1. Certified Hospital Emergency Coordinator (CHEC) Training Program
Plan Implementation

2. Objectives
Discuss how to practically engage hospital staff, administrators, and external partners in the overarching Hospital Emergency Management Program (HEMP)
Briefly discuss training, education and exercise implementation

3. Objectives, cont
Review Hospital Emergency Coordinator (HEC) roles in the context of the emergency planning cycle and implementation of the Emergency Operations Plan (EOP)
Examine barriers to plan implementation

4. HEC Challenges How and where does a HEC start? Make him/herself known
Make his/her role known
Make his/her responsibilities known
Make his/her challenges known
To administrators
To hospital staff
To external partners
Create “buy-in”
It’s important to establish relationships with everyone, as everyone makes up the big team that’s going to be tasked with responding in an emergency. The HEC as an educated, knowledgeable, skillful, trustworthy, honest, dedicated and strong leader. In order for this to happen, the HEC has to be “out there”, almost like a “politician”…out and about, “selling” the plan and the ideals of preparedness. He or she must get “buy-in” at all levels. The HEC needs everyone to know what he or she expects and needs from them, and what he or she will provide for them. It must be seen as a partnership.
What is “Buy-in”?
An enthusiastic acceptance of all that is necessary to achieve successful implementation of the HEMP
Why is it required?
Emergency response is a team effort
Every individual must willingly accept his or her role, understand how to perform it, practice it often and be able to execute it in an emergency response
The manager must be able to direct individuals so that they can make successful responses
Administration must also give approval to spend the money necessary to achieve success
The point of this is that there has to be buy-in at every level. EVERY person is important. And, even if only a few people don’t buy-in, the results could be disastrous.

5. Planning Cycle
It’s likely that the HEC will not enter the cycle at the beginning, and that’s not critical
What happens next is critical
Simultaneously supervise the work of the committee, while ensuring on-going training and compliance with regulations
Ensure timely revisions
Be ever prepared to respond
Make not that there is no firm beginning or end of the cycle, unless there has never been an EOP or any planning at an institution. Then, the HEC would have to start “from scratch”. But, most people will find that plans already exist. However, they may not be good. Wherever the HEC enters the cycle, he or she must make sure to keep his or her finger on the pulse of each portion of the cycle. Work must be carried forth simultaneously. And, even if revisions are not yet complete, the HEC and staff must always stand ready to respond with the training and skills gained to that point in time.
EMPHASIZE THAT emergency preparedness is a 365 day/year commitment!
No step in the emergency planning cycle can be omitted, skipped, or glossed over, and no section of the EOP should be ignored or neglected
If areas of the plan are neglected, response based on those plans will likely be poor when the plan is activated
this may lead to negative consequences, including the inability to provide care or maintain the safety of staff and patients
This is yet another reason buy-in at all levels is so important, it helps ensure steps are not missed or slighted. It is likely that if each department is given some responsibility in the plan, they will take ownership of that section and be able to lead the way on game day. However, if those same departments are not included in plan design, nor entrusted will making improvements, they will likely show disinterest or even disdain. Buy in at all levels is essential.

6. HEC Roles & Responsibilities in Implementation
Ensure thorough and timely training and education for staff
Provide routine preparedness briefs and updates to administrative staff
Monitor purchases and budget issues
Receive pertinent updates from physical plant and security chiefs
Communicate
discuss again how the HEC is the conductor of the orchestra. He needs to make sure all of the musicians know there parts and practice.
Frequently communicate with external partners and be aware of any changes to their plans
Do not neglect to communicate with key internal partners, as well
Good communication is key for developing meaningful and fruitful relationships with all involved in creating and executing the plan

7. HEC Roles & Responsibilities in Implementation, continued
Supervise exercise planning and implementation
Stay abreast of regulation and standards
Ensure that staff know how to implement the EOP should the need arise
It is critical that staff be very familiar with their potential role(s) within the EOP
Reiterate this point:
Ensure that contact information for staff and partners is readily available and located where all staff can access it easily
Whether it is an exercise or a response to a real event, administrators, department heads, and other key internal and external partners will look to the HEC for guidance on the use of the EOP
The HEC will be expected to be the person most familiar with the EOP and how to deploy the necessary sections of it
The HEC should know who and when to call for assistance or additional expertise

8. Barriers to Plan Implementation
Lack of acceptance of the HEMP
Lack of active participation by HEMC members
Lack of sufficient “buy-in” by hospital leadership and/or staff
Lack of cooperation by community partners
Poor understanding of the EOP and disaster response by hospital leaders and staff
This slide leads right into the practical exercise, so DON’T spend time delving into remedies for these barriers…that will be discussed in the PE.

9. Certified Hospital Emergency Coordinator (CHEC) Training Program
Plan Implementation
Questions?