Workforce Activation

Committee Charters

PLANNING GROUP CHARTERS

Core Team Charter

The Core Team consisted of the APC Program Manager, theBusiness Continuity Program Manger, the Response ProgramManager, the Administrative Staff Assistant and external facilitators. The core team was responsible for:

• Managing and coordinating the overall process and workproducts.
• Making day to day operating decisions about the processand the work.

Steering Committee Charter

The Steering Committee consisted of the members of the CoreTeam and other division leaders within Public Health-Seattle& King County with authority to make key decisions aboutworkforce activation that would arise during the process.The Steering Committee was responsible for:

• Providing overall direction.
• Helping to define Work Groups.
• Supporting/serving as Work Group participant(s).
• Reviewing work group recommendations.

The Topical Work Groups

The Topical Work Groups consisted of department-wide expertson specific activation topics, some also being SteeringCommittee members. The Topical Work Groups were responsiblefor

• Performing research.
• Making recommendations.
• Developing specific content for Public Health WorkforceActivation tools.

Workforce Assessment Charter

This Work Group served as a liaison to the consultant leadproject team. The Workforce Assessment Work Group wasresponsible for:

• Defining the emergency response teams staffing needs.
• Assessing individual staff skills, credentials andaptitude for emergency response team assignment.
• Matching individual staff persons to specific team andjob within the team.
• Identifying topics that arise in the team definition,staff assessment and matching processes that need to beaddressed by the Steering Committee.
• Summarizing and reporting on key team definition, staffassessment and matching process findings.
• Providing a summary of lessons learned in the planningprocess.

Public Health Workforce Activation and Call Out Charter

This work group served as the principal architects of thePublic Health Workforce Activation and Call Out system thatwill be used under a range of event conditions. The PublicHealth Workforce Activation and Call Out Work Group wasresponsible for:

• Developing recommended protocols for Public HealthWorkforce Activation and Call-Out under a range of eventconditions, following current incident commandstructure.
• Identifying the issues to be resolved to make therecommended protocols effective and useable and reviewthese issues with the Steering Committee.
• Identifying the specific training, information system,communications, H.R. and other requirements necessary toimplement the recommended protocols.
• Documenting the recommended training objectives,outlines of curricula and resource requirements.
• Providing a summary of lessons learned in the planningprocess.

Training Work Group Charter

This work group served as the principal architects of thetraining curriculum, training resources and trainingprocesses needed to prepare managers, staff and likelyemergency response team leaders to perform well in the eventof an activation event. The Workforce Training Work Groupwas responsible for:

• Identifying the training objectives for each of thethree target audiences: all public health staff,emergency response team members, and emergency responseteam leads.
• Developing a curriculum outline for each of theseaudiences that fulfill the learning objectives.
• Developing a recommended approach for training that mayinclude just-in-time training, Web learning and/ortraining through typical Public Health staff developmentand training channels.
• Developing the process for identifying therequirements/resources needed for implementing thistraining model.
• Documenting the recommended training objectives,outlines of curricula and resource requirements.
• Providing a summary of lessons learned in the planningprocess.

Communications Group Charter

This work group served as the principal architects of theinternal and external communications protocols and resourcesto have in place for use before, during and after aworkforce activation event, indexed to the severity of eventconditions. The Workforce Communications Work Group wasresponsible for:

• Identifying the internal and external target audiencesand audience-specific communications objectives forcommunication before, during and after a workforceactivation event, indexed to some scale of eventseverity.
• Identifying the communications media employed to fulfillthese objectives (i.e. internal memoranda, Web postings,media releases, media conferences, internal posters,etc.).
• Preparing content outlines for each of the majorcommunications media identified.
• Developing protocols for communications before/duringand after an activation event (note these are likelyparallel to most existing communications protocols).
• Documenting the process used to arrive at therecommended communications approach.
• Providing a summary of lessons learned in the planningprocess.