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PUBLIC HEALTH
WORKFORCE ACTIVATION
Lessons Learned
WORKFORCE ACTIVATION
Lessons Learned
- Defining an exact definition of an emergency based upon event characteristics is overwhelming but defining an emergency by the level of response needed can be much easier
- Use past events/experiences for planning
- Assume Call Out will occur within ICS and utilize existing ICS protocols to the degree possible
- Many Call Out action steps will happen concurrently (Call Out, Communication, Training, etc.)
- Be aware that not all events/emergencies will result in call out
- Plan for the financial repercussions and considerations of call out
- Develop a backup plan for activation call out in case of there is no electricity
- Prepare Division Directors to manage continuity of services along with loss of staff to the response effort
- Recognize how decision making occurs within a division and across divisions
- Anticipate scenarios such as multiple surge events occurring concurrently, routine contact
- Plan how to involve community based organizations and other external partners in the call-out plan, e.g. other health system entities, volunteers, etc.
- Multiple staff need to be assigned to each role on a team
- It is important to identify the person who will manage and maintain the call out (Workforce Activation Specialist)
- The Call Out process is complex and will dramatically impact day to day functions so testing the process is important top
modalities are unavailable, the normal cycle of activation and call-out has to be shortened due to a specific event, etc.
