economic Security
Kathy Waite
Phoenix Fire Department
David Leinenverber
7
Arizona Department of Homeland Security
Fernando Reyes
Arizona Department of Public Safety
Ken Morris*
Arizona State Court System
Niki O’Keeffe
Arizona Counter Terrorism Information Center
Todd White
Arizona Department of Corrections
Vincent Scarfo
Arizona Department of Juvenile Corrections
Billy Mitchell
METRO Light Rail
Larry Engleman
* Due to scheduling conflicts, some signatures could not be obtained.
ADHS would also like to thank the following agencies and individuals for their support of the 2008 Arizona Pandemic Influenza Operational Plan:
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Daniel Bergin, Associate General Counsel, Arizona State University
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LeEtta Overmyer, Deputy Vice President for University Administration, Arizona State University
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Alisa Diggs, Maricopa County Department of Public Health
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Dr. Robert French, Maricopa County Department of Public Health
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Dennis Cvancara, Maricopa County Department of Emergency Management
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Elizabeth Lueck, Cochise County Health Department
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Don Walker, Navajo County Health Department
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Dr. Ted Noon, Arizona Department of Agriculture
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Dr. Rick Willer, Arizona Department of Agriculture
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Dr. John Hunt, Arizona Department of Agriculture
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Lorie Mayer, Arizona Healthcare Cost Containment System ( AHCCCS)
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David Drennon, Arizona Department of Commerce
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Charlene Crowell, Arizona Department of Housing
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Lisa Meyerson, Government Information Technology Agency ( GITA)
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Louise Smith, Phoenix Fire Department
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Mark Naugle, Arizona Department of Emergency and Military Affairs
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Michael Myers, U. S. Customs and Border Protection
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Karen Ashley, Arizona Department of Homeland Security
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David Gambill, CDC
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COL Felicia French, Arizona National Guard
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LTC Charles J. Parisi, Arizona National Guard
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Patty Simpson, Arizona Department of Public Safety
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Antonio Hernandez, Arizona Department of Health Services
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Terry Digman, Arizona Department of Health Services
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Tim Singleton, Arizona Department of Health Services
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April Lawless, Arizona Department of Health Services
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Don Wolley, Arizona Department of Health Services
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Ramona Hernandez, Arizona Department of Health Services
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Juanita Roberts, Arizona Department of Health Services
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Gloria DeShazer, Arizona Department of Health Services
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Susan Goodykoontz, Arizona Department of Health Services
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Michelle Johnston, Arizona Department of Health Services
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Ruth Penn, Arizona Department of Health Services
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Andie Denious, Arizona Department of Health Services
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LaKeta Kemp, Arizona Department of Health Services
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William Frank, Arizona Department of Health Services
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Dr. Karen Lewis, Arizona Department of Health Services
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Ben Stepleton, Arizona Department of Health Services
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Dr. Rebecca Sunenshine, Arizona Department of Health Services
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Dr. Peter Kelly, Arizona Department of Health Services
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Mary Wiley, Arizona Department of Health Services
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Generic Planning Principles and Assumptions
The following overarching principles and assumptions are generic planning assumptions for this plan. Planning assumptions specific to a particular strategic goal and operating objective are discussed within particular planning elements in the respective appendices.
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In Arizona, an influenza pandemic would result in numerous persons ill with influenza. The number of persons hospitalized would exceed the capacity of these institutions. Additionally, the number of deaths due to influenza like illness ( ILI) would rise above regular influenza season rates. This plan was developed to promote an effective and coordinated response, from the interpandemic period through the end of the pandemic period.
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The vaccine for the pandemic strain will become available 4- 6 months or more after the start of the influenza pandemic. Exception: A vaccine for H5N1 influenza could become available sooner as it is currently in the last phase of clinical trials. The source for this assumption and other assumptions is the document produced by CDC entitled, “ Pandemic Influenza Vaccination: A Guide for State, Local, Territorial, and Tribal Planners ( December 11, 2006) Source: Pages 1 and 2 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf.
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The release of influenza pandemic vaccine in the first few months may be unlicensed by FDA, but available under the Investigational New Drug ( IND) provisions or Emergency Use Authorization of Medical Products.
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The federal government will purchase all pandemic vaccine through the first year ( 12 months). Other private and public funding sources will be responsible for purchase of vaccine after the first year. Source: Page 4 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf
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The influenza pandemic vaccine will be allocated to Arizona based on the proportion of the US population. According to the 2006 US Census estimates, Arizona’s population is 6.1 million ( pro rata of 2%) of the US population of 301 million. Source: http:// www. census. gov/. Source: Page 4 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf
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The national production of the influenza pandemic strain is estimated at a rate of 5 million to 10 million doses per month. Arizona’s 2% portion is 100,000 to 200,000 doses a month. Weekly shipments of 25,000 to 50,000 are expected. Source: Pages 6- 7 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf
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The federal government will provide vaccine to Arizona based on the federal priority groups, which are subject to change. Although Arizona will be required to vaccinate according to the national priority groups, the state will have some flexibility in defining priority groups and subprioritizing within them. Source: Page 4 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf
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The federal government will be responsible for the vaccination of all federal employees working in Arizona. This include the federal correction facilities staff and prisoners, Veterans Administration ( VA) employees and clients, Indian Health Service staff, Public Health Service employees, Transportation Security Administration ( TSA), federal Air traffic controllers, federal Homeland Security employees, federal border patrol agents, and etc. Source: http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf
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The influenza pandemic vaccine manufacturer( s) will have capabilities to ship up to 100 sites in Arizona. Source: Page 7 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf
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The providers in the state will be vaccinating individuals with season influenza vaccine during October through March. Seasonal influenza vaccine expires June 30th each year.
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The contraindications to influenza pandemic vaccine are the same as the seasonal injectable egg- based influenza vaccine.
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It is expected that a flu pandemic would cause widespread morbidity and mortality and might affect 40% of the workforce or more over a period of many months depending on incidence of disease within a community. Staff reductions may occur due to staff illness or death or due to family responsibilities related to the emergency. Problems may arise from illness in family, closure of schools, lack of caregiver support, or similar instances that prevent employees from coming to work. Such situations could decrease existing staff levels to critically low levels and threaten the capacity of the organization to continue operations.
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Staff levels 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 behavioral assistance.
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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.
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Emergencies serious enough to require the activation of this plan will almost certainly warrant a Governor’s Declaration of a State of Emergency and local declarations of emergency.
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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.
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An emergency condition may require the reassignment of critical functions to other personnel or worksite relocations.
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Some of the information and communications systems supporting operations during normal non- emergency periods may not be available.
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A new virus subtype will likely emerge in a country other than the United States, although a novel strain could first emerge in the United States.
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Arizona’s temporary residents, winter visitors, migrant workers and tourists will create a potential vaccination target population of nearly double that of the permanent resident population.
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When the pandemic transpires, laboratory reagents and personnel will be in short supply and will have to be allocated on a priority basis based upon a matrix designated by the State of Arizona Public Health Laboratory.
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An increase in testing to support increased demand for outbreak investigations based upon a priority matrix designated by the State of Arizona Public Health Laboratory.
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Agencies retain operational control of their communications systems and equipment during emergency operations.
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The State Health Alert Network will be functional throughout the incident.
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External vendors will continue to provide services according to existing contracts.
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The combined expertise and capabilities of government at all levels, the private sector and non- governmental organizations in the State of Arizona may be required to prevent, prepare for, respond to, and recover from a pandemic influenza.
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Adequate staff and facilities may or may not be available at hospitals and local levels for providing healthcare during a pandemic influenza in the State of Arizona.
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Refrigerated storage area where large numbers of remains can be processed will be needed. Additional Secure storage area will be required for personal effects.
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Large increases in mortuary affairs supplies and equipment ( e. g., HRP and litters) may be needed for the numbers of dead far exceeding normal capabilities.
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Refrigerator trucks most likely will not be available because many agencies are planning to use them and they will be needed to keep the infrastructure running ( i. e. refrigerated food stuffs to supermarkets).
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School district governing boards and charter school boards are responsible for ensuring that their schools are as prepared as possible to respond to emergency situations, including influenza pandemic.
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When the pandemic occurs, vaccines and medicines will be in short supply and will have to be allocated on a priority basis.
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Arizona has a very transit population and given modern travel patterns we anticipate little warning before outbreaks begin in Arizona.
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Each State Agency has developed an emergency communications plan and advised employees regarding the plan. Each State Agency has educated its employees regarding pandemic preparedness information.
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An emergency/ disaster may cause significant damage to the economic and physical infrastructure.
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The response capability of the affected local government will be quickly overwhelmed and will necessitate state and possibly federal government assistance.
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Information management and the capacity to share critical information with the residents of the state will be vital during a pandemic.
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Residents whose employment status is impacted by a pandemic will need information regarding services specific to the needs arising from loss of employment.
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Outbreaks are expected to occur simultaneously, preventing shifts in resources that commonly occur in other natural disasters.
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Public safety agencies are likely to face increased demands while operating with a reduced workforce due to pandemic impact on agency employees and families.
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Due to manpower limitations, the public safety response to a pandemic will require interaction and involvement by all federal, state, and local public safety agencies in each affected jurisdiction.
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To effectively address public safety issues during a pandemic, law enforcement agencies will also need to provide proper protection to employees working in high risk environments for exposure.
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Realizing that employees cannot effectively focus on critical duties while worrying about their families, public safety agencies need to consider family support to retain confidence in employee capabilities.
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The influenza pandemic will affect some portion of the general population, government agencies ( local, State and national), retail and wholesale grocery industry and other elements of the food system.
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Depending on the severity of the influenza pandemic, access to retail grocery outlets may or may not be available.
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The most vulnerable population in the case of the lack of retail grocery outlets access will be infants.
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Documentation of Preparedness Plans
ADHS maintains an overarching Public Health Emergency Response Plan accompanied by several annexes and incident annexes. While these plans all dovetail from the overarching plan, each plan is a stand alone document that addresses the planning pieces specific to that public health component or incident. This 2008 Arizona Pandemic Influenza Operational Plan falls within the Incident Annex of Pandemic Influenza and is complementary to the ADHS Pandemic Influenza Response Plan dated June 2006.
ADHS derives its authority to respond and coordinate resources during a public health emergency from Arizona Revised Statutes ( ARS) § 36- 781 et seq. Additionally, ADHS roles and responsibilities are outlined within various Emergency Support Functions ( ESFs) within the State of Arizona Emergency Response and Recovery Plan ( SERRP) maintained by the Arizona Division of Emergency Management ( ADEM).
The SERRP for Arizona is organized to reflect the National Response Framework ( NRF) ESFs. ADHS is the lead state agency for the following ESFs, appendices, and annexes of the SERRP:
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ESF 8, Health and Medical Services
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Public Health Appendix
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Behavioral Health Appendix
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Strategic National Stockpile Appendix
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CHEMPACK Appendix
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Influenza Pandemic Incident Appendix
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Biological Incident Annex
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Plans and Documents that are Referenced in the 2008 Arizona Pandemic Influenza Operational Plan Appendices
By Appendix, the following plans and supporting documentation are referenced. * Please note that not all are included on the CD upon request by the submitting agency.
Appendix
Plans/ Supporting Documentation
A. 1
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Arizona State Capitol Police Department, Incident Management Procedures
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ADHS Comparison between the N9 Respirator and the Half Face Respirator
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ADHS Hazard Assessment and PPE Selection Form and Directions
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Strohl Systems, Human Resources Plan Example
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Hazard Assessment and Personal Protective Equipment Form, Nurse Example
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Hazard Assessment and Personal Protective Equipment Form, Electrician Example
A. 2
ADHS Business Continuity Plan Executive Summary, updated July 2008
A. 4
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Arizona State Emergency Response and Recovery Plan, Foreign Animal Disease Incident Annex, December 2003
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ADHS, Avian Influenza Worker Protection Modified Tabletop Exercise
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Final Report, Highly Pathogenic Avian Influenza Rapid Response Training Exercise Series
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Arizona Department of Agriculture, Combined Arizona State and Flock Initial Response and Containment Plan ( ISRCP) for H5/ H7 Low Pathogenic Avian Influenza ( LPAI)
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Association of Arizona Food Banks, Local Food Bank Disaster Response Plan Template
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Association of Arizona Food Banks, State Food Bank Disaster Response Plan Template
A. 5
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Arizona State Emergency Response and Recovery Plan, DRAFT Basic Plan, January 2007
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Arizona State Emergency Response and Recovery Plan, DRAFT Influenza Pandemic Incident Appendix, January 2007
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OPLAN07- AZ16 ( Pandemic Influenza) to CONPLAN 07- 100 MSCA ( Military Support to Civilian Authorities) ( Multi- Hazard), Arizona National Guard
A. 6
METRO Light Rail Emergency Management Plan, August 2007
B. 2
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ADHS Arizona- Sonora Regional Pandemic and Emergency Response Plan
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City of Phoenix Aviation Department Isolation Procedures
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Bird Interception Protocol for the Port of Phoenix, Arizona
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Port of Phoenix Protocol for Handling Avian Influenza
B. 3
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2008 ADHS Nonpharmaceutical Interventions Community Containment Plan for Pandemic Influenza
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Indian Health Service, Tucson Area Office, Flu Vaccination Press Release
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Cover Your Cough Media File, February 2006
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Navajo County Public Health Services District, CDC Cover Your Cough Poster
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Navajo County Public Health and Emergency Preparedness, Family Disaster Planning Brochure
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Mohave County Department of Public Health, Hand Washing Media File
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Mohave County Department of Public Health, Pandemic Influenza Newsletter
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Navajo County Public Health and Emergency Preparedness, Seasonal & Pandemic Flu Brochure
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Navajo County Public Health and Emergency Preparedness, Keep Flu Out of the Workplace Flyer
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Navajo County Public Health and Emergency Preparedness, Public Flyer
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Navajo County Public Health and Emergency Preparedness, Keep Flu Out of the School Flyer
B. 4
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Arizona School Emergency Response Plan Minimum Requirements Guidance Document, ADE/ ADEM
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Arizona School Emergency Response Plan Site Template, ADE/ ADEM
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ADE Start of School Letter
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* Arizona State University Pandemic Influenza Response Plan dated February 2007
B. 5
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ADHS Antiviral Medication Distribution Plan, Version 1.0, March 2007
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ADHS SNS Plan, Version 4.21, March 2007
B. 6
Arizona Mass Vaccination Clinic Plan, February 2006 and Appendices A through M
B. 7
ADHS Alternate Care Site Plan for Pandemic Influenza, Version 1.0, June 2008
B. 8
ADHS Pandemic Influenza Mass Fatality Response Plan, Version 4.0, June 2007 and Appendices 1 through 12
B. 9
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ADHS Pandemic Influenza Risk Communication Plan, June 2008 and Appendices I through X
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Arizona Statewide PIO Contact List
B. 13
FCC Master PSAP Registry ( PSAPs in Arizona)
B. 15
* This appendix and all supporting material have been redacted due to sensitive public safety and law enforcement material.
C. 1 to C. 7
* This appendix and all supporting material have been redacted due to sensitive public safety and law enforcement material.
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National Incident Management System ( NIMS)
Lead Individual for State
Jan Kimmell, Assistant Director
Preparedness Section
Arizona Division of Emergency Management;
Department of Emergency and Military Affairs
5636 E. McDowell Rd.
Phoenix, AZ 85008
602- 231- 6398
jan. kimmell@ azdema. gov
Activities are brisk throughout the State as jurisdictions, departments and agencies continue moving their staffs through NIMS and Incident Command System ( ICS) training as well as working towards meeting newly released criteria in other areas outside of training in tandem with NIC requirements.
ADEM continues to ensure that the NRF and the SERRP mirror each other as closely as possible. The review processes instituted by ADEM and interested agency stakeholders in 2007- 2008 ensured that the SERRP remained NIMS compliant. As a living document, the SERRP undergoes constant review/ updating and major revisions every three to four years to reflect the most current format and changes. In this year’s cycle, ADEM completed the SERRP update in May of 2008. It is currently in the process of final review by the Attorney General’s Office. Subsequent transmission to the Governor’s Office for signature is expected after that.
The existing SERRP has undergone the National Review and was deemed acceptable except for lacking a Catastrophic Incident Annex. This Catastrophic Incident Annex is being incorporated into the current revision process.
Conformance to all NRF/ NIMS Principles and Guidelines
The Governor’s Executive Order 2005- 08, in line with Homeland Security Presidential Directive 5, states “ The National Incident Management System ( NIMS) shall be the State Standard for incident management”. Governor’s Executive Order 2005- 08 was amended in September 2007 ( Governor’s Executive Order # 2007- 23) to reflect that ADEM was lead in the following areas for NIMS in Arizona:
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The Arizona Division of Emergency Management ( ADEM) will lead NIMS implementation throughout Arizona.
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ADEM shall be charged with:
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Incorporate NIMS into existing statewide training programs and exercises;
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Seeking federal preparedness funding sufficient to support NIMS implementation;
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Incorporating NIMS into emergency operations plans;
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Promoting intrastate mutual aid agreements
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Providing and coordinating technical assistance to local entities regarding NIMS to ensure statewide compliance;
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o
Institutionalizing the use of NIMS; and
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Leading the effort to achieve statewide NIMS compliance to ensure continued eligibility for federal homeland security grant funds.
ADEM’s Preparedness Section has personnel to train and educate agencies in institutionalizing NIMS. A NIMSCAST Coordinator is available to offer training and education to agencies in using the NIMSCAST Survey tool, an important compliance requirement of the federal Department of Homeland Security as well as the State Department of Homeland Security. Four NIMSCAST outreach seminars have been held around Arizona in 2007- 2008, and four more are being scheduled. The Coordinator also monitors the NIMSCAST database tool for Arizona, and assists as requests are received from the NIMS Desk, local agencies, and state agencies.
Arizona was a participant in TOP- OFF 4 in October of 2007. Local and state agencies successfully demonstrated their capability in this federally- sponsored exercise to use NIMS components to integrate efficiently with the State Emergency Operations Center ( SEOC) and with the Federal Emergency Management Agency ( FEMA) Team.
The State of Arizona conducts multi- year training and exercise program phases according to regional or statewide objectives and scenarios. The exercise program may consist of a combination of components:
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Seminars
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Workshops
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Table top exercises
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Functional exercises
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Command post exercises
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Full scale exercises
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Large scale games.
The training program identifies courses that enhance the exercise program components, educates and trains organizations and individuals, as well as improves the community’s ability to mitigate against, prepare for, prevent, respond to and recover from disasters. The multi- year program is a valuable tool for assessing and improving prevention, protection, response, and recovery capabilities in a risk- free environment.
The State of Arizona’s Exercise Program complies with the Homeland Security Presidential Directive 8 which requires a “ national program and a multi- year planning system to conduct homeland security preparedness- related exercises that reinforces identified training standards, provides for evaluation of readiness, and supports the National Preparedness Goal”. It also complements and supports the National Response Framework, National Incident Management System, US Department of Homeland Security Exercise and Evaluation Program ( HSEEP), and State of Arizona Homeland Security Strategy while testing the State Emergency Response and Recovery Plan and local plans.
The exercise and training program is conducted by a method that involves all state homeland security regions and the counties within. The exercise and training program is the roadmap for the State to accomplish the priorities described in the Arizona Homeland Security Strategy. The State
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has pursued a coordinated homeland security strategy that combines enhanced planning, innovative training, and realistic exercises to strengthen the State’s emergency prevention and response capabilities. Training and exercises play a crucial role in this strategy, providing the State with a means of attaining, practicing, validating, and improving new capabilities. The result of the exercise and training program is to improve prevention, protection, response, and recovery capabilities of the participating counties/ regions.
In the period of October of 2007 to end of April, 2008, 29 drills, exercises, planning meetings, and workshops have been conducted by the Preparedness and Training Section of ADEM in conjunction with the various participating local, state, federal and tribal agencies. These activities have included the use of NIMS principles.
At the direction of the Arizona Department of Homeland Security ( AZDOHS), all jurisdictions, departments and agencies planning to submit and/ or be considered for Homeland Security Grant Program for Federal Fiscal year 2008 have to complete their NIMSCAST Survey for 2007, and for Federal Fiscal Year 2008 when it becomes due on September 30, 2008. ADEM continues to coordinate this effort by providing technical assistance and training. In March and April of 2008, the NIMSCAST Coordinator from ADEM traveled with AZDOHS personnel to the five Homeland Security Regions in Arizona. The Coordinator’s information on NIMSCAST compliance requirements for Federal Fiscal Year 2008 was included on the agenda and presented to the interested stakeholders.
ADEM continues to monitor NIMSCAST Survey activity for Federal Fiscal Year 2007 and Federal Fiscal Year 2008 in Arizona, helping agencies to demonstrate NIMS implementation progress in 27 milestones as indicated by the U. S. Department of Homeland Security.
The SERRP, which includes the Pandemic Influenza Annex, is in compliance with the Governor’s Executive Order to incorporate NIMS into all emergency operations plans. The SERRP utilizes NIMS to create a standard incident management system that is scalable and modular, and can be used in incidents of any size or complexity. Using ICS, the SEOC utilizes the Multi- Agency Coordination System concept to coordinate and direct the State’s response to a pandemic influenza incident. In addition, the SERRP incorporates the ICS principle of Unified Command ( UC), to further ensure the coordination for incidents involving multiple jurisdictions or agencies at any level of government; including catastrophic events.
The SERRP, in an effort to mirror the NRF, uses a functional approach to group the types of assistance through 15 Emergency Support Functions ( ESF), 7 Support Annexes and 6 Incident Annexes ( which includes the Pandemic Influenza Annex). In addition, the SERRP complements and incorporates relevant portions of the NRF, State and Local Guide for All- Hazard Emergency Operations Planning ( SLG101), State NIMS Integration, and Emergency Management Accreditation Program ( EMAP) Standards, to provide a core operational plan for incident management of any State- declared emergency/ disaster in response to a request from an overwhelmed jurisdiction( s). The plan establishes and describes state- level coordinating structures, processes, and protocols that will be incorporated into certain State- level interagency incident- or hazard- specific plans.
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The State of Arizona was the second state in the nation to become EMAP accredited. ADEM is now spearheading the EMAP re- accreditation process, and is expecting re- accreditation in June of 2009.
ADHS is the lead State agency for the Pandemic Influenza Annex. As lead agency, ADHS and ADEM are responsible to ensure the State of Arizona’s Pandemic Influenza Annex is NRF/ NIMS compliant. This benchmark was completed in the 2008 update of the SERRP.
The roles and responsibilities established for the Joint Field Office ( JFO)/ Principal Federal Official ( PFO) during a pandemic are a federal responsibility. Reference the United States Department of Homeland Security ( U. S. DHS) “ Joint Field Office Activation and Operations, Interagency Integrated Standard Operating Procedure”, Version 8.3, Interim Approval April 2006.
A JFO may be established in large scale disaster events. This is a temporary Federal/ State facility, established locally to provide a central point for Federal, State, Local, and Tribal executives with responsibility for incident oversight, direction, and assistance to effectively coordinate protection, prevention, preparedness, response, and recovery actions. The Federal Coordination Officer ( FCO) and the PFO are the lead federal representatives in the JFO. The State Coordinating Officer ( SCO) is the lead state representative.
The PFO, FCO and SCO will be supported by personnel as determined by the requirements of the mission. This may include technical subject matter experts and personnel in emergency response, disaster recovery, mitigation, and public information support roles. Once the JFO is fully activated, the SEOC will be stood down as the required SEOC personnel move into the JFO. It is important to note that the JFO is in a support role that ultimately supports front- line Incident Management Teams. This support role is coordinated through state and county emergency operations centers that may also be mobilized to support the mission.
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Appendix A. 1
Sustain Operations of State Agencies
OPERATING SUB- OBJECTIVE A. 1.1: ENSURE CONTINUITY OF GOVERNMENT IN FACE OF SIGNIFICANTLY INCREASED ABSENTEEISM
PREPARE
Potential Employee Absences
Communication materials were established and give guidance to our agencies and employees without creating undue alarm. These materials provide information regarding how agencies may diminish leave and absenteeism strains related to a pandemic, what employee relations issues may arise, how benefits will come into play and resources available to assist employees before, during and after a pandemic.
The Arizona Department of Administration ( ADOA) has not calculated potential absences specifically. ADOA has examined leave balances for employees to determine how much paid leave employees would have in the event of an influenza pandemic event.
Current guidance and materials previously distributed to state agencies discusses that up to 40% of the workforce may be affected by the pandemic. These materials also discuss:
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Various options an agency director can take in the event of absenteeism
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Recommend that key employees be identified
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Emergency family planning guidelines and recommendations
Essential Functions and Employees with Unique Credentials
Arizona has begun to implement the Arizona Statewide Business Continuity Plan ( BCP)/ COOP Software Consolidation Project which addresses essential functions and employees with unique credentials.
The mission of this project is to develop a system that contains up to date business continuity information on all Statewide Critical Business Functions for the State of Arizona, allowing effective resource planning and asset management during an event that impacts the productivity of any ( or all) State agencies. This will be an “ all hazards” approach with a strong pandemic planning component.
The long- range mission of the project is to have that same system capable of handling agency specific critical application continuity planning, resource and asset management.
The objectives of the project are to develop a three- phased approach that allows business continuity and disaster recovery best practices to be implemented in a manageable pilot, then expanded to manage information for all Arizona State Agencies Boards and Commissions. The Phases will include:
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Phase I – Participating Agencies
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ADE – Arizona Department of Education
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ADEM – Arizona Division of Emergency Management
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ADES – Arizona Department of Economic Services
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ADHS – Arizona Department of Health Services
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ADOA – Arizona Department of Administration
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ADOT – Arizona Department of Transportation
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AHCCCS – Arizona Health Care Cost Containment System
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GITA – Arizona Government Information Technology Agency
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GOV - Arizona Governor’s Office
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Phase I – Deliverables
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Review of Strohl LDRPS 10.0 Enterprise web software for applicability
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Identification/ utilization of process metrics for collaboration between Strohl and the Participating Agencies
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Identification/ utilization of Best Practices as outlined in FEMA COOP templates and Disaster Recovery International guidance document
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Identification/ incorporation of peripheral stakeholders ( Insurance Brokers, etc.)
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Development of scalable training and guidance documents/ programs
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Incorporation of Participating Agency BCP/ COOP plans into the Strohl LDRPS 10.0 Enterprise application
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Development and testing of hardware and support functions for an Application Service Provider model to be supported by ADOA
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Integrate date feeds into the planning tool ( HRIS, Location Codes, Vendors, Contractors)
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Development of draft cost funding plan for future program Phases
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Development of Executive and Operational Dashboards to report out critical data metrics to the Governor’s Office, ADEM and Directors within each agency
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Conduct a functional exercise
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Develop the grant proposal for Phase II
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Phase I – Tentative Timeframe
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Start – December 2007
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Program Development – December 2007 through August 2008
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Web Application on ADES Network System – February 2008
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Equipment Ordered for Application Service Provider development – June 2008
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Participating Agencies COOP plans loaded into application – August 2008
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All funding issues closed and finalized - November 2008
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Develop grant proposal for Phase II – June 2008 ( Coordinated with DHS)
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Functional exercise conducted – October 2008
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Final report – November 2008
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Phase II - All other State Agencies with Critical Business Functions
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ADA – Arizona Department of Agriculture
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ADEQ – Arizona Department of Environmental Quality
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ADJC – Arizona Department of Juvenile Corrections
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ADOC – Arizona Department of Corrections
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ADPS – Arizona Department of Public Safety
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APH – Arizona Pioneers’ Home
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ARRA – Arizona Radiation Regulatory Agency
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ASLD – Arizona State Land Department
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ASP – Arizona State Parks
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ASVH – Arizona Veteran Home
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AZGF – Arizona Game & Fish
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AZGS – Arizona Geological Survey
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DOLC – Department of Liquor Licensing
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Phase II Deliverables
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Conduct BCP/ COOP plan development training
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Provide software utilization training for all of the agencies in Phase II
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Provide ongoing consultation ( software utilization and program development)
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Test Application Service Provider Model
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Integrate all Phase II Agency plans into the enterprise application dashboards
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Functional exercise conducted
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Develop the grant proposal for Phase III
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Other deliverables as required by funding agency
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Phase II Timeframe: - May be adjusted into Phase I
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Start – December 2008
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Roll out to Phase II Agencies – January 2009
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Program Development – December 2008 through November 2009
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Test/ utilize Application Service Provider model – January 2009
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Education and Training for Phase II Agencies Completed – February 2009
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All Phase II Agency BCP/ COOP Plans completed – July 2009
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Test Dashboard Functionality – August 2009
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All funding issues closed and finalized - August 2009
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Develop grant proposal for Phase III – August 2009
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Functional exercise conducted – September 2009
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Final report – November 2009
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Phase III - Roll out to all Agencies, Boards and Commissions and Phase III Deliverables
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Conduct COOP plan development training
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Provide software utilization training for all Phase III Agencies, Boards and Commissions
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Provide ongoing consultation ( software utilization and program development). Utilize Application Service Provider program
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Integrate all Phase III Agency, Boards and Commissions plans into the enterprise application dashboards
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Full State of Arizona Functional exercise conducted
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Phase III Timeframe
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Start – December 2009
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Utilize Application Service Provider model – December 2009
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Roll out to Phase III Agencies, Boards and Commissions – January 2010
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Program Development – December 2009 through November 2010
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Educate and Training for Phase III Agencies, Boards and Commissions Completed – February 2009
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All Phase III COOP Plans completed – July 2010
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Test Dashboard Functionality – August 2010
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All funding issues closed and finalized - August 2010
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o
Functional exercise conducted – September 2010
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Final report – November 2010
For this project the State of Arizona will be using Strohl Living Disaster Recovery Planning System ( LDRPS) 10.0 enterprise planning software http:// www. strohlsystems. com/ Software/ LDRPS/ LDRPS10. asp
The State has outlined the essential functions to continue operation. Also, agencies have been provided guidance to review its critical services to the public, how these services will continue in the event of a Pandemic and resources to provide temporary personnel. In addition, the ADOA Human Resources Division has developed a tracking mechanism that would allow the State to track employees and their skills based on a current resume.
Attachment 1 is an example of a Unique Critical Business Function.
3- Deep Back Ups
For the staff that supports the critical business functions, there are 3- deep back ups. The attached file, Human Resources Plan File, depicts a sample Human Resources plan from LDRPS as an example.
Standard Operating Procedures for Essential Functions
Standard Operating Procedures are maintained by the ADOA Human Resources and Information Services Division ( ISD) as part of the daily operations and the information technology/ data recovery plan. Managers rely on job descriptions to addresses daily activities in other divisions.
Telework Plans
The telework program has been in existence since 1989. The State of Arizona’s telework program is very successful and has served as a model and resource for employers internationally for over a decade. Currently 4,375 employees, or more than 20 percent of the State workforce in Maricopa County, are teleworking. Furthering the use of the telework program for the purposes of a pandemic is being reviewed. Issues related to infrastructure capabilities need further study. One pilot is currently being conducted which will be part of future analysis.
The State has over 100 state agencies and some of those agencies have already begun exploring options that would assist them during a pandemic. For example, the Arizona Health Care Cost Containment System ( AHCCCS) is creating a fully functional workforce that is not bound to a specific location but is portable and scalable, connecting employees to the work process in the most advantageous setting, rather than employees having to come to a central office to connect to the work process ( virtual office).
After the AHCCCS successfully implemented this pilot, Governor Napolitano has directed ADOA to explore expanding the virtual office concept and make a recommendation as to the feasibility of expanding it other agencies. The ADOA determined virtual office is feasible and
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could be implemented after a thorough business assessment which is currently underway. A number of steps have been outlined that each agency will need to examine to assess if virtual office is feasible in their organization.
The State of Arizona also offers the following flexible work options: flextime, compressed workweeks, part- time and job share arrangements. Employees work schedules and locations are dependent on the kind of work they do, employment status, and prior management approval.
Changes in Demands on State Agency Services
ADOA is the Landlord and Primary Service Provider for most of the Agencies, Boards and Commissions. ADOA’s primary mission is to maintain the facilities and utilities and providing human resources and benefits guidance. The core ADOA functions will remain the primary mission during a pandemic.
Specific Hiring Needs and Needed Hiring Flexibilities
The Human Resources Division began reviewing its Personnel Rules and policies. A delegation of authority is available for implementation at a moment’s notice. It delegates employment authority and compensation authority to agency directors during a pandemic, e. g., direct hire, emergency appointment, mobility assignments, counter offers, hiring bonus, administrative adjustments. This delegation provides agency directors the ability to address staff shortages and salary issues quickly. Personnel Rules and polices are being reviewed and possibly modified to provide the ADOA Director authority to implement temporary procedures to provide greater flexibility during a declared state of emergency.
Ancillary Workforce and/ or Alternative Staffing Plans
The State of Arizona also has had in place, for a number of years, personnel rules that provide for a contingency workforce. These contingencies have been utilized throughout state government to answer other issues but will provide flexibility during a pandemic. For example, if employees are absent from work, options are available to fill their positions on a temporary basis quickly. Some of these options include:
•
temporary appointment
•
emergency appointment
•
clerical pool appointment
•
temporary agencies on contract
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short- term special detail
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transfer
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mobility assignment
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uncovered appointments
Contract Workforce
There are several temporary agencies on contract with the State of Arizona that offer a wide variety of services. These contracts can be reviewed on- line at www. spirit. az. gov and refer to
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contract EPS070043 to review the specific vendors and services provided. Agencies are authorized to contact these vendors directly to obtain temporary staff in accordance with the respective contract awards. Human Resources is moving toward using HRIS to identify employee skills that would useful during a pandemic influenza event. The expectation is that state employees might be moved to other agencies to fill in gaps caused by absenteeism.
Relationships with Suppliers, Shippers, and Other Businesses
The ADOA State Procurement Office ( SPO) is the central authority for procurement in the State of Arizona. Procurement is managed through the development of policies, training, and agency delegations. ADOA SPO also establishes and administers contracts for state agencies and political subdivisions. These contracts are established from individual requests and focus- group activities with the State agencies and participating members of the Cooperative Purchasing Partnership. The Cooperative Purchasing Partnership includes over 400 colleges and universities, counties, cities, school districts and qualified not- for- profit organizations.
RESPOND AND RECOVER
Implementing Telework and Other Flexible Work Schedules
As stated earlier, the telework program has been in existence since 1989. The State of Arizona’s telework program is very successful and has served as a model and resource for employers internationally for over a decade. Currently 4,375 employees, or more than 20 percent of the State workforce in Maricopa County, are teleworking. Furthering the use of the telework program for the purposes of a pandemic is being reviewed. Issues related to infrastructure capabilities need further study. One pilot is currently being conducted which will be part of future analysis.
The State has over 100 state agencies and some of those agencies have already begun exploring options that would assist them during a pandemic. For example, the Arizona Health Care Cost Containment System ( AHCCCS) is creating a fully functional workforce that is not bound to a specific location but is portable and scalable, connecting employees to the work process in the most advantageous setting, rather than employees having to come to a central office to connect to the work process ( virtual office).
After the AHCCCS successfully implemented this pilot, Governor Napolitano has directed ADOA to explore expanding the virtual office concept and make a recommendation as to the feasibility of expanding it other agencies. The ADOA determined virtual office is feasible and could be implemented after a thorough business assessment which is currently underway. A number of steps have been outlined that each agency will need to examine to assess if virtual office is feasible in their organization.
The State of Arizona also offers the following flexible work options: flextime, compressed workweeks, part- time and job share arrangements. Employees work schedules and locations are dependent on the kind of work they do, employment status, and prior management approval.
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Employing Plans for Sufficient Staffing
The State of Arizona also has had in place, for a number of years, personnel rules that provide for a contingency workforce. These contingencies have been utilized throughout state government to answer other issues but will provide flexibility during a pandemic. For example, if employees are absent from work, options are available to fill their positions on a temporary basis quickly. Some of these options include: temporary appointment, emergency appointment, clerical pool appointment, temporary agencies on contract, short- term special detail, transfer, mobility assignment, and uncovered appointments and are described in greater detail below:
Temporary Appointment
Temporary appointment allows an individual to be appointed and work for a maximum of 1500 hours per calendar year. Agencies must request a hiring list and interview 3 people.
Emergency Appointment
Emergency appointment allows an individual to be appointed without regard to the recruitment, evaluation, referral, or selection requirements of the Personnel Rules with the approval of the ADOA Human Resources Director. These appointments cannot exceed 240 hours ( pursuant to personnel rule) or 30 working days ( pursuant to Arizona Revised Statute 41- 783.)
Clerical Pool Appointment
Clerical pool appointment allows an individual from the clerical pool to be hired non- competitively for up to six months by an agency head, the individual may be extended for not more than three months by the central ADOA Staffing Manager.
Temporary Agencies on Contract
Staffmark Pacific, Kelly Services, Corporate Job Bank Temporary Services, and RANDSTAD NA are on contract with the State of Arizona. Agencies are authorized to contact these vendors directly to obtain temporary staff.
Short- Term Special Detail
Short- term special details allow an agency head to assign a permanent status employee, non- competitively, to a short- term special detail for a maximum of six months. The employee placed on a special detail need not fully meet the position qualifications at the time of appointment.
Transfer
Transfer allows an agency head to transfer an employee to a position in the same pay grade, in the same agency, provided the employee possesses the knowledge, skills and abilities required for the position.
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Mobility Assignment
A mobility assignment allows a permanent status employee to accept an uncovered position ( either in his/ her current agency or another agency) or a covered position in another agency for not more than 36 months with the concurrence of the ADOA Director, the employee, the agency in which employed, and the agency to which the employee will be assigned.
Uncovered Appointments
Uncovered appointments allow individuals to be appointed to uncovered positions non- competitively; individual serves at the pleasure of the appointing authority.
Employee Data Collection and Status Reporting
The Human Resources Information System ( HRIS) provides employee information based on an agency, classification, or statewide. HRIS can help determine which employees are on leave for a prior pay period. Tracking employees within the pay period or daily will be accomplished by the individual state agencies and will be maintained by agency- specific human resources divisions and internal management.
The HRIS system is being re- engineered and expanded over a two- year period. In addition, HRIS data feeds are being linked to the COOP planning efforts by the agencies.
Utilizing Hiring Flexibilities to Replace Employees
A Delegation of Authority for agency directors was developed and is ready to implement, when needed. It delegates employment authority and compensation authority to agency directors during a pandemic, e. g., direct hire, emergency appointment, mobility assignments, counter offers, hiring bonus, administrative adjustments.
Also, as a contingency, Emergency Worker Classifications were developed [ Emergency Worker I ( NE) and 2 ( Excluded)]; each classification has a broadband salary range to accommodate a variety of skill sets. These classifications provide great flexibility in agencies determining what types of employees they need and the appropriate salary.
Implementing Employee- Labor Relations Plan
The majority of state employees are not represented by labor unions. Those employees represented by a labor union must make determinations regarding how a pandemic influenza emergency will impact the collective bargaining agreement. The State does not have any collective bargaining agreements for any state employees.
Monitoring the Effectiveness and Consistency of HR Flexibilities
The HRIS provides turnover data and vacancy reporting. All contingencies must be operated utilizing the existing personnel rules which provides for consistency while offering flexibility.
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OPERATING SUB- OBJECTIVE A. 1.2: ASSIST EMPLOYEES OF STATE AGENCIES UNABLE TO WORK FOR A SIGNIFICANT PERIOD OF TIME
PREPARE
Assessing Flexible Work Schedules
Agency directors have been encouraged to begin identifying the essential functions which may be performed remotely, identifying equipment needs, connectivity issues and necessary telework agreements. They have also been educated regarding social distancing practices and the benefits of social distancing during a pandemic influenza event.
Agency directors received the pandemic planning question and answer materials along with a cover memo from the ADOA Director encouraging them to plan now. The Q & A specifically addresses flexible work schedules and telework. Additionally, flexible work schedules and other human resources issues are addressed in ADOA business continuity planning and among the Governor’s Emergency Preparedness Oversight Council. ADOA hosted a pandemic preparedness training class to approximately 80 human resources managers throughout state government.
Policies and Guidance on Leave and Benefits
The State’s personnel rules dictate leave administration made available to employees. These rules have been in place and are accessible through the Secretary of State as well as the Human Resources Division and state agency personnel offices. Also, the Human Resources Division produces policies regarding leave administration. In addition, specific pandemic training was conducted to further educate agency human resources management regarding these issues as well as a publication to agency management.
Managers and Supervisors Awareness of Leave Options
Educational materials were published and distributed to all state agency directors for distribution to agency management. In addition, the materials were posted to the Human Resources Division website and a training session conducted to make HR management at all agencies aware of leave options. Educational materials that were distributed include two sets of FAQs titled “ Preparing for a Pandemic – Agency Directors” and “ Preparing for a Pandemic – State Employees”. These documents can be found on ADOA’s website at: http:// www. hr. state. az. us/ Homepagelinks/ News_ 030907. htm.
Procurement Staff and Plans for Contract Workforce
The State of Arizona also has had in place, for a number of years, personnel rules that provide for a contingency workforce. These contingencies have been utilized throughout state government to answer other issues but will provide flexibility during a pandemic. These measures include:
30
Temporary Appointment
Temporary appointment allows an individual to be appointed and work for a maximum of 1500 hours per calendar year. Agencies must request a hiring list and interview 3 people.
Emergency Appointment
Emergency appointment allows an individual to be appointed without regard to the recruitment, evaluation, referral, or selection requirements of the Personnel Rules with the approval of the ADOA Human Resources Director. These appointments cannot exceed 240 hours ( pursuant to personnel rule) or 30 working days ( pursuant to Arizona Revised Statute 41- 783.)
Clerical Pool Appointment
Clerical pool appointment allows an individual from the clerical pool to be hired non- competitively for up to six months by an agency head, the individual may be extended for not more than three months by the central ADOA Staffing Manager.
Temporary Agencies on Contract
Staffmark Pacific, Kelly Services, Corporate Job Bank Temporary Services, and RANDSTAD NA are on contract with the State of Arizona. Agencies are authorized to contact these vendors directly to obtain temporary staff.
Short- Term Special Detail
Short- term special details allow an agency head to assign a permanent status employee, non- competitively, to a short- term special detail for a maximum of six months. The employee placed on a special detail need not fully meet the position qualifications at the time of appointment.
Transfer
Transfer allows an agency head to transfer an employee to a position in the same pay grade, in the same agency, provided the employee possesses the knowledge, skills and abilities required for the position.
Mobility Assignment
A mobility assignment allows a permanent status employee to accept an uncovered position ( either in his/ her current agency or another agency) or a covered position in another agency for not more than 36 months with the concurrence of the ADOA Director, the employee, the agency in which employed, and the agency to which the employee will be assigned.
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Uncovered Appointments
Uncovered appointments allow individuals to be appointed to uncovered positions non- competitively; individual serves at the pleasure of the appointing authority.
Another contingency is the development of Emergency Worker Classifications [ Emergency Worker I ( NE) and 2 ( Excluded)]; each classification has a broadband salary range to accommodate a variety of skill sets.
RESPOND AND RECOVER
Implementing Telework and Other Flexible Work Schedules
The telework program has been in existence since 1989. The State of Arizona’s telework program is very successful and has served as a model and resource for employers internationally for over a decade. Currently 4,375 employees, or more than 20 percent of the State workforce in Maricopa County, are teleworking. Furthering the use of the telework program for the purposes of a pandemic is being reviewed. Issues related to infrastructure capabilities need further study. One pilot is currently being conducted which will be part of future analysis.
The State has over 100 state agencies and some of those agencies have already begun exploring options that would assist them during a pandemic. For example, the Arizona Health Care Cost Containment System ( AHCCCS) is creating a fully functional workforce that is not bound to a specific location but is portable and scalable, connecting employees to the work process in the most advantageous setting, rather than employees having to come to a central office to connect to the work process ( virtual office).
After the AHCCCS successfully implemented this pilot, Governor Napolitano has directed ADOA to explore expanding the virtual office concept and make a recommendation as to the feasibility of expanding it other agencies. The ADOA determined virtual office is feasible and could be implemented after a thorough business assessment which is currently underway. A number of steps have been outlined that each agency will need to examine to assess if virtual office is feasible in their organization.
The State of Arizona also offers the following flexible work options: flextime, compressed workweeks, part- time and job share arrangements. Employees work schedules and locations are dependent on the kind of work they do, employment status, and prior management approval.
Implementing Special Policies
Delegation of Authority for agency directors is ready to implement, when needed. It delegates employment authority and compensation authority to agency directors during a pandemic ( e. g., direct hire, emergency appointment, mobility assignments, counter offers, hiring bonus, and administrative adjustments).
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Another contingency is the development of Emergency Worker Classifications [ Emergency Worker I ( NE) and 2 ( Excluded)]; each classification has a broadband salary range to accommodate a variety of skill sets.
OPERATING SUB- OBJECTIVE A. 1.3: COMMUNICATE WITH EMPLOYEES OF STATE AGENCIES
PREPARE
Communications Plan for Managers, Employees, and Contractors
Communication materials were established and give guidance to our agencies and employees without creating undue alarm. Specifically, these materials provide agencies and employees with information regarding pandemic influenza and:
•
issues that may arise depending on its severity
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how agencies may diminish leave and absenteeism strains related to a pandemic
•
what employee relations issues may arise
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how benefits will come into play
•
resources available to assist employees before, during and after a pandemic
These materials were reviewed and approved by the Arizona Department of Health Services and legal counsel. Based on these materials a training workshop was conducted for approximately 80 state agency human resources staff, and the information is also posted to the Human Resources Division website.
Convey Information to All Employees
Communication materials educating the State workforce have been prepared. These materials are posted to the Human Resources Division website and updated as needed. Agency directors are also encouraged to develop educational materials for agency employees, distribute communication materials, and encourage employees to prepare now utilizing various tools and web sites directly related to family preparedness for a pandemic influenza. These documents can be fund at: http:// www. hr. state. az. us/ Homepagelinks/ News_ 030907. htm
Disseminate Reliable Pandemic Information
In addition to the communication materials mentioned, employees will also be advised to go through the Human Resources Division’s Work- Life Web Page regarding www. az211. gov. It is the source for the state’s local emergency bulletins and alerts, vital in times of emergency. This will be another communication mechanism to share information to state employees regarding the pandemic influenza event.
The Just in Case Arizona campaign’s goal is to educate Arizonans about the importance of emergency preparedness and encourage residents to take action. The Arizona Department of Health Services is working with local public health agencies, schools, community groups, and businesses across the state to raise awareness to ensure we are all better prepared for an
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emergency. Community business partnership support and grassroots marketing will be used to build awareness of the campaign and encourage Arizonans to take action and be prepared.
RESPOND AND RECOVER
Updating Employees on Current Pandemic Information and HR Policies
For the Capitol Mall area, ADOA has developed Incident Management Procedures that identify what is expected of Agency Directors, employees and what can be expected from Emergency Responders. The document is attached as “ CP Incident Management Procedures.” This document also identifies the emergency notification system as well as protocols to evacuate buildings and the Capitol Mall.
Employees will be able to utilize www. az211. gov. It is the source for the state’s local emergency bulletins and alerts, vital in times of emergency.
OPERATING SUB- OBJECTIVE A. 1.4: CONSULT WITH BARGAINING UNITS
PREPARE
Consult with Bargaining Units to Leave and Telework Issues
The majority of state employees are not represented by labor unions. Those employees represented by a labor union must make determinations regarding how a pandemic influenza emergency will impact the collective bargaining agreement. The State does not have any collective bargaining agreements for any state employees.
RESPOND AND RECOVER
Implementing Employee- Labor Relations Plan
The majority of state employees are not represented by labor unions. Those employees represented by a labor union must make determinations regarding how a pandemic influenza emergency will impact the collective bargaining agreement. The State does not have any collective bargaining agreements for any state employees.
OPERATING SUB- OBJECTIVE A. 1.5: MAKE STATE AGENCY WORKPLACES SAFE PLACES
PREPARE
Practices Established to Prevent Influenza Spread
Communication materials encourage agency directors to begin identifying the essential functions which may be performed remotely,
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identifying equipment needs, connectivity issues and necessary telework agreements. The materials also educate agency directors regarding social distancing practices and the benefits of social distancing during a pandemic influenza.
Another resource available to state employees is the State’s Wellness Program which offers various programs, provides educational materials regarding preventive measures and provides an annual flu vaccine program. The flu vaccine program is a great success. Through November 30, 2006, 13,171 state employees and benefit members received the vaccine. This is an increase of 3,273 vaccines over 2005 and the most vaccines distributed in the program’s history.
The Arizona Department of Health Services has also implemented the Cover Your Cough campaign which emphasizes general hand hygiene and cough and sneezing etiquette.
Occupational Exposure Risk Assessment
Each state agency is responsible for conducting its own occupational risk assessment for each job category and for complying with OSHA guidelines. However, ADHS has developed guidance documents that comply with 29 Code of Federal Regulations ( CFR) 1910, OSHA pandemic influenza guidance, and other existing OSHA requirements. The “ All Hazards Job Assessment and Personal Protective Equipment Selection” form and instructions were modified to include provisions to protect against the influenza pandemic influenza. The form is accompanied by directions on how to complete the form, explanation of how to classify the employee exposure to pandemic influenza at work ( based on the Occupational Risk Pyramid for Pandemic Influenza), CDC Precautions, and a reference to the General Duty Clause.
The OSHA Pandemic Risk Assessment will be included in the production version of the State of Arizona COOP Planning software. It will be included in the Risk Assessment prior to developing the COOP plan within the agency. Agencies will be encouraged to do a risk assessment on staff that support the Essential Business Functions within the agency.
Very High, High, or Medium Risk Categories Protection Plan
Each state agency is responsible for conducting its own occupational risk assessment for each job category and then developing plans to protect those employees in the very high, high, or medium risk categories. This includes stockpiling their own PPE, if necessary. ADHS has established a respiratory protection program and maintains guidance on the use of a half face respirator versus and N95 mask for healthcare workers and other very high or high risk categories.
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RESPOND AND RECOVER
Implementing Infection Control Policies and Practices
As stated earlier, infection control guidance and materials have been distributed to state agencies and are accessible through the ADOA Wellness program website.
Implementing Protection Plan Including Provision of PPE
As stated earlier, each state agency is responsible for implementing protection plans for those employees who are in the very high, high, or medium risk categories.
Distributing Antiviral Drugs
In the pandemic alert periods, ADHS will establish a Vaccine and Antiviral Prioritization Policy Committee ( VAPPC) composed of:
o Representative( s) from the Governor’s office
o State Epidemiologist
o State physician( s)
o ADHS influenza epidemiologist
o Office of Infectious Disease Services office chief
o ADHS administrator( s)
o Arizona Immunization Program Office ( AIPO) representative
o Arizona Local Health Officers Association representative
o Arizona Medical Association representative
o Hospital Association representative
o Arizona Emergency Medical Service representative
o Arizona Pharmacy Alliance representative
o Long- term care representative
The VAPPC will define how these priority groups will apply on a local level, and will define who should be included in the groups of public safety workers, essential service providers, and key governmental decision makers. During an influenza pandemic, the VAPPC will modify these priority groups as needed based on the availability of antiviral medicines and vaccine, the characteristics of the causative virus ( e. g., drug susceptibilities, initial geographic distribution, fatality rate, age- specific morbidity and mortality rates) and the effectiveness of implemented strategies. The VAPPC is identified in Appendix # 6 and # 7 in the Arizona Pandemic Influenza Response Plan.
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OPERATING SUB- OBJECTIVE A. 1.6: REVISE HUMAN RESOURCE AND OTHER WORKPLACE POLICIES AFFECTING THE SAFETY OF STATE GOVERNMENT WORKERS
PREPARE
Policies Established for Employee Compensation and Sick- Leave Absences Unique to a Pandemic
There are no statutes or policies establishing special types of leave in case of an influenza pandemic. All currently available forms of leave may be considered in the event of an influenza pandemic. Further information is available in the Personnel Rules covering the following types of leave:
•
Sick leave
•
Family sick leave ( 40 hours to care for child, spouse or parent)
•
Annual leave
•
Compensatory leave
•
Donated annual leave
•
Leave without pay
•
Medical leave without pay
NOTE: Depending on the circumstances, leave taken due to the flu may qualify as Family and Medical Leave Act leave. Each leave category mentioned above has an associated personnel rule. The appropriate personnel rule provides further information regarding each leave category or agency human resources office.
Also, agency directors have the authority under Personnel Rule Arizona Administrative Code ( AAC) R2- 5- 409 to authorize an employee to be absent with pay on administrative leave in emergency situations such as malfunction of publicly- owned or controlled equipment and may authorize employees to work from home, if employees’ positions allow them to accomplish work from home.
Return to Work Guidelines and Authority to Make Return to Work Determination
The majority of large agencies have return to work policies. Authority to develop such policy lies with the state agency director. Agency directors will be encouraged to follow the guidance from ADHS and/ or CDC regarding return to work determinations.
Policies for Restricting Travel
Policies for restricting travel exist and are utilized at the discretion of the Director of each state agency. ADOA will provide guidance during a pandemic on how and when to restrict travel based on travel advisories and restricted travel recommendations from CDC and ADHS.
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Insurers, Health Plans, and Local Healthcare Facilities for Government Employee Access to Healthcare Services
The ADOA Benefits Services Division maintains an extensive website dedicated to state employees and their access to insurance, health plans, and healthcare facility information. Information provided includes directories, FAQs, and other eligibility information for medical, dental, and vision coverage, life insurance, flexible spending, and disability. Please see the Benefits Services Division website at http:// benefitoptions. az. gov/
Government Employee Access to Mental Health and Social Services
Access to government employee services such as mental health and other employee social services can be found at http:// benefitoptions. az. gov/ wellness/ eap. asp.
RESPOND AND RECOVER
Implementing Policies Assisting Employees to Stay at Home When Sick
Through communication materials, employees are educated that if they do not have enough leave to cover influenza pandemic- related absences, that they should remain home until completely well before returning to work. The materials encourage employees to educate themselves regarding the potential risks of an influenza pandemic and how to prepare-- now. In addition, employees received information regarding other social services available to them in time of emergency.
Implementing Return to Work Policies
The majority of large state agencies have return to work policies in place. Authority to develop such policy lies with the state agency director. Agency directors will be encouraged to follow the guidance from ADHS and/ or CDC regarding return to work determinations.
Implementing Travel Policies
Policies for restricting travel exist and are utilized at the discretion of the Director of each state agency. ADOA will provide guidance during a pandemic on how and when to restrict travel based on travel advisories and restricted travel recommendations from CDC and ADHS.
Implementing Mental Health and Social Services Programs
The ADHS Division of Behavioral Health Services ( DBHS) supports the needs of first responders and state employees who will respond to a disaster. These individuals may participate in the Critical Incident Stress Management ( CISM) training offered by DBHS. First responders and state employees are also given information on how to obtain ongoing behavioral health services when needed. Additionally, state employees are given information and resource materials to assist them in caring for themselves during times of extreme stress. Employee Assistance Programs ( EAP) are available for state employees. The EAP provides free,
38
confidential, short- term counseling to help identify concerns. When needed, the EAP may refer employees to outside programs that can assist them and their dependents.
Testing and Exercising Continuity of Government Plans
Telework Plans
Telework plans are tested as a result of requiring each state employee to complete a self- assessment survey for teleworking. Details regarding this program can be found at http:// teleworkarizona. com/ mainfiles/ employee/ employee. htm.
The self- assessment survey can be found at: http:// teleworkarizona. com/ mainfiles/ employee/ eselfassessment. asp.
Each state employee is also required to develop a telework agreement. The employee must complete a remote access request form ( attached as file ADOA Remote Access Request Form May 2008) that includes the standards for implementation and testing attached.
Telework performance is monitored by the supervisor. There is not a formal telework measurement. If the telework agreement is in place, the employee has the hardware/ software to work remotely, and the work output is satisfactory, then the employee is in compliance with his or her telework agreement.
Testing Communications – TOPOFF IV
The Communicator! NXT program is an alert notification system used by ADOA, ADEM, and other state agencies. The Communicator! NXT program uses at T1 ( 24 lines) to call several people at one time. The program customizes messages, is activated by the phone or intranet, logs staff responses to prompts, and provides for an offsite database back up. The Communicator! NXT program has been tested in several ways including:
•
Activating the SEOC
•
Recalling Staff
•
Employee Roll Call/ Accountability
•
Wellness Checks
•
Emergency/ Routine Staffing
The Communicator system was tested during the Top Official ( TOPOFF) IV exercise in October 2007. ADEM sent out an activation notification via the Communicator. The agencies were notified via telephone, email or cell and asked to report to the SEOC included:
•
Department of Emergency and Military Affairs
•
American Red Cross
•
Arizona Corporation Commission
•
Arizona Department of Administration
•
Arizona Department of Agriculture
•
Arizona Department of Corrections
•
Arizona Department of Commerce 39
•
Arizona Department of Economic Security
•
Arizona Department of Environmental Quality
•
Arizona Department of Health Services
•
Arizona Department of Public Safety
•
Arizona Department of Transportation
•
Arizona Department of Water Resources
•
Arizona Radiation Regulatory Agency
•
National Weather Service
•
Salvation Army
The agencies that were activated filled the positions in Policy, Planning, Operations, and Logistics. The various agencies were able to cover all 15 ESFs. The other agencies that were notified via the communicator that a hazardous event occurred included:
•
Governor’s Office
•
Governor’s Cabinet Directors
•
Arizona Department of Homeland Security
•
All 15 County Emergency Managers
•
Arizona Department of Military Affairs
Upcoming Continuity of Government Exercises
As part of the Phase I implementation plan for Arizona BCP/ COOP planning, ADOA and other participating state agencies will conduct a functional exercise. This exercise is tentatively planned for October 2008.
40
Attachment 1. Example of a Unique Critical Business Function
SERRP ESF # ( Emergency Support Function) Agency Name Definition of Critical Business Functions: functions which have a direct and immediate affect on the general public in terms of the loss of life safety, loss of property, and/ or the ability of government to maintain direction. It is assumed that the CBF response window involved will be 30 day of less. Life Safety Driven FTE Req Property Driven FTE Req SERRP Driven FTE Req Pandemic Driven FTE Req Key Agency Dependency CBF Content Contact CBF Description and Barriers Identification Communications # 2 Administration Telecommunications - AzNet * 25 * 25 Mike Totherow 602- 542- 2888 * Contract - All Telephone/ Internet access for State Agenies, Boards & Commissions
Terrorism Incident Appendix # 2 Recovery Annex 25 25 25 25 Occupational Health & Safety ( SH)
41
Appendix A. 2
Ensure Public Health COOP during Each Phase of a Pandemic
OPERATING SUB- OBJECTIVE A. 2.1: MAINTAIN ESSENTIAL PUBLIC HEALTH FUNCTIONS
RESPOND AND RECOVER
Defining and Identifying Essential Services and Functions
Arizona Department of Health Services ( ADHS) has identified critical business activities that must be operational within 24 hours of the occurrence of an emergency event. These critical services have a direct and immediate effect on the general public in terms of the loss of life, personal injury, loss of property, and/ or the ability of government to maintain direction and control. They are:
•
Operating the Public Health Incident Management System ( PHIMS) Emergency Response
ADHS must provide an external response to public health emergencies and disasters. This system coordinates agency- wide resources to respond externally to emergencies that have a clear public health consequence. The State of Arizona Emergency Response and Recovery Plan ( Arizona Executive Order No. 2004- 05) names ADHS as a lead agency for Health and Medical Services and Bioterrorism Incidents and charges the agency with ( 1) Providing coordinated assistance to county, local, and tribal governments in response to health and medical care needs during and following an emergency, disaster, or terrorism incident. Resources will be furnished when county and local resources are overwhelmed and when public health and/ or medial assistance is requested from the State of Arizona; ( 2) Assuring continuance of medical care services and the availability of medical supplies to the impacted areas; and ( 3) Providing for emergency medical treatment of disaster mass casualties.
•
Operating the Behavioral Health Incident Management System Emergency Response
ADHS must provide an external response to emergencies and disasters that have a behavioral health impact. The State of Arizona Emergency Response and Recovery Plan ( Arizona Executive Order No. 2004- 05) names ADHS as a lead agency for behavioral health and charges the agency with ( 1) Coordinating behavioral health emergency/ disaster response activities among state, county, private and volunteer behavioral health service agencies; ( 2) Assessing behavioral health needs of first responders, their families, victims, survivors, families, and caregivers; and ( 3) Coordinating the provision of public behavioral health education on incident stress management and acute and chronic stress.
•
Maintaining Arizona State Laboratory critical functions
ADHS must ensure ( 1) Facility security in order to contain and protect bio- hazardous materials; ( 2) Capability to continue to provide critical laboratory services for analysis of bio- hazardous and chemical materials; and ( 3) Capability to continue to provide critical laboratory services for newborn screening.
•
Operating the Public Health Death Registry
ADHS must ( 1) Issue Disposition Transit Permits required for transport of bodies and burial; and ( 2) Track number and causes of death in the event of an emergency.
42
•
Issuing Birth Certificates to disaster victims or survivors
ADHS must assist persons displaced due to an emergency with birth certificates or birth records necessary to establish identity and receive services.
•
Maintaining Critical Arizona State Hospital services ( Security, Health, Food)
ADHS must ensure that patients are properly cared for and that patients are not released into the general population. ADHS must ensure that ( 1) Patient/ Client Population is housed in a secure facility; ( 2) Psychiatric and medical care is provided to adult patient population; ( 3) Psychiatric and medical care is provided to adolescent patient population; and ( 4) Basic needs for security, food, water, bedding, clothing, sanitation, and medical attention are met.
•
Providing Behavioral Health Services to Arizona Seriously Mentally Ill ( SMI) Population
ADHS must ensure the continuation of Behavioral Health Services to over 18,000 seriously mentally ill persons. In addition, ADHS must ensure the continuation of the statewide crisis system ( including crisis phones, mobile teams, inpatient psychiatric and detoxification facilities) operating 7- days- a- week to serve the general public
Determining Temporary Suspension of Essential and Non- Essential Services and Functions
ADHS has identified seven critical business activities that must be operational within 24 hours of the occurrence of an emergency event. These critical services have a direct and immediate affect on the general public in terms of the loss of life, personal injury, loss of property, and/ or the ability of government to maintain direction and control. They are:
1.
Operation of the Arizona State Hospital;
2.
Provision of behavioral health services to Arizona's seriously mentally ill persons;
3.
Operation of the Public Health Incident Management System ( PHIMS) that provides external response to public health emergencies and disasters;
4.
Operation of the Arizona State Laboratory;
5.
Operation of the Behavioral Health Incident Management System ( BHIMS) that provides external response to emergencies and disasters that have a behavioral health impact;
6.
Operation of the Public Health Death Registry; and
7.
Issuance of birth certificates to disaster victims or survivors.
ADHS has also identified essential and administrative business activities that can remain inactive for 30 days or more if necessary such as Public Health Prevention, Licensing and EMS and the administrative business activities that directly support the critical business activities and, therefore, must be operational within 24 hours to 30 days of the occurrence of an emergency event.
Sustaining Essential Services and Functions Due to Work Force Reduction, Facility Limitations, and Social Distancing Policies
Arizona's comprehensive statewide Business Continuity Planning ( BCP) program recognizes the need to ensure an adequate workforce during a major emergency event such as a pandemic influenza outbreak. In constructing the ADHS continuity of operations ADHS assumed a workforce reduction of up to 40%. Similarly, from a statewide perspective, the Arizona Business Continuity Program recognizes the need for workforce planning in the event of a
43
pandemic influenza outbreak that may reduce the Arizona state government workforce by 40% or more. Recognizing the reality of workforce reduction of up to or over 40% , the Arizona Business Continuity Plan is prepared to deploy non- critical personnel from pre- identified Arizona state agencies to assist in responding to public health emergencies and disasters and maintaining public health continuity of operations. Similarly, the Arizona Continuity Planning program and ADHS' BCP address the need for broad based social distancing.
The Arizona Governor's Office is coordinating these workforce strategies through key state agencies including ADHS, Arizona Department of Administration ( ADOA), the Arizona Department of Agriculture ( ADOA), and the Arizona Department of Game and Fish. These strategic efforts focus on preparing Arizona state agencies for the impact of an influenza pandemic on their agency, employees, and customers. The Arizona Influenza Pandemic Response Plan ( www. azdhs. gov/ pandemicflu) identifies specific roles and responsibilities and actions necessary to take during a pandemic for response to the public health emergencies. While not all state agencies may be involved in the public health emergency response, all state agencies would be affected by a pandemic. Checklists and informational materials have been designed by ADHS and ADOA to provide guidance to state agencies regarding pandemic preparedness. These address telework programs, use remote locations, and infection control safeguards. Examples include:
•
Having employees use telework options ( all Arizona state agencies are required to have at least 20% of their workforce actively engaged in a telework program.) These include use of alternate worksites, working from home, and flexible work hours ( e. g. staggered shifts).
•
Reducing frequency and type of face- to- face contact ( e. g. hand- shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers; and use of telephone or web based video conferencing instead of face- to- face meetings.
•
Restricting travel to affected geographic areas, based on ADHS and CDC recommendations.
•
Evacuating employees working in or near an affected area when an outbreak begins, and guidance for employees returning from affected areas.
•
Encouraging annual influenza vaccination for all agency employees,
•
Evaluating current status of employee’s access to healthcare services, and improve access to information about employee benefits as needed,
•
Establishing policies for employee compensation and sick- leave absences unique to a pandemic ( e. g. non- punitive, liberal leave), including policies on when a previously ill person is no longer infectious and can return to work after illness
•
Establishing policies for preventing influenza spread at the worksite ( e. g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with influenza symptoms).
•
Establishing policies for employees who have been exposed to pandemic influenza, are suspected to be ill, or become ill at the worksite ( e. g. infection control response, immediate mandatory sick leave).
Ensuring Appropriate Level of Essential Functions Staffing
This list provides a summary list of those responsible and authorized for actions taken during a declared disaster, including those that will communicate with the media. This list includes Team 44
Leaders responsible for restoring processes but does not include other team members or contacts. .
Table 1. ADHS Essential Functions Staffing
Name
Responsibility/
Authorization
Home Phone*
Work Phone*
BCP Agency Administrator
Susan Gerard
Primary-- Declare an Agency Disaster and activate the BCP
Dr. Laura Nelson
Secondary-- Declare and Agency Disaster and activate the BCP
Janet Mullen
Alternate-- Declare and Agency Disaster and activate the BCP
BCP ( EOC or Area) Commander
Dr. Laura Nelson
( If designated by the Agency Administrator)
Primary-- Manage Response Activities to the Incident
Janet Mullen ( If designated by the Agency Administrator)
Secondary-- Manage Response Activities to the Incident
Other as designated by the Agency Administrator
Alternate-- Manage Response Activities to the Incident
Information Officer
Michael Murphy
( If designated by the BCP Commander)
Primary-- Media Spokes Person and 211 Coordinator
Janey Pearl ( If designated by the BCP Commander)
Secondary-- Media Spokes Person and 211 Coordinator
Pete Wertheim
( If designated by the BCP Commander)
Alternate-- Media Spokes Person and 211 Coordinator
Other as designated by the BCP Commander
Alternate-- Media Spokes Person and 211 Coordinator
Government Affairs Liaison Officer
Pete Wertheim
( If designated by the BCP Commander)
Primary-- Government Agency Interface and Coordinator
Mike Fronske
( If designated by the BCP Commander)
Secondary-- Government Agency Interface and Coordinator
Will Humble
Alternate-- Government
45
( If designated by the BCP Commander)
Agency Interface and Coordinator
Other as designated by the BCP Commander
Alternate-- Government Agency Interface and Coordinator
Safety Officer
Yvonne Harbaugh
( If designated by the BCP Commander)
Primary-- Personnel and Facility Safety Interface and Coordinator
Fernando Ortega
( If designated by the BCP Commander)
Secondary -- Personnel and Facility Safety Interface and Coordinator
Other as designated by the BCP Commander
Alternate -- Personnel and Facility Safety Interface and Coordinator
Operations Section Chief
Individual as designated by the BCP Commander
Primary-- Direct the management and execution of all tactical response and recovery functions
Planning Section Chief
Individual as designated by the BCP Commander
Primary-- Direct the planning activities required for response and recovery functions
Logistics Section Chief
Individual as designated by the BCP Commander
Primary-- Direct the logistical support and service activities required for response and recovery functions.
Finance/ Administration Section Chief
Jim Humble
If designated by the BCP Commander
Primary-- Direct the financial and administrative support and service activities required for response and recovery functions.
Arizona State Hospital Critical, Essential, & Administrative Business Activity Incident Commander
John Cooper
( If designated by the BCP Commander)
Primary-- Direct the State Hospital activities required for recovery of critical functions, and
Primary-- Direct the activities required for
46
activation and execution of the State Hospitals BCP
Donna Noriega
( If designated by the BCP Commander)
Secondary-- Direct the State Hospital activities required for recovery of critical functions, and
Primary-- Direct the activities required for activation and execution of the State Hospitals BCP
Other as designated by the BCP Commander
Primary-- Direct the State Hospital activities required for recovery of critical functions, and
Primary-- Direct the activities required for activation and execution of the State Hospitals BCP
Public Health Incident Management System Critical Business Activity
Will Humble
( If designated by the Incident Commander)
Primary-- Direct the PHS Emergency Preparedness and Response activities required for recovery of critical functions
Don Herrington
( If designated by the Incident Commander)
Secondary-- Direct the PHS Emergency Preparedness and Response activities required for recovery of critical functions
Other as designated by the Incident Commander
Primary-- Direct the PHS Emergency Preparedness and Response activities required for recovery of critical functions
Arizona State Laboratory Critical Business Activity
Victor Waddell
( If designated by the Incident Commander)
Primary-- Direct the State Laboratory activities required for recovery of critical functions
William Slanta
( If designated by the Incident Commander)
Secondary-- Direct the State Laboratory activities required for recovery of critical functions
Other as designated by the Incident Commander
Primary-- Direct the State Laboratory activities
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required for recovery of critical functions
Public Health Death Registry Critical Business Activity
Richard Porter
( If designated by the Incident Commander)
Primary-- Direct the PHS Death Registry activities required for recovery of critical functions
Pat Adams
( If designated by the Incident Commander)
Secondary-- Direct the PHS Death Registry activities required for recovery of critical functions
Other as designated by the Incident Commander
Primary-- Direct the PHS Death Registry activities required for recovery of critical functions
Essential and Administrative Business Activities
Individual as designated by the Incident Commander
Primary-- Direct the activities required for response and recovery of essential and administrative functions at the Division of Behavioral Health Services, Division of Licensing Services, Division of Public Health Services, and Director's Office
* All phone numbers ( work, home, work cell, and personal cell) are maintained by the ADHS Bureau of Emergency Preparedness and Response ( BEPR). Please contact the ADHS BEPR Bureau Chief for more information.
Initiating Signed Contractor Agreements
The Department has agreements in place to maintain essential services at the State Laboratory, State Hospital, and Behavioral Health. There are also several agreements in place to support the Information Technology Disaster Recovery Plan.
The ADHS maintains detailed information on and listings of organizational dependencies and resource reliances. This includes contractors, suppliers, shippers, other state agencies, and other businesses that support public health continuity of operations. It should also be noted that ADHS has an independent, stand alone asset management and warehouse operation that is capable of locating, dispatching, and/ or supplying essential items ( including food and water, office supplies, equipment, vehicles) to support public health continuity of operations.
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OPERATING SUB- OBJECTIVE A. 2.2: PRE- IDENTIFY PERSONNEL, EQUIPMENT AND RESOURCES TO SUPPORT SUSTAINED RESPONSE/ SURVIVABILITY AND RECOVERY
RESPOND AND RECOVER
Identifying Positions, Skills, and Personnel Needed to Continue Essential Services and Functions
ADHS uses an Incident Management System modeled after the National Incident Management System ( NIMS) to address and respond to emergency events. The Incident Management System ( IMS) uses a standard, on- scene, all- hazards approach, which is designed to enable effective and efficient incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. The key component incorporated into the ADHS BCP is the Incident Command System ( ICS). The ICS is a flexible model that allows ADHS to scale its efforts and apply the parts of the ICS structure that best meet the demands of the incident. This structure is in place but inactivated during normal day- to- day operations. The ICS includes a command function, operations function a planning function, a logistics function, and a finance/ administration function. The ICS can expand and contract depending upon the severity and nature of the incident.
The authority and responsibility of key staff positions and lines of succession are identified in the ICS and in the Response and Recovery Team information. Although all ADHS employees receive BCP training, ADHS has identified approximately 250 ADHS employees who may be called upon to assume a leadership or key role in the response to an emergency incident. For these individuals additional BCP training and ICS training is mandatory.
The core functional roles required to maintain public health continuity of operations are pre- identified within the Incident Command System are as follows:
Table 2. Core Functional Roles to Maintain Public Health Continuity of Operations
Core Function
Responsible Party
Assessment of Health/ Medical Needs
ICS Command:
•
The ICS Administrator
•
Incident Commander
Health Surveillance
ICS Command:
•
State Epidemiologist
Food/ Drug/ Medical Device Safety
ICS Command:
•
State Epidemiologist
•
Safety Officer
ADHS Worker Health/ Safety
ICS Command:
•
Safety Officer
Public Health Information
ICS Command:
•
Information Officer
•
State Epidemiologist
49
Health/ Medical Equipment and Supplies
ICS Logistics
•
Equipment/ Supplies Unit Leader
Mental Health Care
ICS Operations
•
Behavioral Health Incident Management System ( PHIMS) Emergency Response Branch
Medical Care Personnel
ICS Operations
•
Public Health Incident Management System ( PHIMS) Emergency Response Branch/ Hospital & Healthcare Group
Patient Evacuation
ICS Operations
•
Public Health Incident Management System ( PHIMS) Emergency Response Branch/ Hospital & Healthcare Group
In- Hospital Care
ICS Operations
•
Public Health Incident Management System ( PHIMS) Emergency Response Branch/ Hospital & Healthcare Group
First Responder and Health Care Worker Health/ Safety
ICS Operations
•
Public Health Incident Management System ( PHIMS) Emergency Response Branch/ EDC Group
Radiological/ Chemical/ Biological Hazards Consultation
ICS Operations
•
Public Health Incident Management System ( PHIMS) Emergency Response Branch/ Laboratory Group
Vector Control
ICS Operations
•
Public Health Incident Management System ( PHIMS) Emergency Response Branch/ EDC Group
Potable Water/ Wastewater and Solid Waste Disposal
ICS Operations
•
Public Health Incident Management System ( PHIMS) Emergency Response Branch/ EDC Group
Veterinary Services
ICS Operations
•
Public Health Incident Management System ( PHIMS) Emergency Response Branch/ EDC Group
Victim Identification/ Mortuary Services
ICS Operations
•
Public Health Death Registry
50
Table 3. Roster of Identified Personnel and Back- Up Personnel for Essential Services and Functions
Arizona Department of Health Services primary and secondary individuals in core functional roles- as delineated in the Incident Command System ( ICS)
Name
Responsibility/ Authorization
ICS Administrator
Director – Susan Gerard
Primary-- Declare an Agency Disaster and activate the BCP
Deputy Director of Behavioral Health – Dr. Laura Nelson
Secondary-- Declare an Agency Disaster and activate the BCP
Deputy Director of Public Health – Will Humble
Alternate-- Declare an Agency Disaster and activate the BCP
Deputy Director Operations – Janet Mullen
Alternate-- Declare an Agency Disaster and activate the BCP
ICS Incident Commander
Deputy Director of Public Health or designee – Janet Mullen
Primary-- Manage Response Activities to the Incident
Assistant Director of Public Health – Will Humble
Secondary-- Manage Response Activities to the Incident
Assistant Director of Government Affairs – Pete Wertheim
Alternate-- Declare an Agency Disaster and activate the BCP
Other, as designated by the Agency Administrator
Alternate-- Manage Response Activities to the Incident
ICS Information Officer
Public Information Officer – Michael Murphy
Primary-- Media Spokesperson and 211 Coordinator
Assistant Public Information Officer – Janey Pearl
Secondary-- Media Spokesperson and 211 Coordinator
Legislative Liaison
Pete Wertheim
Alternate-- Media Spokesperson and 211 Coordinator
Assistant Director of Government Affairs – Kathleen Phillips
Alternate-- Media Spokesperson and 211 Coordinator
Other, as designated by the Incident Commander
Alternate-- Media Spokesperson and 211 Coordinator
ICS Government Affairs Liaison Officer
Assistant Director of Government Affairs
Primary-- Government Agency Interface and Coordinator
Legislative Liaison
Secondary-- Government Agency Interface and Coordinator
Assistant Legislative Liaison
Alternate-- Government Agency Interface and Coordinator
Other, as designated by the
Alternate-- Government Agency Interface and Coordinator
51
Incident Commander
ICS Safety Officer
Risk Manager – Ferando Ortega
Primary-- Personnel and Facility Safety Interface and Coordinator
Management Services Administrator – Yvonne Harbough
Secondary-- Personnel and Facility Safety Interface and Coordinator
Other, as designated by the Incident Commander
Alternate-- Personnel and Facility Safety Interface and Coordinator
State Epidemiologist
State Epidemiologist – Ken Komatsu
Primary-- Epidemiology Interface and Coordinator
Assistant State Epidemiologist – Dr. Rebecca Sunenshine
Secondary-- Epidemiology Interface and Coordinator
Other, as designated by the Incident Commander
Alternate-- Epidemiology Interface and Coordinator
Identifying and Training Back- Up Personnel
ADHS personnel planning for public health continuity of operations during an emergency event pre- identifies positions and personnel needed to sustain public health continuity of operations. This involves identifying delegations of authority, orders of succession, and training requirements. In addition, it assumes a workforce disruption due to an expected rate of absenteeism, a potential need for social distancing measures, and a potential disruption of transportation. Therefore, the ADHS BCP assumes an ADHS workforce reduction ( absenteeism, social distancing, and transportation disruption) of up to 40%. The following information addresses these issues.
The plan is designed to maximize personnel to ensure public health continuity of operations. The pre- identified personnel count required to support critical business functions, constitutes less than 40% of the ADHS workforce. The ADHS BCP has pre- identified the positions, skills, and personnel needed to ensure public health continuity of operations. The following is the minimum number of individuals necessary to maintain critical business functions during an emergency event.
•
82 to maintain the Incident Command System ( ICS )
•
61 to maintain Public Health Incident Management System Emergency Response
•
23 to maintain Behavioral Health Incident Management System Emergency Response
•
47 to maintain Arizona State Laboratory critical functions
•
6 to operate the Public Health Death Registry
•
10 to issue Birth Certificates to disaster victims or survivors
•
700 to maintain critical Arizona State Hospital services ( Security, Health, Food)
•
20 to provide Behavioral Health Services to Arizona's SMI Population
52
Based upon this distribution of personnel, 949 individuals are needed to operate the ICS and provide critical functions, including public health continuity of operations. This is a total workforce requirement of 40% of ADHS' staff of 2,400.
The ADHS BCP details the key positions and responsibilities in the ICS and each of the critical business functions. These are maintained in master lists called " Summary of Areas of Responsibility." These provide a summary list of pre- identified personnel, including one primary individual and two to three pre- identified back- up personnel, by name and position, responsible and authorized for actions taken during a declared disaster. Detailed lists exist for all ICS functions, as well as for all critical business functions, essential business functions, and administrative business functions. Lists of assigned personnel in specified service areas ( by position and name) are maintained and updated in the functional areas.
Examples of key positions in two areas, the Incident Command System ( ICS) and the Public Health Incident Management System Emergency Response, are provided.
Incident Command System ( ICS)
•
Agency Administrator: The Agency Administrator acts on behalf of the Arizona Governor and has the authority to declare an agency emergency and activate the ADHS BCP.
•
Incident Commander: The IC is responsible for managing the Department’s response activities by coordinating the Operations, Planning, Logistics and Finance/ Administration sections. In addition, the IC develops the Incident Action Plan ( IAP) in conjunction with the Planning Section. The IAP covers the incident’s primary goal and objectives and subsequent actions that are assigned to specific staff members. This plan is comprised of objectives and strategies that will be attained to help manage the emergency. The IAP is an active document and can change throughout the course of a response.
•
Public Information Officer: The Information Officer is responsible for interfacing with the public and media and/ or other agencies with incident- related information requirements. The Information Officer will ensure that the Arizona 211 system is used to provide public information, notifications and alerts.
•
Government Affairs Liaison Officer: The Government Affairs Liaison is the point of contact for representatives of other government agencies, nongovernmental organizations, and private entities. This includes local, state, and federal agencies
•
Safety Officer: The Safety Officer is the agency's loss control representative and works with ADOA's Risk Management staff to ensure proper damage assessment. The Safety Office also monitors incident operations and is responsible for the general safety of incident operations. The Safety Office is responsible for interfacing with other agencies regarding personnel and facility safety.
•
State Epidemiologist: The State Epidemiologist is the point of contact for all incident- related information and matters relating to the distribution, causes, and outcomes of disease.
•
Operations Section Chief: The Operations Section Chief directs the management and execution of all tactical response and recovery functions.
o
Operations/ Public Health Incident Management System Emergency Response Branch Director 53
o
Operations/ Behavioral Health Incident Management System Emergency Response Branch Director
o
Operations/ Arizona State Laboratory Branch Director
o
Operations/ Death Registry and Birth Certificate Branch Director
o
Operations/ Arizona State Hospital Branch Director
o
Operations/ Behavioral Health SMI Service Branch Director
•
Planning Section Chief: The Planning Section Chief coordinates the Planning Section activities and has primary responsibility for providing planning support to Command Staff and the ICS Sections. The Planning Section Chief reports to the Incident Commander and determines the required resources and organizational structure within the Planning Section.
o
Planning Incident Action Plan Unit Leader
o
Planning Incident Situation Reports Unit Leader
o
Planning Incident Resource Management Unit Leader
o
Planning Incident Technical Specialists Unit Leader
•
Logistics Section Chief: The Logistics Section Chief coordinates the Logistics Section activities and has primary responsibility for providing logistical support to Command Staff and the ICS Sections. The Logistics Section Chief reports to the Incident Commander and determines the required resources and organizational structure within the Logistics Section.
o
Logistics ITS and Communications Branch Director
Logistics ITS and Communications Branch Data Communications Unit Leader
Logistics ITS and Communications Branch Alerts and Notifications Unit Leader
o
Logistics Personnel Unit Leader
o
Logistics Equipment and Supplies Unit Leader
o
Logistics Facilities Unit Leader
o
Logistics Communications Unit Leader
•
Finance/ Administration Section Chief
o
Finance/ Administration Procurement Branch Director
Finance/ Administration Procurement Branch Commodities Unit Leader
Finance/ Administration Procurement Branch Services/ Contracts Unit Leader
o
Finance/ Administration Cost Reimbursement Unit Leader
o
Finance/ Administration Damage, Injury Documentation Unit Leader
o
Finance/ Administration Overtime Coordination Unit Leader
Public Health Incident Management System ( PHIMS) Emergency Response
•
Epidemiology and Disease Control ( EDC) Group Supervisor
o
EDC Immunizations Unit Leader
o
EDC Human Surveillance/ EPI Unit Leader
o
Vector Borne Disease Unit Leader
o
Environmental Health Unit Leader
•
Local Health Group Supervisor
o
Local Health Counties Unit Leader
o
Local Health Tribal Unit Leader
o
Local Health Border Unit Leader
54
•
Laboratory Services Group Supervisor
o
Laboratory Bioterrorism Unit Leader
o
Laboratory Chemical Unit Leader
o
Laboratory Virology/ Serology Unit Leader
•
Hospital and Healthcare Group Supervisor
o
Hospital Unit Leader
o
Clinics Unit Leader
o
Emergency Medical Services Unit Leader
o
Licensing Services Unit Leader
o
Vital Records Unit Leader
•
Data Group Supervisor
o
Surveillance Data Management Unit Leader
o
GIS/ Modeling Unit Leader
To ensure adequate training and accommodate expectations regarding workforce disruption, delegation of authority, and orders of succession, all ADHS employees regardless of position or skills receive business continuity training and basic ICS/ NIMS training. In addition, key staff are trained receive advanced training and participate in exercises, table- tops, and simulations designed to maintain a required skill set associated with public health continuity of operations.
Delegations of Authority
Table 4. ADHS Summary of Deputizations ( Delegations of Authority)
Person Deputized by Director
Title
Division/ Program
Authority
Dr. Janet Mullen
Deputy Director
Operations
All authority in place for the Director
Dr. Laura Nelson
Acting Deputy Director
Behavioral Health Services
All authority in place for the Director
Will Humble
Assistant Director
Public Health Services
All authority in place for the Director
Jeanette Shea- Ramirez
Assistant Director
Public Health Services
Specific authority by statutes- public health programs
Michael Fronske
Assistant Director
Behavioral Health Services
Specific authority by statutes- mental health
Robert Sorce
Assistant Director
Behavioral Health Services
Specific authority by statutes- mental health
Mary Wiley
Assistant Director
Licensing Services
Specific authority by statutes- licensing- health care institutions, special licensing, child care licensing
Alan Oppenheim
Deputy Assistant Director
Licensing Services
Specific authority by statutes- licensing- health
55
care institutions, special licensing, child care licensing
David Spitzer
Assistant Director
Information Technology Services
Specific authority by statutes- administration of computer system and related services
Kathleen Phillips
Rules Administrator and Administrative Counsel
Administrative Rules and Counsel
Specific authority by statutes- signing of legal documents in administrative hearing matters
Kathleen Phillips
Rules Administrator and Administrative Counsel
Administrative Rules and Counsel
Specific authority by statutes- requesting and filing of extensions for five year reviews of rules
John C. Cooper
Superintendent
Arizona State Hospital
Specific authority by statutes- operations at the Arizona State Hospital
Donna Noriega
Chief Operating Officer
Arizona State Hospital
Specific authority by statutes- preparation of annual written notice to committed persons of the person’s right to petition the court for conditional release to a less restrictive alternative without the approval of the superintendent or the director
Terry Mullins
Bureau Chief
PHS/ Bureau of Emergency Medical Services
Specific authority by statutes- relating to certification of ambulance operations, certification of EMTs
Bentley Bobrow, M. D.
Medical Director
PHS/ Bureau of Emergency Medical Services
Specific authority by statutes- relat6ing to certification of EMTs, disciplinary actions, certifications to ALS base hospitals
Victor Waddell
Bureau Chief
PHS/ State Laboratory
Specific authority by
56
statutes- relating to oversight and operations of the State Lab
William Slanta
Assistant Bureau Chief
PHS/ State Laboratory
Specific authority by statutes- relating to oversight and operations of the State Lab
James Humble
Assistant Director
Business and Financial Services
Specific authority by statutes- relating to fiscal and budgetary matters
Richard Porter
Bureau Chief
PHS/ Public Health Statistics
Specific authority by statutes- relating to oversight and operations of the Office of Vital Records as an Assistant Registrar
Patricia Adams
Office Chief
PHS/ Office of Vital Records
Specific authority by statutes- relating to the Office of Vital Records as an Assistant Registrar
Deborah Heemstra
Manager
PHS/ Office of Vital Records
Specific authority by statutes- relating to the Office of Vital Records as an Assistant Registrar
Christopher Mrela
Manager
PHS/ Public Health Statistics
Specific authority by statutes- relating to statistical data, analysis of vital records
Janice L. Escoto
Legal Assistant
Office of Administrative Counsel
Specific authority by statutes- relating to the role of Clerk of the Department; for accepting notices of claims, subpoenas, lawsuits, and maintaining dockets for all administrative proceedings and related activities
Richard Cox
Sanitarian
Public Health Services
Sanitarian responsibilities under statutes
Ronald Holley
Sanitarian
Public Health Services
Sanitarian responsibilities under statutes
Gork Yee
Sanitarian
Public Health
Sanitarian
57
Services
responsibilities under statutes
Bob Ohlfest
Team Leader/ Sanitarian
DLS/ ALL- Tucson
Sanitarian responsibilities under statutes
Ben Stepleton
Sanitarian
PHS/ Food Safety
Sanitarian responsibilities under statutes
Alan Croft
Sanitarian
Public Health Services
Sanitarian responsibilities under statutes
Brigitte DuFour
Sanitarian
PHS/ Smoke Free Arizona
Sanitarian responsibilities under statutes
Will Humble
Sanitarian
Public Health Services
Sanitarian responsibilities under statutes
Carrie Senseman
Sanitarian
Public Health Services
Sanitarian responsibilities under statutes
Bill Frank
Sanitarian
Public Health Services
Sanitarian responsibilities under statutes
Don Herrington
Bureau Chief
PHS/ Disease Prevention
Sanitarian responsibilities under statutes
Identifying Adequate Alternate Work Sites
ADHS maintains offices in Phoenix and Tucson. Should the need arise to relocate a number of individuals due to an event; ADHS has some internal capacity to do so. The State Public Health Laboratory will make all efforts to centralize the operations and minimize disruption of services to submitting agencies. Submitting agencies will be notified by blast- fax of the cessation of operations at the Arizona State Public Health Laboratory. Submitters will be directed to continue to submit samples to the laboratory or to a backup designated location through their normal processes so that samples can be collected in a central location. Samples will be re- directed to the backup laboratory through the laboratory’s contracted 24- hour delivery service.
In the event that the State Health Laboratory personnel can not physically coordinate operations in the State Laboratory or other centralized location, submitting agencies will be notified to send their bloodspot samples directly to the backup testing laboratory. Information will be provided to the submitting agencies as to the name, address, and special requirements for submission of samples to the backup facility.
ADHS currently employs a Tri- Agency agreement with the Department of Economic Security ( DES) and the Arizona Health Care Cost Containment System ( AHCCCS) that allows for
58
minimal to moderate facility availability in the event that ADHS, DES or AHCCCS have an emergency that requires relocation of personnel for a limited period of time.
The Arizona State Hospital has identified measures they would take to maintain operations on the hospital campus such as unit transfers and early discharges. They have also identified the key department to notify the community and others if the hospital had to shut down or relocate. It is the policy of the Arizona State Hospital to maintain service delivery or restore services as rapidly as possible following an emergency that disrupts those services.
Long term arrangements are under discussion, including an off- site shared data facility for multiple State Agencies to utilize for warm to hot backup sites for data center services.
Any alternate sites that are not currently accounted for, or if any issue arises that cannot be contained by the current alternate site arrangement, ADHS and the Arizona Department of Administration ( DOA) Facilities groups will work together to find a suitable location for recovery activities.
The need for social distancing during an emergency would be a factor considered by the ADHS ICS and Safety Officer. The exact circumstances of the emergency would dictate the course of action or response appropriate under the given circumstances. However, in general, ADHS planning allows for the following:
•
Having employees use telework options. Currently, 22% of ADHS' workforce in Maricopa County have telework agreements and have regularly worked from home. In addition, another 20% of ADHS employees can or have used alternate worksites and/ or have flexible work hours/ staggered shifts.
•
Reducing frequency and type of face- to- face contact ( e. g. hand- shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers; and use of telephone or web based video conferencing instead of face- to- face meetings.
•
Restricting travel to affected geographic areas, based on ADHS and CDC recommendations.
•
Assigning workgroups to alternate work sites. Depending upon the nature of the emergency threat and the availability of transportation, employees may be directed to alternate ADHS, DES, or AHCCCS work sites as detailed within the Incident Action Plan ( IAP). Potential ADHS work sites include three located in Phoenix, one located in Tucson, and one located in Flagstaff. The ADHS sites are:
Arizona Department of Health Services
150 North 18th Avenue Phoenix, Arizona 85007
Arizona Department of Health Services
1740 West Adams Phoenix, Arizona 85007
Arizona Department of Health Services
2500 East Van Buren Street Phoenix, Arizona 85008
Arizona Department of Health Services
400 West Congress Tucson, AZ 85701
Disruption of transportation during an emergency would also be a factor considered by the ADHS ICS and Safety Officer. The exact circumstances of the transportation disruption in conjunction with the exact circumstances of the emergency would dictate the course of action or
59
response appropriate under the given circumstances. However, in general, ADHS planning allows for the following:
•
In the event of a transportation disruption that prevents or hinders ADHS employees from leaving work or returning home, ADHS will:
o
Identify employees who have the greatest need to leave the workplace ( caregiver needs, medical needs, etc.) and give these employees priority assistance, as available, to vacate facilities, offices, and working sites. Department fleet vehicles will be deployed to transport employees with special or immediate needs, if possible
o
Allow employees to contact/ communicate with family.
o
Direct employees to " shelter in place" until they can safely and orderly vacate facilities, offices, and working sites.
•
In the event of a transportation disruption that prevents or hinders ADHS employees from reporting to work, ADHS has identified alternate work sites. Depending upon the nature of the emergency threat and the availability of
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| Rating | |
| TITLE | 2008 Arizona pandemic influenza operational plan |
| CREATOR | Arizona. Dept. of Health Services. |
| SUBJECT | Influenza--Arizona; Influenza--Prevention; Public health--Arizona; |
| Browse Topic |
Government and politics Family and community |
| DESCRIPTION | 363 pages (PDF version). File size: 2422.733 KB. |
| Language | English |
| Publisher | Arizona. Dept. of Health Services. |
| TYPE | Text |
| Material Collection |
State Documents |
| Acquisition Note | Publication or link to publication sent to reports@lib.az.us |
| RIGHTS MANAGEMENT | Copyright to this resource is held by the creating agency and is provided here for educational purposes only. It may not be downloaded, reproduced or distributed in any format without written permission of the creating agency. Any attempt to circumvent the access controls placed on this file is a violation of United States and international copyright laws, and is subject to criminal prosecution. |
| DATE ORIGINAL | 2008-07-09 |
| Time Period |
2000s (2000-2009) |
| ORIGINAL FORMAT | Born digital |
| Source Identifier | HES 1.2:P 15 |
| Location | New |
| DIGITAL IDENTIFIER | 08apiop.pdf |
| DIGITAL FORMAT | PDF (Portable Document Format) |
| REPOSITORY | Arizona State Library. Archives and Public Records--Law and Research Library. |
| File Size | 2422.733 KB |
| Full Text | 2008 Arizona Pandemic Influenza Operational Plan Susan Gerard, Director Arizona Department of Health Services July 9, 2008 Executive Summary An outbreak of a highly pathogenic and transmissible Type A Influenza virus has the potential to negatively impact our communities and our livelihoods. Arizona’s goal, and the goal of the U. S. Department of Health and Human Services, is to minimize the impact of a pandemic influenza event on Arizonans. The response to a pandemic influenza event is not only a public health emergency, but will require the strength and resolve of years of emergency preparedness and response planning, system capabilities, and partnership development. It will require local and state agencies, non- governmental organizations, and others to work closely to slow the spread of the pandemic, protect Arizona’s critical infrastructure, and to ensure Arizona can quickly restore social and economic legitimacy following the pandemic experience. The 2008 Arizona Pandemic Influenza Operational Plan ( Plan) was compiled as a coordinated effort among over 25 local, state, and federal agencies and non- governmental organizations. The Plan addresses three main strategic goals: ( 1) ensure continuity of operations of state agencies and continuity of state government; ( 2) protect citizens; and ( 3) sustain and support 17 critical infrastructure sectors and key assets. These organizations and agencies helped to provide direction and content for the following major functional areas within each strategic goal: • Sustaining Operations of State Agencies • Public Health Continuity of Operations Planning • Continuity of the Food Supply System • Responding to Agriculture Emergencies and Maintaining the Food Safety Net Programs • Uniformed Military Services Needs and Assets; • Transportation • Epidemiological Surveillance and Laboratory Capacity • U. S. Ports of Entry • Community Mitigation Interventions • School Closure • Medical Countermeasures • Mass Vaccination • Healthcare and Hospital Preparedness • Mass Fatalities • Communications • Mitigating the Impact on Workers in the State • Official Communications Mechanisms for Foreign Missions • Emergency Medical Services and 9- 1- 1 Preparedness • Public Safety and Law Enforcement • Critical Infrastructure Protection and Private Sector Coordination 2 Contents Contributing Agencies................................................................................................................... 5 Generic Planning Principles and Assumptions.......................................................................... 10 Documentation of Preparedness Plans....................................................................................... 15 Plans and Documents that are Referenced in the 2008 Arizona Pandemic Influenza Operational Plan Appendices...................................................................................................... 16 National Incident Management System ( NIMS)........................................................................ 18 Sustain Operations of State Agencies......................................................................................... 22 Public Health Continuity of Operations..................................................................................... 42 Continuity of the Food Supply System........................................................................................ 64 Agricultural Emergencies and Food Safety Net Programs........................................................ 78 Uniformed Military Services Needs and Assets.......................................................................... 95 Transportation................................................................................................................. .......... 107 Epidemiological Surveillance.................................................................................................... 119 Laboratory Capacity................................................................................................................... 149 U. S. Ports of Entry..................................................................................................................... 157 Community Mitigation Interventions........................................................................................ 166 School Closure........................................................................................................................ .. 188 Medical Countermeasures......................................................................................................... 209 Mass Vaccination.................................................................................................................... .. 227 Healthcare and Hospital Preparedness..................................................................................... 256 Mass Fatalities..................................................................................................................... ..... 273 Communications................................................................................................................. ...... 280 Mitigating the Impact on Workers in the State......................................................................... 308 Official Communications Mechanisms for Foreign Missions................................................. 328 Emergency Medical Services Preparedness.............................................................................. 332 Public Safety Answering Points Preparedness......................................................................... 345 Public Safety and Law Enforcement......................................................................................... 356 Critical Infrastructure Protection, Planning, Preparedness, Response, and Recovery.......... 357 Public- Private Partnerships and Support Networks................................................................. 358 National Infrastructure Protection Plan Risk Management Framework............................... 359 Critical Infrastructure Information Sharing and Protection Initiatives................................. 360 Emergency Preparedness Activities for Critical Infrastructure............................................... 361 3 Integrate Government with Public- Private Sector Critical Infrastructure.............................. 362 Prioritize and Allocate Scarce Resources................................................................................. 363 * Appendix B. 14 has been omitted due to original formatting of U. S. Department of Health and Human Services ( USDHHS) Federal Guidance document. 4 Contributing Agencies Agency Name Signature Susan Gerard Will Humble Cam Hunter Teresa Ehnert Paul Barbeau Joel Bunis Laura Erhart Rob Evans Kathy Fredrickson* Jennifer Herbert* Jean- Robert Jeoffroy Don Kautz Ken Komatsu Charles Lacy- Martinez Arizona Department of Health Services Elisabeth Lawaczeck 5 Andrew Lawless Chris Lyons John Meyer Bryan Mitchell Terry Mullins Alan Oppenheim Ethan Riley Carrie Senseman Bill Slanta* Joe Urrea Scott Voss Tina Wesoloskie Steve Bold Marie Isaacson Arizona Department of Administration Barbara Jaeger* Arizona Department of Agriculture Dart Easterday Arizona Association of Food Banks Ginny Hildebrand 6 Arizona National Guard Gabriel Almendarez Arizona Department of Education Jean Ajame Carol Hartman Bill Tait Arizona Department of Transportation Mike Veucasovic Governor’s Office Marco Lopez U. S. Customs and Border Protection Jason West Arizona Board of Regents Nancy Tribbensee Ryan Goosley Mariano Gonzales Jan Kimmel Judy Kioski Matt Parks Arizona Division of Emergency Management Beth Zimmerman Jeanne Harmon Arizona Department of Economic Security Kathy Waite Phoenix Fire Department David Leinenverber 7 Arizona Department of Homeland Security Fernando Reyes Arizona Department of Public Safety Ken Morris* Arizona State Court System Niki O’Keeffe Arizona Counter Terrorism Information Center Todd White Arizona Department of Corrections Vincent Scarfo Arizona Department of Juvenile Corrections Billy Mitchell METRO Light Rail Larry Engleman * Due to scheduling conflicts, some signatures could not be obtained. ADHS would also like to thank the following agencies and individuals for their support of the 2008 Arizona Pandemic Influenza Operational Plan: • Daniel Bergin, Associate General Counsel, Arizona State University • LeEtta Overmyer, Deputy Vice President for University Administration, Arizona State University • Alisa Diggs, Maricopa County Department of Public Health • Dr. Robert French, Maricopa County Department of Public Health • Dennis Cvancara, Maricopa County Department of Emergency Management • Elizabeth Lueck, Cochise County Health Department • Don Walker, Navajo County Health Department • Dr. Ted Noon, Arizona Department of Agriculture • Dr. Rick Willer, Arizona Department of Agriculture • Dr. John Hunt, Arizona Department of Agriculture • Lorie Mayer, Arizona Healthcare Cost Containment System ( AHCCCS) • David Drennon, Arizona Department of Commerce • Charlene Crowell, Arizona Department of Housing • Lisa Meyerson, Government Information Technology Agency ( GITA) • Louise Smith, Phoenix Fire Department • Mark Naugle, Arizona Department of Emergency and Military Affairs • Michael Myers, U. S. Customs and Border Protection • Karen Ashley, Arizona Department of Homeland Security • David Gambill, CDC • COL Felicia French, Arizona National Guard • LTC Charles J. Parisi, Arizona National Guard • Patty Simpson, Arizona Department of Public Safety 8 • Antonio Hernandez, Arizona Department of Health Services • Terry Digman, Arizona Department of Health Services • Tim Singleton, Arizona Department of Health Services • April Lawless, Arizona Department of Health Services • Don Wolley, Arizona Department of Health Services • Ramona Hernandez, Arizona Department of Health Services • Juanita Roberts, Arizona Department of Health Services • Gloria DeShazer, Arizona Department of Health Services • Susan Goodykoontz, Arizona Department of Health Services • Michelle Johnston, Arizona Department of Health Services • Ruth Penn, Arizona Department of Health Services • Andie Denious, Arizona Department of Health Services • LaKeta Kemp, Arizona Department of Health Services • William Frank, Arizona Department of Health Services • Dr. Karen Lewis, Arizona Department of Health Services • Ben Stepleton, Arizona Department of Health Services • Dr. Rebecca Sunenshine, Arizona Department of Health Services • Dr. Peter Kelly, Arizona Department of Health Services • Mary Wiley, Arizona Department of Health Services 9 Generic Planning Principles and Assumptions The following overarching principles and assumptions are generic planning assumptions for this plan. Planning assumptions specific to a particular strategic goal and operating objective are discussed within particular planning elements in the respective appendices. • In Arizona, an influenza pandemic would result in numerous persons ill with influenza. The number of persons hospitalized would exceed the capacity of these institutions. Additionally, the number of deaths due to influenza like illness ( ILI) would rise above regular influenza season rates. This plan was developed to promote an effective and coordinated response, from the interpandemic period through the end of the pandemic period. • The vaccine for the pandemic strain will become available 4- 6 months or more after the start of the influenza pandemic. Exception: A vaccine for H5N1 influenza could become available sooner as it is currently in the last phase of clinical trials. The source for this assumption and other assumptions is the document produced by CDC entitled, “ Pandemic Influenza Vaccination: A Guide for State, Local, Territorial, and Tribal Planners ( December 11, 2006) Source: Pages 1 and 2 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf. • The release of influenza pandemic vaccine in the first few months may be unlicensed by FDA, but available under the Investigational New Drug ( IND) provisions or Emergency Use Authorization of Medical Products. • The federal government will purchase all pandemic vaccine through the first year ( 12 months). Other private and public funding sources will be responsible for purchase of vaccine after the first year. Source: Page 4 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf • The influenza pandemic vaccine will be allocated to Arizona based on the proportion of the US population. According to the 2006 US Census estimates, Arizona’s population is 6.1 million ( pro rata of 2%) of the US population of 301 million. Source: http:// www. census. gov/. Source: Page 4 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf • The national production of the influenza pandemic strain is estimated at a rate of 5 million to 10 million doses per month. Arizona’s 2% portion is 100,000 to 200,000 doses a month. Weekly shipments of 25,000 to 50,000 are expected. Source: Pages 6- 7 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf 10 • The federal government will provide vaccine to Arizona based on the federal priority groups, which are subject to change. Although Arizona will be required to vaccinate according to the national priority groups, the state will have some flexibility in defining priority groups and subprioritizing within them. Source: Page 4 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf • The federal government will be responsible for the vaccination of all federal employees working in Arizona. This include the federal correction facilities staff and prisoners, Veterans Administration ( VA) employees and clients, Indian Health Service staff, Public Health Service employees, Transportation Security Administration ( TSA), federal Air traffic controllers, federal Homeland Security employees, federal border patrol agents, and etc. Source: http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf • The influenza pandemic vaccine manufacturer( s) will have capabilities to ship up to 100 sites in Arizona. Source: Page 7 of http:// michigan. gov/ documents/ mdch/ PandemicVaccinationPlanningGuide121106_ 180928_ 7. pdf • The providers in the state will be vaccinating individuals with season influenza vaccine during October through March. Seasonal influenza vaccine expires June 30th each year. • The contraindications to influenza pandemic vaccine are the same as the seasonal injectable egg- based influenza vaccine. • It is expected that a flu pandemic would cause widespread morbidity and mortality and might affect 40% of the workforce or more over a period of many months depending on incidence of disease within a community. Staff reductions may occur due to staff illness or death or due to family responsibilities related to the emergency. Problems may arise from illness in family, closure of schools, lack of caregiver support, or similar instances that prevent employees from coming to work. Such situations could decrease existing staff levels to critically low levels and threaten the capacity of the organization to continue operations. • Staff levels 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 behavioral 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. 11 • Emergencies serious enough to require the activation of this plan will almost certainly warrant a Governor’s Declaration of a State of Emergency and local declarations of emergency. • 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 critical functions to other personnel or worksite relocations. • Some of the information and communications systems supporting operations during normal non- emergency periods may not be available. • A new virus subtype will likely emerge in a country other than the United States, although a novel strain could first emerge in the United States. • Arizona’s temporary residents, winter visitors, migrant workers and tourists will create a potential vaccination target population of nearly double that of the permanent resident population. • When the pandemic transpires, laboratory reagents and personnel will be in short supply and will have to be allocated on a priority basis based upon a matrix designated by the State of Arizona Public Health Laboratory. • An increase in testing to support increased demand for outbreak investigations based upon a priority matrix designated by the State of Arizona Public Health Laboratory. • Agencies retain operational control of their communications systems and equipment during emergency operations. • The State Health Alert Network will be functional throughout the incident. • External vendors will continue to provide services according to existing contracts. • The combined expertise and capabilities of government at all levels, the private sector and non- governmental organizations in the State of Arizona may be required to prevent, prepare for, respond to, and recover from a pandemic influenza. • Adequate staff and facilities may or may not be available at hospitals and local levels for providing healthcare during a pandemic influenza in the State of Arizona. • Refrigerated storage area where large numbers of remains can be processed will be needed. Additional Secure storage area will be required for personal effects. 12 • Large increases in mortuary affairs supplies and equipment ( e. g., HRP and litters) may be needed for the numbers of dead far exceeding normal capabilities. • Refrigerator trucks most likely will not be available because many agencies are planning to use them and they will be needed to keep the infrastructure running ( i. e. refrigerated food stuffs to supermarkets). • School district governing boards and charter school boards are responsible for ensuring that their schools are as prepared as possible to respond to emergency situations, including influenza pandemic. • When the pandemic occurs, vaccines and medicines will be in short supply and will have to be allocated on a priority basis. • Arizona has a very transit population and given modern travel patterns we anticipate little warning before outbreaks begin in Arizona. • Each State Agency has developed an emergency communications plan and advised employees regarding the plan. Each State Agency has educated its employees regarding pandemic preparedness information. • An emergency/ disaster may cause significant damage to the economic and physical infrastructure. • The response capability of the affected local government will be quickly overwhelmed and will necessitate state and possibly federal government assistance. • Information management and the capacity to share critical information with the residents of the state will be vital during a pandemic. • Residents whose employment status is impacted by a pandemic will need information regarding services specific to the needs arising from loss of employment. • Outbreaks are expected to occur simultaneously, preventing shifts in resources that commonly occur in other natural disasters. • Public safety agencies are likely to face increased demands while operating with a reduced workforce due to pandemic impact on agency employees and families. • Due to manpower limitations, the public safety response to a pandemic will require interaction and involvement by all federal, state, and local public safety agencies in each affected jurisdiction. • To effectively address public safety issues during a pandemic, law enforcement agencies will also need to provide proper protection to employees working in high risk environments for exposure. 13 • Realizing that employees cannot effectively focus on critical duties while worrying about their families, public safety agencies need to consider family support to retain confidence in employee capabilities. • The influenza pandemic will affect some portion of the general population, government agencies ( local, State and national), retail and wholesale grocery industry and other elements of the food system. • Depending on the severity of the influenza pandemic, access to retail grocery outlets may or may not be available. • The most vulnerable population in the case of the lack of retail grocery outlets access will be infants. 14 Documentation of Preparedness Plans ADHS maintains an overarching Public Health Emergency Response Plan accompanied by several annexes and incident annexes. While these plans all dovetail from the overarching plan, each plan is a stand alone document that addresses the planning pieces specific to that public health component or incident. This 2008 Arizona Pandemic Influenza Operational Plan falls within the Incident Annex of Pandemic Influenza and is complementary to the ADHS Pandemic Influenza Response Plan dated June 2006. ADHS derives its authority to respond and coordinate resources during a public health emergency from Arizona Revised Statutes ( ARS) § 36- 781 et seq. Additionally, ADHS roles and responsibilities are outlined within various Emergency Support Functions ( ESFs) within the State of Arizona Emergency Response and Recovery Plan ( SERRP) maintained by the Arizona Division of Emergency Management ( ADEM). The SERRP for Arizona is organized to reflect the National Response Framework ( NRF) ESFs. ADHS is the lead state agency for the following ESFs, appendices, and annexes of the SERRP: • ESF 8, Health and Medical Services • Public Health Appendix • Behavioral Health Appendix • Strategic National Stockpile Appendix • CHEMPACK Appendix • Influenza Pandemic Incident Appendix • Biological Incident Annex 15 Plans and Documents that are Referenced in the 2008 Arizona Pandemic Influenza Operational Plan Appendices By Appendix, the following plans and supporting documentation are referenced. * Please note that not all are included on the CD upon request by the submitting agency. Appendix Plans/ Supporting Documentation A. 1 • Arizona State Capitol Police Department, Incident Management Procedures • ADHS Comparison between the N9 Respirator and the Half Face Respirator • ADHS Hazard Assessment and PPE Selection Form and Directions • Strohl Systems, Human Resources Plan Example • Hazard Assessment and Personal Protective Equipment Form, Nurse Example • Hazard Assessment and Personal Protective Equipment Form, Electrician Example A. 2 ADHS Business Continuity Plan Executive Summary, updated July 2008 A. 4 • Arizona State Emergency Response and Recovery Plan, Foreign Animal Disease Incident Annex, December 2003 • ADHS, Avian Influenza Worker Protection Modified Tabletop Exercise • Final Report, Highly Pathogenic Avian Influenza Rapid Response Training Exercise Series • Arizona Department of Agriculture, Combined Arizona State and Flock Initial Response and Containment Plan ( ISRCP) for H5/ H7 Low Pathogenic Avian Influenza ( LPAI) • Association of Arizona Food Banks, Local Food Bank Disaster Response Plan Template • Association of Arizona Food Banks, State Food Bank Disaster Response Plan Template A. 5 • Arizona State Emergency Response and Recovery Plan, DRAFT Basic Plan, January 2007 • Arizona State Emergency Response and Recovery Plan, DRAFT Influenza Pandemic Incident Appendix, January 2007 • OPLAN07- AZ16 ( Pandemic Influenza) to CONPLAN 07- 100 MSCA ( Military Support to Civilian Authorities) ( Multi- Hazard), Arizona National Guard A. 6 METRO Light Rail Emergency Management Plan, August 2007 B. 2 • ADHS Arizona- Sonora Regional Pandemic and Emergency Response Plan • City of Phoenix Aviation Department Isolation Procedures • Bird Interception Protocol for the Port of Phoenix, Arizona • Port of Phoenix Protocol for Handling Avian Influenza B. 3 • 2008 ADHS Nonpharmaceutical Interventions Community Containment Plan for Pandemic Influenza 16 • Indian Health Service, Tucson Area Office, Flu Vaccination Press Release • Cover Your Cough Media File, February 2006 • Navajo County Public Health Services District, CDC Cover Your Cough Poster • Navajo County Public Health and Emergency Preparedness, Family Disaster Planning Brochure • Mohave County Department of Public Health, Hand Washing Media File • Mohave County Department of Public Health, Pandemic Influenza Newsletter • Navajo County Public Health and Emergency Preparedness, Seasonal & Pandemic Flu Brochure • Navajo County Public Health and Emergency Preparedness, Keep Flu Out of the Workplace Flyer • Navajo County Public Health and Emergency Preparedness, Public Flyer • Navajo County Public Health and Emergency Preparedness, Keep Flu Out of the School Flyer B. 4 • Arizona School Emergency Response Plan Minimum Requirements Guidance Document, ADE/ ADEM • Arizona School Emergency Response Plan Site Template, ADE/ ADEM • ADE Start of School Letter • * Arizona State University Pandemic Influenza Response Plan dated February 2007 B. 5 • ADHS Antiviral Medication Distribution Plan, Version 1.0, March 2007 • ADHS SNS Plan, Version 4.21, March 2007 B. 6 Arizona Mass Vaccination Clinic Plan, February 2006 and Appendices A through M B. 7 ADHS Alternate Care Site Plan for Pandemic Influenza, Version 1.0, June 2008 B. 8 ADHS Pandemic Influenza Mass Fatality Response Plan, Version 4.0, June 2007 and Appendices 1 through 12 B. 9 • ADHS Pandemic Influenza Risk Communication Plan, June 2008 and Appendices I through X • Arizona Statewide PIO Contact List B. 13 FCC Master PSAP Registry ( PSAPs in Arizona) B. 15 * This appendix and all supporting material have been redacted due to sensitive public safety and law enforcement material. C. 1 to C. 7 * This appendix and all supporting material have been redacted due to sensitive public safety and law enforcement material. 17 National Incident Management System ( NIMS) Lead Individual for State Jan Kimmell, Assistant Director Preparedness Section Arizona Division of Emergency Management; Department of Emergency and Military Affairs 5636 E. McDowell Rd. Phoenix, AZ 85008 602- 231- 6398 jan. kimmell@ azdema. gov Activities are brisk throughout the State as jurisdictions, departments and agencies continue moving their staffs through NIMS and Incident Command System ( ICS) training as well as working towards meeting newly released criteria in other areas outside of training in tandem with NIC requirements. ADEM continues to ensure that the NRF and the SERRP mirror each other as closely as possible. The review processes instituted by ADEM and interested agency stakeholders in 2007- 2008 ensured that the SERRP remained NIMS compliant. As a living document, the SERRP undergoes constant review/ updating and major revisions every three to four years to reflect the most current format and changes. In this year’s cycle, ADEM completed the SERRP update in May of 2008. It is currently in the process of final review by the Attorney General’s Office. Subsequent transmission to the Governor’s Office for signature is expected after that. The existing SERRP has undergone the National Review and was deemed acceptable except for lacking a Catastrophic Incident Annex. This Catastrophic Incident Annex is being incorporated into the current revision process. Conformance to all NRF/ NIMS Principles and Guidelines The Governor’s Executive Order 2005- 08, in line with Homeland Security Presidential Directive 5, states “ The National Incident Management System ( NIMS) shall be the State Standard for incident management”. Governor’s Executive Order 2005- 08 was amended in September 2007 ( Governor’s Executive Order # 2007- 23) to reflect that ADEM was lead in the following areas for NIMS in Arizona: • The Arizona Division of Emergency Management ( ADEM) will lead NIMS implementation throughout Arizona. • ADEM shall be charged with: o Incorporate NIMS into existing statewide training programs and exercises; o Seeking federal preparedness funding sufficient to support NIMS implementation; o Incorporating NIMS into emergency operations plans; o Promoting intrastate mutual aid agreements o Providing and coordinating technical assistance to local entities regarding NIMS to ensure statewide compliance; 18 o Institutionalizing the use of NIMS; and o Leading the effort to achieve statewide NIMS compliance to ensure continued eligibility for federal homeland security grant funds. ADEM’s Preparedness Section has personnel to train and educate agencies in institutionalizing NIMS. A NIMSCAST Coordinator is available to offer training and education to agencies in using the NIMSCAST Survey tool, an important compliance requirement of the federal Department of Homeland Security as well as the State Department of Homeland Security. Four NIMSCAST outreach seminars have been held around Arizona in 2007- 2008, and four more are being scheduled. The Coordinator also monitors the NIMSCAST database tool for Arizona, and assists as requests are received from the NIMS Desk, local agencies, and state agencies. Arizona was a participant in TOP- OFF 4 in October of 2007. Local and state agencies successfully demonstrated their capability in this federally- sponsored exercise to use NIMS components to integrate efficiently with the State Emergency Operations Center ( SEOC) and with the Federal Emergency Management Agency ( FEMA) Team. The State of Arizona conducts multi- year training and exercise program phases according to regional or statewide objectives and scenarios. The exercise program may consist of a combination of components: • Seminars • Workshops • Table top exercises • Functional exercises • Command post exercises • Full scale exercises • Large scale games. The training program identifies courses that enhance the exercise program components, educates and trains organizations and individuals, as well as improves the community’s ability to mitigate against, prepare for, prevent, respond to and recover from disasters. The multi- year program is a valuable tool for assessing and improving prevention, protection, response, and recovery capabilities in a risk- free environment. The State of Arizona’s Exercise Program complies with the Homeland Security Presidential Directive 8 which requires a “ national program and a multi- year planning system to conduct homeland security preparedness- related exercises that reinforces identified training standards, provides for evaluation of readiness, and supports the National Preparedness Goal”. It also complements and supports the National Response Framework, National Incident Management System, US Department of Homeland Security Exercise and Evaluation Program ( HSEEP), and State of Arizona Homeland Security Strategy while testing the State Emergency Response and Recovery Plan and local plans. The exercise and training program is conducted by a method that involves all state homeland security regions and the counties within. The exercise and training program is the roadmap for the State to accomplish the priorities described in the Arizona Homeland Security Strategy. The State 19 has pursued a coordinated homeland security strategy that combines enhanced planning, innovative training, and realistic exercises to strengthen the State’s emergency prevention and response capabilities. Training and exercises play a crucial role in this strategy, providing the State with a means of attaining, practicing, validating, and improving new capabilities. The result of the exercise and training program is to improve prevention, protection, response, and recovery capabilities of the participating counties/ regions. In the period of October of 2007 to end of April, 2008, 29 drills, exercises, planning meetings, and workshops have been conducted by the Preparedness and Training Section of ADEM in conjunction with the various participating local, state, federal and tribal agencies. These activities have included the use of NIMS principles. At the direction of the Arizona Department of Homeland Security ( AZDOHS), all jurisdictions, departments and agencies planning to submit and/ or be considered for Homeland Security Grant Program for Federal Fiscal year 2008 have to complete their NIMSCAST Survey for 2007, and for Federal Fiscal Year 2008 when it becomes due on September 30, 2008. ADEM continues to coordinate this effort by providing technical assistance and training. In March and April of 2008, the NIMSCAST Coordinator from ADEM traveled with AZDOHS personnel to the five Homeland Security Regions in Arizona. The Coordinator’s information on NIMSCAST compliance requirements for Federal Fiscal Year 2008 was included on the agenda and presented to the interested stakeholders. ADEM continues to monitor NIMSCAST Survey activity for Federal Fiscal Year 2007 and Federal Fiscal Year 2008 in Arizona, helping agencies to demonstrate NIMS implementation progress in 27 milestones as indicated by the U. S. Department of Homeland Security. The SERRP, which includes the Pandemic Influenza Annex, is in compliance with the Governor’s Executive Order to incorporate NIMS into all emergency operations plans. The SERRP utilizes NIMS to create a standard incident management system that is scalable and modular, and can be used in incidents of any size or complexity. Using ICS, the SEOC utilizes the Multi- Agency Coordination System concept to coordinate and direct the State’s response to a pandemic influenza incident. In addition, the SERRP incorporates the ICS principle of Unified Command ( UC), to further ensure the coordination for incidents involving multiple jurisdictions or agencies at any level of government; including catastrophic events. The SERRP, in an effort to mirror the NRF, uses a functional approach to group the types of assistance through 15 Emergency Support Functions ( ESF), 7 Support Annexes and 6 Incident Annexes ( which includes the Pandemic Influenza Annex). In addition, the SERRP complements and incorporates relevant portions of the NRF, State and Local Guide for All- Hazard Emergency Operations Planning ( SLG101), State NIMS Integration, and Emergency Management Accreditation Program ( EMAP) Standards, to provide a core operational plan for incident management of any State- declared emergency/ disaster in response to a request from an overwhelmed jurisdiction( s). The plan establishes and describes state- level coordinating structures, processes, and protocols that will be incorporated into certain State- level interagency incident- or hazard- specific plans. 20 The State of Arizona was the second state in the nation to become EMAP accredited. ADEM is now spearheading the EMAP re- accreditation process, and is expecting re- accreditation in June of 2009. ADHS is the lead State agency for the Pandemic Influenza Annex. As lead agency, ADHS and ADEM are responsible to ensure the State of Arizona’s Pandemic Influenza Annex is NRF/ NIMS compliant. This benchmark was completed in the 2008 update of the SERRP. The roles and responsibilities established for the Joint Field Office ( JFO)/ Principal Federal Official ( PFO) during a pandemic are a federal responsibility. Reference the United States Department of Homeland Security ( U. S. DHS) “ Joint Field Office Activation and Operations, Interagency Integrated Standard Operating Procedure”, Version 8.3, Interim Approval April 2006. A JFO may be established in large scale disaster events. This is a temporary Federal/ State facility, established locally to provide a central point for Federal, State, Local, and Tribal executives with responsibility for incident oversight, direction, and assistance to effectively coordinate protection, prevention, preparedness, response, and recovery actions. The Federal Coordination Officer ( FCO) and the PFO are the lead federal representatives in the JFO. The State Coordinating Officer ( SCO) is the lead state representative. The PFO, FCO and SCO will be supported by personnel as determined by the requirements of the mission. This may include technical subject matter experts and personnel in emergency response, disaster recovery, mitigation, and public information support roles. Once the JFO is fully activated, the SEOC will be stood down as the required SEOC personnel move into the JFO. It is important to note that the JFO is in a support role that ultimately supports front- line Incident Management Teams. This support role is coordinated through state and county emergency operations centers that may also be mobilized to support the mission. 21 Appendix A. 1 Sustain Operations of State Agencies OPERATING SUB- OBJECTIVE A. 1.1: ENSURE CONTINUITY OF GOVERNMENT IN FACE OF SIGNIFICANTLY INCREASED ABSENTEEISM PREPARE Potential Employee Absences Communication materials were established and give guidance to our agencies and employees without creating undue alarm. These materials provide information regarding how agencies may diminish leave and absenteeism strains related to a pandemic, what employee relations issues may arise, how benefits will come into play and resources available to assist employees before, during and after a pandemic. The Arizona Department of Administration ( ADOA) has not calculated potential absences specifically. ADOA has examined leave balances for employees to determine how much paid leave employees would have in the event of an influenza pandemic event. Current guidance and materials previously distributed to state agencies discusses that up to 40% of the workforce may be affected by the pandemic. These materials also discuss: • Various options an agency director can take in the event of absenteeism • Recommend that key employees be identified • Emergency family planning guidelines and recommendations Essential Functions and Employees with Unique Credentials Arizona has begun to implement the Arizona Statewide Business Continuity Plan ( BCP)/ COOP Software Consolidation Project which addresses essential functions and employees with unique credentials. The mission of this project is to develop a system that contains up to date business continuity information on all Statewide Critical Business Functions for the State of Arizona, allowing effective resource planning and asset management during an event that impacts the productivity of any ( or all) State agencies. This will be an “ all hazards” approach with a strong pandemic planning component. The long- range mission of the project is to have that same system capable of handling agency specific critical application continuity planning, resource and asset management. The objectives of the project are to develop a three- phased approach that allows business continuity and disaster recovery best practices to be implemented in a manageable pilot, then expanded to manage information for all Arizona State Agencies Boards and Commissions. The Phases will include: • Phase I – Participating Agencies o ADE – Arizona Department of Education 22 o ADEM – Arizona Division of Emergency Management o ADES – Arizona Department of Economic Services o ADHS – Arizona Department of Health Services o ADOA – Arizona Department of Administration o ADOT – Arizona Department of Transportation o AHCCCS – Arizona Health Care Cost Containment System o GITA – Arizona Government Information Technology Agency o GOV - Arizona Governor’s Office • Phase I – Deliverables o Review of Strohl LDRPS 10.0 Enterprise web software for applicability o Identification/ utilization of process metrics for collaboration between Strohl and the Participating Agencies o Identification/ utilization of Best Practices as outlined in FEMA COOP templates and Disaster Recovery International guidance document o Identification/ incorporation of peripheral stakeholders ( Insurance Brokers, etc.) o Development of scalable training and guidance documents/ programs o Incorporation of Participating Agency BCP/ COOP plans into the Strohl LDRPS 10.0 Enterprise application o Development and testing of hardware and support functions for an Application Service Provider model to be supported by ADOA o Integrate date feeds into the planning tool ( HRIS, Location Codes, Vendors, Contractors) o Development of draft cost funding plan for future program Phases o Development of Executive and Operational Dashboards to report out critical data metrics to the Governor’s Office, ADEM and Directors within each agency o Conduct a functional exercise o Develop the grant proposal for Phase II • Phase I – Tentative Timeframe o Start – December 2007 o Program Development – December 2007 through August 2008 o Web Application on ADES Network System – February 2008 o Equipment Ordered for Application Service Provider development – June 2008 o Participating Agencies COOP plans loaded into application – August 2008 o All funding issues closed and finalized - November 2008 o Develop grant proposal for Phase II – June 2008 ( Coordinated with DHS) o Functional exercise conducted – October 2008 o Final report – November 2008 • Phase II - All other State Agencies with Critical Business Functions o ADA – Arizona Department of Agriculture o ADEQ – Arizona Department of Environmental Quality o ADJC – Arizona Department of Juvenile Corrections o ADOC – Arizona Department of Corrections o ADPS – Arizona Department of Public Safety o APH – Arizona Pioneers’ Home o ARRA – Arizona Radiation Regulatory Agency o ASLD – Arizona State Land Department 23 o ASP – Arizona State Parks o ASVH – Arizona Veteran Home o AZGF – Arizona Game & Fish o AZGS – Arizona Geological Survey o DOLC – Department of Liquor Licensing • Phase II Deliverables o Conduct BCP/ COOP plan development training o Provide software utilization training for all of the agencies in Phase II o Provide ongoing consultation ( software utilization and program development) o Test Application Service Provider Model o Integrate all Phase II Agency plans into the enterprise application dashboards o Functional exercise conducted o Develop the grant proposal for Phase III o Other deliverables as required by funding agency • Phase II Timeframe: - May be adjusted into Phase I o Start – December 2008 o Roll out to Phase II Agencies – January 2009 o Program Development – December 2008 through November 2009 o Test/ utilize Application Service Provider model – January 2009 o Education and Training for Phase II Agencies Completed – February 2009 o All Phase II Agency BCP/ COOP Plans completed – July 2009 o Test Dashboard Functionality – August 2009 o All funding issues closed and finalized - August 2009 o Develop grant proposal for Phase III – August 2009 o Functional exercise conducted – September 2009 o Final report – November 2009 • Phase III - Roll out to all Agencies, Boards and Commissions and Phase III Deliverables o Conduct COOP plan development training o Provide software utilization training for all Phase III Agencies, Boards and Commissions o Provide ongoing consultation ( software utilization and program development). Utilize Application Service Provider program o Integrate all Phase III Agency, Boards and Commissions plans into the enterprise application dashboards o Full State of Arizona Functional exercise conducted • Phase III Timeframe o Start – December 2009 o Utilize Application Service Provider model – December 2009 o Roll out to Phase III Agencies, Boards and Commissions – January 2010 o Program Development – December 2009 through November 2010 o Educate and Training for Phase III Agencies, Boards and Commissions Completed – February 2009 o All Phase III COOP Plans completed – July 2010 o Test Dashboard Functionality – August 2010 o All funding issues closed and finalized - August 2010 24 o Functional exercise conducted – September 2010 o Final report – November 2010 For this project the State of Arizona will be using Strohl Living Disaster Recovery Planning System ( LDRPS) 10.0 enterprise planning software http:// www. strohlsystems. com/ Software/ LDRPS/ LDRPS10. asp The State has outlined the essential functions to continue operation. Also, agencies have been provided guidance to review its critical services to the public, how these services will continue in the event of a Pandemic and resources to provide temporary personnel. In addition, the ADOA Human Resources Division has developed a tracking mechanism that would allow the State to track employees and their skills based on a current resume. Attachment 1 is an example of a Unique Critical Business Function. 3- Deep Back Ups For the staff that supports the critical business functions, there are 3- deep back ups. The attached file, Human Resources Plan File, depicts a sample Human Resources plan from LDRPS as an example. Standard Operating Procedures for Essential Functions Standard Operating Procedures are maintained by the ADOA Human Resources and Information Services Division ( ISD) as part of the daily operations and the information technology/ data recovery plan. Managers rely on job descriptions to addresses daily activities in other divisions. Telework Plans The telework program has been in existence since 1989. The State of Arizona’s telework program is very successful and has served as a model and resource for employers internationally for over a decade. Currently 4,375 employees, or more than 20 percent of the State workforce in Maricopa County, are teleworking. Furthering the use of the telework program for the purposes of a pandemic is being reviewed. Issues related to infrastructure capabilities need further study. One pilot is currently being conducted which will be part of future analysis. The State has over 100 state agencies and some of those agencies have already begun exploring options that would assist them during a pandemic. For example, the Arizona Health Care Cost Containment System ( AHCCCS) is creating a fully functional workforce that is not bound to a specific location but is portable and scalable, connecting employees to the work process in the most advantageous setting, rather than employees having to come to a central office to connect to the work process ( virtual office). After the AHCCCS successfully implemented this pilot, Governor Napolitano has directed ADOA to explore expanding the virtual office concept and make a recommendation as to the feasibility of expanding it other agencies. The ADOA determined virtual office is feasible and 25 could be implemented after a thorough business assessment which is currently underway. A number of steps have been outlined that each agency will need to examine to assess if virtual office is feasible in their organization. The State of Arizona also offers the following flexible work options: flextime, compressed workweeks, part- time and job share arrangements. Employees work schedules and locations are dependent on the kind of work they do, employment status, and prior management approval. Changes in Demands on State Agency Services ADOA is the Landlord and Primary Service Provider for most of the Agencies, Boards and Commissions. ADOA’s primary mission is to maintain the facilities and utilities and providing human resources and benefits guidance. The core ADOA functions will remain the primary mission during a pandemic. Specific Hiring Needs and Needed Hiring Flexibilities The Human Resources Division began reviewing its Personnel Rules and policies. A delegation of authority is available for implementation at a moment’s notice. It delegates employment authority and compensation authority to agency directors during a pandemic, e. g., direct hire, emergency appointment, mobility assignments, counter offers, hiring bonus, administrative adjustments. This delegation provides agency directors the ability to address staff shortages and salary issues quickly. Personnel Rules and polices are being reviewed and possibly modified to provide the ADOA Director authority to implement temporary procedures to provide greater flexibility during a declared state of emergency. Ancillary Workforce and/ or Alternative Staffing Plans The State of Arizona also has had in place, for a number of years, personnel rules that provide for a contingency workforce. These contingencies have been utilized throughout state government to answer other issues but will provide flexibility during a pandemic. For example, if employees are absent from work, options are available to fill their positions on a temporary basis quickly. Some of these options include: • temporary appointment • emergency appointment • clerical pool appointment • temporary agencies on contract • short- term special detail • transfer • mobility assignment • uncovered appointments Contract Workforce There are several temporary agencies on contract with the State of Arizona that offer a wide variety of services. These contracts can be reviewed on- line at www. spirit. az. gov and refer to 26 contract EPS070043 to review the specific vendors and services provided. Agencies are authorized to contact these vendors directly to obtain temporary staff in accordance with the respective contract awards. Human Resources is moving toward using HRIS to identify employee skills that would useful during a pandemic influenza event. The expectation is that state employees might be moved to other agencies to fill in gaps caused by absenteeism. Relationships with Suppliers, Shippers, and Other Businesses The ADOA State Procurement Office ( SPO) is the central authority for procurement in the State of Arizona. Procurement is managed through the development of policies, training, and agency delegations. ADOA SPO also establishes and administers contracts for state agencies and political subdivisions. These contracts are established from individual requests and focus- group activities with the State agencies and participating members of the Cooperative Purchasing Partnership. The Cooperative Purchasing Partnership includes over 400 colleges and universities, counties, cities, school districts and qualified not- for- profit organizations. RESPOND AND RECOVER Implementing Telework and Other Flexible Work Schedules As stated earlier, the telework program has been in existence since 1989. The State of Arizona’s telework program is very successful and has served as a model and resource for employers internationally for over a decade. Currently 4,375 employees, or more than 20 percent of the State workforce in Maricopa County, are teleworking. Furthering the use of the telework program for the purposes of a pandemic is being reviewed. Issues related to infrastructure capabilities need further study. One pilot is currently being conducted which will be part of future analysis. The State has over 100 state agencies and some of those agencies have already begun exploring options that would assist them during a pandemic. For example, the Arizona Health Care Cost Containment System ( AHCCCS) is creating a fully functional workforce that is not bound to a specific location but is portable and scalable, connecting employees to the work process in the most advantageous setting, rather than employees having to come to a central office to connect to the work process ( virtual office). After the AHCCCS successfully implemented this pilot, Governor Napolitano has directed ADOA to explore expanding the virtual office concept and make a recommendation as to the feasibility of expanding it other agencies. The ADOA determined virtual office is feasible and could be implemented after a thorough business assessment which is currently underway. A number of steps have been outlined that each agency will need to examine to assess if virtual office is feasible in their organization. The State of Arizona also offers the following flexible work options: flextime, compressed workweeks, part- time and job share arrangements. Employees work schedules and locations are dependent on the kind of work they do, employment status, and prior management approval. 27 Employing Plans for Sufficient Staffing The State of Arizona also has had in place, for a number of years, personnel rules that provide for a contingency workforce. These contingencies have been utilized throughout state government to answer other issues but will provide flexibility during a pandemic. For example, if employees are absent from work, options are available to fill their positions on a temporary basis quickly. Some of these options include: temporary appointment, emergency appointment, clerical pool appointment, temporary agencies on contract, short- term special detail, transfer, mobility assignment, and uncovered appointments and are described in greater detail below: Temporary Appointment Temporary appointment allows an individual to be appointed and work for a maximum of 1500 hours per calendar year. Agencies must request a hiring list and interview 3 people. Emergency Appointment Emergency appointment allows an individual to be appointed without regard to the recruitment, evaluation, referral, or selection requirements of the Personnel Rules with the approval of the ADOA Human Resources Director. These appointments cannot exceed 240 hours ( pursuant to personnel rule) or 30 working days ( pursuant to Arizona Revised Statute 41- 783.) Clerical Pool Appointment Clerical pool appointment allows an individual from the clerical pool to be hired non- competitively for up to six months by an agency head, the individual may be extended for not more than three months by the central ADOA Staffing Manager. Temporary Agencies on Contract Staffmark Pacific, Kelly Services, Corporate Job Bank Temporary Services, and RANDSTAD NA are on contract with the State of Arizona. Agencies are authorized to contact these vendors directly to obtain temporary staff. Short- Term Special Detail Short- term special details allow an agency head to assign a permanent status employee, non- competitively, to a short- term special detail for a maximum of six months. The employee placed on a special detail need not fully meet the position qualifications at the time of appointment. Transfer Transfer allows an agency head to transfer an employee to a position in the same pay grade, in the same agency, provided the employee possesses the knowledge, skills and abilities required for the position. 28 Mobility Assignment A mobility assignment allows a permanent status employee to accept an uncovered position ( either in his/ her current agency or another agency) or a covered position in another agency for not more than 36 months with the concurrence of the ADOA Director, the employee, the agency in which employed, and the agency to which the employee will be assigned. Uncovered Appointments Uncovered appointments allow individuals to be appointed to uncovered positions non- competitively; individual serves at the pleasure of the appointing authority. Employee Data Collection and Status Reporting The Human Resources Information System ( HRIS) provides employee information based on an agency, classification, or statewide. HRIS can help determine which employees are on leave for a prior pay period. Tracking employees within the pay period or daily will be accomplished by the individual state agencies and will be maintained by agency- specific human resources divisions and internal management. The HRIS system is being re- engineered and expanded over a two- year period. In addition, HRIS data feeds are being linked to the COOP planning efforts by the agencies. Utilizing Hiring Flexibilities to Replace Employees A Delegation of Authority for agency directors was developed and is ready to implement, when needed. It delegates employment authority and compensation authority to agency directors during a pandemic, e. g., direct hire, emergency appointment, mobility assignments, counter offers, hiring bonus, administrative adjustments. Also, as a contingency, Emergency Worker Classifications were developed [ Emergency Worker I ( NE) and 2 ( Excluded)]; each classification has a broadband salary range to accommodate a variety of skill sets. These classifications provide great flexibility in agencies determining what types of employees they need and the appropriate salary. Implementing Employee- Labor Relations Plan The majority of state employees are not represented by labor unions. Those employees represented by a labor union must make determinations regarding how a pandemic influenza emergency will impact the collective bargaining agreement. The State does not have any collective bargaining agreements for any state employees. Monitoring the Effectiveness and Consistency of HR Flexibilities The HRIS provides turnover data and vacancy reporting. All contingencies must be operated utilizing the existing personnel rules which provides for consistency while offering flexibility. 29 OPERATING SUB- OBJECTIVE A. 1.2: ASSIST EMPLOYEES OF STATE AGENCIES UNABLE TO WORK FOR A SIGNIFICANT PERIOD OF TIME PREPARE Assessing Flexible Work Schedules Agency directors have been encouraged to begin identifying the essential functions which may be performed remotely, identifying equipment needs, connectivity issues and necessary telework agreements. They have also been educated regarding social distancing practices and the benefits of social distancing during a pandemic influenza event. Agency directors received the pandemic planning question and answer materials along with a cover memo from the ADOA Director encouraging them to plan now. The Q & A specifically addresses flexible work schedules and telework. Additionally, flexible work schedules and other human resources issues are addressed in ADOA business continuity planning and among the Governor’s Emergency Preparedness Oversight Council. ADOA hosted a pandemic preparedness training class to approximately 80 human resources managers throughout state government. Policies and Guidance on Leave and Benefits The State’s personnel rules dictate leave administration made available to employees. These rules have been in place and are accessible through the Secretary of State as well as the Human Resources Division and state agency personnel offices. Also, the Human Resources Division produces policies regarding leave administration. In addition, specific pandemic training was conducted to further educate agency human resources management regarding these issues as well as a publication to agency management. Managers and Supervisors Awareness of Leave Options Educational materials were published and distributed to all state agency directors for distribution to agency management. In addition, the materials were posted to the Human Resources Division website and a training session conducted to make HR management at all agencies aware of leave options. Educational materials that were distributed include two sets of FAQs titled “ Preparing for a Pandemic – Agency Directors” and “ Preparing for a Pandemic – State Employees”. These documents can be found on ADOA’s website at: http:// www. hr. state. az. us/ Homepagelinks/ News_ 030907. htm. Procurement Staff and Plans for Contract Workforce The State of Arizona also has had in place, for a number of years, personnel rules that provide for a contingency workforce. These contingencies have been utilized throughout state government to answer other issues but will provide flexibility during a pandemic. These measures include: 30 Temporary Appointment Temporary appointment allows an individual to be appointed and work for a maximum of 1500 hours per calendar year. Agencies must request a hiring list and interview 3 people. Emergency Appointment Emergency appointment allows an individual to be appointed without regard to the recruitment, evaluation, referral, or selection requirements of the Personnel Rules with the approval of the ADOA Human Resources Director. These appointments cannot exceed 240 hours ( pursuant to personnel rule) or 30 working days ( pursuant to Arizona Revised Statute 41- 783.) Clerical Pool Appointment Clerical pool appointment allows an individual from the clerical pool to be hired non- competitively for up to six months by an agency head, the individual may be extended for not more than three months by the central ADOA Staffing Manager. Temporary Agencies on Contract Staffmark Pacific, Kelly Services, Corporate Job Bank Temporary Services, and RANDSTAD NA are on contract with the State of Arizona. Agencies are authorized to contact these vendors directly to obtain temporary staff. Short- Term Special Detail Short- term special details allow an agency head to assign a permanent status employee, non- competitively, to a short- term special detail for a maximum of six months. The employee placed on a special detail need not fully meet the position qualifications at the time of appointment. Transfer Transfer allows an agency head to transfer an employee to a position in the same pay grade, in the same agency, provided the employee possesses the knowledge, skills and abilities required for the position. Mobility Assignment A mobility assignment allows a permanent status employee to accept an uncovered position ( either in his/ her current agency or another agency) or a covered position in another agency for not more than 36 months with the concurrence of the ADOA Director, the employee, the agency in which employed, and the agency to which the employee will be assigned. 31 Uncovered Appointments Uncovered appointments allow individuals to be appointed to uncovered positions non- competitively; individual serves at the pleasure of the appointing authority. Another contingency is the development of Emergency Worker Classifications [ Emergency Worker I ( NE) and 2 ( Excluded)]; each classification has a broadband salary range to accommodate a variety of skill sets. RESPOND AND RECOVER Implementing Telework and Other Flexible Work Schedules The telework program has been in existence since 1989. The State of Arizona’s telework program is very successful and has served as a model and resource for employers internationally for over a decade. Currently 4,375 employees, or more than 20 percent of the State workforce in Maricopa County, are teleworking. Furthering the use of the telework program for the purposes of a pandemic is being reviewed. Issues related to infrastructure capabilities need further study. One pilot is currently being conducted which will be part of future analysis. The State has over 100 state agencies and some of those agencies have already begun exploring options that would assist them during a pandemic. For example, the Arizona Health Care Cost Containment System ( AHCCCS) is creating a fully functional workforce that is not bound to a specific location but is portable and scalable, connecting employees to the work process in the most advantageous setting, rather than employees having to come to a central office to connect to the work process ( virtual office). After the AHCCCS successfully implemented this pilot, Governor Napolitano has directed ADOA to explore expanding the virtual office concept and make a recommendation as to the feasibility of expanding it other agencies. The ADOA determined virtual office is feasible and could be implemented after a thorough business assessment which is currently underway. A number of steps have been outlined that each agency will need to examine to assess if virtual office is feasible in their organization. The State of Arizona also offers the following flexible work options: flextime, compressed workweeks, part- time and job share arrangements. Employees work schedules and locations are dependent on the kind of work they do, employment status, and prior management approval. Implementing Special Policies Delegation of Authority for agency directors is ready to implement, when needed. It delegates employment authority and compensation authority to agency directors during a pandemic ( e. g., direct hire, emergency appointment, mobility assignments, counter offers, hiring bonus, and administrative adjustments). 32 Another contingency is the development of Emergency Worker Classifications [ Emergency Worker I ( NE) and 2 ( Excluded)]; each classification has a broadband salary range to accommodate a variety of skill sets. OPERATING SUB- OBJECTIVE A. 1.3: COMMUNICATE WITH EMPLOYEES OF STATE AGENCIES PREPARE Communications Plan for Managers, Employees, and Contractors Communication materials were established and give guidance to our agencies and employees without creating undue alarm. Specifically, these materials provide agencies and employees with information regarding pandemic influenza and: • issues that may arise depending on its severity • how agencies may diminish leave and absenteeism strains related to a pandemic • what employee relations issues may arise • how benefits will come into play • resources available to assist employees before, during and after a pandemic These materials were reviewed and approved by the Arizona Department of Health Services and legal counsel. Based on these materials a training workshop was conducted for approximately 80 state agency human resources staff, and the information is also posted to the Human Resources Division website. Convey Information to All Employees Communication materials educating the State workforce have been prepared. These materials are posted to the Human Resources Division website and updated as needed. Agency directors are also encouraged to develop educational materials for agency employees, distribute communication materials, and encourage employees to prepare now utilizing various tools and web sites directly related to family preparedness for a pandemic influenza. These documents can be fund at: http:// www. hr. state. az. us/ Homepagelinks/ News_ 030907. htm Disseminate Reliable Pandemic Information In addition to the communication materials mentioned, employees will also be advised to go through the Human Resources Division’s Work- Life Web Page regarding www. az211. gov. It is the source for the state’s local emergency bulletins and alerts, vital in times of emergency. This will be another communication mechanism to share information to state employees regarding the pandemic influenza event. The Just in Case Arizona campaign’s goal is to educate Arizonans about the importance of emergency preparedness and encourage residents to take action. The Arizona Department of Health Services is working with local public health agencies, schools, community groups, and businesses across the state to raise awareness to ensure we are all better prepared for an 33 emergency. Community business partnership support and grassroots marketing will be used to build awareness of the campaign and encourage Arizonans to take action and be prepared. RESPOND AND RECOVER Updating Employees on Current Pandemic Information and HR Policies For the Capitol Mall area, ADOA has developed Incident Management Procedures that identify what is expected of Agency Directors, employees and what can be expected from Emergency Responders. The document is attached as “ CP Incident Management Procedures.” This document also identifies the emergency notification system as well as protocols to evacuate buildings and the Capitol Mall. Employees will be able to utilize www. az211. gov. It is the source for the state’s local emergency bulletins and alerts, vital in times of emergency. OPERATING SUB- OBJECTIVE A. 1.4: CONSULT WITH BARGAINING UNITS PREPARE Consult with Bargaining Units to Leave and Telework Issues The majority of state employees are not represented by labor unions. Those employees represented by a labor union must make determinations regarding how a pandemic influenza emergency will impact the collective bargaining agreement. The State does not have any collective bargaining agreements for any state employees. RESPOND AND RECOVER Implementing Employee- Labor Relations Plan The majority of state employees are not represented by labor unions. Those employees represented by a labor union must make determinations regarding how a pandemic influenza emergency will impact the collective bargaining agreement. The State does not have any collective bargaining agreements for any state employees. OPERATING SUB- OBJECTIVE A. 1.5: MAKE STATE AGENCY WORKPLACES SAFE PLACES PREPARE Practices Established to Prevent Influenza Spread Communication materials encourage agency directors to begin identifying the essential functions which may be performed remotely, 34 identifying equipment needs, connectivity issues and necessary telework agreements. The materials also educate agency directors regarding social distancing practices and the benefits of social distancing during a pandemic influenza. Another resource available to state employees is the State’s Wellness Program which offers various programs, provides educational materials regarding preventive measures and provides an annual flu vaccine program. The flu vaccine program is a great success. Through November 30, 2006, 13,171 state employees and benefit members received the vaccine. This is an increase of 3,273 vaccines over 2005 and the most vaccines distributed in the program’s history. The Arizona Department of Health Services has also implemented the Cover Your Cough campaign which emphasizes general hand hygiene and cough and sneezing etiquette. Occupational Exposure Risk Assessment Each state agency is responsible for conducting its own occupational risk assessment for each job category and for complying with OSHA guidelines. However, ADHS has developed guidance documents that comply with 29 Code of Federal Regulations ( CFR) 1910, OSHA pandemic influenza guidance, and other existing OSHA requirements. The “ All Hazards Job Assessment and Personal Protective Equipment Selection” form and instructions were modified to include provisions to protect against the influenza pandemic influenza. The form is accompanied by directions on how to complete the form, explanation of how to classify the employee exposure to pandemic influenza at work ( based on the Occupational Risk Pyramid for Pandemic Influenza), CDC Precautions, and a reference to the General Duty Clause. The OSHA Pandemic Risk Assessment will be included in the production version of the State of Arizona COOP Planning software. It will be included in the Risk Assessment prior to developing the COOP plan within the agency. Agencies will be encouraged to do a risk assessment on staff that support the Essential Business Functions within the agency. Very High, High, or Medium Risk Categories Protection Plan Each state agency is responsible for conducting its own occupational risk assessment for each job category and then developing plans to protect those employees in the very high, high, or medium risk categories. This includes stockpiling their own PPE, if necessary. ADHS has established a respiratory protection program and maintains guidance on the use of a half face respirator versus and N95 mask for healthcare workers and other very high or high risk categories. 35 RESPOND AND RECOVER Implementing Infection Control Policies and Practices As stated earlier, infection control guidance and materials have been distributed to state agencies and are accessible through the ADOA Wellness program website. Implementing Protection Plan Including Provision of PPE As stated earlier, each state agency is responsible for implementing protection plans for those employees who are in the very high, high, or medium risk categories. Distributing Antiviral Drugs In the pandemic alert periods, ADHS will establish a Vaccine and Antiviral Prioritization Policy Committee ( VAPPC) composed of: o Representative( s) from the Governor’s office o State Epidemiologist o State physician( s) o ADHS influenza epidemiologist o Office of Infectious Disease Services office chief o ADHS administrator( s) o Arizona Immunization Program Office ( AIPO) representative o Arizona Local Health Officers Association representative o Arizona Medical Association representative o Hospital Association representative o Arizona Emergency Medical Service representative o Arizona Pharmacy Alliance representative o Long- term care representative The VAPPC will define how these priority groups will apply on a local level, and will define who should be included in the groups of public safety workers, essential service providers, and key governmental decision makers. During an influenza pandemic, the VAPPC will modify these priority groups as needed based on the availability of antiviral medicines and vaccine, the characteristics of the causative virus ( e. g., drug susceptibilities, initial geographic distribution, fatality rate, age- specific morbidity and mortality rates) and the effectiveness of implemented strategies. The VAPPC is identified in Appendix # 6 and # 7 in the Arizona Pandemic Influenza Response Plan. 36 OPERATING SUB- OBJECTIVE A. 1.6: REVISE HUMAN RESOURCE AND OTHER WORKPLACE POLICIES AFFECTING THE SAFETY OF STATE GOVERNMENT WORKERS PREPARE Policies Established for Employee Compensation and Sick- Leave Absences Unique to a Pandemic There are no statutes or policies establishing special types of leave in case of an influenza pandemic. All currently available forms of leave may be considered in the event of an influenza pandemic. Further information is available in the Personnel Rules covering the following types of leave: • Sick leave • Family sick leave ( 40 hours to care for child, spouse or parent) • Annual leave • Compensatory leave • Donated annual leave • Leave without pay • Medical leave without pay NOTE: Depending on the circumstances, leave taken due to the flu may qualify as Family and Medical Leave Act leave. Each leave category mentioned above has an associated personnel rule. The appropriate personnel rule provides further information regarding each leave category or agency human resources office. Also, agency directors have the authority under Personnel Rule Arizona Administrative Code ( AAC) R2- 5- 409 to authorize an employee to be absent with pay on administrative leave in emergency situations such as malfunction of publicly- owned or controlled equipment and may authorize employees to work from home, if employees’ positions allow them to accomplish work from home. Return to Work Guidelines and Authority to Make Return to Work Determination The majority of large agencies have return to work policies. Authority to develop such policy lies with the state agency director. Agency directors will be encouraged to follow the guidance from ADHS and/ or CDC regarding return to work determinations. Policies for Restricting Travel Policies for restricting travel exist and are utilized at the discretion of the Director of each state agency. ADOA will provide guidance during a pandemic on how and when to restrict travel based on travel advisories and restricted travel recommendations from CDC and ADHS. 37 Insurers, Health Plans, and Local Healthcare Facilities for Government Employee Access to Healthcare Services The ADOA Benefits Services Division maintains an extensive website dedicated to state employees and their access to insurance, health plans, and healthcare facility information. Information provided includes directories, FAQs, and other eligibility information for medical, dental, and vision coverage, life insurance, flexible spending, and disability. Please see the Benefits Services Division website at http:// benefitoptions. az. gov/ Government Employee Access to Mental Health and Social Services Access to government employee services such as mental health and other employee social services can be found at http:// benefitoptions. az. gov/ wellness/ eap. asp. RESPOND AND RECOVER Implementing Policies Assisting Employees to Stay at Home When Sick Through communication materials, employees are educated that if they do not have enough leave to cover influenza pandemic- related absences, that they should remain home until completely well before returning to work. The materials encourage employees to educate themselves regarding the potential risks of an influenza pandemic and how to prepare-- now. In addition, employees received information regarding other social services available to them in time of emergency. Implementing Return to Work Policies The majority of large state agencies have return to work policies in place. Authority to develop such policy lies with the state agency director. Agency directors will be encouraged to follow the guidance from ADHS and/ or CDC regarding return to work determinations. Implementing Travel Policies Policies for restricting travel exist and are utilized at the discretion of the Director of each state agency. ADOA will provide guidance during a pandemic on how and when to restrict travel based on travel advisories and restricted travel recommendations from CDC and ADHS. Implementing Mental Health and Social Services Programs The ADHS Division of Behavioral Health Services ( DBHS) supports the needs of first responders and state employees who will respond to a disaster. These individuals may participate in the Critical Incident Stress Management ( CISM) training offered by DBHS. First responders and state employees are also given information on how to obtain ongoing behavioral health services when needed. Additionally, state employees are given information and resource materials to assist them in caring for themselves during times of extreme stress. Employee Assistance Programs ( EAP) are available for state employees. The EAP provides free, 38 confidential, short- term counseling to help identify concerns. When needed, the EAP may refer employees to outside programs that can assist them and their dependents. Testing and Exercising Continuity of Government Plans Telework Plans Telework plans are tested as a result of requiring each state employee to complete a self- assessment survey for teleworking. Details regarding this program can be found at http:// teleworkarizona. com/ mainfiles/ employee/ employee. htm. The self- assessment survey can be found at: http:// teleworkarizona. com/ mainfiles/ employee/ eselfassessment. asp. Each state employee is also required to develop a telework agreement. The employee must complete a remote access request form ( attached as file ADOA Remote Access Request Form May 2008) that includes the standards for implementation and testing attached. Telework performance is monitored by the supervisor. There is not a formal telework measurement. If the telework agreement is in place, the employee has the hardware/ software to work remotely, and the work output is satisfactory, then the employee is in compliance with his or her telework agreement. Testing Communications – TOPOFF IV The Communicator! NXT program is an alert notification system used by ADOA, ADEM, and other state agencies. The Communicator! NXT program uses at T1 ( 24 lines) to call several people at one time. The program customizes messages, is activated by the phone or intranet, logs staff responses to prompts, and provides for an offsite database back up. The Communicator! NXT program has been tested in several ways including: • Activating the SEOC • Recalling Staff • Employee Roll Call/ Accountability • Wellness Checks • Emergency/ Routine Staffing The Communicator system was tested during the Top Official ( TOPOFF) IV exercise in October 2007. ADEM sent out an activation notification via the Communicator. The agencies were notified via telephone, email or cell and asked to report to the SEOC included: • Department of Emergency and Military Affairs • American Red Cross • Arizona Corporation Commission • Arizona Department of Administration • Arizona Department of Agriculture • Arizona Department of Corrections • Arizona Department of Commerce 39 • Arizona Department of Economic Security • Arizona Department of Environmental Quality • Arizona Department of Health Services • Arizona Department of Public Safety • Arizona Department of Transportation • Arizona Department of Water Resources • Arizona Radiation Regulatory Agency • National Weather Service • Salvation Army The agencies that were activated filled the positions in Policy, Planning, Operations, and Logistics. The various agencies were able to cover all 15 ESFs. The other agencies that were notified via the communicator that a hazardous event occurred included: • Governor’s Office • Governor’s Cabinet Directors • Arizona Department of Homeland Security • All 15 County Emergency Managers • Arizona Department of Military Affairs Upcoming Continuity of Government Exercises As part of the Phase I implementation plan for Arizona BCP/ COOP planning, ADOA and other participating state agencies will conduct a functional exercise. This exercise is tentatively planned for October 2008. 40 Attachment 1. Example of a Unique Critical Business Function SERRP ESF # ( Emergency Support Function) Agency Name Definition of Critical Business Functions: functions which have a direct and immediate affect on the general public in terms of the loss of life safety, loss of property, and/ or the ability of government to maintain direction. It is assumed that the CBF response window involved will be 30 day of less. Life Safety Driven FTE Req Property Driven FTE Req SERRP Driven FTE Req Pandemic Driven FTE Req Key Agency Dependency CBF Content Contact CBF Description and Barriers Identification Communications # 2 Administration Telecommunications - AzNet * 25 * 25 Mike Totherow 602- 542- 2888 * Contract - All Telephone/ Internet access for State Agenies, Boards & Commissions Terrorism Incident Appendix # 2 Recovery Annex 25 25 25 25 Occupational Health & Safety ( SH) 41 Appendix A. 2 Ensure Public Health COOP during Each Phase of a Pandemic OPERATING SUB- OBJECTIVE A. 2.1: MAINTAIN ESSENTIAL PUBLIC HEALTH FUNCTIONS RESPOND AND RECOVER Defining and Identifying Essential Services and Functions Arizona Department of Health Services ( ADHS) has identified critical business activities that must be operational within 24 hours of the occurrence of an emergency event. These critical services have a direct and immediate effect on the general public in terms of the loss of life, personal injury, loss of property, and/ or the ability of government to maintain direction and control. They are: • Operating the Public Health Incident Management System ( PHIMS) Emergency Response ADHS must provide an external response to public health emergencies and disasters. This system coordinates agency- wide resources to respond externally to emergencies that have a clear public health consequence. The State of Arizona Emergency Response and Recovery Plan ( Arizona Executive Order No. 2004- 05) names ADHS as a lead agency for Health and Medical Services and Bioterrorism Incidents and charges the agency with ( 1) Providing coordinated assistance to county, local, and tribal governments in response to health and medical care needs during and following an emergency, disaster, or terrorism incident. Resources will be furnished when county and local resources are overwhelmed and when public health and/ or medial assistance is requested from the State of Arizona; ( 2) Assuring continuance of medical care services and the availability of medical supplies to the impacted areas; and ( 3) Providing for emergency medical treatment of disaster mass casualties. • Operating the Behavioral Health Incident Management System Emergency Response ADHS must provide an external response to emergencies and disasters that have a behavioral health impact. The State of Arizona Emergency Response and Recovery Plan ( Arizona Executive Order No. 2004- 05) names ADHS as a lead agency for behavioral health and charges the agency with ( 1) Coordinating behavioral health emergency/ disaster response activities among state, county, private and volunteer behavioral health service agencies; ( 2) Assessing behavioral health needs of first responders, their families, victims, survivors, families, and caregivers; and ( 3) Coordinating the provision of public behavioral health education on incident stress management and acute and chronic stress. • Maintaining Arizona State Laboratory critical functions ADHS must ensure ( 1) Facility security in order to contain and protect bio- hazardous materials; ( 2) Capability to continue to provide critical laboratory services for analysis of bio- hazardous and chemical materials; and ( 3) Capability to continue to provide critical laboratory services for newborn screening. • Operating the Public Health Death Registry ADHS must ( 1) Issue Disposition Transit Permits required for transport of bodies and burial; and ( 2) Track number and causes of death in the event of an emergency. 42 • Issuing Birth Certificates to disaster victims or survivors ADHS must assist persons displaced due to an emergency with birth certificates or birth records necessary to establish identity and receive services. • Maintaining Critical Arizona State Hospital services ( Security, Health, Food) ADHS must ensure that patients are properly cared for and that patients are not released into the general population. ADHS must ensure that ( 1) Patient/ Client Population is housed in a secure facility; ( 2) Psychiatric and medical care is provided to adult patient population; ( 3) Psychiatric and medical care is provided to adolescent patient population; and ( 4) Basic needs for security, food, water, bedding, clothing, sanitation, and medical attention are met. • Providing Behavioral Health Services to Arizona Seriously Mentally Ill ( SMI) Population ADHS must ensure the continuation of Behavioral Health Services to over 18,000 seriously mentally ill persons. In addition, ADHS must ensure the continuation of the statewide crisis system ( including crisis phones, mobile teams, inpatient psychiatric and detoxification facilities) operating 7- days- a- week to serve the general public Determining Temporary Suspension of Essential and Non- Essential Services and Functions ADHS has identified seven critical business activities that must be operational within 24 hours of the occurrence of an emergency event. These critical services have a direct and immediate affect on the general public in terms of the loss of life, personal injury, loss of property, and/ or the ability of government to maintain direction and control. They are: 1. Operation of the Arizona State Hospital; 2. Provision of behavioral health services to Arizona's seriously mentally ill persons; 3. Operation of the Public Health Incident Management System ( PHIMS) that provides external response to public health emergencies and disasters; 4. Operation of the Arizona State Laboratory; 5. Operation of the Behavioral Health Incident Management System ( BHIMS) that provides external response to emergencies and disasters that have a behavioral health impact; 6. Operation of the Public Health Death Registry; and 7. Issuance of birth certificates to disaster victims or survivors. ADHS has also identified essential and administrative business activities that can remain inactive for 30 days or more if necessary such as Public Health Prevention, Licensing and EMS and the administrative business activities that directly support the critical business activities and, therefore, must be operational within 24 hours to 30 days of the occurrence of an emergency event. Sustaining Essential Services and Functions Due to Work Force Reduction, Facility Limitations, and Social Distancing Policies Arizona's comprehensive statewide Business Continuity Planning ( BCP) program recognizes the need to ensure an adequate workforce during a major emergency event such as a pandemic influenza outbreak. In constructing the ADHS continuity of operations ADHS assumed a workforce reduction of up to 40%. Similarly, from a statewide perspective, the Arizona Business Continuity Program recognizes the need for workforce planning in the event of a 43 pandemic influenza outbreak that may reduce the Arizona state government workforce by 40% or more. Recognizing the reality of workforce reduction of up to or over 40% , the Arizona Business Continuity Plan is prepared to deploy non- critical personnel from pre- identified Arizona state agencies to assist in responding to public health emergencies and disasters and maintaining public health continuity of operations. Similarly, the Arizona Continuity Planning program and ADHS' BCP address the need for broad based social distancing. The Arizona Governor's Office is coordinating these workforce strategies through key state agencies including ADHS, Arizona Department of Administration ( ADOA), the Arizona Department of Agriculture ( ADOA), and the Arizona Department of Game and Fish. These strategic efforts focus on preparing Arizona state agencies for the impact of an influenza pandemic on their agency, employees, and customers. The Arizona Influenza Pandemic Response Plan ( www. azdhs. gov/ pandemicflu) identifies specific roles and responsibilities and actions necessary to take during a pandemic for response to the public health emergencies. While not all state agencies may be involved in the public health emergency response, all state agencies would be affected by a pandemic. Checklists and informational materials have been designed by ADHS and ADOA to provide guidance to state agencies regarding pandemic preparedness. These address telework programs, use remote locations, and infection control safeguards. Examples include: • Having employees use telework options ( all Arizona state agencies are required to have at least 20% of their workforce actively engaged in a telework program.) These include use of alternate worksites, working from home, and flexible work hours ( e. g. staggered shifts). • Reducing frequency and type of face- to- face contact ( e. g. hand- shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers; and use of telephone or web based video conferencing instead of face- to- face meetings. • Restricting travel to affected geographic areas, based on ADHS and CDC recommendations. • Evacuating employees working in or near an affected area when an outbreak begins, and guidance for employees returning from affected areas. • Encouraging annual influenza vaccination for all agency employees, • Evaluating current status of employee’s access to healthcare services, and improve access to information about employee benefits as needed, • Establishing policies for employee compensation and sick- leave absences unique to a pandemic ( e. g. non- punitive, liberal leave), including policies on when a previously ill person is no longer infectious and can return to work after illness • Establishing policies for preventing influenza spread at the worksite ( e. g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with influenza symptoms). • Establishing policies for employees who have been exposed to pandemic influenza, are suspected to be ill, or become ill at the worksite ( e. g. infection control response, immediate mandatory sick leave). Ensuring Appropriate Level of Essential Functions Staffing This list provides a summary list of those responsible and authorized for actions taken during a declared disaster, including those that will communicate with the media. This list includes Team 44 Leaders responsible for restoring processes but does not include other team members or contacts. . Table 1. ADHS Essential Functions Staffing Name Responsibility/ Authorization Home Phone* Work Phone* BCP Agency Administrator Susan Gerard Primary-- Declare an Agency Disaster and activate the BCP Dr. Laura Nelson Secondary-- Declare and Agency Disaster and activate the BCP Janet Mullen Alternate-- Declare and Agency Disaster and activate the BCP BCP ( EOC or Area) Commander Dr. Laura Nelson ( If designated by the Agency Administrator) Primary-- Manage Response Activities to the Incident Janet Mullen ( If designated by the Agency Administrator) Secondary-- Manage Response Activities to the Incident Other as designated by the Agency Administrator Alternate-- Manage Response Activities to the Incident Information Officer Michael Murphy ( If designated by the BCP Commander) Primary-- Media Spokes Person and 211 Coordinator Janey Pearl ( If designated by the BCP Commander) Secondary-- Media Spokes Person and 211 Coordinator Pete Wertheim ( If designated by the BCP Commander) Alternate-- Media Spokes Person and 211 Coordinator Other as designated by the BCP Commander Alternate-- Media Spokes Person and 211 Coordinator Government Affairs Liaison Officer Pete Wertheim ( If designated by the BCP Commander) Primary-- Government Agency Interface and Coordinator Mike Fronske ( If designated by the BCP Commander) Secondary-- Government Agency Interface and Coordinator Will Humble Alternate-- Government 45 ( If designated by the BCP Commander) Agency Interface and Coordinator Other as designated by the BCP Commander Alternate-- Government Agency Interface and Coordinator Safety Officer Yvonne Harbaugh ( If designated by the BCP Commander) Primary-- Personnel and Facility Safety Interface and Coordinator Fernando Ortega ( If designated by the BCP Commander) Secondary -- Personnel and Facility Safety Interface and Coordinator Other as designated by the BCP Commander Alternate -- Personnel and Facility Safety Interface and Coordinator Operations Section Chief Individual as designated by the BCP Commander Primary-- Direct the management and execution of all tactical response and recovery functions Planning Section Chief Individual as designated by the BCP Commander Primary-- Direct the planning activities required for response and recovery functions Logistics Section Chief Individual as designated by the BCP Commander Primary-- Direct the logistical support and service activities required for response and recovery functions. Finance/ Administration Section Chief Jim Humble If designated by the BCP Commander Primary-- Direct the financial and administrative support and service activities required for response and recovery functions. Arizona State Hospital Critical, Essential, & Administrative Business Activity Incident Commander John Cooper ( If designated by the BCP Commander) Primary-- Direct the State Hospital activities required for recovery of critical functions, and Primary-- Direct the activities required for 46 activation and execution of the State Hospitals BCP Donna Noriega ( If designated by the BCP Commander) Secondary-- Direct the State Hospital activities required for recovery of critical functions, and Primary-- Direct the activities required for activation and execution of the State Hospitals BCP Other as designated by the BCP Commander Primary-- Direct the State Hospital activities required for recovery of critical functions, and Primary-- Direct the activities required for activation and execution of the State Hospitals BCP Public Health Incident Management System Critical Business Activity Will Humble ( If designated by the Incident Commander) Primary-- Direct the PHS Emergency Preparedness and Response activities required for recovery of critical functions Don Herrington ( If designated by the Incident Commander) Secondary-- Direct the PHS Emergency Preparedness and Response activities required for recovery of critical functions Other as designated by the Incident Commander Primary-- Direct the PHS Emergency Preparedness and Response activities required for recovery of critical functions Arizona State Laboratory Critical Business Activity Victor Waddell ( If designated by the Incident Commander) Primary-- Direct the State Laboratory activities required for recovery of critical functions William Slanta ( If designated by the Incident Commander) Secondary-- Direct the State Laboratory activities required for recovery of critical functions Other as designated by the Incident Commander Primary-- Direct the State Laboratory activities 47 required for recovery of critical functions Public Health Death Registry Critical Business Activity Richard Porter ( If designated by the Incident Commander) Primary-- Direct the PHS Death Registry activities required for recovery of critical functions Pat Adams ( If designated by the Incident Commander) Secondary-- Direct the PHS Death Registry activities required for recovery of critical functions Other as designated by the Incident Commander Primary-- Direct the PHS Death Registry activities required for recovery of critical functions Essential and Administrative Business Activities Individual as designated by the Incident Commander Primary-- Direct the activities required for response and recovery of essential and administrative functions at the Division of Behavioral Health Services, Division of Licensing Services, Division of Public Health Services, and Director's Office * All phone numbers ( work, home, work cell, and personal cell) are maintained by the ADHS Bureau of Emergency Preparedness and Response ( BEPR). Please contact the ADHS BEPR Bureau Chief for more information. Initiating Signed Contractor Agreements The Department has agreements in place to maintain essential services at the State Laboratory, State Hospital, and Behavioral Health. There are also several agreements in place to support the Information Technology Disaster Recovery Plan. The ADHS maintains detailed information on and listings of organizational dependencies and resource reliances. This includes contractors, suppliers, shippers, other state agencies, and other businesses that support public health continuity of operations. It should also be noted that ADHS has an independent, stand alone asset management and warehouse operation that is capable of locating, dispatching, and/ or supplying essential items ( including food and water, office supplies, equipment, vehicles) to support public health continuity of operations. 48 OPERATING SUB- OBJECTIVE A. 2.2: PRE- IDENTIFY PERSONNEL, EQUIPMENT AND RESOURCES TO SUPPORT SUSTAINED RESPONSE/ SURVIVABILITY AND RECOVERY RESPOND AND RECOVER Identifying Positions, Skills, and Personnel Needed to Continue Essential Services and Functions ADHS uses an Incident Management System modeled after the National Incident Management System ( NIMS) to address and respond to emergency events. The Incident Management System ( IMS) uses a standard, on- scene, all- hazards approach, which is designed to enable effective and efficient incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. The key component incorporated into the ADHS BCP is the Incident Command System ( ICS). The ICS is a flexible model that allows ADHS to scale its efforts and apply the parts of the ICS structure that best meet the demands of the incident. This structure is in place but inactivated during normal day- to- day operations. The ICS includes a command function, operations function a planning function, a logistics function, and a finance/ administration function. The ICS can expand and contract depending upon the severity and nature of the incident. The authority and responsibility of key staff positions and lines of succession are identified in the ICS and in the Response and Recovery Team information. Although all ADHS employees receive BCP training, ADHS has identified approximately 250 ADHS employees who may be called upon to assume a leadership or key role in the response to an emergency incident. For these individuals additional BCP training and ICS training is mandatory. The core functional roles required to maintain public health continuity of operations are pre- identified within the Incident Command System are as follows: Table 2. Core Functional Roles to Maintain Public Health Continuity of Operations Core Function Responsible Party Assessment of Health/ Medical Needs ICS Command: • The ICS Administrator • Incident Commander Health Surveillance ICS Command: • State Epidemiologist Food/ Drug/ Medical Device Safety ICS Command: • State Epidemiologist • Safety Officer ADHS Worker Health/ Safety ICS Command: • Safety Officer Public Health Information ICS Command: • Information Officer • State Epidemiologist 49 Health/ Medical Equipment and Supplies ICS Logistics • Equipment/ Supplies Unit Leader Mental Health Care ICS Operations • Behavioral Health Incident Management System ( PHIMS) Emergency Response Branch Medical Care Personnel ICS Operations • Public Health Incident Management System ( PHIMS) Emergency Response Branch/ Hospital & Healthcare Group Patient Evacuation ICS Operations • Public Health Incident Management System ( PHIMS) Emergency Response Branch/ Hospital & Healthcare Group In- Hospital Care ICS Operations • Public Health Incident Management System ( PHIMS) Emergency Response Branch/ Hospital & Healthcare Group First Responder and Health Care Worker Health/ Safety ICS Operations • Public Health Incident Management System ( PHIMS) Emergency Response Branch/ EDC Group Radiological/ Chemical/ Biological Hazards Consultation ICS Operations • Public Health Incident Management System ( PHIMS) Emergency Response Branch/ Laboratory Group Vector Control ICS Operations • Public Health Incident Management System ( PHIMS) Emergency Response Branch/ EDC Group Potable Water/ Wastewater and Solid Waste Disposal ICS Operations • Public Health Incident Management System ( PHIMS) Emergency Response Branch/ EDC Group Veterinary Services ICS Operations • Public Health Incident Management System ( PHIMS) Emergency Response Branch/ EDC Group Victim Identification/ Mortuary Services ICS Operations • Public Health Death Registry 50 Table 3. Roster of Identified Personnel and Back- Up Personnel for Essential Services and Functions Arizona Department of Health Services primary and secondary individuals in core functional roles- as delineated in the Incident Command System ( ICS) Name Responsibility/ Authorization ICS Administrator Director – Susan Gerard Primary-- Declare an Agency Disaster and activate the BCP Deputy Director of Behavioral Health – Dr. Laura Nelson Secondary-- Declare an Agency Disaster and activate the BCP Deputy Director of Public Health – Will Humble Alternate-- Declare an Agency Disaster and activate the BCP Deputy Director Operations – Janet Mullen Alternate-- Declare an Agency Disaster and activate the BCP ICS Incident Commander Deputy Director of Public Health or designee – Janet Mullen Primary-- Manage Response Activities to the Incident Assistant Director of Public Health – Will Humble Secondary-- Manage Response Activities to the Incident Assistant Director of Government Affairs – Pete Wertheim Alternate-- Declare an Agency Disaster and activate the BCP Other, as designated by the Agency Administrator Alternate-- Manage Response Activities to the Incident ICS Information Officer Public Information Officer – Michael Murphy Primary-- Media Spokesperson and 211 Coordinator Assistant Public Information Officer – Janey Pearl Secondary-- Media Spokesperson and 211 Coordinator Legislative Liaison Pete Wertheim Alternate-- Media Spokesperson and 211 Coordinator Assistant Director of Government Affairs – Kathleen Phillips Alternate-- Media Spokesperson and 211 Coordinator Other, as designated by the Incident Commander Alternate-- Media Spokesperson and 211 Coordinator ICS Government Affairs Liaison Officer Assistant Director of Government Affairs Primary-- Government Agency Interface and Coordinator Legislative Liaison Secondary-- Government Agency Interface and Coordinator Assistant Legislative Liaison Alternate-- Government Agency Interface and Coordinator Other, as designated by the Alternate-- Government Agency Interface and Coordinator 51 Incident Commander ICS Safety Officer Risk Manager – Ferando Ortega Primary-- Personnel and Facility Safety Interface and Coordinator Management Services Administrator – Yvonne Harbough Secondary-- Personnel and Facility Safety Interface and Coordinator Other, as designated by the Incident Commander Alternate-- Personnel and Facility Safety Interface and Coordinator State Epidemiologist State Epidemiologist – Ken Komatsu Primary-- Epidemiology Interface and Coordinator Assistant State Epidemiologist – Dr. Rebecca Sunenshine Secondary-- Epidemiology Interface and Coordinator Other, as designated by the Incident Commander Alternate-- Epidemiology Interface and Coordinator Identifying and Training Back- Up Personnel ADHS personnel planning for public health continuity of operations during an emergency event pre- identifies positions and personnel needed to sustain public health continuity of operations. This involves identifying delegations of authority, orders of succession, and training requirements. In addition, it assumes a workforce disruption due to an expected rate of absenteeism, a potential need for social distancing measures, and a potential disruption of transportation. Therefore, the ADHS BCP assumes an ADHS workforce reduction ( absenteeism, social distancing, and transportation disruption) of up to 40%. The following information addresses these issues. The plan is designed to maximize personnel to ensure public health continuity of operations. The pre- identified personnel count required to support critical business functions, constitutes less than 40% of the ADHS workforce. The ADHS BCP has pre- identified the positions, skills, and personnel needed to ensure public health continuity of operations. The following is the minimum number of individuals necessary to maintain critical business functions during an emergency event. • 82 to maintain the Incident Command System ( ICS ) • 61 to maintain Public Health Incident Management System Emergency Response • 23 to maintain Behavioral Health Incident Management System Emergency Response • 47 to maintain Arizona State Laboratory critical functions • 6 to operate the Public Health Death Registry • 10 to issue Birth Certificates to disaster victims or survivors • 700 to maintain critical Arizona State Hospital services ( Security, Health, Food) • 20 to provide Behavioral Health Services to Arizona's SMI Population 52 Based upon this distribution of personnel, 949 individuals are needed to operate the ICS and provide critical functions, including public health continuity of operations. This is a total workforce requirement of 40% of ADHS' staff of 2,400. The ADHS BCP details the key positions and responsibilities in the ICS and each of the critical business functions. These are maintained in master lists called " Summary of Areas of Responsibility." These provide a summary list of pre- identified personnel, including one primary individual and two to three pre- identified back- up personnel, by name and position, responsible and authorized for actions taken during a declared disaster. Detailed lists exist for all ICS functions, as well as for all critical business functions, essential business functions, and administrative business functions. Lists of assigned personnel in specified service areas ( by position and name) are maintained and updated in the functional areas. Examples of key positions in two areas, the Incident Command System ( ICS) and the Public Health Incident Management System Emergency Response, are provided. Incident Command System ( ICS) • Agency Administrator: The Agency Administrator acts on behalf of the Arizona Governor and has the authority to declare an agency emergency and activate the ADHS BCP. • Incident Commander: The IC is responsible for managing the Department’s response activities by coordinating the Operations, Planning, Logistics and Finance/ Administration sections. In addition, the IC develops the Incident Action Plan ( IAP) in conjunction with the Planning Section. The IAP covers the incident’s primary goal and objectives and subsequent actions that are assigned to specific staff members. This plan is comprised of objectives and strategies that will be attained to help manage the emergency. The IAP is an active document and can change throughout the course of a response. • Public Information Officer: The Information Officer is responsible for interfacing with the public and media and/ or other agencies with incident- related information requirements. The Information Officer will ensure that the Arizona 211 system is used to provide public information, notifications and alerts. • Government Affairs Liaison Officer: The Government Affairs Liaison is the point of contact for representatives of other government agencies, nongovernmental organizations, and private entities. This includes local, state, and federal agencies • Safety Officer: The Safety Officer is the agency's loss control representative and works with ADOA's Risk Management staff to ensure proper damage assessment. The Safety Office also monitors incident operations and is responsible for the general safety of incident operations. The Safety Office is responsible for interfacing with other agencies regarding personnel and facility safety. • State Epidemiologist: The State Epidemiologist is the point of contact for all incident- related information and matters relating to the distribution, causes, and outcomes of disease. • Operations Section Chief: The Operations Section Chief directs the management and execution of all tactical response and recovery functions. o Operations/ Public Health Incident Management System Emergency Response Branch Director 53 o Operations/ Behavioral Health Incident Management System Emergency Response Branch Director o Operations/ Arizona State Laboratory Branch Director o Operations/ Death Registry and Birth Certificate Branch Director o Operations/ Arizona State Hospital Branch Director o Operations/ Behavioral Health SMI Service Branch Director • Planning Section Chief: The Planning Section Chief coordinates the Planning Section activities and has primary responsibility for providing planning support to Command Staff and the ICS Sections. The Planning Section Chief reports to the Incident Commander and determines the required resources and organizational structure within the Planning Section. o Planning Incident Action Plan Unit Leader o Planning Incident Situation Reports Unit Leader o Planning Incident Resource Management Unit Leader o Planning Incident Technical Specialists Unit Leader • Logistics Section Chief: The Logistics Section Chief coordinates the Logistics Section activities and has primary responsibility for providing logistical support to Command Staff and the ICS Sections. The Logistics Section Chief reports to the Incident Commander and determines the required resources and organizational structure within the Logistics Section. o Logistics ITS and Communications Branch Director Logistics ITS and Communications Branch Data Communications Unit Leader Logistics ITS and Communications Branch Alerts and Notifications Unit Leader o Logistics Personnel Unit Leader o Logistics Equipment and Supplies Unit Leader o Logistics Facilities Unit Leader o Logistics Communications Unit Leader • Finance/ Administration Section Chief o Finance/ Administration Procurement Branch Director Finance/ Administration Procurement Branch Commodities Unit Leader Finance/ Administration Procurement Branch Services/ Contracts Unit Leader o Finance/ Administration Cost Reimbursement Unit Leader o Finance/ Administration Damage, Injury Documentation Unit Leader o Finance/ Administration Overtime Coordination Unit Leader Public Health Incident Management System ( PHIMS) Emergency Response • Epidemiology and Disease Control ( EDC) Group Supervisor o EDC Immunizations Unit Leader o EDC Human Surveillance/ EPI Unit Leader o Vector Borne Disease Unit Leader o Environmental Health Unit Leader • Local Health Group Supervisor o Local Health Counties Unit Leader o Local Health Tribal Unit Leader o Local Health Border Unit Leader 54 • Laboratory Services Group Supervisor o Laboratory Bioterrorism Unit Leader o Laboratory Chemical Unit Leader o Laboratory Virology/ Serology Unit Leader • Hospital and Healthcare Group Supervisor o Hospital Unit Leader o Clinics Unit Leader o Emergency Medical Services Unit Leader o Licensing Services Unit Leader o Vital Records Unit Leader • Data Group Supervisor o Surveillance Data Management Unit Leader o GIS/ Modeling Unit Leader To ensure adequate training and accommodate expectations regarding workforce disruption, delegation of authority, and orders of succession, all ADHS employees regardless of position or skills receive business continuity training and basic ICS/ NIMS training. In addition, key staff are trained receive advanced training and participate in exercises, table- tops, and simulations designed to maintain a required skill set associated with public health continuity of operations. Delegations of Authority Table 4. ADHS Summary of Deputizations ( Delegations of Authority) Person Deputized by Director Title Division/ Program Authority Dr. Janet Mullen Deputy Director Operations All authority in place for the Director Dr. Laura Nelson Acting Deputy Director Behavioral Health Services All authority in place for the Director Will Humble Assistant Director Public Health Services All authority in place for the Director Jeanette Shea- Ramirez Assistant Director Public Health Services Specific authority by statutes- public health programs Michael Fronske Assistant Director Behavioral Health Services Specific authority by statutes- mental health Robert Sorce Assistant Director Behavioral Health Services Specific authority by statutes- mental health Mary Wiley Assistant Director Licensing Services Specific authority by statutes- licensing- health care institutions, special licensing, child care licensing Alan Oppenheim Deputy Assistant Director Licensing Services Specific authority by statutes- licensing- health 55 care institutions, special licensing, child care licensing David Spitzer Assistant Director Information Technology Services Specific authority by statutes- administration of computer system and related services Kathleen Phillips Rules Administrator and Administrative Counsel Administrative Rules and Counsel Specific authority by statutes- signing of legal documents in administrative hearing matters Kathleen Phillips Rules Administrator and Administrative Counsel Administrative Rules and Counsel Specific authority by statutes- requesting and filing of extensions for five year reviews of rules John C. Cooper Superintendent Arizona State Hospital Specific authority by statutes- operations at the Arizona State Hospital Donna Noriega Chief Operating Officer Arizona State Hospital Specific authority by statutes- preparation of annual written notice to committed persons of the person’s right to petition the court for conditional release to a less restrictive alternative without the approval of the superintendent or the director Terry Mullins Bureau Chief PHS/ Bureau of Emergency Medical Services Specific authority by statutes- relating to certification of ambulance operations, certification of EMTs Bentley Bobrow, M. D. Medical Director PHS/ Bureau of Emergency Medical Services Specific authority by statutes- relat6ing to certification of EMTs, disciplinary actions, certifications to ALS base hospitals Victor Waddell Bureau Chief PHS/ State Laboratory Specific authority by 56 statutes- relating to oversight and operations of the State Lab William Slanta Assistant Bureau Chief PHS/ State Laboratory Specific authority by statutes- relating to oversight and operations of the State Lab James Humble Assistant Director Business and Financial Services Specific authority by statutes- relating to fiscal and budgetary matters Richard Porter Bureau Chief PHS/ Public Health Statistics Specific authority by statutes- relating to oversight and operations of the Office of Vital Records as an Assistant Registrar Patricia Adams Office Chief PHS/ Office of Vital Records Specific authority by statutes- relating to the Office of Vital Records as an Assistant Registrar Deborah Heemstra Manager PHS/ Office of Vital Records Specific authority by statutes- relating to the Office of Vital Records as an Assistant Registrar Christopher Mrela Manager PHS/ Public Health Statistics Specific authority by statutes- relating to statistical data, analysis of vital records Janice L. Escoto Legal Assistant Office of Administrative Counsel Specific authority by statutes- relating to the role of Clerk of the Department; for accepting notices of claims, subpoenas, lawsuits, and maintaining dockets for all administrative proceedings and related activities Richard Cox Sanitarian Public Health Services Sanitarian responsibilities under statutes Ronald Holley Sanitarian Public Health Services Sanitarian responsibilities under statutes Gork Yee Sanitarian Public Health Sanitarian 57 Services responsibilities under statutes Bob Ohlfest Team Leader/ Sanitarian DLS/ ALL- Tucson Sanitarian responsibilities under statutes Ben Stepleton Sanitarian PHS/ Food Safety Sanitarian responsibilities under statutes Alan Croft Sanitarian Public Health Services Sanitarian responsibilities under statutes Brigitte DuFour Sanitarian PHS/ Smoke Free Arizona Sanitarian responsibilities under statutes Will Humble Sanitarian Public Health Services Sanitarian responsibilities under statutes Carrie Senseman Sanitarian Public Health Services Sanitarian responsibilities under statutes Bill Frank Sanitarian Public Health Services Sanitarian responsibilities under statutes Don Herrington Bureau Chief PHS/ Disease Prevention Sanitarian responsibilities under statutes Identifying Adequate Alternate Work Sites ADHS maintains offices in Phoenix and Tucson. Should the need arise to relocate a number of individuals due to an event; ADHS has some internal capacity to do so. The State Public Health Laboratory will make all efforts to centralize the operations and minimize disruption of services to submitting agencies. Submitting agencies will be notified by blast- fax of the cessation of operations at the Arizona State Public Health Laboratory. Submitters will be directed to continue to submit samples to the laboratory or to a backup designated location through their normal processes so that samples can be collected in a central location. Samples will be re- directed to the backup laboratory through the laboratory’s contracted 24- hour delivery service. In the event that the State Health Laboratory personnel can not physically coordinate operations in the State Laboratory or other centralized location, submitting agencies will be notified to send their bloodspot samples directly to the backup testing laboratory. Information will be provided to the submitting agencies as to the name, address, and special requirements for submission of samples to the backup facility. ADHS currently employs a Tri- Agency agreement with the Department of Economic Security ( DES) and the Arizona Health Care Cost Containment System ( AHCCCS) that allows for 58 minimal to moderate facility availability in the event that ADHS, DES or AHCCCS have an emergency that requires relocation of personnel for a limited period of time. The Arizona State Hospital has identified measures they would take to maintain operations on the hospital campus such as unit transfers and early discharges. They have also identified the key department to notify the community and others if the hospital had to shut down or relocate. It is the policy of the Arizona State Hospital to maintain service delivery or restore services as rapidly as possible following an emergency that disrupts those services. Long term arrangements are under discussion, including an off- site shared data facility for multiple State Agencies to utilize for warm to hot backup sites for data center services. Any alternate sites that are not currently accounted for, or if any issue arises that cannot be contained by the current alternate site arrangement, ADHS and the Arizona Department of Administration ( DOA) Facilities groups will work together to find a suitable location for recovery activities. The need for social distancing during an emergency would be a factor considered by the ADHS ICS and Safety Officer. The exact circumstances of the emergency would dictate the course of action or response appropriate under the given circumstances. However, in general, ADHS planning allows for the following: • Having employees use telework options. Currently, 22% of ADHS' workforce in Maricopa County have telework agreements and have regularly worked from home. In addition, another 20% of ADHS employees can or have used alternate worksites and/ or have flexible work hours/ staggered shifts. • Reducing frequency and type of face- to- face contact ( e. g. hand- shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers; and use of telephone or web based video conferencing instead of face- to- face meetings. • Restricting travel to affected geographic areas, based on ADHS and CDC recommendations. • Assigning workgroups to alternate work sites. Depending upon the nature of the emergency threat and the availability of transportation, employees may be directed to alternate ADHS, DES, or AHCCCS work sites as detailed within the Incident Action Plan ( IAP). Potential ADHS work sites include three located in Phoenix, one located in Tucson, and one located in Flagstaff. The ADHS sites are: Arizona Department of Health Services 150 North 18th Avenue Phoenix, Arizona 85007 Arizona Department of Health Services 1740 West Adams Phoenix, Arizona 85007 Arizona Department of Health Services 2500 East Van Buren Street Phoenix, Arizona 85008 Arizona Department of Health Services 400 West Congress Tucson, AZ 85701 Disruption of transportation during an emergency would also be a factor considered by the ADHS ICS and Safety Officer. The exact circumstances of the transportation disruption in conjunction with the exact circumstances of the emergency would dictate the course of action or 59 response appropriate under the given circumstances. However, in general, ADHS planning allows for the following: • In the event of a transportation disruption that prevents or hinders ADHS employees from leaving work or returning home, ADHS will: o Identify employees who have the greatest need to leave the workplace ( caregiver needs, medical needs, etc.) and give these employees priority assistance, as available, to vacate facilities, offices, and working sites. Department fleet vehicles will be deployed to transport employees with special or immediate needs, if possible o Allow employees to contact/ communicate with family. o Direct employees to " shelter in place" until they can safely and orderly vacate facilities, offices, and working sites. • In the event of a transportation disruption that prevents or hinders ADHS employees from reporting to work, ADHS has identified alternate work sites. Depending upon the nature of the emergency threat and the availability of |
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