Office of Emergency Preparedness and Response

Public Health Emergency Preparedness

Office of Emergency Preparedness and Response (OEPR)

• Structure/Responsibilities

• Response

• Grants/Planning

• Budget

• Questions

2

Integrated

Emergency Response

3

Overarching

OEPR Leadership Team

• Dane Matthew, Director (starts June 2016)

• Lyle Moore, Resiliency Branch Manager

• Greg Stasinos, Preparedness Branch Manager

• Judy Yockey, Grants Branch Manager

– Korey Bell, PHEP Program Manager

– Melanie Simons, SNS Program Manager

• Garry DeJong, Response Branch Manager

– Curt Drennen, Community Outreach Manager

– Open, Systems Manager

• Aaron Vigil, Fiscal/Admin Branch Manager

4

Who is OEPR?

Keith Schemper

Behavioral Health Specialist

Pos.#0998

Aimee Voth Seibert

Community Inclusion Coordinator

Pos.#1021

Lynn Garst

Disaster & Behavioral Health Specialis

H6G3XX

Curt Drennen Community Outreach Program Manage

Pos.#1004

Kristen Campos

HAN Coordinator

Pos.#1266

Aubrey Kukral

Systems Coordinator

Pos.#0544

Koral O'Brien

Volunteer Coordinator

Pos.#2703

Open

Systems Integration Manager

Pos. #

Garry DeJong,

Response Branch Manager

Pos. #0334

Nancy Gilbert

Pandemic & Inventory Mgt.Coordinator

Pos.#1724

Stephanie

McPherson

CRI Coordinator

Pos.#0356

Patrick Barnett MOU

Coordinator

Pos.#0484 (0.5 FTE)

Melanie Simons

SNS/HPP

Pos.#0262

Abby Simons

Program Evaluator

Pos.#0560

Greg Jones

Contract Monitor

Pos.#0636

Open

PHEP-HCC

Coordinator/RPOC

Pos.#0295

Korey Bell

PHEP/HPP

Pos.#0403

Judy Yockey

Grants Branch Manager

Pos. #0283

Joslynn Hilliard

Contract Monitor

Pos.#2088

OPEN

Senior Contract Administrator Pos.#0400

Paula Robinson

Fiscal Coordinator

Pos.#02044

Pam Pergande

Administrative Assistant

Pos.#0297

Wendy Chavez

Program Asstistant

Pos.#1732

Ebola Term Limited Fiscal

Aaron Vigil

Admin/Fiscal Branch Manager

Pos.#0637

Justin Bumgartener COOP & Plans Coordinator

Pos.#0354.

Ann Nedrow

Emergency Line Daytime Coordinator Pos.#2534

Juliann Bertone

Communications Liason

Pos.#2592

Nicole Roland

Planner

Pos.#0577 (.75 fte)

Michael Bean

Training Coordinator

Pos.#0294

Greg Stasinos

Preparedness Branch Manager

Pos.#1194

Barbara Beiser Business Development Coodinator

Pos.#0291 (0.5 FTE)

Vivian Schemper

Ebola PHEP Coordinator

Term limited

Angela Dyjak

Ebola HPP Cooridinator

Term limited

Darci Bentz

CDC Field Assignee

Lyle Moore

Resiliency Officer

Pos #0292

Dane

Matthew

Director

Pos. #0527

4/27/2016

35 FTE

OEPR Responsibilities • Support of public health and medical partners in enhancing their ability to

prepare for, and respond to, any emergency or disaster event whether natural or human-caused.

• Oversight and management of preparedness/response funding. • The request, receipt and distribution of the Strategic National Stockpile. • Oversight of approximately 35 state employees and an additional 39 regional

staff housed at local public health departments. • Development and coordination of emergency response plans at all levels

statewide. • Integration of health and medical systems with those of local, state and federal

partners. • Training all partners on the most current public health and medical response

protocols. • Implementation of systems for effective and redundant health and medical

communication. • Assessment and improvement of Colorado’s ability to respond to the public

health and medical needs of victims impacted by emergency/disaster events. • Coordination of the Department’s response activities and managing the

Department Operations Center (DOC). 6

OEPR 2015-2016

VISION CDPHE’s OEPR will be a national model of excellence in health and medical readiness to ensure

exceptional response in the event of an emergency or disaster situation, best serving the people in Colorado.

MISSION OEPR’s mission is to serve as Colorado’s expert resource for health and medical preparedness and

response through successful collaboration, guidance, leadership and support to all partners and stakeholders by promoting sustainable community well-being and resilience throughout response and recovery.

CORE VALUES

– Customer Service – Work life balance and wellness environment – Team oriented and building mutual trust – Training – Flexibility – Embracing innovation and technology – Respect and empowerment to make decisions – Self Improvement – Employee professional development – Right equipment to do the job – Impact and accountability – Transparency and inclusiveness – Challenging the status-quo – Practice what you preach – Capacity building – Approachability

7

OEPR 2015 Strategic Plan • Central Challenge

– Strengthen the health and medical preparedness, response, and recovery system throughout the state.

• Strategic Priorities

– Advance Programmatic Excellence – Support Health and Medical Community Partners in Building Capabilities – Strengthen the Ability of CDPHE to Respond to an Event – Create and Sustain an Empowered Workforce – Build an Integrated, Sustainable Organization

• Overarching Priorities – Ensure Accurate, Efficient and Effective Communication and Coordination at All Levels – Conduct Continuous Quality Improvement and Apply Lessons Learned and Best Practices

• Strategic Objectives for 2015-2016 – Ensure Clear Direction and Proactively of Program Plans – Develop Clear, Outcome-Driven Measures for Goals – Ensure Clarity on Role and Responsibilities – Ensure Fiscal Accountability – Identify and Align Federal/State/Local Priorities and Requirements – Evaluate Capabilities to Enhance the Public Health and Medical System – Construct and Consistently Apply OEPR/CDPHE Policies and Procedures

8

EPR Boards, Commissions, Committees

• Governor’s Expert Emergency Epidemic Response Committee (GEEERC)

• Public Health and Medical Advisory Committee (PHMAC)

• State All-Hazards Advisory Committee (SAHAC)

• Homeland Security All-Hazards Senior Advisory Committee (HSAC)

• Hospital Preparedness Advisory Group (HPAG)

• Urban Area Security Initiative (UASI)

• Public Health Improvement Steering Committee (PHISC)

• Region VIII Regional Response Team (EPA)

• Interagency Influenza and All-Hazards Coordinating Committee (IIHCC)

• Heartland Planning Coalition (FEMA Region 7 + 8 States)

• Colorado Association of Local Public Health Officials (CALPHO)

• Colorado Crisis Education and Response Network (CCRN)

• Metropolitan Medical Response System (MMRS)

• READYColorado and Citizen Corps

• Colorado Emergency Preparedness Partnership (CEPP)

9

Integrated

Emergency Response

10

Response

ESF 8 Lead – State Emergency Operations Center (SEOC)

• Emergency Support Function 8 = Public Health, Medical and Mortuary

• Manage CDPHE Response/Recovery

• Liaise with local/state/federal partners

• Manage resource requests and requests for information

• Provide situational awareness

• Monitor and update web tools

• Provide partners mapping resources

• Assist in the drafting/updating of Executive Orders

• Behavioral health coordination and support

11

Tiered Emergency Response

EMS

City Council

Fire

Public Works

Police

Hospitals

Citizen Groups

Commissioners Emergency Managers

Sheriff

Other

Transportation

Health

CoVOAD

Human Services

National Guard

Governor Public Safety

Local Affairs

Other

Coroner

Health & Environment

Emergency Management

Health & Human Services

EPA

Dept. of Justice

FEMA

Dept. of Energy

Dept. of Defense

Dept. of Transportation

President

Dept. of Interior

Local

County

State

Federal

12

13

Colorado Regions

14

Behavioral Health and Community Resilience

• Community Planning Partnerships: – CoCERN (Colorado Crisis Education and Response Network – Public mental health system preparedness – Population vulnerabilities – developmental and access needs – Faith-based communities response capacity development – First responder Resilience – Community Resilience – Office of Behavioral Health (CDHS) planning partnership – School partnerships – Emergency management and public health education regarding BH

response

• Community Response – Black Forest Crisis Counseling Program (Community recovery through

July 2014 – Colorado Flood Crisis Counseling Program (Community recovery

through November 2014) – Aurora Strong (Community recovery through October 2014)

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•Collaborative system sharing:

•Best practices

•Project collaboration

•Contract monitoring

•Deliverable progress

•Training and exercises

•Announcements

•Health alerts

•Google-based system

•No support/maintenance costs

•Live - October 2013

•474 collaborators from various

disciplines

CO SHARE

17

EMResource

Colorado has 2600

volunteers listed in the

Colorado Volunteer Mobilizer

(CVM)

Colorado has 25 Medical

Reserve Corps (MRC) units,

including two veterinary units

and a newly-formed

acupuncture MRC.

I’m not scared when

I’m prepared. 11

MRC units have

provided

approximately 6,000

bags to children in

Colorado. Cinch sack includes:

bandana, emergency

blanket, pump flashlight,

band aids, whistle and

identification/reunification

paperwork. 18

CO.TRAIN is an online Learning Management System (LMS) for tracking and delivering: • Face-to-face Training Registrations • Training records • Online courses • Certifications • Accreditations, evaluations and assessments

Usage: • Learners – Over 96,000 individual Colorado accounts • Training Providers – 260 statewide accounts (Including all state agencies) • Registrations – Over 864,000 individual course registrations For a full list of features/functionality visit: https://www.co.train.org/DesktopModules/Documents/ViewDocument.aspx?DocumentID=1976

Integrated

Emergency Response

20

Grants

OEPR Funded Partners

Funds provided through contracts or activities to: • All 54 Local Public Health Departments

• 2 Tribal Nations

• 85 Acute Care Hospitals

• 17 Mental Health Centers

• 3 Internal CDPHE Divisions/Offices

• Long-term Care Facilities

• Rural Health

• Colorado Community Health Network

• Kaiser Permanente

• Colorado Hospital Association

• Emergency Management Conference

21

Resources provided to local level

• Over 73% of funding goes to local level

• State Regional Point of Contact (SRPOC) model for technical assistance

• IT and communication systems for use during emergency response

• Training and exercise coordination

• Access to federal public health and medical resources (SNS, medical caches, volunteers)

• Coordinated emergency public health and medical incident messaging

• Planning templates and guidance

• MOU’s 22

Regional Local Public Health Agency FTE Funded by Emergency Response & Preparedness for Bioterrorism

F

o

c

Regional Laboratory

State Laboratory

2.0 Epidemiologist

2.0 Planner

2.0 Trainer

1.0 Epidemiologist

1.0 Planner

1.0 Trainer

1.0 Epidemiologist

1.0 Planner

1.0 Trainer

1.0 Epidemiologist

0.5 Planner 1.0 Epidemiologist

1.0 Planner

1.0 Trainer

.4 Planner

c

1.0 Epidemiologist

1.0 Planner

1.0 Trainer

1.0 Epidemiologist

1.0 Planner

1.0 Trainer

1.0 Epidemiologist

1.0 Planner

1.0 Trainer

1.0 Planner

1.0 Epidemiologist

1.0 Planner

1.0 Planner

.75 Epidemiologist

1.0 Planner

1.0 Epidemiologist

.75 Trainer

1.0 Planner

1.0 Epidemiologist

1.0 Planner

1.0 Epidemiologist

1.0 EH Planner

23

.5 Planner

.4 Planner .2 Planner

Grants Programs

Public Health Emergency Preparedness (PHEP)

Planning coordination

Training and exercises

Data analysis

Strategic National Stockpile (SNS)

Pandemic Influenza Planning

Cities Readiness Initiative

Chempack Program

Hospital Preparedness Program (HPP)

Hospitals, Rural Clinics

Kaiser & Western Slope Cache

Long Term Care, Healthcare Coalition Council 24

Strategic National Stockpile • Federally owned and managed

• Public health and medical supplies, equipment and pharmaceuticals

• Requested from CDC/DSNS at the State level

• Upon approval delivery of a push package is more than 100 cargo containers on 8 53’ tractor-trailers

What is the SNS?

25

Surge Trailers

26

Alternate Care Facilities

Significant Progress Established 27

Integrated

Emergency Response

28

Preparedness

Training • Training and Exercising are critical elements to successful response during an

emergency.

• OEPR coordinates and delivers on Emergency Preparedness training with both internal and external partners

– Local Public Health Agencies

– Hospitals

– The Colorado Department of Homeland Security and Emergency Management

– Colorado Division of Fire Safety and Prevention

– Behavioral Health facilities

– Long Term Care and Skilled Nursing facilities

• Training curriculum include: – Incident Command System (ICS)

– Basic Emergency Preparedness

– Systems management

– MCM Dispensing and Distribution

– Behavioral Health

– Public Information and Risk Communication

• Training Needs Assessment – Gauge the needs of our community partners

– Guide for 3 years

29

Office or program statewide plans

Statewide Plan Date Web link* Contact

CDPHE Emergency Response Plan I & II

Plans updated annually Due to the sensitive nature of this plan, EPR securely stores this internally

Greg Stasinos

Continuity of Operations Plan

Plans updated annually http://bit.ly/I5Z0Oe Justin Bumgartner

State ESF8 Plan Plans updated annually http://1.usa.gov/IuEj2T

Strategic National Stockpile Plan

Plans updated annually Due to the sensitive nature of this plan, EPR securely stores this internally

Melanie Simons

Pandemic Influenza Plan Plans updated annually http://bit.ly/IAFz5U Nancy Gilbert

30

EPRNews

• Monthly newsletter issued the first business day of every month

• Goes to all local public health agencies and hospitals

• Information contributed by staff, locals and partners

31

Social media

•OEPR uses both

Facebook and Twitter

for information

dissemination

•We currently have

371 “likes” on

Facebook and 4,722

followers on Twitter

32

OEPR Webpage

• Maintain office webpage

– Programmatic information

– Guidance

– Recent incidents

– Collaborative links

33

Colorado Emergency and Incident Reporting Line

• The Colorado Department of Public Health and Environment’s Office of Emergency Preparedness and Response (OEPR) is available 24 hours a day to receive spill reports and provide response assistance, if needed.

• The primary role of CDPHE is to facilitate or advise spill response actions from persons experiencing spills to soil, water and air. CDPHE may also request assistance on behalf of the potential responsible party from the various state and federal partners concerning a spill or release.

34

Integrated

Emergency Response

35

Resiliency

Resiliency

• Governors Office initiative

• HUD Grant

• Resiliency Framework requirement

• Lead Health and Social Sector

• POC for other sectors

• Resiliency Projects

• Collaboration with Climate Change Resiliency

36

FNGC

• First Net Governing Council

• Responder Bandwidth

37

Board of Health Rule

6 CCR 1009-5 Preparations for a Bioterrorist Event, Pandemic Influenza, or an Outbreak by a Novel and Highly Fatal Infectious Agent or Biological Toxin.

Regulation 1 - Local Public Health Agencies

Notification list, MAA, Plan, 3-Day Cache, Exercise

Regulation 2 – Hospitals

Notification list, MAA, Plan, 3-Day Cache, Exercise

Regulation 3 – Rural Clinics and FQHC’s

Notification list, Plan, Exercise

Regulation 4 – RETAC

On hold to coincide with HFEMS rule revision in 2016

Regulation 5 – CDPHE

Notification list, MAA, Plan, 3-Day Cache, Exercise

Regulation 6 - Compliance

38

Ebola Supplemental Funding

Funds provided through contracts or activities to: • All 54 Local Public Health Departments

• 2 Tribal Nations

• 5 Acute Care Hospitals

• 3 EMS Agencies

• 3 Internal CDPHE Divisions/Offices

39

Ebola Supplemental Funding

• Phase 1

– Monitoring

– 5 LPHA’s and DCEED

• Phase 2

– LPHA’s

– Monitoring, CONOPS, Exercise

• Phase 3

– Part A = EMS, Assessment, Treatment

– Part B = Regional Treatment 40

Business Development

Cross reference projects with grants

Monitor registries of grants

Assist with resiliency projects

Decision Items

Marketing

Orientation

41

Quality Improvement

Represent OEPR for Performance Management Team

Coordinate OEPR Quality Improvement Projects

Establish and maintain the OEPR Performance Measures

Accreditation process

42

Integrated

Emergency Response

43

Fiscal/Admin

OEPR Fiscal Section

• LPHA Contracts/Purchase Orders - 55

– this includes the two tribes

• HPP Contracts – 7

• IT Contracts/Purchase Orders – 8

• Miscellaneous Contracts/Purchase Orders (SNS, COHELP, MCICS) – 8

• Behavioral Health Purchase Orders – 18

Total Contracts/Purchase Orders = 105

• Fiscal/admin. emergency response plan for OEPR and the Department.

• Developing waivers for fiscal processes during emergency incidents.

• Continue coordinating a process for executing CCP contracts through coordination of Purchasing and Contracts Unit, CDPS, and FEMA.

44

OEPR Budget 2015-2016

PHEP, 40.4%

HPP, 14.3% CRI, 3.1%

GFND, 7.1%

Ebola, 35.1%

, 0

$22,530,996 total

45

Public Health Emergency Preparedness (PHEP)

Contractual, 70%

Personnel, 18%

Fringe, 4%

Indirect, 7% Operating, 0.44%

Travel, 0.52% Supplies, 1%

$8,589,784 total

46

Hospital Preparedness Program (HPP)

Contractual, 69.88%

Personnel, 17.88%

Indirect, 6.96%

Fringe, 4.13% Travel, 0.52% Operations, 0.64%

$5,359,548 total

47

General Fund (GFND)

52% 29%

9% 7% 3%

PHEP Match

Contractual

Personnel

Operations

Fringe

Travel 32%

51%

12% 1%

4%

HPP Match

Contractual

Personnel

Fringe

Travel

Operations

$1,600,079 total

51% 30%

12% 7% Non-Match

Contractual

Personnel

Operating

Unbudgeted 48

Cities Readiness Initiative (CRI)

Contractual, 92.98%

Travel, 0.20%

Supplies, 0.03%

Personnel, 3.24%

Fringe, 0.77%

Indirect, 2.79%

$670,116 total

49

Ebola Supplemental

66.87%

25.25%

7.62%

0.27%

Phase 2

Contractual

Pers + Fringe

Indirect

Travel

$7,910,063 total

55.60%

36.10%

8.21% 0.08%

Phase 1

Contractual

Pers + Fringe

Indirect

Travel

50 88.29%

7.88%

3.64% 0.19%

Phase 3 Part A

Contractual

Pers + Fringe

Indirect

Travel

90.00%

10.00%

0.00%

0.00%

Phase 3 Part b

Contractual

Pers + Fringe

Indirect

Travel

Office of Emergency Preparedness and Response (OEPR)

• Structure

• Responsibilities

• Planning and Initiatives

• How we bring it together

• Budget

• Questions

51

Office of Emergency Preparedness and Response

Public Health Emergency Preparedness