Continuity of Operations Plan - ADM Board · with employees before, during, and after a continuity event.Prior to an event, the Executive Director and All Hazard Coordinator will

Continuity of Operations Plan

Revised December 11, 2014

County of Summit ADM Board Continuity of Operations Plan Rev. 12/11/14 2 of 36

Table of Contents

Introduction and Purpose 3 Objectives; Planning Assumptions 4 Primary Essential Functions 5 Communication Systems Supporting Essential Functions 5 Authorities and References 6 Concept of Operations 6 Decision Process 6 Alert, Notification and Implementation 6 Devolution 7 Mission Critical Systems 7 Vital Files; Records and Databases 8 Reconstitution 8 Planning Responsibilities 9 Logistics 9 Alternate Facility Operations 9 Alternate Work Locations 10 Interoperable Communications 10 Test, Training and Exercises 11 Plan Maintenance 11 Pandemic Operational Considerations 12 Planning Assumptions 12 World Health Organization Pandemic Alert Protocol 12 Staffing, Personal Hygiene; Social Distancing 13 Workplace Cleaning 13 Employee Assistance During Pandemic; Well Employees Returning to Work 14 Essential Employees; Travel 14

Appendices Appendix A Order of Succession 15 Appendix B Essential Functions Matrix 16 Appendix C Employees’ Emergency Contact Information 25 Appendix D Disaster Behavioral Health Services 26 Appendix E Psychiatric Emergency Facilities – Locations and Contact Information 27 Appendix F Behavioral Health Agencies – Locations and Contact Information 28 Appendix G Critical Disaster Services and Contact Information 29 Appendix H Trained Disaster Behavioral Health Volunteer Contact Information 30 Appendix I Evacuation Routes 31 Appendix J Psychiatric Hospitals 33 Appendix K Memorandum of Understanding for Alternate Location 35 Appendix L List of Infection Control Supplies 36


Introduction and Purpose The County of Summit Alcohol, Drug Addiction & Mental Health Services (ADM) Board is a political subdivision of the State of Ohio, organized under Chapter 340 of the Ohio Revised Code for the purpose of planning, funding, monitoring, and evaluating prevention, education, and treatment services for people with alcoholism, drug addiction, and/or mental illness. The ADM Board must ensure its operations are performed efficiently with minimal disruption, especially during an emergency. This document provides planning and program guidance for implementing the ADM Board’s Continuity of Operations Plan (COOP) and programs to ensure the organization is capable of conducting its mission and primary essential functions under all threats and conditions. While the severity and consequences of an emergency cannot be predicted, effective contingency planning can minimize the impact on the ADM Board Global Ends, mission, employees, and facilities. As outlined in Executive Limitations Policy 2.6: Asset Protection, the Executive Director shall not allow ADM Board assets to be unprotected, inadequately maintained or unnecessarily exposed to risk. The Executive Director has the authority to begin implementation of the plan. The plan can be executed at his/her discretion in its totality or partially, depending upon the need. This plan is only applicable to ADM Board operations and employees. The County of Summit ADM Board funds and supports a network of organizations who offer a variety of services that help individuals in recovery. A list of service providers that receive funding and/or support through the County of Summit ADM Board is available. Each service provider is required to have an agency-specific plan for continuity of operations in the event of a disaster. This plan has been developed in accordance with a template that follows the traditional functional Emergency Operations Plan format detailed in Federal Emergency Management Agency’s National Preparedness Directorate’s Comprehensive Preparedness Guide 101.

http://www.admboard.org/serviceproviders.php

http://www.fema.gov/pdf/about/divisions/npd/CPG_101_V2.pd




Objectives The objectives of this plan are outlined below:

1. Ensure the ADM Board can perform its Mission and Primary Essential Functions under all conditions.

2. Reduce the loss of life and minimize property damage and loss. 3. Execute a successful order of succession with accompanying essential duties in the event

a disruption renders the Executive Director, Supervising Managers and employees unable, unavailable, or incapable of assuming and performing their essential duties and responsibilities.

4. Ensure that ADM Board has facilities where it can continue to perform in achieving its Global Ends, as appropriate, during a continuity event.

5. Protect essential facilities, equipment, records, and other assets, in the event of a disruption.

6. Achieve the timely and orderly recovery and reconstitution following an emergency. 7. Ensure and validate continuity readiness through a continuity test, training, and exercise

program and operational capability.

Planning Assumptions The Executive Director has the authority to begin implementation of the plan. The plan can be executed at his/her discretion in its totality or partially, depending upon the need. The plan may be implemented under the following emergency conditions:

• Natural Disasters causing significant property damage and/or injury or death to a significant number of Summit County residents, including, but not limited to:

o Flood o Tornados/wind storm o Earthquake o Major and multiple fires o Snow and/or ice storms

• Man-made Disasters that induce panic and cause significant property damage and/or injury or death to a significant number of Summit County residents. Including, but not limited to:

o Terrorism attacks o Bombs o Power Outages o Hostage situations

• Pandemic


Primary Essential Functions Essential functions are those activities that must be continued under any and all circumstances. The Essential Functions Matrix outlines each department essential function and priority levels.

Communication Systems The ADM Board’s Communication System is an essential component for daily operations and essential functions. The Manager of Information Technology is responsible for the coordination and integration of organizational communication and information system needs. This section provides the current communication system providers and describes services. Communication System

Current Provider Contact Information Services Provided

Any special services available

Voice & Fax Lines Windstream (800)600-5050 www.windstream.com

Connections Repair

Can provide data and conference bridge call services

E-Mail AppRiver (850)932 9900 www.appriver.com [email protected]

e-mail Hosted exchange service

Internet Access Ohio Office of Information Technology

(800)644 0701 [email protected]

Databases- MACSIS, Internet

Server Support Dell (866)410 3355 Hardware Support

Backup/Restore/Data Recovery

Datacore (216) 398-8499 [email protected]

Onsite and Cloud Backup and Recovery services

Can provide virtual servers and temp data center.

Telephone/Network Devices

NEC Unified Solutions

(877)463 2267 Phone system service/repair

http://www.windstream.com/

http://www.appriver.com/

mailto:[email protected]




Authorities and References

Ohio Revised Code • §340.03 (1b) [any board is authorized] to assess the community mental health needs, set

priorities and develop plans for the operation of community mental health services. • §340.03 (6bi) in an emergency situation, any board may operate a mental health service,

program or facility in order to provide essential services for the duration of the emergency.

• §340.033 (F1a) in an emergency situation, any board may operate a program (AoD) in order to provide essential services for the duration of the emergency.

• The State of Ohio Homeland Security Strategic Plan sets as goals & objectives the development and maintenance of Continuity of Operations Plans: “Develop and Maintain Continuity of Operations Plan.

o Develop a list of essential functions as well as a roster of fully equipped and trained emergency employees with the authority to perform the essential functions and activities.

o Determine succession of both the agency head as well as other key positions in the agency and specific pre-delegation of authority.

o Determine one viable alternate work facility from which to continue essential agency functions should the primary facility be rendered unusable, to include supporting equipment and critical communications systems.

o Develop Continuity of Operations Plans that include procedures, logistics and support plans to move to selected alternate work locations.

o Identify special needs populations…. Determine the best way to create messages and the best method to

deliver those messages Distribute critical information tailored to special needs population…”

Concept of Operations

Decision Process The Executive Director, in consultation with the All Hazards Coordinator, is responsible for making the decision to implement the Continuity of Operations Plan. Should the Executive Director not be available, the Order of Succession will be followed. The plan may be activated when a natural or man-made disaster with significant property damage and/or injury or death occurs within Summit County. The plan may also be activated in its entirety or partially as may be appropriate, especially in the early stages of a pandemic, or at such time as clear warning is delivered regarding an expected natural disaster.

Alert, Notification and Implementation Process The ADM Board maintains plans and procedures for communicating and coordinating activities with employees before, during, and after a continuity event. Prior to an event, the Executive Director and All Hazard Coordinator will monitor advisory information, including the Department of Homeland Security National Terrorism Advisory, the Federal Government


Response Stages for Pandemic Influenza, intelligence, and the Summit County Emergency Management Agency. In the event normal operations are interrupted or if an incident appears imminent, the Executive Director will take the following steps to communicate the organization’s operating status with all employees:

• The Executive Director or designated successor will notify the Supervising Managers who will in turn notify their employees.

• In the event employees holding key positions are unable to perform their duties, the Order of Succession will be followed.

• Essential employees and their secondary alternate are identified in the Essential Functions Matrix. Supervising Managers shall have the authority to make decisions of an urgent nature when normal channels of direction are disrupted. That authority shall terminate when channels of direction have been restored.

Devolution Devolution refers to plans to identify and conduct the ADM Board’s essential functions in the aftermath of a worst-case scenario, one in which the Executive Director is incapacitated and key employees are unavailable. In such an event, the ADM Board will follow the Order of Succession. Mission Critical Systems Critical systems necessary to perform essential functions are noted in the Essential Functions Matrix. Records necessary to perform essential functions and to reconstitute normal operations after the emergency ceases are listed in Vital Files, Records or Database Matrix as well as the Essential Functions Matrix. The vast majority of critical files are stored on the Board’s file server(s), thus are readily available as long as computer services are operational. No critical data (or client data) is to be stored on individual employee workstations. Appendices In this COOP you will find a collection of supplementary material that may not be referenced in the document. The appendices are included in this document to assist with critical ADM Board functions during a disaster situation, when such information may not be readily available. For example, if the Mental Health Treatment Coordinator, the Coordinator of Forensic Services or the Chief Clinical Officer needs to contact psychiatric hospitals to ensure continuity of care for clients under ADM Board supervision, a listing of psychiatric hospitals utilized by the ADM Board. A listing of all Appendices is found in the Table of Contents.


Vital Files, Records and Databases

File, Record, Database

Form Storage Location

Responsible for development & update

Who has hardcopy?

List of Agency All Hazards Coordinators

Electronic Hard copy

Server(s)- Excel

All Hazards Coordinator, Manager of Clinical Services

Addictions Services Coordinator, Coordinator of Forensic Services, Manager of Clinical Services, Summit County Emergency Management Agency, American Red Cross

Forensic Records

Electronic Server(s) Coordinator of Forensic Services

Multiple databases including MACSIS, Banner, SSI…

Electronic Server(s) Manager of Information Technology

List of Agency Directors

Electronic

Server(s)

Manager of Administration

Essential Functions Matrix

Electronic Hardcopy

Server(s) COOP

All Hazards Coordinator All Supervising Managers

All Hazards Coordinator

Human Resources Files

Hardcopy ADM Board Offices



Reconstitution Procedures for returning to normal operations will vary dependent upon the extent (if any) of damage to the offices, access to the site and availability of employees. If the offices are not damaged and the area is safe for employees to return to the office building, employees will be notified by their Supervising Manager to return to work. If offices are damaged, but not to the extent that relocation will be required, employees will be notified by their Supervising Manager to return to work if their work area is safe or there is adequate space for them in another part of the offices. If offices are seriously damaged to the extent that they cannot safely be occupied, the Executive Director will make the decision to either look for long term alternatives or remain in alternative relocation status at IBH. As soon as computer services are available, employees will be able to work from home and will be notified to return to work once safe usable work sites are available for them.


Planning Responsibilities The All Hazards Coordinator is responsible for the development, maintenance, training and active management of the Continuity of Operations Plan. This section summarizes the strategy for active management.

Responsibility Position Frequency

Update Plan Executive Director All Hazards Coordinator

Annually

Update Communication Rosters ADM Employees Service Providers Executive Directors


Annually

Review status of vital files, records and databases

Manager of Information Technology Departmental Review

Annually

Conduct annual alert and notification tests

Executive Director All Hazards Coordinator Manager of Administration

Annually

Develop and Facilitate training on continuity of operations plan

All Hazards Coordinator

Annually

Plan and hold exercises to test the effectiveness of the COOP and determine needed changes.

Executive Director All Hazards Coordinator Manager of Administration

Every two years

Logistics Alternate Facility Operations If the offices of the ADM Board are damaged to the extent that they are not safe for business to be transacted (a decision that will be made by Police or Fire); or if the area is closed because of peripheral damage, the ADM Board has a Memorandum of Understanding with IBH Addiction Recovery Center (IBH) to relocate to the Education Building on the IBH campus at 3445 S. Main Street, Akron, OH 44319. In the event that computer services remain operational, even though the building is damaged, a move to IBH (for computer operations) may not be necessary. Employees may be able to perform some of their essential duties and responsibilities from other alternate locations, or their individual homes. In this event the Manager of Information Technology will be consulted to establish access for employees to the ADM Board network from an alternate work location. Key employees currently have access to computer resources from their home computer networks, and additional employees can easily be granted access.


Alternate Work Location In the event that computer resources are not operational – and unlikely to become operational within a week or more – an alternate work location may be needed. The ADM Board has an agreement with IBH which would permit the Board to temporarily relocate to that agency. IBH is geographically separated from the ADM Board offices and would probably not be affected in the same manner as the ADM Board offices in the event of a disaster that damages the ADM Board offices and/or peripheral area. IBH has sufficient space and equipment to permit Board employees to continue basic functions. If computer resources will not be able to become operational (i.e. building destroyed), the ADM Board will need to purchase equipment to reestablish a computing base utilizing our offsite (cloud) server backups to restore servers. All cloud data should be easily accessible through Datacore for immediate restoration. Datacore can provide server access for a short period of time while new equipment is being delivered. “Special” and archival backups are to be stored offsite in a safety deposit box at First Merit Bank. However, this data will not be critical for resuming normal day to day operations. Interoperable Communications With the purchase of equipment needed to restore computer services, interoperable communications would be available at IBH to the extent that Board employees will have the ability to communicate within the organization and outside the organization.

• Capability is commensurate with the Board’s essential functions • Ability to communicate with essential employees via telephone and email. • Ability to communicate with other agencies, organizations and clients via telephone and

email. • Access to data and systems will temporally be available through Datacore. • Communications systems for use in situations with and without warning are individuals’

cell phones. A list of these phone numbers is available hardcopy and e-file. • Ability to support COOP operational requirements. The Essential Function Matrix

includes lists of needed equipment and supplies. • Ability to operate at the alternate facility within 12 hours, and for up to 30 days, is

possible because of advance preparation. • Interoperability with existing field infrastructures. Agencies that operate with the support

of the Board will receive a copy of the Board’s Continuity of Operations Plan.

The same communication systems will be available at employees’ homes if the computer services remain operational.


Test, Training and Exercises The All Hazards Coordinator is responsible for coordinating the annual update of the plan and developing and facilitating employee education on the COOP and their individual roles during an emergency. Table top exercises will be conducted on an annual basis in order to test the plan from alert through reconstitution. Every two years, in consultation with the Executive Director, an exercise will be planned to test the effectiveness of the COOP and determine needed changes. Employees are encouraged to develop a family disaster plan. The likelihood of an employee reporting to work and able to work increases when there is a family disaster plan. Education regarding the essential components of a family disaster plan will be provided in the employee training. The All Hazards Coordinator will coordinate scheduling employee trainings and exercises with the Manager of Administration. Plan Maintenance The development, maintenance, training, exercising and strategy of maintaining the COOP requires active management. The All Hazards Coordinator is responsible for plan maintenance and coordinating annual requirements.


Pandemic Operational Considerations

Planning Assumptions In a pandemic, disruption to operations will mainly be human-resource related. This is unlike other disasters where disruptions to business services are likely to be infrastructure related. It is possible that forty percent of the ADM staff will be unavailable due to illness, the need to care for sick family members or fear of falling ill.

• A pandemic will occur. The unknowns are when a pandemic will occur, how widespread it will be, how much warning we will have and where the new or mutant virus will originate.

• Shortage of resources will occur. • Multiple areas will be affected simultaneously. • The pandemic will affect ADM employees, contract agency employees and clients of the

ADM system. • Non-essential functions will be suspended. • Functions essential for protecting the health and lives of the community will be

maintained. • A pandemic cycle may last for 90 days. There are usually two cycles during a pandemic.

Projections indicate that a pandemic may last for up to 18 months. • Social distancing is one of the surest ways to slow the spread of pandemic illness.

World Health Organization Pandemic Alert Protocol Period Phase Characteristics Inter pandemic 1 No new influenza virus subtypes have been detected in humans. An

influenza virus subtype that has caused human infection may be present in animals. If present in animals, the risk of human infection or disease is considered low.

2 No new influenza virus subtypes have been detected in humans. However, a circulating animal influenza virus subtype poses a substantial risk of human disease.

Pandemic Alert 3 Human infections with a new subtype, but no human-to-human spread, or at most, rare instances of spread, to a close contact.

4 Small clusters with limited human-to-human transmission but spread is highly localized, suggesting that the virus is not well adapted to humans.

5 Larger clusters, but human-to-human spread is still localized, suggesting that the virus is becoming increasingly better adapted to humans, but may not yet be fully transmissible.

Pandemic 6 Pandemic increased and sustained transmission in general population. The All Hazards Coordinator receives daily/weekly communications from the Center for Disease Control regarding disease outbreaks throughout the world. These communications will include the Pandemic Alert Protocol. The All Hazards Coordinator will regularly communicate with the Manager of Clinical Services concerning the level of alert.


Staffing In consultation with Supervising Managers, the Manager of Administration, will ascertain staffing needs and develop work schedules, filling gaps as possible. In the event an incumbent is incapable or unavailable the Order of Succession for employees will serve as a guide to fulfill essential duties, successors have been identified to ensure there is no lapse in essential decision making authority. All operational and human resource policies will remain in effect unless modified by action of the Executive Director. Personal Hygiene Employees shall be encouraged to practice basic hygiene measures such as covering nose and mouth when sneezing or coughing, adopting good hand washing practices, use of alcohol-based hand sanitizer after contact with another person. Training in Blood Borne Pathogens will be provided for employees, if this situation arises. Alcohol-based hand sanitizer will be available. Hygiene notices will be posted at all entrances, washrooms and public areas. Social Distancing The single best way to limit the spread of pandemic is by social distancing.

• Minimize contact with others. • Avoid crowded places and large gatherings of people. • Maintain a distance of at least one yard between individuals. • Use the telephone, video conferencing and the internet as much as possible, avoiding

face-to-face contact when feasible. • Avoid unnecessary travel.

Workplace Cleaning During a pandemic, additional measures to minimize the transmission of the virus through environmental sources, particularly hard surfaces (e.g. sinks, handles, railings, counters, telephones, keyboards). Transmission from contaminated hard surfaces is unlikely but influenza viruses may live up to two days on such surfaces. Influenza viruses are inactivated by alcohol and by chlorine. Surfaces that are frequently touched with hands should be cleaned often, preferably daily. All magazines and papers will be removed from waiting areas and common areas. A listing of suggested infection control supplies is included in this plan.


Employee Assistance during Pandemic The Executive Director and Supervising Managers will

• Provide information on flexible work hours and alternative work locations to employees. • Encourage social distancing. • Communicate and permit employees to telecommunicate when possible and appropriate.

Well Employees Returning to Work During a pandemic, employees may become ill and recover from the pandemic. These employees may be invaluable as they may have a resistance to the virus. However, it is important to verify their health prior to returning to work. Employees will be required to undergo ‘fit for duty’ testing and provide certification from a Health Care Provider before returning to work. Essential Employees Please refer to the Order of Succession and Key Employees. Travel Business related travel in or out of state shall be curtailed. REVIEWED AND APPROVED __________________________ ___________ Paula Rabinowitz Date All Hazards Coordinator __________________________ ___________ Gerald A. Craig Date Executive Director

County of Summit ADM Board COOP

Order of Succession Key Position Successor 1 Successor 2 Successor 3

Executive Director

Manager of Finance Chief Clinical Officer Manager of Clinical Services

Chief Clinical Officer

Senior Clinical Consultant Executive Director Manager of Clinical

Services


Executive Director Manager of Finance Manager of Clinical Services

Manager of Clinical Services Executive Director

Mental Health Treatment & Client Rights Coordinator

Manager of Community Relations

Executive Director Manager of Administration

Manager of Clinical Services

Manager of Finance

Executive Director Accountant- Financial Statements Accountant

Manager of Information Technology

Informational Technology Specialist Executive Director

Informational Technology Consultant

Clients Rights

Compliance, Prevention & Training Coordinator

Manager of Clinical Services Chief Clinical Officer

APPENDIX A



Essential Functions Matrix Priority Level: Duration Priority 1 One Week Priority 2 Two to Three weeks

Priority Level: Duration Priority 3 One to Three months Priority 4 Four to Six months Priority 5 Up to Eighteen months

Priority

Department

Function

Personnel Primary/Secondary

Vital Records &

Databases

Supplies

1

1

Client Rights Clinical Services

Response to client Complaints Disaster Services – Maintain databases

Mental Health Treatment & Client Rights Coordinator Compliance, Prevention & Training Coordinator

Current case files (hard copy)

1

Clinical Services

Disaster Services – Contact Disaster Staff

Addictions Services Coordinator Coordinator of Forensic Services

List of trained disaster mental health staff & contact information (Excel- on server & hard copy – Appendix J

1

Clinical Services

Disaster Services – Client Care


List of agencies with contact information – Appendix H

List of group homes and contact information – Appendix F

List of Psychiatric hospitals and contact information – Appendix G

All Excel & hard copy – Appendix F

APPENDIX B





Priority

Department

Function


Vital Records &

Databases

Supplies

1

Clinical Services

Disaster Services – Coordination with EMA, Red Cross, Agencies & other Disaster Services


Contact Information for EMA, Red Cross, OhioMHAS Disaster Services- Excel & Hard copy –Appendix I

1

Clinical Services

Disaster Services – Support of Direct Services provided by ADM Agencies

Please see “Disaster Behavioral Health Services” in Appendix D and Appendix E

Documentation Requirements

Alternative sites

Psychotropic medications

Behavioral Health Triage

Crisis Intervention

Hospitalization

1

Clinical Services

Represent Behavioral Health at Emergency Operations Center once opened

Addiction Services Coordinator Coordinator of Forensic Services

1

Clinical Services

Annual OhioMHAS grant applications and/or reports (will be essential function dependent upon time of year)

Addiction Services Coordinator Manager of Clinical Services.

1

Clinical Services

Assuring Probate Court Process for initial involuntary hospitalizations and court ordered medications

Chief Clinical Officer Manager of Clinical Services

APPENDIX B





Priority

Department

Function


Vital Records &

Databases

Supplies

1

Finance

Payroll

Accountant Accountant- Financial Statements Manager of Finance

Time sheets

1

Information Technology

Monitor network health

Information Technology Specialist Manager of Information Technology

1


Maintain Server Function


1


Maintain Communications --Telephones --Fax/Copier --Printer

Manager of Information Technology Information Technology Specialist

1


Back up Servers on daily basis


1


Keep secure passwords for computer systems & communications

Information Technology Specialist Manager of Information Technology Manager of Information Manager of Finance

1

Community Relations

Public Relations- Communication to the public about changes of service locations, times and mediums

Manager of Community Relations Executive Director Agency CEO & PR

Contacts Database (on sever)

APPENDIX B





Priority

Department

Function


Vital Records &

Databases

Supplies

1

Community Relations

Providing Public Education materials re: coping with the disaster & other relevant information

Manager of Community Relations Executive Director Addictions Services Coordinator Agency CEOs & PRs

Contacts Database

Disaster Brochures

1

Community Relations

Responding to requests for information

Manager of Community Relations Executive Director Agency CEOs & PRs

Disaster Brochures

2

Clinical Services

Forensic Clients- Maintain Database

Coordinator of Forensic Services

Access Forensic Clients Database- on Server

2

Clinical Services

Monitoring forensic clients for compliance with court orders and psychiatric stability



Manager of Clinical Service

Access Forensic Clients Database- on Server

2

Clinical Services

Maintaining Outpatient Civil Commitment Process

Administrative Assistant




Probate Database

2

Clinical Services

Monitoring of patients in general and state hospital psychiatric units




State Daily Census Report

APPENDIX B





Priority

Department

Function


Vital Records &

Databases

Supplies

2

Finance

Accounts Payables


Banner Database SSI Database Vendor files (on server) Certified Purchase Orders (hard copy)

Purchase Orders Availability forms Postage

2

Finance

Cash Deposits/ Accounts Receivables

Accountant- Financial Statements Accountant Manager of Finance

Recent months’ pay-ins receipted by County (hard copy)

Receipt book Pay-ins Revenue Deposit Forms Direct Deposit Forms

2

Finance

Agency Payments


MACSIS

Purchase Orders Postage

2

Finance

Encumbrance Changes/Closes and Correction Journal Vouchers

Accountant- Financial Statements Accountant Manager of Finance

Banner SSI Outlook Database Purchase Order copies Documentation for changes & closes. Payment vouchers and/or payins

2


Run various database routines to import state files (claims related & member related)


Information Technology Specialist

2


Maintain & Monitor database functions


Information Technology Specialist

APPENDIX B





Priority

Department

Function


Vital Records &

Databases

Supplies

2


Import RA Files to process payments

Claims Adjudicator Accountant Manager of Information Technology

MACSIS

2


Process files to and from agencies/ Board/State


MACSIS

2


Assign UCIs

Enrollment Specialist Claims Adjudicator

MACSIS

3

Clinical Services

Attend Court Hearings for Forensic Clients



3

Clinical Services

Quality Assurance for AOD agencies (3 group meetings) that occur semi-monthly)

Addictions Services Coordinator

3

Clinical Services

Receipt and Review of reportable incidents



3

Finance

Vendor File Maintenance


Completed W9’s (hard copy) Banner Database SSI Database

W9’s

3

Finance

Monthly Check Register Reports

Accountant Manager of Finance

Crystal Reports (past/current months) SSI Database Lotus Check Register data

APPENDIX B





Priority

Department

Function


Vital Records &

Databases

Supplies

3

Finance

Various Weekly & Monthly Reports


SSI MACSIS C-View (or Crystal) Excel Lotus Banner Database

3

Finance

Financial Statements – To Board

Accountant- Financial Statements Manager of Finance

SSI C View Lotus Adobe Banner Most of the following are hard copy: Prior month(s) SSI JE; County payroll reports Liability Projection entry; Medicaid Reimbursement Accounting reports; MACSIS RA overall breakdowns; ADM Invoices; Payment Voucher copies Encumbrance Close requests; Unearned income backup; Correction JE’s Change Orders

3


Claims Correction

Claims Adjudicator

3


Adjudicate held/ denied claims

Claims Adjudicator

4

Clinical Services

Forensic Clients- Maintain Records


4

Clinical Services

Quality Improvement activities to assure necessary services are being provided

Clinical Services Department

APPENDIX B





4

Clinical Services

OhioMHAS Performance Targeted Outline Reports

Addictions Services Coordinator Continuous Quality Improvement Coordinator

4

Clinical Services

Behavioral Health Outcome Systems Date Reports

Continuous Quality Improvement Coordinator

4

Clinical Services

Teaching and Training of Psychiatric Residents


4

Clinical Services

Ongoing training of CIT officers


4

Clinical Services

Collaboration with community partners


4

Clinical Services

Quarterly Statistical Reports



4

Clinical Services

OhioMHAS Community Plan or Update


4

Clinical Services

OhioMHAS Reports including Community Plan and other annual reports



5

Clinical Services

Continuous Quality Improvement Plan

Addictions Services Coordinator


APPENDIX B





5

Clinical Services

OhioMHAS Independent Peer Review

Addictions Services Coordinator Licenses Clinical Staff

5

Clinical Services

Utilization Review of AOD High Cost Services

Addictions Services Coordinator Licensed Clinical Staff

5

Clinical Services

Agency Budget Reviews

All clinical services staff

5

Clinical Services

SAMI PACT Data Report


5

Clinical Services

OhioMHAS Referral Satisfaction Report


5

Clinical Services

Medicaid Audits

Compliance, Prevention & Training Coordinator Mental Health Treatment & Client Rights Coordinator

APPENDIX B



Staff Calling Tree

APPENDIX C



Disaster Behavioral Health Services In the event of a disaster impacting Summit County, the ADM Agencies will- as able - continue to provide care to their active clients. It is expected that there will be a surge of new clients with behavioral health needs and that active clients’ stability may be compromised by the stress of a disaster. The ADM Board will work with agencies to plan and implement services during a disaster.

Service Service Locations Staff Funding Triage- Mental Health and AoD

• Service Centers and/or Shelters set up by Red Cross or EMA

• PES • Any ADM Agency

• ADM All Hazards Coordinators Team

• PES staff • Agency Staff

• None • Usual Funding

Crisis Intervention

• PES • Any ADM Agency • Children’s Hospital

• Agency Staff • PIRC Staff

• Usual Funding

Psychiatric Hospitalization

• PES- CSU • Akron General • St. Thomas • Northcoast • Barberton Citizens • Children’s Hospital

• Facility Staff • Usual Funding

Detox

• Oriana Detox at ADM Crisis Center

• St. Thomas

• Agency Staff • Usual Funding

Telephone & online counseling may be provided and is approved by Ohio law. This may be particularly important in the event of a pandemic

Any ADM Agency

• Agency Staff

• Usual Funding

APPENDIX D



Psychiatric Emergency Facilities Locations and Contact Information

Mental Health Emergencies http://www.admboard.org/serviceproviders_details.php?agencyid=20 Addiction Crisis http://www.admboard.org/serviceproviders_details.php?agencyid=21

APPENDIX E

http://www.admboard.org/serviceproviders_details.php?agencyid=20

http://www.admboard.org/serviceproviders_details.php?agencyid=21



Behavioral Health Agencies Locations and Contact Information


APPENDIX F




Critical Disaster Services Contact Information

Disaster Agency

Contact Person(s)

Phone Number

Function

Summit County

Emergency Management Agency (EMA)

Valerie DeRose

Jennifer Smith

330-643-2808

330-926-5612

Director, Summit County EMA Emergency Preparedness Coordinator

Ohio

Emergency Management Agency (EMA)

Nancy Dragoni

James Dwertman

614-889-7152

614-799-3692

Director, Ohio EMA Readiness, Response Branch Chief

Ohio

Department of Mental Health and Addiction Services (OhioHMAS) Disaster Coordination

Joseph Hill

Debbie Nixon-Hughes

614-752-9702

614-466-9943

Chief, Disaster Preparedness Deputy Director, Community Supports

Summit, Portage Chapter of the

American Red Cross

Joe Caveretta

O: 330-535-2358

C: 330-690-4963

Preparedness & Response Specialist

Summit County

Medical Reserve Corps

Marlene Martin

O: 330-926-5774

C: 330-283-4337

Coordinator, Summit County Citizens Corps Programs

Final 8/20/13

APPENDIX G



Trained Disaster Behavioral Health Volunteer Each ADM service provider is required to have an agency- specific plan of operations and to have an employee designated as their all hazards coordinator in the event of a disaster. For the most current list of agency trained All Hazard Coordinators contact Paula Rabinowitz, All Hazards Coordinator or Chris Freeman-Clark, Alternate All Hazards Coordinator.

APPENDIX H




APPENDIX I


APPENDIX I



Psychiatric Hospitals

Agency

Address

Facility Telephone Numbers

Physician Numbers

Akron General Medical Center (AGMC)

400 Wabash Ave. Akron, OH 44307

Main: 330-344-6000 ED: 330-344-6611

Medical Director: 330-344-7665 Chair of Psychiatry: 330-344-6525

Summa-St. Thomas

444 N. Main St. Akron, OH 44310

Main: 330-375-3000 ED: 330-375-3361

Medical Director: 330-375-7672 or 330-375-3584 Chair of Psychiatry: 330-379-5906

Barberton Citizens Hospital

155 - 5th St. NE Barberton, OH 44203

Main: 330-615-3000 ED: 330-615-3941

Medical Director: 330-375-7672 Chair of Psychiatry: 330-379-5906

Akron Children’s Hospital

One Perkins Square Akron, OH 44308

Main: 330-543-1000 ED: 330-543-3000

Chair of Psychiatry: 330-543-3856

Psychiatric Intake Response Center (PIRC)

One Perkins Square Akron, OH 44308

PIRC: 330-543-7472 or 1-866-443-7472

Portage Path Emergency Services (PES)

10 Penfield Ave. Akron, OH 44310

PES: 330-762-6110

Manager: 330-434-1214 330-730-5096

North Coast Behavioral Health System

1756 Sagamore Rd. Northfield, OH 44067

Main: 330-467-7131

Lead CCO: 330-467-7131 ext. 1239

APPENDIX J



Psychiatric Hospitals (continued)

Agency

Address

Facility Telephone Numbers

Physician Numbers

VA Outpatient Center

55 W. Waterloo Road Akron, OH 44319

Main: 330-724-7715

University of Akron Clinic

306 Simmons Hall 277 E. Buchtel Ave. Akron, OH 44325

Main: 330-972-7082

APPENDIX J



Memorandum of Understanding for Alternate Location

Maintained at the County of Summit ADM Board Office

APPENDIX K



Infection Control Supplies

Infection Control Item # Units Purell Hand Sanitizer 20 oz GOJ302312

1 ctn (12 each)

Purell Hand Sanitizer 4.25 oz GOJ965124

2 ctn (24 each)

Clorox Disinfecting Spray CX5035310

25 ea

Clorox Disinfecting Wipes CXS035309

10 pks (70 wipes each)

Kleenex tissues KC103076

4 ctn (12 boxes each)

Latex gloves – Med # MEBMPFT702

3 bx (100 each)

Latex gloves-Large # MEBMPFT 703

3 bx (100 each)

Infectious Waste Bags Unisan Liner 33x40 UNS04204

1 ctn (100/Cs

APPENDIX L

Documents

Continuity of Operations Plan - ADM Board · with employees before, during, and after a continuity event.Prior to an event, the Executive Director and All Hazard Coordinator will