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Ecc Management Board 5/19/2020 Additional Materials 1 ECC MANAGEMENT BOARD 5/19/2020 ADDITIONAL MATERIALS Charlottesville-UVA-Albemarle County Emergency Communications Center 2306 Ivy Rd. Charlottesville, VA 22903 Print date: 5/14/2020 2 COVID-19 Response 3 REGIONAL EOC – STRATEGIC FRAMEWORK Introduction On 13 March 2020, the Charlottesville-UVA-Albemarle Regional EOC was activated to support regional efforts related to the COVID-19 pandemic. The primary mission of the EOC for the COVID-19 response is to serve the Significant Events needs of the greater Charlottesville-Albemarle region, with an emphasis on serving vulnerable populations1 and supporting regional efforts to • December 31, 2019: First case in prepare for, mitigate, respond to, and recover from the pandemic. Wuhan, China reported to WHO • January 20, 2020: First case This is an unprecedented scenario that will eventually transition from reported in U.S. (Seattle, WA) mitigation and preparedness to response and recovery, and ultimately a • January 30, 2020: Outbreak “new normal” for our community, nation, and the entire world. declared Public Health Emergency Subsequent drafts of this plan will address the transition to recovery and of International Concern by WHO rightsizing of the EOC organizational structure as government and • January 31, 2020: U.S. Declares a community services return and adapt to the post-pandemic environment, Public Health Emergency but in the interim and indefinitely, the EOC will remain activated to • March 3, 2020: Charlottesville-UVA- coordinate regional efforts related to COVID-19. Albemarle Regional EOC activated at Level 1 – Situational Awareness • March 7, 2020: First case reported Regional Approach in Virginia (Northern Virginia) The EOC is managed and operated by the Charlottesville-UVA-Albemarle • March 11, 2020: Global Pandemic Emergency Communication Center Office of Emergency Management declared by WHO Coordination. The EOC serves as the hub for coordination of all-hazards • March 12, 2020: Virginia Governor response and recovery for significant incidents, emergencies, and declared state of emergency disasters that impact the Charlottesville-Albemarle region, including UVA. • March 13, 2020: FEMA issued Emergency Declaration for Virginia • March 13, 2020: Regional EOC activation upgraded to Level 2 – Partial Activation • March 14, 2020: First death reported in Virginia • March 16, 2020: First case reported in TJHD • March 20, 2020: Regional EOC activation upgraded to Level 3 – Full Activation • March 23, 2020: EO 53 (Temporary Restrictions and Closure of K-12 Schools) • March 30, 2020: EO 55 (Stay at Home Order) • March 31, 2020: First death reported in TJHD The EOC operates within the Regional Emergency Operations Plan (EOP), • April 2, 2020: FEMA issued Major which was adopted by the Charlottesville City Council, Albemarle County Disaster Declaration for Virginia Board of Supervisors, and University of Virginia Board of Visitors. The EOP guides the EOC’s regional coordination of Incident Management Teams (IMTs). 1 For the purposes of this document, vulnerable population includes: Underserved members of the community; low income, homeless, and housing insecure; age group over 60; people with pre-existing medical conditions; front line first responders, healthcare officials, community workers, and essential personnel; and congregate care facilities including long-term care facilities, nursing homes and skilled nursing facilities, and correctional facilities. Rev: 5/4/20 4 REGIONAL EOC – STRATEGIC FRAMEWORK Essential government services, including public safety services, are being managed within the respective jurisdictions (City, County, and University). Medical care and medical surge are being managed within the respective hospitals (UVA Health System and Sentara Martha Jefferson). Policy Group The EOC is guided by the Policy Group, as defined in the EOP, which consists of senior leadership from the City, County, and University. For the COVID-19 regional response, that includes executive leadership, as well as public safety chiefs. Public Health and Medical Integration A public health/medical/pandemic response involves additional coordination with public health and medical partners including the UVA Health System, Sentara Martha Jefferson Hospital, and the Virginia Department of Health (VDH) Thomas Jefferson Health District (TJHD). In addition to Charlottesville and Albemarle, TJHD serves Nelson, Fluvanna, Greene, and Louisa counties. UVA Health System also provides level 1 trauma services to the broader Central Virginia community and may see patients from anywhere in the state. Due to the complexity of the region, the TJHD, UVA Health System, and Sentara Martha Jefferson Hospital jointly coordinate Emergency Support Function (ESF) 8 – Public Health & Medical Services activities. In addition, TJHD is represented in the EOC unified command. Planning Efforts This Strategic Framework documents the long-term mission and command direction for the EOC and evaluates scenarios specific to the COVID-19 pandemic for which the region must be prepared. The plan is supported by specific Functional Plans that focus on a functional or programmatic area, or contingency scenario; Functional Plans are actionable operational plans that include criteria and conditions for implementing the plan and are dynamic plans that can be updated as the situation evolves. In addition to this Strategic Framework and the Functional Plans, the EOC develops an Incident Action Plan (IAP) every operational period that contains the incident objectives, work assignments, and resource allocations necessary to manage an incident during a specific operational period. The IAP provides essential information regarding incident organization, resource and work assignments, safety, and weather. The incident action planning process to develop the IAP includes a set of activities, repeated each operational period, that provides a consistent rhythm and structure to incident management. At this time, the IAP largely serves to document and synchronize various preparedness and planning efforts. Issue-Specific Task Forces As needed, issue-specific task forces are established to address circumstances unique to the COVID-19 response and coordination. Task forces include: • Regional Medical/EMS Policy Task Force o Coordinate medical facility and emergency medical service interaction, resources, and planning. Includes representation from local health district, medical health systems, Fire, EMS, 9-1-1, among others. • Regional Homelessness Services Task Force o Coordinate emergency resources for persons experiencing homelessness relative to the ongoing pandemic. Includes representation from local health district, Thomas Jefferson Area Coalition for the Homeless (TJACH), medical health systems, among others. • Charlottesville-Albemarle Area Needs Assessment Task Force o Coordinate completion of a comprehensive community vulnerability and needs assessment relative to the ongoing pandemic. Rev: 5/4/20 5 REGIONAL EOC – STRATEGIC FRAMEWORK • Regional Reimbursement Task Force o Coordinate agency and jurisdictional cost tracking/projections and reimbursement, including federal and state filing and tracking. Includes representation from City of Charlottesville, County of Albemarle, and the ECC/EOC. • Regional Transitional Planning Policy Task Force o Coordinate recovery steps including identifying transition or “easing” of physical distancing restrictions. Connects evolving epidemiological models to regional logistical and operational capacities, developing gap analyses and trigger definitions for resource exhaustion and requests. Phases of Emergency Management The four phases of emergency management are commonly defined as mitigation, preparedness, response, and recovery. In the table below, EOC work is aligned with the four phases. Mitigation Preparedness Recovery Response General Description Regional EOC Actions Emergency Management Phase Mitigation Includes actions to prevent or reduce • Public messaging to reinforce the Governor’s stay the cause, impact, and consequences of at home order emphasizing social distancing. the disaster. • Health and safety measures for public safety and essential personnel, including active temperature and health monitoring of EOC personnel. Preparedness Includes planning, such as, developing Developing specific response plans for anticipated specific response plans and procedures future needs such as: for events that cannot be mitigated. • COVID-19 testing sites • Feeding, housing, and childcare for workforce and essential personnel • Mass care and social socials plans for the public • Outbreaks at congregate care facilities; fatality management • Increased donations and volunteer support • Continuity of essential public safety and law enforcement services, including modified EMS policies and protocols • Public information and communications Response Includes responding to the actual • Implementing modified response protocols for disaster including assessing impact, fire, EMS, and law enforcement. Rev: 5/4/20 6 REGIONAL EOC – STRATEGIC FRAMEWORK implementing specific response plans • Enforcing EO 53 and 55; feeding first responders. and procedures developed during the • Feeding and sheltering vulnerable populations preparedness phase, developing • Outreach with congregate care facilities specific incident action plans, allocating • Actively working with volunteer organizations resources and directing operations, and • Establishing and management donation processes stabilizing the incident. and sites Recovery
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