Emergency Management Plan

for the University of New Mexico

Signatures:

_________________________________________

R. Philip Eaton, MD Interim Vice President for Health Sciences Center

_________________________________________

Julie C. Weaks Interim Vice President for Business & Finance

_________________________________________

William C. Gordon President

POLICY: *

SCOPE: *

POLICY CROSS REFERENCES: *

GENERAL INFORMATION AND DESIRED OUTCOME: *

PROCEDURE: *

ANNEXES:

Section A – Incident Action Plans:

Section B – Area Emergency Plans:

APPENDICES:

Section A – Call Sheets:

Section B – Incident Management System Organizational Charts:

Section C – EOC Job Action Sheets:

Section D – EOC Equipment:

Section E – Memorandums of Understanding:

Section F – Templates:

F₄ – UNM Departmental Area Emergency Plan

POLICY:

• Through the following Emergency Management Plan (EMP) and associated annexes and appendices, UNM will be able to prepare for, respond to, and recover from a large emergency situation, while minimizing the impact on University operations, employees, patients, students, visitors, capital assets, the environment, and the community.

SCOPE:

• This Emergency Management Plan applies to all UNM entities in the city of Albuquerque; in other words - the North, Central, and South Campuses. This includes the entire Health Sciences Center (HSC) complex and all of its components, as well as University Hospital. Where appropriate, unit-specific procedures will be defined and delineated, including their associated applicability.

• In the event of an emergency at any of the branch campuses or education centers, personnel and expertise from Albuquerque will be available to assist branch campuses in responding to the emergency.

POLICY CROSS REFERENCES:

• UBP #6130 "Emergency Control";
• Refer to the Table of Contents for specific annexes and appendices.

GENERAL INFORMATION AND DESIRED OUTCOME:

1. Introduction

The University of New Mexico consists of academic, research, and clinical facilities, whose mission is to provide high quality health care, research, and education. Therefore, it is incumbent upon such an institution to have plans in place to enable it to continue to operate and provide its services despite the occurrence of some form of large emergency. In addition, such plans are specifically required by external regulatory agencies such as the Joint Commission on Accreditation of Health Care Organizations and the Health Care Financing Authority of the Department of Health. This Emergency Management Plan is designed to fulfill these legal and practical requirements.

Current emergency management doctrine revolves around the concept of "All-Hazards" planning. This concept principally states that it is impossible, in the initiation of an emergency or disaster response, to implement a response that is specifically tailored to each type of crisis that might arise. Instead, a core response plan that works for any type of crisis is laid as the foundation, and more specific plans are then layered upon the foundation, as needed. The Federal Emergency Management Agency, the State of New Mexico, and the Albuquerque/Bernalillo County Emergency Management authorities have all adopted this approach. The following plan is consistent with this concept and is formatted so as to integrate with the aforementioned authorities and their plans.

While the next several pages of this plan are necessary to establish the premise, authority, and structure of the plan, this "All-Hazards" format recognizes that such a document provides only the management framework to be utilized in the midst of a large emergency. Thus, this plan is divided into 4 major sections: "General Information and Desired Outcome," text only, is designed to provide necessary background information; "Procedure," generally in outline form, constitutes the immediate action plan and steps necessary for its implementation; "Annexes" consists of specific Incident Action Plans and departmental/area emergency management plans that provide localized response procedures to a specific type of incident; and "Appendices" lists various types of support documents (Call Sheets, Memorandums of Understanding, etc.).

2. Authority

As outlined in UBP # 6130 "Emergency Control," in the event the University of New Mexico is faced with an emergency, the President of the University, or his/her designee, is ultimately responsible for emergency management planning and operations and is authorized to implement whatever measures are necessary. The direction and coordination of the University’s (all-inclusive) various resources and the coordination of the response efforts from other jurisdictions will be handled through the HSC and/or Main Campus Emergency Operations Centers (EOCs). Specific EOC details, such as locations, activation procedures, and staffing protocols will be discussed in subsequent sections of this plan.

2.1 UNM (all non-HSC entities)

The Vice President for Business and Finance, or his/her designee, is the sole authority for declaring that a large emergency exists for the University of New Mexico. The Vice President for Business and Finance is also the Director of the Main Campus EOC.

2.2 HSC

The Vice President for Health Sciences Center, or his/her designee, is the sole authority for declaring that a large emergency exists for the HSC Complex. The Associate Dean for Clinical Affairs is the Director of the HSC Emergency Operations Center.

3. Definitions

This Emergency Management Plan will be implemented when the University of New Mexico and/or its surrounding community has been subjected to a large emergency, where the casualties or event(s) have exceeded or impacted the resources normally available. The phrase large emergency is used within this plan to express a variety of events that might necessitate implementation of this plan.

Emergency is an unforeseen combination of circumstances, or the resulting state, which calls for immediate action due to a potentially significant, adverse impact on personnel, property, information, or the environment.

In general, this may be in one or more of the following forms:

Mass Casualty Incident (MCI) is an event, such as a plane crash or chemical/hazardous material release, where there may be large numbers of casualties but in which the medical and governmental infrastructure of the community is left intact. Due to the medical supply system being left intact, the response to such an event is contained within the pre-existing system and is usually measured in abbreviated time periods.

Disaster is any event where there are concurrent increases in casualties and/or decreases in medical system resources due to the same or simultaneous events where demand exceeds the resources. Most commonly, this would be a natural or man-made event that affects the public, as well as causes direct damage to the medical and governmental infrastructure. Further, the World Health Organization’s definition of "disaster" implies that resources from outside the impacted geographic area may be needed, thus prolonging the response to the event to several days, weeks, or even months.

Regardless of the magnitude of the event, the location may also dictate some modifications to the terminology:

Internal is an event that affects the institution directly, and perhaps solely. Examples include an explosion and fire within one of the facilities. Workplace violence such as a hostage situation would also be an example of an internal event, as would any significant event that compromises UNM infrastructure (power outage, riot, etc.).

External is an event wherein no direct damage is done to UNM (all-inclusive) or its staff. Although most MCIs will fall in this category, it is possible that a larger magnitude disaster that strikes elsewhere in the community or area may affect UNM. An example of this would be an earthquake whose epicenter was far enough away to cause catastrophic effects elsewhere, but not to the University itself.

In addition to the magnitude and location of the event, the timing of the event is important, and shall be critical to the format of this plan:

Preparedness involves those activities and efforts conducted prior to the occurrence of a large emergency. These include stockpiling of supplies, training of employees, and of course, the development, familiarization, and maintenance of this plan.

Response is the actual effort made to manage the event after it has occurred. For purposes of this Emergency Management Plan, it will be categorized as:

Immediate is the steps taken upon recognition or notification that the event has occurred. These generally are the actions taken to assure the safety and integrity of the facility and staff, to prepare to receive the patients from the event, and the establishment of an Incident Management System (defined in Section 5.1) to make further decisions and tactically manage the event.

Delayed consists of the longer term actions, generally based upon specific assessments and decisions on the part of emergency managers rather than the pre-planned tactical response immediately after the event.

Mitigation is the steps taken to prevent the event from having a stronger impact than is absolutely necessary.

Reentry involves emergency responders reentering the facility to perform their mitigative activities and to prepare the facility for recovery efforts and/or reoccupation by building personnel. This is always accomplished through the IMS structure.

Recovery is the long-term response after the situation has stabilized. It is generally noted as the phase where plans for rebuilding are begun, and the IMS is disbanded in favor of an incremental return to the normal operations mode of the institution or affected community.

4. Pre-Incident Management

The Pre-Incident phase is generally considered to be the Preparedness and Mitigation steps of the Emergency Management process. Preparedness, in general, takes two forms. The first of these is the on-going commitment of the UNM Emergency Preparedness Committee, HSC Environment of Care Council, UNM Loss Control Committee, et al and their planning efforts, while the second is the participation of UNM in emergency drills and/or exercises.

The second phase, Mitigation, is generally the responsibility of the committees mentioned above. Their responsibility, to ensure the daily safety of faculty, staff, visitors, students, patients, and the physical plant, is, in essence, the definition of mitigation. On occasion, as emergency-specific mitigation processes are identified, these will be submitted to the above committees for their consideration and implementation.

4.1 Incident Action Plans (IAPs)

Incident Action Plans are general procedures to handle a specific type of incident, as well as guides to upgrading the incident to possibly a large emergency or disaster, where additional procedures, resources, notifications (internal and external,) etc. need to be invoked.

Incident Action Plans are written by UNM (all-inclusive) subject matter experts. Refer to Appendix F for a copy of the generic template.

All IAPs will be updated as appropriate, but not less than every 3 years. All such plans must be on file with the HSC Center for Disaster Medicine and UNM Safety, Health, & Environmental Affairs, which are the keepers of all emergency-related plans and documents, as required by the Joint Commission and other regulatory agencies.

Refer to Annex A for specific IAPs.

4.2 Area Emergency Plans (AEPs)

In order to ensure full involvement and compliance by all components, departments, and clinical units, each is required to develop and maintain an emergency management plan for their area. This plan will, in general, consist of the specific steps to be taken in the earliest phases of an emergency (as described herein), a process whereby faculty and staff can be called, and other notifications (internal and external) to be made as needed. Please note the restrictions on making these callbacks that are contained in this plan. (Copies of plan templates are located in Appendix F.)

All component, department, and clinical unit emergency management plans will be updated as appropriate, but not less than every 3 years. All such plans must be on file with the HSC Center for Disaster Medicine and UNM Safety, Health, & Environmental Affairs, which are the keepers of all emergency-related plans and documents, as required by the Joint Commission and other regulatory agencies.

Refer to Annex B for specific AEPs.

4.3 Drills and Exercises

Drills and exercises are two different events. Drills are relatively small-scale activities that are designed to focus on a specific area, item, procedure, etc. Drills are normally developed and evaluated by internal personnel. Drills can be interrupted in order to provide instruction, training, and opportunities for "do-overs" in order to increase the participants’ understanding of the subject matter.

Exercises, on the other hand, are much larger-scale and formal events. In many cases exercises are developed and/or evaluated by external agencies, usually with some sort of final grade or pass/fail result. Internal personnel can also develop and evaluate exercises. In either case, exercises are not to be stopped or interrupted except for safety concerns or real incidents that could impact the participants. There are no instructional or clarifying moments, nor can one have a "do-over." Exercises are to test knowledge/skills while drills are to help acquire and train to new knowledge/skills.

At a minimum, UNM (all-inclusive) shall have an annual exercise to test the provisions of this Emergency Management Plan. In addition to this, quarterly or at least semi-annual, drills shall be held for training purposes in areas where deficiencies exist.

It is possible that internal and even external exercise requirements could be met in the event that a real emergency occurs and the EMP is implemented. For this to occur, a debriefing and critique must be held and formal documentation provided. The documentation must be provided by each participating entity (component, unit, and/or department) and must include the following:

• description of the event or scenario;
• how the entity was affected;
• summary of response actions taken, including the mobilization of resources;
• identification of deficiencies;
• action plans for remediation;
• follow-up process to ensure implementation of action plans.

4.3.1 UNM (all non-HSC entities)

Internal drill/exercise development and documentation reside with the office of UNM Safety, Health, & Environmental Affairs.

4.3.2 HSC

For the HSC, Joint Commission regulations require that emergency management plans be executed twice a year, either in response to an emergency or in planned drills/exercises. Exercises are to be conducted at least 4 months apart and no more than 8 months apart.

Organizations that offer emergency services or are designated as disaster receiving stations (i.e. University Hospital) are to perform at least one exercise yearly that includes an influx of volunteer or simulated patients.

Internal drill/exercise development and documentation reside with the offices of HSC Center for Disaster Medicine and UH Safety.

5. Incident Management

Immediately upon declaration of an emergency by the Vice President for HSC and/or the Vice President for Business and Finance (or their designees), the Incident Management System (IMS) will be instituted. The entire management of the large emergency shall be under the purview of the IMS, while external "business as usual" operations shall continue, provided, however, that all operations within UNM are subject to co-opting by the IMS to manage the emergency.

5.1 Incident Management System

The IMS is a proven system that provides for clear command and control and effective resource management of an emergency. Some of the key characteristics of the IMS are: 1.) Common standard terminology; 2.) Pre-designated organizational functions/positions with defined responsibilities; 3.) Clear chain of command with positions reporting to one supervisor; 4.) Ability to expand or contract the number of organizational functions/positions, as the incident dictates; 5.) Integrated communications with non-technical language (i.e., no ten-codes).

5.1.1 IMS Structure

Even though the overall IMS structure is incident-specific, there are certain key positions that are necessary in all situations: Management and management staff, Operations, Logistics, Planning, and Finance/Administration.

Management - The EOC Director has the responsibility and authority to direct all EOC activity. Management is responsible for overall emergency policy and coordination of UNM actions with those of federal, state or local agencies. Management also has support staff authorized to perform functions such as information, safety, security, legal and liaison with outside agencies.

Operations - has the primary responsibility for developing the operations portion of the EOC action plans; assigning personnel in accordance with the action plans; supervising operations; and determining the need for additional resources.

Planning - is responsible for collection, evaluation and dissemination of information related to the incident or emergency and for the preparation and documentation of EOC action plans. This function also maintains information on the current and forecasted situation related to the emergency.

Logistics - is responsible for providing service and support, supplies, equipment, personnel and other resources. This function contains units such as communications, maintenance, facilities, supplies, and human resources.

Finance/Administration - is responsible for monitoring costs, procurements, contracts and other financial and administrative considerations. This position is not always immediately activated.

For more detailed information regarding the IMS positions and responsibilities, refer to Appendix C.

Figure 1 – Example of a general IMS Structure

For examples of HSC & UNM (non-HSC) specific IMS Structures, refer to Appendix B.

5.2 Emergency Operations Center

Overall management of the event under the IMS shall be centralized in an Emergency Operations Center (EOC). The primary role of an EOC is to bring together all relevant information about the emergency into one place, organize that information into a useful format, and facilitate the coordination of resources needed to respond to the emergency. The EOC shall be located away from the areas of highest activity so as to avoid interference with their operations, yet shall be close enough to provide reasonable access to current information. The EOC shall have multiple forms of communication available to it, be capable of 24 hour operations, and shall be secured from unauthorized access. Both a primary and back-up location are recommended.

• Activation of the EOC may occur under any of the following circumstances:
• Size of the incident requires logistical support beyond that available on-scene;
• The emergency is of long duration;
• Magnitude of the event requires external resources or implementation of unified command;
• Specifically called for in the pertinent Incident Action Plan.

Both UNM and HSC each have an Emergency Operations Center. Once either of the EOCs has been activated, the EOC Director has full authority to make decisions and implement tactics necessary for the prompt and efficient response to the event.

If both of the EOCs are activated, the EOC Directors will be co-Directors. (As to which Director would have ultimate authority would be incident-specific.)

5.2.1 UNM EOC (all non-HSC entities)

(Refer to hard copy of this plan for actual EOC locations and other key locations.)

For a list of current EOC equipment, refer to Appendix D.

5.2.2 HSC EOC

(Refer to hard copy of this plan for actual EOC locations and other key locations).

For a list of current EOC equipment, refer to Appendix D.

5.2.2.1. Other HSC Key Locations

The following areas have been pre-designated for the following functions:

(Refer to hard copy of this plan for actual EOC locations and other key locations).

5.3. On-scene Command Post

In the event the emergency does not meet the EOC activation criteria listed earlier, management of the incident will take place on-scene. An On-scene Command Post should be set up in a safe area adjacent to the physical location of the emergency. Like the EOC, the On-scene Command Post is the location from which emergency response activities and decisions are made. The IMS structure is basically the same as that for the EOC. (It will probably be even somewhat smaller.)

One difference is that with the On-scene Command Post, the person in charge is called the Incident Manager, as opposed to EOC Director. The difference is in nomenclature only; job responsibilities are the same.

Another difference is that UNM (all-inclusive) may not always be the Incident Manager, but instead will fulfill one of the support staff functions. The decision as to who is the Incident Manager largely depends on the nature of the incident. For example: If the incident were a fire on campus, the Incident Manager would probably be the Albuquerque Fire Department. Also, the Incident Manager can change from not only individual to individual (as in a relief situation), but can also change from one organization to another. For example: If the incident were a hostage situation, the Incident Manager would probably start out as UNM Police Department, maybe then switch to Albuquerque Police Department, and ultimately end up with the FBI being the Incident Manager. Regardless of these factors, the IMS structure stays basically the same.

If UNM’s EOC(s) needs to be activated and the Incident Manager is from UNM, the Incident Manager needs to be in contact with the EOC Director in order to relay and receive information. The goals of the Incident Manager are more tactical in nature, as the immediate, on-scene needs are dealt with. The goals of the EOC Director are more strategic in nature, as more long-term needs are addressed. If UNM is not the Incident Manager, contact still must be maintained with the UNM’s EOC. This contact will most likely be maintained through whoever the UNM representative is at the Command Post. (Be advised that it is possible for many organizations to have their own EOC to handle their strategic planning.) Regardless of these factors, the IMS structure stays basically the same in all environments.

5.3.1 Critical Care Coordination Center (C⁴)

In the event a large emergency is declared for the HSC Complex, the C⁴ will be set up in the Emergency Services Administration Office (located on the 1^st floor of UH, adjacent to the Emergency Department). The purpose of the C⁴ is to monitor, direct, and support the communications and immediate operations regarding patient receiving and arrival activities for University Hospital. The C⁴ operates under the direction of the HSC Emergency Operations Center.

Due to the possibility of a large influx of patients and related activity, it is imperative that non-essential personnel (especially the Emergency Department) stay away from the C⁴ and other critical care areas.

Refer to Annex B for Critical Care Services’ area emergency plan which addresses the C⁴, access control, set-up procedures, roles and responsibilities, etc.

PROCEDURE:

6. Emergency Declaration

Anyone who comes across an emergency situation should first take immediate steps to protect themselves, notify nearby endangered people, and initiate the emergency response system (i.e., call 911).

6.1. UNM (all non-HSC entities)

Any faculty or staff who become aware of the potential for the need for an emergency declaration and implementation of this plan shall immediately notify Campus Police. This notification may be made in person or by dialing 911. Campus Police will evaluate the situation and will immediately notify the appropriate Incident Action Plan Manager and, if the situation approaches a major occurrence, will also notify the following:

• Vice President for Business and Finance (or designee) and
• Provost (or designee).

The Chief of Police, Vice President for Business and Finance, and the Provost will immediately confer as to whether or not an emergency will be declared. If a formal emergency is not declared, the incident will be managed by the On-Scene Incident Manager. If the Vice President for Business and Finance formally declares an emergency, more notifications and specific instructions will be initiated, as discussed in section 7.1.

6.2. HSC

Any faculty or staff of the HSC who become aware of the potential for the need for an emergency declaration and implementation of this plan shall immediately notify Campus Police. This notification may be made in person or by dialing 911. Campus Police will evaluate the situation and will immediately notify the appropriate Incident Action Plan Manager and, if the situation approaches a major occurrence, will also notify the following:

• Vice President for HSC (or designee) and
• Associate Vice President for Clinical Affairs (or designee).

The Chief of Police, Vice President for HSC, and Associate Vice President for Clinical Affairs will immediately confer as to whether or not an emergency will be declared. If an emergency is not declared, the incident will be managed by the On-Scene Incident Manager. If the ADCA formally declares an emergency, more notifications and specific instructions will be initiated, as discussed in section 7.2.

7. Immediate Response Operations

In order to facilitate a smooth transition from daily operations to those of emergency mode, all immediate response decisions and activities will adhere to the following objectives:

• Protection of physical and mental well-being of employees, students, patients, and visitors;
• Assessment and restoration of critical physical plant components;
• Procurement of accurate, timely information relating to the emergency;
• Preparedness of the ED to receive incoming patients; and
• Implementation of the Incident Management System (IMS).

The immediate implementation of the IMS begins with the activation of the EOC, as follows in the next several sections. It is imperative that certain personnel are immediately available. Key personnel will ensure they pre-designate at least one person to represent them in their absence. In addition, key EOC personnel should pre-identify others who can assist them during prolonged operations or under other circumstances (i.e., inability to get to the EOC due to weather, closed roads, etc.).

The EOC is comprised of a Primary Staff and a Secondary Staff. The Primary Staff includes the EOC Director and Management Staff, as well as the Section Chiefs. The Secondary Staff is made up of other support personnel, serving specific, pre-determined roles as deemed necessary by the Primary Staff.

For detailed information about the specific responsibilities for the Primary and Secondary Staff, refer to Appendix C, "Job Action Sheets."

NOTE: Depending on the nature and severity of the incident, the EOC can be fully activated (where all Primary and Secondary Staff are called in) or only partially activated (where only certain positions are needed). This decision is made by the EOC Director. The following two sections detail maximum staffing levels in order to address a worse-case scenario.

7.1. UNM (all non-HSC entities) EOC Activation

The University Police Department is responsible for notifying the appropriate individuals when to report to the EOC (see Appendix A).

7.1.1. Primary EOC Staff

Upon notification, the following personnel (or designees) will bring their cellular phones and report to the designated UNM Main Campus Emergency Operations Center:

Position EOC Role

VP of Business & Finance EOC Director

Provost Dpty. EOC Director

HSC VP for Clinical Operations Dpty. EOC Director for

Health

Director of Safety, Health, & Environmental Affrs. Safety Officer

Chief of Police Security Officer

Legal Counsel Legal Officer

Director of Public Affairs Information Officer

Director of Risk Management Liaison Officer

Assistant to the President EOC Representative

Director of Physical Plant Logistics Section Chief

Associate VP of Auxiliary Services Operations Section Chief

VP for Institutional Advancement Planning Section Chief

Controller Fin./Admin. Section Chief

Specific IAP Manager Specific to incident

7.1.2. Secondary EOC Staff and Policy Group (Exec. Cabinet)

Depending on the nature and severity of the emergency, the following personnel will be notified to report to the EOC (or other location, as specified).

Position EOC Role

President Policy Group

Director, Info Technology, CIRT Info. Systems Unit Ldr.

VP of Health Sciences Center Liaison to HSC EOC

VP of Student Affairs Policy Group

Director of Student Activities Specific to incident

Director of Housing, Food, and Business Svcs. Nutrition & Housing

Supply Supv.

Director of Parking & Transportation Svcs. Transportation Unit Ldr.

Director of Purchasing Procurement Unit Ldr.

Director of Human Resources Personnel Pool Unit Ldr.

Director of Facility Planning Specific to incident

CEO, Lobo Energy Inc. Specific to incident

CEO, Science & Technology Corporation Specific to incident

Director, Industrial Security Specific to incident

Other positions and functions may be identified as the incident progresses. It will be the responsibility of the various Section Chiefs to augment their staff, as needed.

7.2. HSC EOC Activation

Due to the nature of HSC operations, the Primary and Secondary Staff will be notified immediately to report to the EOC. Depending on the nature and severity of the incident, it may be possible that certain roles will not be needed and can return to their regular duties.

The HSC Emergency Call Tree (Appendix A) indicates which personnel are EOC staff and therefore, should be called immediately.

7.2.1. Primary EOC Staff

Upon notification, the following personnel (or designees) will report to the designated HSC Emergency Operations Center:

Position EOC Role

Associate Dean for Clinical Affairs EOC Director

Director of the Center for Disaster Medicine Dpty. EOC Director

Component Representatives for: Component Reps.

College of Pharmacy

College of Nursing

Facilities Personnel Facilities Unit Leader Normal Work Area

Facilities Plant Personnel Damage & Assessment NWA

Control Supervisor

On-duty Environmental Svcs. Supv. Environmental Svc. Supv. NWA

Clinical Operations Information Svcs. Communications Leader NWA

Assoc. Director for Materials Mgmt. Mtls. Supply Unit Leader NWA

Food & Nutrition Services Personnel Nutritional Supply Supv. NWA

Parking Services Supervisor Transportation Unit Ldr. NWA

Faculty Physician from Trauma Svcs. Triage Unit Leader ED

(The above individual is appointed by the senior ED attending physician.)

Chair - Dept. of Emergency Medicine Treatment Unit Leader ED

TSICU Physician or Senior Nurse Surgical Services Supv. OR

Administrative Supervisor Inpatient/Ambulatory EOC

MICU Physician or Senior Nurse Critical Care Supervisor CCW

Admitting Supervisor HSC Bed Control Supv. EOC

& Pt. Tracking Unit Ldr.

Case Management Personnel Discharge Supervisor EOC

Laboratory Personnel Ancillary Svcs. Unit Ldr. EOC

Administrator On-Call Situation Status Supv. EOC

UH Human Resources Personnel Personnel Pool Unit Ldr. EOC

Chief of Staff Physician Pool Unit Ldr. EOC

(The above role is primarily for tracking patient movement within the institutions,

as well as coordinating with the pre-hospital EMS and American Red Cross.)

To be determined by Section Chief Time Unit Leader TBD

TBD Procurement Unit Leader TBD

TBD Claims Unit Leader TBD

TBD Cost Unit Leader TBD

Because the Finance/Administration Section may not be activated or may be brought

2. 2. 2.  
      3. HSC Faculty, House Staff, and Clinical Personnel (Clinical Nursing and

• •  
  • Assess its area and staffing for damage, readiness, and needs;
  •  
  • Triage patients for discharge, step-down, internal transfer, or the need to remain as is; and
  •  
  • Make remaining beds available.

• • Protection of employees, students, patients, and visitors;
  • Continued assessment and maintenance of critical plant components;
  • Transfer to the planning stage of the emergency which will include FNS, Employee Housing, Child/Dependent Care, Scheduling/Staffing/Mutual Aid, Accounting and Inventory, Staging;
  • Initiation of the Recovery phase, as appropriate to the specific emergency.

• • Establishing operational periods;
  • Establishing incident objectives and planning efforts;
  • Employee rest/work cycles;
  • Dependent care;
  • Food and Nutrition.

• • Ensure adequate supplies;
  • Prepare to increase serving capacity for patients, staff and others;
  • Ensure ability to mobilize services as needed within UNM (all-inclusive).

• • Employee sleeping and rest areas;
  • Dependent care areas and necessary personnel to staff (students, volunteers, etc.)