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Interim Progress Report - Budget Period Three
Critical Capacity: Establish a process for strategic
leadership
Critical Capacity: Conduct assessments of public
health capacity
Critical Capacity: Development, exercise, and
evaluate a comprehensive public health emergency preparedness and
response plan.
Critical Capacity: Coordinate response plans with
federal response assets
Critical Capacity: Effectively manage shipments from
the CDC National Pharmaceutical Stockpile
Workplan - Budget Period Four
Critical Capacity 1: Establish a process
for strategic leadership, direction, coordination, and assessment of
activities
1. Continue to support a Senior Public Health
Official
2. Enhance a coordinated and integrated process
for implementing work plans
3. Develop and maintain a financial accounting
system
4. Maintain a database displaying activities
funded jointly by the CDC and HRSA
5. Appoint a coordinator for the National
Smallpox Vaccination Program
6. Establish an Advisory Committee to oversee
both the CDC and HRSA cooperative agreements
Critical Capacity 2:
Conduct integrated assessments
of public health system capacities
1. Analyze all information obtained
during the assessments of emergency preparedness and response
capabilities
2. Analyze information obtained
during the assessments of statutes, regulations, and ordinances within
the state and local public health jurisdictions
3. Assess state and local provisions for
liability protection and compensation for related to smallpox
vaccination
Critical Capacity 3: Developm, exercise, and
evaluate comprehensive public health emergency preparedness and
response plan
1. Develop scalable plans that support local,
statewide, and regional response to incidents of bioterrorism
2. Coordinate plans with appropriate federal
response plans
3. Maintain a system for 24/7 notification or
activation of the public health emergency response system
4. Exercise all plans on an annual basis
5. Work with other agencies to identify
vulnerabilities in terms of human health outcomes related to a variety
of terrorist scenarios
6. Work with hospitals, the medical community,
and others to plan coordinated delivery of critical health services
7. Review and comment on documents regarding the
National Incident Management System
Critical Capacity 4:
Effectively manage the CDC
Strategic National Stockpile, should it be deployed
1. Develop an SNS program within the recipient agency
2. Provide resources, and technical support to
help local and regional governments develop a similar SNS preparedness
program
3. Prepare and implement a project area strategy
4.
Collaborate with local and regional governments leading and staffing
various SNS preparedness functions
5. Collaborate with Focus Area F to prepare
public communication campaigns
6. Maintain communications between SNS preparedness program and other
focus areas
7. Prepare to monitor, store, and manage large
quantities of smallpox vaccine with hospitals, healthcare facilities,
public health clinics
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Budget Period Three Progress Report
Using the Interim Progress Report template below, provide a brief
status report that describes progress made toward achievement of each
of the critical capacities and critical benchmarks
outlined in the continuation guidance issued by CDC in February 2002.
Applicants should describe their agency’s overall success in achieving
each critical capacity. The progress report narratives should not
exceed 1 page, single-spaced, for each critical capacity. Applicants
are welcome to use bullet-point format in their answers, so long as
the information is clearly conveyed in the response.
CRITICAL CAPACITY: To establish a process for strategic
leadership, direction, coordination, and assessment of activities to
ensure state and local readiness, interagency collaboration, and
preparedness for bioterrorism, other outbreaks of infectious disease,
and other public health threats and emergencies.
Provide an update on progress during Project Year III toward
achieving this critical capacity:
Washington state is building the
capacity to address bioterrorism, other outbreaks of infectious
disease, and other public health threats and emergencies. In
cooperation with its public health, hospital, and other partners, the
Washington State Department of Health (DOH):
- Named Mary C. Selecky as the executive
director of the bioterrorism preparedness and response program.
- Established a Joint Advisory Committee to assist
and advise on the development and implementation of a state plan for
public health and hospital emergency preparation and response (See
attachment, "Roster of the Public Health Emergency Preparedness
and Response Program Joint Advisory Committee").
- Established a Steering Committee consisting of
the local health agency leads of the nine Washington State planning
regions. Steering Committee members met quarterly to monitor project
progress, accomplishments, and barriers, and to provide solutions to
the implementation of the state’s public health threats and
emergencies plan.
- Established an integrated staffing structure to
ensure plan implementation and information flow within DOH, between
DOH and planning regions, and within planning regions.
- Developed and conducted an assessment of public
health and hospital emergency preparedness and response.
- Provided regular updates about preparedness activities
through: a) electronic communications with hospitals, local public
agencies and other partners; b) quarterly meetings of the Advisory
and Steering Committees; and c) other updates as necessary – during
our efforts to establish and implement a smallpox vaccination plan,
weekly updates were sent to all interested partners.
- Began to monitor plan progress by electronically
documenting plan milestone achievement – an activity set aside when
smallpox planning efforts diverted staff time.
- Participated at a variety of conferences and workshops held in conjunction with existing national, regional,
state, and local conferences. Topics covered included Washington
State program objectives, activities, milestones, gaps and trouble
spots, lessons learned, significant innovations, successes,
opportunities, and achievements.
- Sought the inclusion and participation of partners not
directly involved in bioterrorism preparedness. DOH engaged the full
range of public health partners in its planning efforts:
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Critical Benchmark #1: Please complete the table below by providing
the names, titles and contact information for key bioterrorism staff.
Read instructions carefully before completing the table.
| KEY
BIOTERRORISM STAFF |
NAME
TITLE
AGENCY/DEPT AFFILIATION |
PHONE
NUMBER
FAX NUMBER
EMAIL ADDRESS |
| Executive Director (ED) of
Bioterrorism Preparedness and Response Program |
Name: Mary C. Selecky
Title: Secretary
Agency/Dept Affiliation:
Washington State Department of Health |
Phone:
(360)
236-4030
Fax:
(360) 586-7424
Email:
mary.selecky@doh.wa.gov
|
Critical Benchmark #2: Has your state established an advisory
committee consisting of partner organizations to aid in your response
efforts?
YES
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CRITICAL CAPACITY: To conduct integrated assessments of public
health system capacities related to bioterrorism, other infectious
disease outbreaks, and other public health threats and emergencies to
aid and improve planning, coordination, and implementation.
Provide an update on progress during Project Year III toward
achieving this critical capacity:
- An assessment of our state’s public health system
capacity was completed during the fall of 2002.
The assessment captured information necessary to determine
the Local Health Jurisdictions’ (LHJ) ability and capacity to
respond to public health emergencies, including an emergency
resulting from a bioterrorism event.
- Assessment information was used to establish a baseline
with regard to public health emergency preparedness in Washington
State.
- The assessment covered a broad array of topics
including: general planning and policy development, surveillance and
epidemiology, risk communication, training and education, and
information technology.
- Our approach to the assessment process was intended to
build inter-organizational relationships. Assessments were not
completed by one person within the LHJ, but rather as a cooperative
effort by many persons, each having expertise in one of the specific
topic areas. Non-LHJ local emergency response representatives were
invited and encouraged to participate in the completion of this
assessment as a means of increasing responsibility awareness, and
coordination.
- We also used the assessment process to build our
regional public health response system. The regional public health
emergency preparedness coordinators coordinated the assessment
process. We believe this regional health coordination led to
increased organizational responsibility,
awareness, and coordination.
- The results of this assessment are being used by the
regions, the LHJs and the state to plan, implement and measure
improvements in our ability to respond to public health emergencies.
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Critical Benchmark #3: What is the status of your state’s
integrated assessment (an assessment of current capabilities across all
focus areas at the state, local and regional level) of public health
systems capacity to respond to potential bioterrorist/emergency events?
DOH response:
Assessment work is close to completion (greater
than 75% completed)
Critical Benchmark #4: What is the status of your state’s legal
assessment to determine adequacy of public health authority in responding
to a bioterrorist event?
DOH response:
Assessment work completed (100% completed)
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CRITICAL CAPACITY: To respond to emergencies caused by
bioterrorism, other infectious disease outbreaks, and other public
health threats and emergencies through the development, exercise, and
evaluation of a comprehensive public health emergency preparedness and
response plan.
Provide an update on progress during Project Year III toward
achieving this critical capacity:
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Work is well underway to update and revise the Emergency
Support Function (ESF)-8 annex to the state’s Comprehensive
Emergency Management Plan (CEMP). This includes an appendix
(already completed) describing state actions to receive and
distribute the Strategic National Stockpile (SNS). A separate
appendix comprising a mass fatalities response plan is under
development. Work on the Department of Health’s statewide agency
CEMP and work on local and regional plans was sidetracked by the
requirements to develop a Smallpox Response Plan and a Stage 1
Vaccination plan. Implementation of Stage 1 involved many of the
same people charged with plan development—further hindering
planning efforts. This work, therefore, will not be completed in
the current project year.
We did use our emergency plans to implement Stage 1; i.e., we
used the SNS plan for clinic management using the Incident Command
System. In this way, our plans were very effectively tested.
We believe that the intensive effort to develop smallpox plans
will pay dividends that may result in timesaving as we move toward
completion of our response plans. We also recognize, however, that
a requirement to expand the smallpox vaccination effort will have
an impact on emergency planning.
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Critical Benchmark #5: What is the status of your statewide
response plan?
DOH response:
Work on the plan is underway (25-50% completed)
Critical Benchmark #6: What is the status of your state’s
regional response plan?
DOH response:
Work on the plan is underway (25-50% completed)
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CRITICAL CAPACITY: To ensure that state, local, and regional
preparedness for and response to bioterrorism, other infectious outbreaks,
and other public health threats and emergencies are effectively
coordinated with federal response assets.
Provide an update on progress during Project Year III toward
achieving this critical capacity:
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Washington state and its local jurisdictions continue to enjoy
strong relationships with federal response assets. This
cooperation was recently tested through the largest terrorism
exercise in the nation’s history: TopOff 2. That exercise
successfully identified our strengths and areas needing further
improvement.
We have recently implemented an agreement with CDC to be a
pilot state for testing the federal concept for forward deployment
of chemical agent antidotes. Our ChemPack program participation
illustrates the strength of our relationships with our federal
counterpart agencies.
Many of our local jurisdictions with significant military
assets located in their area have entered into agreements with
local commanding officers to share assets and information in a
regional medical emergency.
State and local health officials participated in a major annual
civil-military medical conference for the western United States
hosted by the Department of Defense. For two straight years, our
Secretary of Health has been a plenary session speaker.
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Critical Benchmark #7: What is the status of your written plan to
receive and manage items from the National Pharmaceutical Stockpile (NPS)?
>DOH response:
Work on the plan is close to completion (greater than 75% completed)
CRITICAL CAPACITY: To effectively manage the CDC National
Pharmaceutical Stockpile (NPS), should it be deployed-- translating NPS
plans into firm preparations, periodic testing of NPS preparedness, and
periodic training for entities and individuals that are part of NPS
preparedness
Provide an update on progress during Project Year III toward
achieving this critical capacity:
|
Our plan has two levels. The state-level plan is nearly
complete and has been tested, in part, through an exercise and the
smallpox Stage 1 effort. We are negotiating an agreement with our
[Section omitted in accordance with R.C.W.
42.17.310(1)(ww)] to serve as
reception, storage, and staging facilities for the SNS. Under our
state’s plan, local health officials have responsibility for the
second level. They must identify and staff dispensing (or
vaccination) clinics. This is the weakest area of our statewide
effort at this time. The need to do this work has recently been
re-emphasized to local and regional staff. We do not believe this
work will be completed in the current project year but will be an
early deliverable for our sub-grantees in the next year.
Again, it should be recognized that we did use our SNS plan to
implement the Stage 1 smallpox vaccination program. Lessons
learned will be included in future plan revisions.
|
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Budget Year Four Workplan
For each Recipient Activity applicants should complete the work plan
templates attached below. Applicants are welcome to use bullet-point
format in their answers, so long as the information is clearly conveyed in
the response. All responses should be brief and concise. Please note
that full use of the CDC templates will meet all of the requirements for
submission of a progress report and work plan. Although no additional
information is required, grantees may elect to submit other essential
supporting documents via the web portal by uploading them as additional
electronic files.
I. STRATEGIC DIRECTION, COORDINATION, AND ASSESSMENT
CRITICAL CAPACITY #1: To establish a process for strategic
leadership, direction, coordination, and assessment of activities to
ensure state and local readiness, interagency collaboration, and
preparedness for bioterrorism, other outbreaks of infectious disease,
and other public health threats and emergencies.
- Continue to support a Senior Public Health Official within the
state/local health department, to serve as Executive Director of the
project’s Terrorism Preparedness and Response Program.
Strategies: What overarching approach(es) will be used to undertake
this activity?
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1. Mary C. Selecky will continue to direct Washington State’s
bioterrorism preparedness and response program with input from
project executive staff and program partners.
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
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1a. Joint Advisory Committee meetings will be held quarterly.
1b. Steering Committee meetings will be held at least quarterly
with additional meetings as needed.
1c. Regular updates on preparedness activities will be provided
through the E-News newsletter and the DOH Public Health
Emergency Preparedness and Response (PHEPR) Web page.
1d. Issue-specific, special workgroups will be convened as
appropriate (i.e., ports and quarantine).
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Timeline: What are the critical milestones and completion dates for
each task?
|
1a. September 2003; December 2003; March 2004; June
2004
1b. October 2003; January 2004; April 2004; July 2004
1c. September 2003 through August 2004 (monthly publication),
on-going Web updates.
1d. August 2004 |
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. DOH Executive Staff, DOH Office of the Secretary
1b. DOH Executive Staff, DOH Office of the Secretary
1c. DOH Communications Staff, DOH Office of the Secretary
1d. DOH Executive Staff, DOH Office of the Secretary |
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1a. Number of attendees at Joint Advisory Committee meetings,
program suggestions offered and discussed, resource links provided.
1b. Number of attendees at Steering Committee meetings, program
suggestions offered and discussed, decisions made with Regional
Emergency Response Coordinators (RERCs) input.
1c. E-News published monthly, DOH Web page updated
monthly.
1d. Special workgroups convened; issues stated with proposed
solutions summarized
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- Establish or enhance a coordinated and
integrated process for setting goals and objectives, implementing work
plans with timelines, monitoring progress, and allocating resources as
it relates to this entire cooperative agreement program.
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
1. DOH will continue to use a transparent process to develop and
achieve PHEPR program goals and objectives with the input of our
public health and hospital partners.
2. Workplan implementation will be monitored using a database
capable of tracking activities and expenditures by focus area (as
required in Critical Benchmark #1 below.)
3. Workplan adjustments will be made with the input of our public
health and hospital partners as well as program staff.
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Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1. FY 2003 program goals and objectives will be created and
reviewed with the involvement of PHEPR Joint Advisory and Steering
Committee members.
2. Budgetary coding will be assigned to each of the seven focus
areas and incorporated into the chart of accounts in the
department’s financial accounting system. PHEPR Joint Advisory and
Steering Committee members will be provided with quarterly program
progress reports using this database system.
3a. Workplans will be modified and achieved with the involvement
of all program staff (Project Executive Director, Project Office
staff, Focus Area Leads, Divisional Coordinators, Regional
Coordinators, Regional Emergency Response Coordinators, and Local
Emergency Response Coordinators.)
3b. Workplan resources will be reviewed and readjusted with
program staff review of monthly and quarterly program progress
reports using this database system. Major resource adjustments will
also be reviewed and readjusted with PHEPR Steering Committee
involvement.
|
Timeline: What are the critical milestones and completion dates for
each task?
|
1. June 2003, PHEPR Joint Advisory and Steering Committee member
initial review and comment
1. July 2003, PHEPR Joint Advisory and Steering Committee briefing
on FY 2003-04 workplan (copies to be mailed)
2. August 31, 2003 budgetary coding in place
3a. Monthly if necessary, September 2003 through August 2004.
3b. Monthly if necessary, September 2003 through August 2004.
3b. Quarterly, (October 2003; January 2004; April 2004; July 2004)
|
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
DOH Executive Staff, DOH Office of the Secretary
Focus Area Leads |
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1. Number of specific focus area tasks completed.
2. Comparative review: Number of local health jurisdiction and
hospital needs met with 2003-2004 focus area tasks completed to
original needs identified with 2002-2003 local health jurisdiction
and hospital assessments.
|
- Develop and maintain a financial accounting system capable of
tracking costs by focus area, critical capacity, and funds provided to
local health agencies. (CRITICAL BENCHMARK #1)
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Strategies: What overarching approach(es) will be used to undertake
this activity?
| As required under Washington state law, the
Department of Health uses a uniform chart of accounts and procedures
consistent with generally accepted accounting principles (GAAP) to
record and report all department financial transactions. This system
will track costs to a level that corresponds with the detail required
in federal Standard Form 424A for each focus area. The financial
system is updated on a daily basis to include all revenue, expenditure
and journal voucher activity. |
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
| Budgetary coding will be assigned to each of the
seven focus areas and incorporated into the chart of accounts in the
department’s financial accounting system |
Timeline: What are the critical milestones and completion dates for
each task?
| Task will be completed by August 31, 2003 |
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
| Rick Buell/Kay Koth will be responsible for ensuring
this task is completed |
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
| Review final chart of accounts for inclusion of
necessary budget coding. |
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- (HRSA/CDC Cross-Cutting Activity) Maintain and extend as appropriate
a database displaying activities funded jointly by the CDC and HRSA
cooperative agreements, and as applicable, other sources, in a form that
can be included readily in progress reports or provided in response to
special requests from the project officer
Strategies: What overarching approach(es) will be used to undertake
this activity?
>
| As required under Washington state law, the
Department of Health uses a uniform chart of accounts and procedures
consistent with generally accepted accounting principles (GAAP) to
record and report all department financial transactions. This system
will track costs to a level that corresponds with the detail required
in federal Standard Form 424A. The financial system is updated on a
daily basis to include all revenue, expenditure and journal voucher
activity. |
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
| Budgetary coding will be assigned to the HRSA grant
and each of the focus areas, and incorporated into the chart of
accounts in the department’s financial accounting system. |
Timeline: What are the critical milestones and completion dates for
each task?
| Task will be completed by August 31, 2003. |
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
| Norm Fjosee will be responsible for ensuring this
task is completed. |
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
| Review final chart of accounts for inclusion of
necessary budget coding. |
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- (Smallpox) Appoint or continue to support a coordinator for the
National Smallpox Vaccination Program.
Strategies: What overarching approach(es) will be used to undertake
this activity?
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1. Washington will hire a Smallpox Vaccination Program
Coordinator to direct the state’s Smallpox Vaccination Program and
serve as the Washington HRSA project’s Medical Director.
2. Washington state’s Smallpox Vaccination Program will follow a
comprehensive smallpox response plan that incorporates post-event
plans from participating hospitals.
3. Public health capacity will be enhanced with an improved
workforce recruitment system.
4. Smallpox Response Team members (public health and healthcare)
will be prepared to address mass vaccination.
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Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. Job description, recruitment process, hiring process defined.
1b. Appoint a Washington state Smallpox Vaccination Program
Coordinator.
2a. Review previously submitted pre-event and post-event smallpox
response plans and propose updates, revisions.
2b. Seek partner review and comment during response plan updates.
3a. Enumerate staff needed to support large-scale clinic
operations.
3b. Identify smallpox response team staff available, identify
recruitment strategies, fill gaps.
4a. Train staff needed to support large-scale clinic operations.
4b. Develop and exercise a large-scale smallpox vaccination plan
including these elements: patient screening and education, clinic
operations, outreach, adverse event monitoring and management, take
reading, evaluation.
4c. Develop risk communication materials for local partners and
stakeholders.
4d. Ensure that all participants in the Smallpox Vaccination
Program are provided regular updates on implementation of program
activities with appropriate technical assistance.
|
Timeline: What are the critical milestones and completion dates for
each task?
|
1a. July 2003.
1b. September 2003.
2a. September - October 2003
2b. September - October 2003
3a. November 2003
3b. December 2003 - February 2004
4a. November 2003 - February 2004
4b. March 2004 (state, regional exercise large-scale vaccination
clinics)
4c. November 2004 (revision of current materials -- timeline also
based on CDC revisions)
4d. March 2004 |
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. Executive Staff, Office of the Secretary; Assistant
Secretaries (CFH, EHSPHL)
1b. Executive Staff, Office of the Secretary; Assistant
Secretaries (CFH, EHSPHL)
2a-3b Coordinator, Washington state's Smallpox Vaccination
Program
4a. Coordinator, Washington state's Smallpox Vaccination
Program, DOH BT Medical Epidemiologist, Focus Area G Coordinator,
Smallpox Training Liaison
4c. Coordinator, Washington state's Smallpox Vaccination
Program, Focus Area F Lead
4d. Coordinator, Washington state's Smallpox Vaccination
Program, Focus Area E Lead
|
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1. Coordinator hired.
2. Vaccination Program and HRSA goals and tasks set in a workplan
and agreed to among program partners.
3. Smallpox Response Teams identified (numbers, type of
personnel) and properly staffed.
Smallpox Response Teams Directory created; a community-based online
inventory that lists all available persons with expertise
(technical, clinical, epidemiological, security, transportation, and
other) that would be needed during a smallpox outbreak.
4. Checklist with specific Washington Smallpox Vaccination
Program tasks/activities demonstrating 95 percent or better
achievement. Checklist to be used to assure the public that public
health has the capacity to fully vaccinate the entire population
quickly when smallpox disease has been identified.
4a. Competency reviewed and documented for identified
Smallpox Response Team members.
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- (HRSA/CDC Cross-Cutting Activity) Establish an Advisory Committee to
assist the senior State health official in overseeing both the CDC and
HRSA cooperative agreements
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
1. Continue to foster Joint Advisory Committee involvement on the
development and implementation of a state plan for public health and
hospital emergency preparation and response. (See
attached, "Joint Advisory Committee Roster")
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
The following tasks will drive the agenda of Joint Advisory
Committee meetings:
1a. Carry forward state efforts to create a plan to prepare for
and respond to public health threats and emergencies (as per section
ESF-8 of the state Comprehensive Emergency Management Plan [CEMP]) –
particularly our preparedness and response to infectious disease.
Links to the Governor’s Washington State Committee on Terrorism
(COT) will be maintained through dual committee membership among
select members.
1b. Proactively serve as an information conduit to communicate
with and educate members’ respective partners and stakeholders on
state plan development, expectations and needs.
1c. Advise the agency on progress toward state plan
implementation. Identify gaps and trouble spots, possible
collaborations with other states and Canada, lessons learned,
significant innovations, successes, and opportunities. Provide
possible solutions to problems and barriers to implement a state
plan.
1d. Advise the agency on coordination of Advisory Committee
efforts with other state efforts, including the work of the
Governor’s COT, intended to address public health emergencies
related to bioterrorism, infectious disease outbreaks, and natural
or man-made disasters.
|
Timeline: What are the critical milestones and completion dates for
each task?
| 1a-d Joint Advisory Committee meetings will be held
quarterly: 9/03; 12/03; 3/04; 6/04. |
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
| DOH Executive Staff, DOH Office of the Secretary |
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
The minutes of each Joint Advisory Committee will
reflect:
1a. Number of attendees at Joint Advisory Committee meetings,
program suggestions offered and discussed related to public health
threats and emergencies (ESF-8 of the state’s CEMP), resource links
provided.
1b. Number of attendees at Joint Advisory Committee meetings,
amount and types of information sharing, and resource links
provided.
1c. Number of attendees at Joint Advisory Committee meetings,
number of plan challenges identified and discussed, along with
possible solutions offered.
1d. Number of attendees at Joint Advisory Committee meetings,
number of links identified to other state efforts to address public
health emergencies related to bioterrorism, infectious disease
outbreaks, and natural or man-made disasters.
|
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CRITICAL CAPACITY #2: To conduct integrated assessments of
public health system capacities related to bioterrorism, other
infectious disease outbreaks, and other public health threats and
emergencies to aid and improve planning, coordination, and
implementation.
1. Conduct a comprehensive analysis of all information and data
obtained during the assessments of emergency preparedness and response
capabilities related to bioterrorism, other infectious disease
outbreaks, and other public health threats and emergencies. Document the
findings and corrective actions taken and establish timelines, goals and
objectives for achieving and refining the critical capacity requirements.
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
During the fall of 2002, an assessment was completed
to determine the emergency preparedness and response capabilities of
LHJs related to bioterrorism, other infectious disease outbreaks, and
other public health threats and emergencies. Assessment information
was related to the six focus areas. Topics covered included,
epidemiology, surveillance, laboratory, policies, infectious disease
outbreaks, vaccinations, and more. The results were broadly analyzed
by the state, and the raw data was given to the LHJs and regions for
their analysis.
A similar assessment of hospitals was also completed during the
fall of 2002. This data captured the hospitals’ emergency preparedness
and response capabilities and identified their needs. This information
was analyzed statewide and aggregate information was provided to the
regions to use in planning.
The plan for the next grant year will be:
1. Complete the analysis of the assessments
2. Continue to identify and document specific vulnerabilities and
needs
3. Update sections of the hospital assessment
4. Expand work with current state and local partners to include;
tribal clinics, migrant clinics, and community health centers and
update sections of the LHJ assessments.
5. Assess LHJs and regions for their capacity to include Focus Area
D
6. Develop Training Plan based on gaps identified
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. LHJ assessment data will be analyzed specific to the Focus
Areas.
1b. Focus Area results will be shared with the regional partners
to aid in plan development.
1c. Regions will provide the state with their analysis of the
data for review.
2a. Maintain the current list of identified needs and
vulnerabilities for both the LHJs and the hospitals.
2b. Update listing of needs and vulnerabilities identified during
the plan writing and review.
3a. Review hospital assessment data for sections that need
further clarification or revision.
3b. Conduct an abbreviated update assessment of the hospitals to
note status and progress after the current grant year’s activities
of collaborations and plan writing.
3c. Analyze this data.
4a. Continue to meet bi-monthly with the regional partners to
share information.
4b. Conduct a baseline assessment of the community health
centers, tribal clinics, and migrant clinics using a revised version
of the hospital survey. Conduct an abbreviated update assessment of
the LHJs and Regions to note status and progress after the current
year’s activities.
4c. Analyze this data.
5a. Develop and conduct a brief survey on the LHJs and regions
capacity to incorporate Focus Area D activities.
5b. Analyze this data.
6a. Develop Training Plan based on assessment data and priorities
identified.
|
Timeline: What are the critical milestones and completion dates for
each task?
|
1a. Fall 2003
1b. During the bi-monthly meetings
starting in September 2003
1c. As completed or by September 2003
2a. Ongoing
2b. Ongoing
3a. Fall 2003?
3b. January 2004?
3c. February 2004?
4a. Ongoing starting in September 2003
4b. January 2004
4c. December 2003
5a. Fall 2003
5b. Winter 2003
6a. Fall, 2003 |
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. Focus Area Leads or staff
1b. DOH and Regional
Emergency Response Coordinators (RERCs)
1c. Regional Epidemiology Response Coordinators and RERCs
2a. DOH, Regional EMS council, and RERCs
2b. DOH, Regional EMS council
3a. Chris Williams and DOH
3b. Regional EMS council
3c. Chris Williams and DOH
4a. DOH and RERCs
4b. DOH
4c. DOH
5a. DOH and RERCs
5b. DOH
6a. Focus Area G Coordinator, Regional Learning Specialists |
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1a. Analysis completed
1b. Results given to
partners
1c. Data received
2a. List complete
2b. List updated
3a. Review completed, sections listed and revised
3b. Assessment completed
3c. Analysis completed
4a. Meetings convened
4b. Assessment completed
4c. Analysis completed
5a. Assessment developed and completed
5b. Analysis completed |
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2. Conduct a comprehensive analysis of all information and data
obtained during the assessments of statutes, regulations, and ordinances
within the state and local public health jurisdictions that provide for
credentialing, licensure, and delegation of authority for executing
emergency public health measures, as well as special provisions for the
liability of healthcare personnel in coordination with adjacent states.
Additionally, there should be mention of workers’ compensation issues
and the health issues of workers and their families who may be involved
in emergency response. Establish timelines, goals and objectives for
achieving and refining the critical capacity requirements.
Strategies: What overarching approach(es) will be used to undertake
this activity?
| During the current grant year the state completed its
comprehensive analysis of state and local statutes, administrative
rules, and ordinances related to "...credentialing, licensure, and
delegation of authority for executing emergency public health
measures, as well as special provisions for the liability of
healthcare personnel in coordination with adjacent states." In terms
of workers' compensation issues, the state workers compensation agency
has provided information to employers regarding coverage of employees,
specific to the smallpox vaccination. State statute governing
emergency management, RCW 38.52, addresses compensation and liability
protection for people designated as "emergency workers" regardless of
their state of licensure. The state will rely on the provisions and
implementation of Section 304 of the Homeland Security Act to address
compensation issues related to an emergency response governed by the
Act. |
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3. (Smallpox) Conduct an assessment of statutes, regulations, and
ordinances within the state and local public health jurisdictions that
include special provisions for liability protection and compensation for
adverse events post-vaccination of healthcare personnel who participate
in the National Smallpox Vaccination Program.
Strategies: What overarching approach(es) will be used to undertake
this activity?
| During the current grant year, the state completed
its assessment of legal authorities related to "...liability
protections and compensation for adverse events post vaccination of
healthcare personnel who participate in the National Smallpox
Vaccination Program." In terms of workers' compensation issues, the
state workers compensation agency has provided information to
employers regarding coverage of employees, specific to the smallpox
vaccination. State statute governing emergency management, RCW 38.52,
addresses compensation and liability protection for people designated
as "emergency workers." The state expects that healthcare personnel
who participate in the National Smallpox Vaccination Program will also
rely on the provisions and implementation of Section 304 of the
Homeland Security Act. |
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II. PREPAREDNESS AND RESPONSE PLANNING
CRITICAL CAPACITY #3: To respond to emergencies caused by
bioterrorism, other infectious disease outbreaks, and other public
health threats and emergencies through the development, exercise, and
evaluation of a comprehensive public health emergency preparedness and
response plan.
- Develop or enhance scalable plans that support local,
statewide, and regional response to incidents of bioterrorism,
catastrophic infectious disease, such as pandemic influenza, other
infectious disease outbreaks, and other public health threats and
emergencies. Plans must include detailed preparations to rapidly
administer vaccines, other pharmaceuticals, and mental health services
to large populations. This should include the development of emergency
mutual aid agreements and/or compacts, and inclusion of hospitals.
(CRITICAL BENCHMARK #2)
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
1. Complete the development of an array of
coordinated public health emergency response plans that address
detailed descriptions and assignment of responsibilities at the
state, regional, and local levels. These plans will:
-
Describe pre-event mitigation and
preparedness activities
-
Describe response to communicable
disease emergencies
-
Emphasize the unique requirements
of a bioterrorism event
-
Describe the management of mass
casualty and mass fatality events
-
Be coordinated with hospitals and
other health care facilities
-
Provide for rapid administration of
vaccines and other pharmaceuticals
-
Conform with approved
concepts of operation described in state and local comprehensive
emergency management plans
-
Be coordinated with planning
efforts carried out by state and local homeland security staff
-
Address the issue of providing
mental health service to citizens following a terrorist event
-
Address the vulnerabilities and
deficiencies identified in the assessment completed in 2002
-
Provide for regular testing,
updating, and validation of the plans
-
Review for Education/Training
needs
2. Develop and implement mutual aid agreements
and compacts necessary to fully implement state, regional and local
response plans for incidents of bioterrorism, catastrophic
infectious disease, other infectious disease outbreaks, and other
public health threats and emergencies.
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. Technical assistance to local and regional planners will
continue to be provided to ensure successful completion of plans.
1b. Financial assistance will be provided to each local and
regional health agency to provide them with resources necessary to
complete and test their plan.
1c. Local plans will be drafted, reviewed by DOH including an
education/training review, and finalized.
1d. Regional plans will be drafted, reviewed by the State
Department of Health, and finalized.
1e. DOH’s emergency operations plan will be revised and updated
as will ESF #8 of the state’s CEMP.
2a. DOH will provide technical assistance and share sample mutual
aid agreements with local and regional officials to help them
institute agreements needed to prepare for a large-scale
bioterrorism event or other health emergency.
|
Timeline: What are the critical milestones and completion dates for
each task?
|
1a. On-going. On-site assistance provided as necessary.
1b. Initial funds awarded within 60 days of CDC approval of grant
1c. January 31, 2004
1d. June 30, 2004
1e. January 31, 2004
2a. Technical assistance ongoing. Sample agreements will be
compiled and shared by March 31, 2004
|
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. DOH bioterrorism planners, State Emergency Response
Coordinators (DOH)
1b. DOH Emergency Program Manager and DOH contracts staff
1c. Local health jurisdictions and DOH Contingency Planners,
Focus Area G Coordinator, Regional Learning Specialists
1d Regional Emergency Response Coordinators and DOH Contingency
Planners
1e DOH Office of Risk and Emergency Management manager, DOH
Divisional Planners, and DOH Contingency Planners.
2a. DOH planning staff.
|
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1a. Number of technical assistance consultations and visits
provided to local and regional jurisdictions.
1b. Amount of funds awarded and number of pass-through contracts
in place
1c. Number of local plans finalized
1d. Number of regional plans finalized
1e. Completion of update of DOH internal emergency procedures and
update of ESF #8 of the State CEMP.
2a. Technical assistance provided and sample agreements shared.
|
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- Demonstrate how preparedness and response planning is coordinated
within existing emergency management infrastructure that is facilitated
and supported by all appropriate federal response plans.
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
1. Washington state will continue to conduct a variety of
activities to ensure bioterrorism and public health emergency
preparedness is coordinated within the emergency management
infrastructure and facilitated by appropriate federal response plans
as outlined below. Recent activities include successful
participation in TOPOFF II, continued development of the Strategic
National Stockpile plan including selection as a ChemPack pilot
site, continued coordination with the State’s three Metropolitan
Medical Response System (MMRS) cities, and successful completion of
Stage I of the Smallpox Vaccination Program.
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. Continue to participate as a member of the State Emergency
Management Council (EMC)
1b. Continue to participate as a member of the State COT
1c. Continue to use the ESF structure (primarily ESF 8)
established in the federal response plan and the State CEMP to guide
health-related emergency preparedness activities.
1d Actively link with Department of Homeland Security funded
programs including joint coordination and planning meetings between
Regional Bioterrorism Coordinators and Regional Homeland Security
Coordinators.
1e Continue to require local and regional health jurisdictions to
coordinate planning and exercises with local emergency management
agencies.
1f Provide funding and technical assistance to local
jurisdictions to finalize local plans to receive, distribute and
dispense elements of the SNS (See Critical Capacity #4).
|
Timeline: What are the critical milestones and completion dates for
each task?
|
1a. Bi-monthly
1b. Monthly
1c. On-going
1d. On-going. Initial joint meeting targeted for September 2003.
1e. On-going
1f. All local SNS plans to be completed by January 31, 2004 |
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. Ron Weaver, DOH Assistant Secretary
1b. DOH
Office of Risk and Emergency Management manager
1c. DOH, EMD, and local and regional health jurisdictions
1d. Emergency Program Manager, local and regional Bioterrorism
and Homeland Security Coordinators, EMD
1e. DOH
1f. DOH SNS Coordinator (see Critical Capacity #4) |
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1a. Number of EMC meetings attended
1b. Number of COT meetings attended
1c. Completion of update of ESF 8
1d. Number of joint work sessions conducted between state,
regional, and local Bioterrorism and Homeland Security Coordinators.
1e. Number of joint planning and exercise activities conducted
between health and emergency management
1f. Number of local jurisdictions that have completed and tested
their SNS plans
|
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- Maintain a system for 24/7 notification or activation of the public
health emergency response system. (CRITICAL BENCHMARK #3)
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
1. Washington state has a process for 24/7 notification of the
public health emergency response system. DOH maintains a 24/7 duty
officer system through its Office of Risk and Emergency Management
to receive information and notify the appropriate individuals and
activate emergency response activities. Within DOH, Communicable
Disease Epidemiology, the Public Health Laboratories, the Radiation
Protection Division and the Drinking Water Division also maintain
the capability for 24/7 notification and activation of the public
health emergency response system (refer to Focus Area B of this
application). The Office of Risk and Emergency Management maintains
a statewide emergency phone list known as the "Red Book" which lists
the names and phone numbers of all public health emergency contacts
within the system. The plan for the grant year is to maintain,
update and improve the current system of notification. This will
include working with the local and regional health jurisdictions to
ensure the capability exists at the local level for 24/7
notification and activation of the public health emergency response
system. Focus Area A will take the lead in working with local
jurisdictions and other Focus Areas (especially Focus Areas B and E)
to ensure that their planning includes 24/7 duty officer capability
in order to activate immediate response activities.
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. Maintain and update the Red Book. Require all local and
regional health jurisdictions to designate one duty officer (on call
24/7) contact and one back up (possibly the local 911 center in
concert with a local health emergency duty officer system).
1b. Develop a program for regular testing of the 24/7
notification system in coordination with state and local emergency
management and homeland security programs
|
Timeline: What are the critical milestones and completion dates for
each task?
|
1a. Complete update of Red Book and streamlined local
contact system by March 2004
1b. Develop testing program by April
2004 and conduct periodic, on-going system tests. |
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. DOH Office of Risk and Emergency Management, Focus Areas B
and E and local health jurisdictions
1b. DOH Office of Risk and Emergency Management, Focus Areas B
and E , EMD, and local health jurisdictions
|
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1a. Completion of updated, streamlined Red Book and
implementation of local duty officer system.
1b. Establishment of program of regular testing of 24/7
notification system.
|
- Exercise all plans on an annual basis to demonstrate proficiency in
responding to bioterrorism, other infectious disease outbreaks, and
other public health threats and emergencies. (CRITICAL BENCHMARK #4)
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
1. DOH and each regional and local health jurisdiction will
conduct a tabletop, functional or full-scale exercise of their plans
during the grant period to demonstrate proficiency and preparedness
in responding to bioterrorism, other infectious disease outbreaks,
or other public health threats and emergencies. In conjunction with
its local partners, the State will conduct a regional, full-scale
bioterrorism exercise testing all major components of the public
health emergency response system. After action reviews will be
conducted of each exercise and used to identify areas of improvement
of needed training. This will be coordinated with activities
under Focus Area G.
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. Each local health jurisdiction will conduct a tabletop or
functional exercise of their plan during the grant period. Exercise
results will be used to validate and update each plan.
1b Each regional health jurisdiction will conduct a tabletop or
functional exercise of their plan during the grant period. Exercise
results will be used to validate and update each regional plan
1c. A full-scale bioterrorism exercise will be conducted
involving state, regional, and local public health organizations,
(including the Public Health Laboratories) and hospitals to validate
our plans and determine our level of preparedness. The federal
government and affected Indian tribes will be invited to
participate. The exercise scenario will include deployment of the
Strategic National Stockpile (see Critical Capacity #4).
1d. Evaluation criteria will be developed to assess drills and
exercises. Evaluation will be used to identify areas of improvement
for further education and training.
|
Timeline: What are the critical milestones and completion dates for
each task?
|
1a. Varies by jurisdiction. All to be completed by end of grant
period
1b. Varies by jurisdiction. All to be completed by end of grant
period
1c. Exercise to be conducted in August 2004
1d. January, 2004
|
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. Thirty four local health jurisdictions across the state
1b. Nine regional health jurisdictions
1c. DOH (overall coordination) local, regional, hospital, and
tribal public health and homeland security agencies
1d. Focus Area G Coordinator, Regional Learning Specialists
|
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1a. Exercise all local plans and validate and update based on
exercise results
1b. Exercise all regional plans and validate and update based on
exercise results
1c. Completion of exercise and utilization of lessons learned to
identify areas needing improvement or additional training needs and
update of emergency response plans.
1d. Criteria and assessment tool developed. Education/Training
identified. Plan developed.
|
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- Work with state and local emergency management agencies,
environmental agencies, worker health and safety agencies, and others to
conduct assessments to identify vulnerabilities in terms of human health
outcomes related to a variety of biological, chemical, and mass casualty
terrorist scenarios. Establish timelines, goals and objectives for
conducting vulnerability assessments.
Strategies: What overarching approach(es) will be used to undertake
this activity?
| In the current grant period a comprehensive
assessment of public health capacities related to bioterrorism and
other public health emergencies was completed. The assessment included
an in-depth analysis of:
(a) Hospital preparedness;
(b) Public health system preparedness (including
epidemiology, surveillance, laboratory, policies, infectious
disease outbreaks, vaccinations, etc.)
(c) Emergency management system integration
(d) Public health policy (including ordinances, county codes,
mutual aid agreements, and State Board of Health rules).
The final results of the assessment are being analyzed and specific
vulnerabilities are being identified and documented. In the State of
Washington, the Emergency Management Division (EMD) of the State
Military Department is the lead agency for identification and
assessment of vulnerability of all natural and man-made hazards. The
Department of Health works in partnership with EMD, the State
Department of Ecology, the Department of Labor and Industries and
others to identify public health emergency hazards and assess
vulnerability to those hazards. Our overarching strategy will be to
complete the analysis of the capacity assessment conducted during the
current grant period and work with our state and local partners to
continue the ongoing process of determining and addressing our
vulnerabilities in terms of human health outcomes related to
bioterrorism or other public health emergencies. The overall approach
will be to work in cooperation with the State COT as they update the
statewide terrorism vulnerability assessment in order to ensure an
integrated strategy and a comprehensive, all-hazards approach to
dealing with terrorist threats. The capacity/vulnerability assessment
will be reviewed for Education/Training needs to address gaps
identified. |
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. Complete analysis of capacity/vulnerability assessment
undertaken during current grant period and document findings and
recommendations
1b. Coordinate with EMD to update the statewide terrorism hazard
vulnerability analysis being conducted through the Homeland Security
Program.
|
Timeline: What are the critical milestones and completion dates for
each task?
|
1a. Document findings and recommendations of
capacity/vulnerability assessment by February, 2004
1b. October, 2003
|
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. DOH assessment team, local and regional public health
emergency response and hospital planners
1b. DOH assessment team, EMD, COT
|
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1a. Completion of the capacity/vulnerability assessment and
publication of findings and recommendations
1b. Update of comprehensive statewide vulnerability assessment
completed
|
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- Work with hospitals, the medical community, and others to plan
coordinated delivery of critical health services and effective medical
management emergencies. Establish timelines, goals and objectives for
achieving and refining the critical capacity requirements.
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
1. DOH and ninety-one licensed acute care hospitals in Washington
state have created and implemented regional hospital bioterrorism
response plans to address the role hospitals and pre-hospitals will
play in responding to a public health emergency within each region.
The hospital response plans will be coordinated with the regional
public health response plans currently under development in the nine
public health regions in Washington. The regional public health
plans include coordination of CDC, HRSA, and MMRS response assets
within the state. Regional hospital plans are to be exercised and
evaluated with the regional public health plans being developed, see
below. All regional hospital bioterrorism response plans are
coordinated with and are approved by each local health officer and
local emergency management agency within that public health region.
To ensure integration of these regional hospital plans with
the state CEMP, especially ESF 8, final review of these regional
hospital plans by DOH and EMD will precede approval by DOH. Please
see the Washington’s Fiscal Year 2003 National Bioterrorism Hospital
Preparedness Program grant application for details regarding the
role of hospitals and MMRS in the coordinated delivery and
management of critical health services during emergencies in
Washington, using regional public health emergency preparedness and
response plans.
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. Regional Hospital Plans submitted to DOH
1b. DOH and EMD review regional hospital bioterrorism preparedness
plans.
1c. DOH approval of regional hospital plans
1d. Integration of regional hospital plans into regional public
health plans
1e. DOH approval process for regional public health plans
1f. Regional public health plans approved
1g. Regional public health plans, including regional hospital
plans, are implemented. |
Timeline: What are the critical milestones and completion dates for
each task?
| TBD (Need input from Norm F.) |
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. (8) Regional EMS and trauma care councils, plus
one Public Health Region
1b. DOH and Washington EMD
1c. DOH
1d. All Public Health Regions
1e. DOH (with input from Public Health Regions and hospitals)
1f. DOH
1g. DOH, Public Health Regions, hospitals, MMRS grantees
|
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
- Submission to and approval by DOH of regional hospital
plans
- Inclusion of regional hospital plans in development of
regional public health plans
- Final development of regional public health plans by
(9) public health regions
- Submission to and approval by DOH of regional public
health plans
|
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- (HRSA/CDC Cross-Cutting Activity) Review and comment on documents
regarding the National Incident Management System (NIMS), develop and
maintain a description of the roles and responsibilities of public
health departments, hospitals, and other health care entities in the
Statewide incident management system and, where applicable, in regional
incident management systems. (CRITICAL BENCHMARK #5)
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
1. Washington state will actively participate in the process to
develop NIMS and will work with its federal, state, regional and
local partners to delineate roles and responsibilities necessary to
effectively respond to acts of bioterrorism and other health care
emergencies. Washington does not currently have a statewide incident
management system.
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. DOH will review and comment on all documents regarding NIMS
as it undergoes development.
1b. Roles and responsibilities of public health departments,
hospitals, and other health care identities in responding to acts of
bioterrorism and other health care emergencies will be identified
and described through the development, exercising, and revision of
state, regional and local plans and procedures.
1c. Identify education and training applicable to the development
of the roles and responsibilities for this activity
1d. Develop ongoing evaluation tools to evaluate competency
related to the development, exercising and revision of state,
regional and local plans and procedures.
|
Timeline: What are the critical milestones and completion dates for
each task?
1a. Documents will be reviewed as forthcoming from
the Department of Homeland Security.
1b. All plans will be completed, exercised, and updated by August
2004.
1c. August, 2004
1d. August, 2004
|
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. Department of Health, Emergency Management, NIMS review
committee, Emergency Management Council, Committee on Terrorism
1b. DOH Office of Risk and Emergency Management, regional health
jurisdictions, and local health jurisdictions
1c. Focus Area G Coordinator, Regional Learning Specialists
1d. Focus Area G Coordinator, Regional Learning Specialists
|
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1a. All NIMS proposals are reviewed and input is provided.
1b. All state, regional, and local plans are completed, exercised
and updated to ensure compatibility with the NIMS.
1c. Education/Training identified, plans developed
1d. Evaluation tool developed, tested and implemented for ongoing
use
|
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III. STRATEGIC NATIONAL STOCKPILE (formerly the National
Pharmaceutical Stockpile)
CRITICAL CAPACITY #4: to effectively manage the CDC Strategic
National Stockpile (SNS), should it be deployed—translating SNS plans into
firm preparations, periodic testing of SNS preparedness, and periodic
training for entities and individuals that are part of SNS preparedness.
- Develop or maintain, as appropriate, an SNS preparedness program
within the recipient organization’s overall terrorism preparedness
component, including full-time personnel, that is dedicated to effective
management and use of the SNS statewide. This SNS preparedness program
should give priority to providing appropriate funding, human and other
resources, and technical support to local and regional governments
expected to respond should the SNS deploy there. (CRITICAL BENCHMARK
#6)
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
1. Primary responsibility for development and maintenance of the
SNS preparedness program has been assigned to the DOH Office of Risk
and Emergency Management. A full-time SNS Program Coordinator has
been named. The program has been developed in accordance with
Version #9 of the Planning Guide for Receiving, Distributing, and
Dispensing the Strategic National Stockpile. In Washington, our
plan calls for the state to receive, store and stage SNS materials.
The state will ensure distribution of these assets to local public
health organizations, clinics or other locations as determined by
local officials. Clinic operations, staffing, and dispensing of SNS
pharmaceuticals will be a local responsibility. At present, the
state plan for receiving, storing and staging SNS material is
substantially completed. Local plans remain to be finalized.
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. Complete local SNS plans
1b. Test and update
local plans |
Timeline: What are the critical milestones and completion dates for
each task?
|
1a. January 31, 2004
1b. August 30, 2004 |
Responsible Parties: Identify the person(s) and/or entity assigned to
complete each task.
|
1a. Local and regional public health emergency
planning staff
1b. Local and regional public health emergency planning staff and
State SNS Program Coordinator |
Evaluation Metric: How will the agency determine progress toward
successful completion of the overall recipient activity?
|
1a. State and local SNS plans completed and SNS designation of
"Green" level received from federal program.
1b. Number of plans exercised and updated.
|
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- Provide funding, human and other resources, and technical support to
help local and regional governments develop a similar SNS preparedness
program dedicated to effective management and use of the SNS.
Strategies: What overarching approach(es) will be used to undertake
this activity?
|
1. DOH proposes to fund at least a part-time position in each of
the states nine public health emergency preparedness regions to
serve as the regional SNS coordinator. This individual will work
with the State SNS Program Coordinator and local responders to
provide necessary planning, training, logistical, and exercise
support to the SNS program.
|
Tasks: What key tasks will be conducted in carrying out each identified
strategy?
|
1a. Funds will be passed through to each region to pay a portion
of the salary of an individual who will be the designated regional
SNS Program Coordinator.
1b. State SNS Program Coordinator will work with local
coordinators and state and local trainers (Focus Area G) to provide
training and other technical assistance in SNS Program development.
|
Timeline: What are the critical milestones and completion dates for
each task?
|
1a. No later than 60 days after grant award from CDC
| |
