All Hazards
Response Plan
The CenterPoint All Hazards Response Plan is approved under authority delegated to the Chief Administrative
Officer.
_____________________________________________
Ronda Outlaw, LCSW, CAO
August 1, 2015
Date
Executive Team Approval 6/29/15
Table of Contents
Introduction
3
Important Contacts
6
Essential Function Plans
Communications
Physical Location
Management & Information Services
Customer Services
Crisis Provider Services
Pharmaceuticals
Utilization Management
Transportation
Accounts Payable/Billing & Claims
CenterPoint Employee Payroll
Emergency Cash
9
12
15
18
21
24
26
28
30
32
34
APPENDICES
36
37
38
41
50
Appendix 1 All Hazards Information
Appendix 2 Procedure on Succession Plan
Appendix 3 FEMA Budget Guidelines
Appendix 4 All Hazards Response Volunteer Assurance of Confidentiality Agreement
2
Introduction
The CenterPoint Human Services (CenterPoint) All Hazards Response Plan (Plan) contains
information and procedures for preparedness and response to natural and man-made disasters.
The Plan is intended as a guide for continuation of CenterPoint Essential Functions and the
mobilization of mental health, intellectual/developmental disabilities and substance abuse
services if a disaster requires such services. During a disaster, counties, municipalities or
divisions of the State of North Carolina could call upon CenterPoint or service providers in its
network for assistance.
The Plan should be executed in conjunction with the CenterPoint Emergency Action Plan. It is
important to note that procedures outlined within the Emergency Action Plan are to be followed
when an emergency procedure requires response or evacuation from CenterPoint buildings.
CenterPoint essential functions are operational functions that must continue in the event of any
natural or man-made disaster. Each essential function has an "Order of Restoration Plan" to
follow during a disaster event.
Essential functions are identified as:
1. Communications
2. Physical Location
3. Management & Information Services
4. Customer Services
5. Crisis Provider Services
6. Pharmaceuticals
7. Utilization Management
8. Transportation
9. Accounts Payable/Billing & Claims
10. CenterPoint Employee Payroll
11. Emergency Cash
Individual plans for each essential function are outlined on the following pages. Additionally, the
Appendices section of this plan contains other documents that support the continuance of
CenterPoint’s essential functions and disaster response.
As the agency responsible for managing mental health, intellectual/developmental disabilities
and substance abuse services in Forsyth, Stokes, Davie and Rockingham Counties in North
Carolina, We have 24-7 customer services that will link callers to appropriate services, including
crisis services; however, we do not provide services. CenterPoint must maintain the ability to
manage services in the event of a disaster.
3
The Plan is reviewed and updated annually. CenterPoint’s Disaster Response Coordinator is
responsible for the Plan and works in conjunction with Disaster Response Team Leads,
Successors and the agency’s Human Services Health & Safety Coordinator to assure proper
response.
The Plan fulfills the Devolution of Operations Plan, which addresses a key component of the
Continuity of Operations Plan (COOP) identified in Federal Preparedness Circular (FPC) 65,
Federal Executive Branch Continuity of Operations (COOP), dated June 15, 2004. In
compliance, the Plan meets the following objectives:
1. Prioritizes essential functions and determines the resources needed to facilitate their
immediate, seamless transfer to a devolution site;
2. Includes a roster of the organization’s Point of Contacts at the designated devolution site
with overall responsibility for the fully equipped and trained personnel who will perform
essential functions and activities when the devolution option of COOP activates;
3. Identifies the likely activation conditions (triggers) that would initiate or activate the
Devolution of Operations Plan;
4. Specifies how and when direction and control of agency operations will transfer to the
devolution of operations site(s);
5. Lists necessary resources (people, equipment, and materials) to perform essential
functions at the devolution site;
6. Establishes reliable processes and procedures to acquire the resources necessary to
continue essential functions and sustain operations for extended periods; and
7. Establishes capabilities to restore or reconstitute agency authorities to their pre-event
status upon termination of devolution.
4
5
Important Contacts
The CenterPoint Plan depends heavily on communicating with internal Hazards Response Team
Leads, crisis service providers, State employees and various emergency response personnel
across the communities of Forsyth, Stokes, Davie and Rockingham Counties. Below is a list of
important contacts should a disaster response be necessary.
CenterPoint Human Services
Lead Hazards Response Team Member: Betty P. Taylor, Esq. CEO/Area Director
Office: 336-714-9118
Cell: 336-817-0815
Disaster Response Coordinator: Leona Williams, Community Operations Manager
Office: 336-714-9131
Cell: 336-403-4434
Health & Safety Coordinator: Dave Burchette, Facilities Manager
Office: -336-714-9189
Cell: 336-462-6295
NC Division of Mental Health/Developmental Disabilities/Substance Abuse Services
Disaster Preparedness and Response Coordinator
Kate Abell
Office: 919-715-2780
Cell: 919-426-1855
Fax: 919-733-1221
Local Management Entity/Managed Care Organization (LME/MCO) Disaster Response
Coordinators
Contiguous to CenterPoint’s catchment area:
 Partners Behavioral Health: Dr. Mike Forrester CCO 704-884-2652,
 Cardinal Innovations Health Care: Jennifer Love-Pennell, 704-939-7861, Cell 704-7836592
 Sandhills Center: Phil Hewett, 919-673-7226, Cell-910-690-7013
Forsyth County
Emergency Management: Leigha D. Cordell 336-767-6161
Forsyth County COAD: Ken Hoglund, Chair Activated by Forsyth County Emergency
Management if needed.
Health Department: Yolanda Galloway 336-703-3433
Social Services: Gayle Swain 336-703-3400
Law Enforcement
 Forsyth County Sheriff: 336-748-4100
6


Winston-Salem Police: 336-773-7700
Kernersville Police: 336-996-2390
Fire and Rescue
 EMS: 336-703-2750
 Winston-Salem Fire: 336-773-7900
 Forsyth County Fire: 336-703-2550
Stokes County
Emergency Management: Gregg Collins: 336-593-5409 x 5
Emergency Response Coordinator: Jessica Watkins: 336-593-2400 x 2447
Health Department: Wanda East: 336-593-2400 x 1201
Social Services: Stacey Elms: 336-593-2861 x 2434
Law Enforcement
 Stokes County Sheriff: 336-593-8787
 King Police: 336-983-0886
 Walnut Cove Police: 336-591-7121
Fire and Rescue
 EMS: 336-593-2423
 Fire Marshall: 336-593-2083
 King Fire: 336-983-3030
Davie County
Emergency Management: Jerry Myers, 336-753-6163 Cell 336-909-1164
Luann Angell, 336-753-6750 Cell 336-940-8151
Health Department: Suzanne Wright, 336-753-6751 Cell 336-477-5074
Social Services: Tracie Murphy 336-753-6251 Cell 336-341-5414
Law Enforcement
 Davie County Sheriff: 336-751-6238
 Mocksville Police: 336-751-6231
Fire and Rescue
 EMS: 336-753-6163
 Fire Marshall: 336-753-6163
 Fire & Rescue Association: 336-753-6170
Rockingham County
Emergency Services: Johnny Bowles, 336-634-3017
Health Department: Charlotte Martin, 336-342-8241
Social Services: Felissa Ferrell, 336-342-1394 X 7126
7
Law Enforcement
 Rockingham County Sheriff: 336-634-3232
 Eden Police Department: 336-623-9755
 Madison Police Department: 336-548-6097
 Mayodan Police Department: 336-548-6038
 Reidsville Police Department: 336-349-1010
 Stoneville Police Department: 336-573-9393
Fire and Rescue
 Fire Marshall: 336-634-3017
Local Hospitals
Novant Health / Forsyth Medical Center, Winston-Salem, NC: 336-718-5000
Novant Health / Kernersville Medical Center, Kernersville, NC: 336-564-4000
Wake Forest Baptist Health Forsyth County Hospital, Winston-Salem, NC: 336-716-2011
Pioneer Community Hospital, Danbury, NC: 336-593-2831
Wake Forest Baptist Health Davie Medical Center, Mocksville, NC: 336-751-8100
Cone Health / Annie Penn Hospital, Reidsville, NC: 336-951-4000
Morehead Memorial Hospital, Eden, NC: 336-689-9711
Novant Health Medial Park Hospital, Winston Salem, NC: 336-349-3434
Veterans Administration
VA Outpatient Clinic (Winston-Salem, NC): Tom Magin 336-768-3296
American Red Cross (NW Chapter)
Jeff McPherson 336-245-5751
American Red Cross (Rockingham County)
Mandy Shields 336-349-3434
Community Organizations Active in Disaster (COAD)
Ken Hoglund 336-724-2866
Media
TV STATIONS:
WXII: 336-721-9944
Fox WGHP: 336-878-1894
WFMY: 336-379-9369
News 14 Carolina: 336-856-9497
RADIO STATIONS:
WBFJ: 336-777-1893
WSJS: 336-777-3900 107.5 KZL: 336-274-8042
WFDD 88.5: 336-758-8850
8
Communications
RESPONSE LEAD:
Betty Taylor, Chef Executive Officer
Office: 336-714-9118
Cell: 336-817-0815
If unavailable then please call CenterPoint Customer Services at 1-888-581-9988
SUCCESSOR:
Penny Casto, Consumer & Community Affairs Manager
Office: 336-714-3545
Cell: 336-306-2533
OVERVIEW:
In the event of a disaster, it is necessary to reach a wide variety of audiences with appropriate
types of communication. To provide a guideline for communications in the event of a disaster,
types of communication, audiences and communication procedures are identified in this area of
the All Hazards Plan.
Coordination with other agencies during a disaster response is paramount. The "Important
Contacts" section of this plan will be utilized in order to communicate with needed response and
support agencies. CenterPoint will coordinate responses with the local Departments of
Emergency Management, the American Red Cross and the NC Division of MH/DD/SA Disaster
Response Team when necessary.
Forms of Communication during a Disaster
The following types of communication should be considered during any response to a disaster. It
may be necessary to utilize multiple types of communication to assure proper communication is
being achieved.

Land Phones can be utilized when power is present in a disaster event and there are no
apparent electrical hazards present, which would prevent their use (4045 University
Parkway, Winston Salem has generator back up). Land phones should not be used in the
event of thunderstorms due to the threat of lightning.

Voicemail Messages can be utilized to communicate an effective and consistent
message. In the event of a disaster, which requires information on closing of offices or
restricted sites, a pre-recorded voicemail on CenterPoint's main line or employee cell
phones can serve as a means of communicating information. To record a new message
on CenterPoint’s main line and, follow these steps: (ask ? to CFT)

Main Greeting:
Melody Moore, Director of Customer Services
Office: 336-778-3522
9
Cell: 336-403-7995
Offsite: 336-714-9376

Cell Phones are usually a very consistent means of communicating during most disasters.
They are safe to use when electrical hazards are present, but cannot be charged if power
is unavailable. CenterPoint Building 4045 has generator capability and will be the
primary location to recharge phones. If power outages are wide spread and Building
4045 is not available, the Facilities Manager will identify the closest location with power.
Alternatively, cell phones may be charged in automobiles.

E-mail can be utilized to communicate a message in a very quick and efficient manner to
a large number of stakeholders. If power and computer operations are available, e-mail
lists stored within the Communication List can be an effective way to target individuals.
To utilize CenterPoint e-mail from a remote location the following steps may be taken.
1. Log on to Outlook mail via URL: https://webmail.cphs.org/owa
2. For "User Name" enter: cphs\your three initials - example: cphs\mdc
3. For "Password" enter your existing password used at work to access account

Websites maintained by CenterPoint and provider agencies can be utilized by posting
messages on the sites homepages. This means of communication depends upon staff
availability, time, and power and computer operations.

TV/Radio outlets can be used in the event of a mass disaster during which information
must be communicated to the public. A TV/Radio contact list is included in the
Important Contacts section of this plan.
Identified Audiences:

Employees, Providers, Clients/Enrollees
In the event that a disaster response message must be communicated, it is critical that the
right audience gets the right message. In the event of a disaster, Disaster Response Team
members may be privy to sensitive information that should not be communicated to
certain audiences. The CEO/Area Director, who serves as the Lead Disaster Response
Team member, is the designated communication lead and decides what messages are to
be communicated to which audiences in conjunction with the Disaster Response
Coordinator. The CEO/Area Director also designates and approves persons who are
allowed to communicate needed messages.

News/Media
It is of paramount importance that all media inquiries be directed to the Disaster
Response Coordinator for proper follow up. The Disaster Response Coordinator will
work with the CEO/Area Director or individuals appointed by the CEO/Area Director to
handle inquiries from the media. All other persons shall refrain from discussing the
situation with outsiders, especially the media. In the event that neither the Disaster
10
Response Coordinator nor CEO/Area Director is available, Disaster Response Team
Leads are permitted to speak with the media if necessary.
IN ALL CASES, protect healthcare information. During any disaster event, steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
11
Physical Location
RESPONSE LEAD:
Cathy Wilson, Deputy Chief Financial Officer/Acting Chief Financial Officer
Office: 336-714-9160
Cell: 336-462-6296
SUCCESSOR:
Dave Burchette, Facilities Manager
Office: 336-714-9189
Cell: 336-462-6295
OVERVIEW: CenterPoint currently operates three physical locations within the city limits of
Winston-Salem: 4045 University Parkway, 4035 University Parkway and 4025 University
Parkway. If a disaster were to disable a CenterPoint operated site, it would be necessary to
establish a Command Center from which essential functions could operate. Any of the existing
CenterPoint locations could serve as a Command Center if another is damaged or destroyed by a
disaster. If all three physical locations were destroyed, CenterPoint would work with the Red
Cross to designate an alternative location as a Command Center. A physical location may also
need to be established for crisis provider services (see that section of the plan) in the event that a
triage setting is required.
If a disaster occurs during normal business hours when CenterPoint’s physical locations are
open, emergency operations procedures will be followed to evacuate the disaster area and to
determine the relocation of essential functions. In the event that disaster strikes a physical
location after normal business hours, the Response Lead or Successor of this section will travel
to the disaster location to determine relocation needs and begin the Order of Restoration Plan.
Setting up a Triage Location
Forsyth County
 CenterPoint has access to three physical locations within the Winston-Salem City limits –
4045, 4035 and 4025 University Parkway. If needed, a triage would most appropriately
be placed at the 4045 University Parkway location.
 Additional locations can be identified by calling American Red Cross (NW Chapter):
336-724-2551, and/or by calling Forsyth County Emergency Management: 336-7676161.
Stokes County
 CenterPoint has access to a physical location in Stokes County at Autumn Square, Suite
200, 3169 NC Highway 8 South, Walnut Cove, 27052.
 Locations can be identified by calling American Red Cross (NW Chapter): 336-7240511; Salvation Army: 336-722-8721; and/or by calling Stokes County Emergency
Management – 336-593-2724.
12
Davie County
 CenterPoint has access to a physical location in Davie County at 172 Clements Street,
Mocksville, NC 27028.
 Additional locations can be identified by calling American Red Cross (NW Chapter):
336-724-0511; Salvation Army: 336-722-8721; and/or by calling Davie County
Emergency Management: 336-761-0879.
Rockingham County
 Additional locations can be identified by calling American Red Cross (Rockingham
County Chapter): 336-349-3434; Salvation Army: 336-722-8721; and/or by calling
Rockingham County Emergency Services – 336-634-3000.
Supporting a Triage Location
In the event that CenterPoint is called upon to support an existing triage location, the triage is
likely to have been established by the local American Red Cross, or a county emergency
response department. If CenterPoint is called upon for support, the Disaster Response
Coordinator will contact the crisis response providers that are listed within the Crisis Provider
Services section of this plan to relay the call for support at the triage location.
Relocation Goals
 Day One:
1. Identify essential functions impacted by disaster, which need to be relocated.
2. Secure a new location with the help of a commercial property realtor or the
American Red Cross as appropriate.
3. Begin moving essential functions to the new location and begin operation.
 Day Two:
1. If needed, complete the relocation of essential functions.
2. Take a full assessment of operational functions in their new location and adjust as
needed.
 Day Three:
1. Based on the disaster's impact, create a timeline for the length of time operational
functions could be located at the support site.
2. Identify ongoing needs to support the continuation of each function.
Order of Restoration Plan
An Order of Restoration Plan can only be enacted under the direction and approval of the
CEO/Area Director. In the event that action is necessary and the CEO/Area Director is unable to
provide the necessary approval, the identified lead of each essential function is responsible.
Steps:
1. Determine the need to relocate and identify where relocation would best support those in
need.
2. If needed, visit the disaster site.
13
3. Communicate the message of relocation to Disaster Response Leads, as appropriate.
4. Communicate the message to essential functions department employees to prepare for
relocation.
5. Communicate the message of relocation to all employees, and other stakeholders.
6. Secure all physical and tangible materials that need to be transported.
7. Relocate essential functions.
IN ALL CASES, protect healthcare information. During any disaster event, steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
14
Management & Information Services
RESPONSE LEAD:
Debbie Lanning, Chief Information Officer
Office: 336-714-9339
Cell: 336-671-9308
SUCCESSOR:
Robert Couch, Business Process Manager
Office: 336-714-9391
Cell: 336-409-8114
SUCCESSOR:
Anthony Perkins, Business Operations Manager
Office: 336 714-9307
Cell: 336745-1207
OVERVIEW:
The MIS Information Management Program Description (IMPD) outlines how CenterPoint, as the
Local Management Entity / Managed Care Organization (LME/MCO) would recover/support
massive or minor management information systems if they were impacted by a disaster. The
IMPD applies to mainframe, phone system, email, server systems and databases, that contain
PHI or that are critical to the everyday operation of the LME/MCO.
At the onset of an emergency or disaster, an immediate evaluation will be conducted to determine
the severity of the actual or threatened disruption and whether the IMPD will be implemented
(including determining the need to implement the Customer Services emergency response
procedures; contacting the LME/MCO’s disaster recovery vendor, Dynamic Quest; and/or
contacting the LME/MCO’s recovery site located in Charlotte, NC and CenterPoint’s Wellness
Centers to provide virtual server services that would facilitate the disaster recovery process).
The IMPD outlines how the LME/MCO would access CenterPoint data including electronic
PHI in the event that the 4045 University Parkway location was deemed totally incapacitated.
The LME/MCO has developed a variety of responses to address an emergency or disaster
depending upon the nature and scope of the event. The following are contingency scenarios:



In case of a disruption to the telecommunication infrastructure, all telephone calls will be
routed to the recovery site located in Charlotte, NC.
In the event of a single system failure, every effort would be made to quickly restore
that system with operations remaining in place.
In the event of limited vandalism, an assessment would be made as to how quickly
affected systems could be restored before deciding whether to remain in place.
15


In the event of a fire or natural disaster that destroyed the building and server room the
Lead will quickly activate the Plan and move our operations to the alternate warm site.
The local authorities or the property owner of the building could determine reactions to a
limited building fire or disaster. If forced out of the building for an extended period by
an emergency or disaster but our IT equipment remained intact, the LME/MCO will
exercise the option of quickly moving the intact equipment to an alternate location
as determined by the “Facilities Emergency Mode Plan.”
Order of Restoration Plan
An Order of Restoration Plan can only be enacted under the direction and approval of the
CEO/Area Director. In the event that action is necessary and the CEO/Area Director is unable to
provide the necessary approval, the identified lead of each essential function is responsible.
The Plan would be activated in the event that the building at 4045 University Parkway,
Republic Square, was destroyed by disaster. In the event of a contained fire (server room)
or vandalism (to the server room), all efforts would be made to re-build the resources in the
current server room at Republic Square as quickly as possible. The MIS Support Manager
would be responsible for developing and implementing the Plan. All MIS staff would
work together as a team to quickly bring the IT resources back online again.
Recovery Site(s)
The LME/MCO will use a combination of recovery sites in the event of a disaster at the
Republic Square.
 Windows servers and databases will be recovered at a virtual server room located at Peak
10, Charlotte, NC.
 The redundant server room and workstation lab located at 725 N Highland Avenue will
be utilized.
Procedures for Restoring Windows Severs
The LME/MCO is prepared to recover its critical Windows servers if they were impacted by a
disaster at the Republic Square location. The (7) current critical Windows servers are the "SQL1
server," the"MS2 e-mail" server, the”DC1” server, the ”FS2” server, the“GP1” server, the
“SFTS1” server, and the “PAS1” server.
The LME/MCO contracts with vendor Dynamic Quest, to provide virtual server services that
would facilitate our disaster recovery process. Dynamic Quest utilizes two virtualization
servers called BDRs. One BDR is located in the LME/MCO’s server room, constantly monitors
critical servers and takes hourly incremental snapshots of server data. After business hours, this
BDR replicates all data to the second BDR located at the Peak 10 facility in Charlotte, NC.
The BDR synchronization methodology allows Dynamic Quest to rapidly erect a functioning
clone of any of the critical servers at either the LME/MCO site or the Charlotte Peak 10 site.
In the event of disaster at the Republic Square facility, the LME/MCO will take the following
actions to regain access to critical servers:
16


Contact Dynamic Quest personnel and ask that they spin up virtual versions of necessary
servers at the Peak 10 complex.
Contact North Carolina State IT personnel and request that DNS records be altered to
point CPHS.org bound traffic to the IP address of the Peak 10 complex.
The above manipulations will be transparent to the LME/MCO’s users. Users will be enabled to
establish remote connections to critical computing resources using the normal protocols. Normal
business operations will resume once the redundant site and the North Carolina State IT personnel
alter the IP address.
Procedure to Recover Workstations for Use with All Servers/Virtual Servers
All critical staff will utilize CenterPoint laptops with internet access that allows remote
connection to critical computing resources. Critical staff will work from home connecting to
virtual computing resources using normal connection protocols.
IN ALL CASES, protect healthcare information. During any disaster event, steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
17
Customer Services
RESPONSE LEAD:
Burch Johnson, Chief Operations Officer
Office: 336-714-9138
Cell: 336-403-5344
SUCCESSOR:
Melody Moore, Customer Services Director
Office: 336-778-3522
Cell: 336-403-7995
Offsite: 336-714-9376
OVERVIEW:
The Customer Services Recovery Plan outlines how CenterPoint would continue to operate its
Screening, Triage and Referral services in the event of a temporary, long-term emergency or
disaster. The plan applies to the CenterPoint Customer Services Department, its employees and
the infrastructure that supports it.
Conditions for Activating the Plan:

The building at 4045 University Parkway is incapacitated necessitating re-location of the
Customer Services staff to another location. NOTE: Currently, designated employees as
indicated on the Customer Service Organizational Chart have equipment in their homes
that would allow them to continue the Customer Services function from their homes. If
additional staff is needed, calls will be routed to individual staff until our primary
building is operational or until we find an alternative primary site. CenterPoint cell
phones and mobile wireless cards are available for backup phone access and internet
access.

Occurrence of a major internal phone equipment failure, which cannot be recovered
within a reasonable amount of time.
Order of Restoration Plan
An Order of Restoration Plan can only be enacted under the direction and approval of the
CEO/Area Director. In the event that action is necessary and the CEO/Area Director is unable to
provide the necessary approval, the identified lead of each essential function is responsible.
The Network IS and Customer Services Managers would be responsible for developing and
implementing a Disaster Recovery Plan for the Customer Services Department. In the event of
an actual emergency or disaster, the IS staff and Customer Services staff would work together
quickly to enact the plan.
18

Recovery - CenterPoint Customer Services staff could use any location with direct-dial
telephone service in the event of an emergency that required Customer Services support.
Additionally, some staff could work from home. The In Contact system has the ability to
route calls to any 10-digit phone number. The system is also capable of routing the calls
to clinicians who work independently from CenterPoint’s external phone service.
Therefore, the Customer Services department should be able to operate during any
outage. Both AlphaMCS (the MIS system) and In-Contact can be accessed via internet
connection.
Procedures for Customer Services Department during an Emergency - In the event of a
disaster that would incapacitate all three- buildings at Republic Square – 4045, 4035 and 4025
University Parkway, Winston-Salem -- the Customer Services department would operate as
follows:

Customer Services Staff would immediately use MIFI cards and Laptops to direct the
phone traffic so that all calls are routed to the “overflow” call vendor Western Regional
Partners. The calls are routed to the Western Regional Partners during the time it takes to
get “at-home” agents mobilized and ready to receive calls.

All staff equipped to provide Customer Services functions in their homes would be
mobilized. At this point, calls would be routed back to the Customer Services Call
Center staff rather than to the Western Regional Partners. Additionally, other staff could
accept calls at any location with direct dial telephone service until a suitable, alternate
location could be acquired. CPHS cell phones, laptops, and MIFI cards would be
available for backup phone access and internet access so that on-site staff could maintain
Customer Services functions.

Efforts would be made to quickly repair the Republic Square location or find alternate
space to house CenterPoint operations. If necessary, a new phone system would be
procured, this could take 6-8 weeks from initiation.

If the primary ACD system (In-Contact) fails during this period, the backup ACD system
(Prairie Fyre, Oasis) would be utilized.

If Republic Square and back-up systems should fail or are damaged in a natural disaster,
CenterPoint could route all phone traffic to the Western Regional Partners and Customer
Services staff would utilize cellphones and paper process to maintain functions, i.e.
follow up on calls initially answered by Western Regional Partners

In addition, CenterPoint’s call “overflow” vendor (Western Regional Partners) would be
notified of the agency’s difficulties and they would “staff up” to provide extra coverage
for our calls.
19

Customer Services staff should have hard copies of all manuals and other tools they use
during phone calls and should be prepared to take them to the redundant Customers
Services location.
Maintenance Schedule - The Customer Services Disaster Recovery Plan will be tested and
documented at a minimum of one time yearly.
IN ALL CASES, Protect healthcare information. During any disaster event, steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
20
Crisis Provider Services
RESPONSE LEAD: (Shared)
Melody Moore, Customer Services Director
Office: 336-778-3522
Cell: 336-403-7995
Offsite: 336-714-9376
Leslie Gerard, Network Management Director
Office: 336-714-9361
Cell: 336-341-5986
SUCCESSOR:
Leona Williams, Community Operations Manager
Office: 336-714-9131
Cell: 336-403-4434
OVERVIEW:
If a disaster impacts enrollee services, it is the express responsibility of the impacted service
provider or outside emergency responder to notify CenterPoint's Disaster Response Coordinator
so that appropriate action can be taken in conjunction with identified Crisis Providers. In the
event of a disaster, it will be determined how to offer support through CenterPoint's Customer
Services line and/or Mobile Crisis and Crisis Provider Services. Customer Services personnel
can also determine if a person in need is already in the public service system and has a clinical
home service provider who serves as a "First Responder." All CenterPoint providers may be
called upon to support functions within Forsyth, Stokes, Davie and Rockingham Counties as well
as to support regional response efforts as identified by state and federal departments.
Each service provider should have, and is responsible for, an individual Emergency Operations
Plan to enact in the event of a disaster. Each Crisis Provider is responsible for dispatching
employees who have had appropriate crisis response trainings such as Incident Command
System/National Incident Management System (ICS/NIMS) and behavioral health response.
Crisis Providers responding to a disaster should also be prepared to offer early intervention,
psychological first aid, counseling, and identify persons who may be in need of long term
services.
Examples of Crisis Provider responses include, but are not limited to:
 Local and regional response
 Complete relocation of enrollees
 Setting up and/or supporting a triage location
21
TWO MAIN TYPES OF DISASTER
RESPONSE
Response without outside emergency assistance:
In the event a single provider experiences a disaster and needs disaster response to support
enrollee services, CenterPoint may choose to handle the situation with the provider in need
without outside emergency assistance.
Response at request of outside assistance:
CenterPoint serves as the main contact for relaying mental health, intellectual/developmental
disabilities and substance abuse crisis needs. As such, county emergency management, the
American Red Cross, and state and federal governmental departments may request CenterPoint
response.
Order of Restoration Plan
An Order of Restoration Plan can only be enacted under the direction and approval of the
CEO/Area Director. In the event that action is necessary and the CEO/Area Director is unable to
provide the necessary approval, the identified lead of each essential function is responsible.
Response without outside emergency assistance
Steps:
1.
2.
3.
4.
Upon receiving request, Disaster Response Coordinator shall contact CEO/Area Director
Determine what services need to be offered and where they need to be offered
Contact Crisis Providers to request possible assistance
Communicate the message to Essential Functions department employees to prepare to
support in any needed capacity if appropriate
5. Secure all physical and tangible materials that need to be transported
6. Transport needed Function
7. Communicate the message to all employees, and other stakeholders if appropriate
Response at request of outside assistance
Steps:
1. Upon receiving request, Disaster Response Coordinator shall contact CEO/Area Director
2. Determine what services need to be offered, where they need to be offered and what
number of people have been affected
3. Determine if request is feasible and can be supported by Crisis Response Providers
4. Contact Crisis Providers to request possible assistance via email and phone calls if
needed
22
5. After messages are relayed to Crisis Response Providers and Disaster Response Team
Members, the Disaster Response Coordinator will contact the requesting agency to
inform them of measures taken
6. Communicate the message to all employees, and other stakeholders if appropriate
IN ALL CASES, protect healthcare information. During any disaster event, steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
23
Pharmaceuticals
RESPONSE LEAD:
Burch Johnson, Chief Operations Officer
Office: 336-714-9138
Cell: 336-403-5344
SUCCESSOR:
Rose Lyles, Pharmacy Project Coordinator
Office: 336-714-9196
Cell: 336-692-6426
OVERVIEW:
CenterPoint operates two Patient Assistance programs that offer free pharmaceuticals to indigent
enrollees. The program is housed at 4045 University Parkway and functions in conjunction with
the Forsyth County pharmacy. The other site is located in Wentworth and is in the same building
as CenterPoint’s “safety net” provider in Rockingham County. There is no pharmacy at this site
but a dispensary is maintained for the medications received through the patient assistance
programs of pharmaceutical companies as well as sample medications. In the event a disaster
affects either location (as referenced above) or Patient Assistance Program operations are
impacted, it may be necessary to identify an alternate location where staff can work to continue
to conduct all Patient Assistant Program duties.
Relocating the Patient Assistance Program – Forsyth County staff can relocate to
CenterPoint's main office location at 4045 University Parkway and meet with clients there. This
location allows staff access to phones, computers, and Internet and client databases without any
interruptions. The clients can use the local bus transportation to get to the location.
In Rockingham County, the program would relocate to the site where the provider agency
relocates or to an office in the Rockingham County Government Center which is adjacent to the
current location.
Order of Restoration Plan
An Order of Restoration Plan can only be enacted under the direction and approval of the
CEO/Area Director. In the event that action is necessary and the CEO/Area Director is unable to
provide the necessary approval, the identified lead of each essential function is responsible.
Steps:
1.
2.
3.
4.
Determine if Patient Assistance Programs need to be relocated.
If programs need to be relocated, location needs to be determined.
Communicate the message to Disaster Response Team members.
Communicate the message to Essential Functions department employees to prepare to
support in any needed capacity as appropriate.
24
5. Communicate the message to all employees, and other stakeholders.
6. Secure all physical and tangible materials that need to be transported.
7. Transport Essential Function.
IN ALL CASES, protect healthcare information during any disaster event; steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
25
Utilization Management
RESPONSE LEAD:
Burch Johnson, Chief Operations Officer
Office: 336-714-9138
Cell: 336-403-5344
SUCCESSOR:
Leigh Ann Warren, Utilization Management Director
Office: 336-714-9143
Cell: 336-608-9072
OVERVIEW:
The Utilization Management Recovery Plan outlines how CenterPoint would continue to operate
all utilization management functions in the event of a temporary or long-term emergency or
disaster. The plan applies to the CenterPoint Utilization Management (UM) Department, its
employees and the infrastructure that supports it.
Conditions for Activating the Plan
 The building at 4045 University Parkway was incapacitated and UM staff needed to relocate.
 There was a major internal phone and/or internet failure and could not recover in a
reasonable amount of time.
In general, any of CenterPoint’s three locations can serve as a Command Center if the other is
damaged or destroyed by a disaster. These locations are 4045 University Parkway, 4035
University Parkway and 4025 University Parkway in Winston-Salem. If all physical locations
are destroyed by a disaster, then a designated location to be determined will serve as a Command
Center. In the event that a disaster happens during normal business hours when physical
locations are open, Emergency Operations procedures will be followed to evacuate the disaster
area and relocation of essential functions will be determined immediately. In the event that a
disaster strikes a Physical Location after normal business hours, it is the responsibility of the
CEO/Area Director, who serves as the Lead Emergency Response Team member, to travel to
disaster location to determine relocation needs and begin the Order of Restoration Plan.
Order of Restoration Plan
An Order of Restoration Plan can only be enacted under the direction and approval of the
CEO/Area Director. In the event that action is necessary and the CEO/Area Director is unable to
provide the necessary approval, the identified lead of each essential function is responsible
Steps:
1. If needed, visit disaster site.
2. Determine need to relocate.
26
3.
4.
5.
6.
7.
Communicate the message of relocation to Disaster Response Team members.
Communicate the message to UM department employees to prepare them for relocation.
Communicate the message of relocation to all employees and other stakeholders.
Secure all physical and tangible materials that need to be transported.
Transport UM department employees if needed.
RELOCATING THE UM DEPARTMENT
In the event that a disaster disables the use of the Utilization Management Department at 4045
University Parkway, it is necessary to identify an alternate location where staff can work to
continue to conduct all utilization management functions. Both Alpha MCS (MIS system) and
In-Contact (telephone system) are web based and can be securely accessed via any internet
connection. In case of disaster, two staff members currently work from home and can continue
their work from those sites. Other staff can relocate to any other operable CenterPoint location.
This will allow staff access to phones, computers and the Internet. If not all alternate, locations
are available, UM staff would access Alpha MCS and In-Contact from CenterPoint approved
equipment to conduct utilization management functions. In addition, CPHS cell phones, laptops
and MIFI cards are available for backup phone access and internet access as needed.
In the unlikely event that Internet access is unavailable, UM would utilize a cell phone and paper
process to maintain functions.
IN ALL CASES, protect healthcare information. During any disaster event, steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
27
Transportation
RESPONSE LEAD:
Dave Burchette, Facilities Manager
Office: 336-714-9189
Cell: 336-462-6295
SUCCESSOR:
Bruce Smith, Maintenance Mechanic
Office: 336-778-3668
Cell: 336-462-6227
OVERVIEW:
The Transportation Disaster Recovery Plan details the use of fleet vehicles to support
CenterPoint operations during emergencies. Additionally, the plan describes how transportation
assets are sourced to support the transportation needs of enrollees from the special needs
population during an emergency that requires evacuation.
Order of Restoration Plan
An Order of Restoration Plan can only be enacted under the direction and approval of the
CEO/Area Director. In the event that action is necessary and the CEO/Area Director is unable to
provide the necessary approval, the identified lead of each essential function is responsible.
Employee Transportation
Depending on the scale and nature of the emergency, fleet vehicles may be directly assigned to a
particular program rather than the current reservation system. Assignment will be on a priority
basis to be determined by Leadership to assure the greatest needs are served. Fleet vehicles may
be used to transport staff, records and/or equipment to relocate essential operations and to
support field operations in the community.
In the event of inclement weather, personnel assigned fleet vehicles with 4-wheel drive may be
tasked to assist in transporting mission-essential staff to and from work.
Steps:
1.
2.
3.
4.
5.
Inventory fleet vehicles for necessary safety equipment and restock as required.
Gas up fleet vehicles.
Directly assign fleet vehicles to programs as directed.
Issue gas cards as required.
Transport Essential Function.
28
Enrollee/Mass Transportation
In the event of a declared emergency evacuation order, Forsyth, Stokes, Davie and Rockingham
Counties have procedures in their respective Emergency Operations Plans to facilitate the
evacuation of special needs populations using such means as Transit Authority vehicles and
school buses. Identified transportation needs should be forwarded to the appropriate county’s
Emergency Operations Center for coordination. The contact numbers for the respective
counties’ Emergency Operations Centers can be found in the Important Contacts section of this
plan. Additional transportation efforts may be coordinated with the following:
American Red Cross (NW Chapter): 336-245-5151
Community Organizations Active in Disaster (COAD): 336-245-5151
Salvation Army: 336-722-8721
Rockingham County: 336-349-3434
Winston-Salem Transit Authority
100 W 5th Street Winston-Salem, NC 27101
Phone: 336-727-2000
Piedmont Area Regional Transportation
Located off Regional Road south of the I-40/ PTIA Airport exit
Phone: 336-883-7278 / After Hours: 336-813-2287
IN ALL CASES, protect healthcare information. During any disaster event, steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
29
Accounts Payable/Billing & Claims
RESPONSE LEAD:
Cathy Wilson, Deputy Chief Financial Officer/Acting Chief Financial Officer
Office: 336-714-9160
Cell: 336-462-6296
SUCCESSOR:
Kathy Tuttle, Director
Office: 336-714-9336
Cell: 336-829-1585
OVERVIEW:
The critical Functions that need to continue in the event of a disaster that prevents access to
Alpha MCS and the internet at CenterPoint’s 4045 University Location, for more than 3 days (72
hours) are:


AlphaMCS for Claims and Eligibility processing Great Plains to process claims
payment and pay vendors.
NCTracks for claims and eligibility Emdeon for TPL verifications.
Order of Restoration Plan
An Order of Restoration Plan can only be enacted under the direction and approval of the
CEO/Area Director. In the event that action is necessary and the CEO/Area Director is unable to
provide the necessary approval, the identified lead of each essential function is responsible.
Steps:
1. Chief Financial Officer will contact the designated disaster recovery billing staff to
authorize disaster response.
2. The Billing staff will have internet capability, which will allow access to the network
backup servers and web based applications at designated off-site location to process
critical functions.
3. The offsite computer will have installed a file transfer program with authorized
mailboxes for NCTracks, which will allow CenterPoint to submit 837 billings and 834
eligibility files. All procedures for critical functions are secured on the J drive of the
network server and a backup hardcopy will be stored off-site.
4. All user passwords necessary for the critical functions will be stored off-site.
5. The Billing Department will be able to access the internet to handle process claims and
eligibility critical functions. The most frequently visited websites are:
 https://login.alphamcs.com/alphamcs/AlphaMCS.aspx
 https://www.nctracks.nc.gov/content/public?version=portal-jwap-trunk-1006515243-production&why=Root
 https://office.com.emdeon.com/secure/scripts/inq.dll?
30
6. The disaster response staff will assure that all critical processes are continued at the offsite location until CenterPoint’s business is restored.
IN ALL CASES, protect healthcare information. During any disaster event, steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
31
CenterPoint Employee Payroll
RESPONSE LEAD:
Cathy Wilson, Deputy Chief Financial Officer/Acting Chief Financial Officer
Office: 336-714-9160
Cell: 336-462-6296
SUCCESSOR:
Accounting Manager
Office: 336-714-9333
Cell: 336-714-9332
OVERVIEW:
In the event that a disaster disables the use of CenterPoint’s 4045 University Location, it is
necessary to provide access to Great Plains from off-site to appropriate payroll staff. Access to
Great Plains is critical to processing a new payroll adhering to the bi-weekly schedule. The
disaster may call for repeating the prior payroll until documentation can be received to update
leave and deduction records.
Order of Restoration Plan
An Order of Restoration Plan can only be enacted under the direction and approval of the
CEO/Area Director. In the event that action is necessary and the CEO/Area Director is unable to
provide the necessary approval, the identified lead of each essential function is responsible.
Steps:
1. Chief Financial Officer will contact the appropriate payroll staff to authorize disaster
response.
2. If necessary, emergency transportation will be used to transport payroll staff.
3. Payroll staff will be required to import new data from Greenshades to process payroll
through Great Plains.
4. The new data will be uploaded to Wells Fargo using the online connection for direct
deposit, as usual. This can be done from any PC.
5. If new data is not available, the previous payroll will be used.
6. Using a previous payroll will require changing the dates through Note Pad and resaving
the document with a current date or the Wells Fargo connection will reject the file.
7. If prior data is used, a manual update will be required to remove any former employees
paid out on last payroll.
8. Upon resolution of the disaster, the appropriate payroll staff will need to reconcile the
amount paid to employees with their timesheets to assure accurate W2 information.
9. Direct deposit detail will be furnished to employees as soon as possible after disaster
recovery is complete.
10. Employees will be required to notify Payroll promptly if there are adjustments that need
to be made.
32
11. Adjustments to employee compensation will need to be made on the next payroll based
on submitted timesheets or Status Reports from HR.
12. No manual checks will be issued for amounts under $100.00.
IN ALL CASES, protect healthcare information. During any disaster event, steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
33
Emergency Cash
RESPONSE LEAD:
Cathy Wilson, Deputy Chief Financial Officer/Acting Chief Financial Officer
Office: 336-714-9160
Cell: 336-462-6296
SUCCESSOR:
Chad Swicegood, Accountant II – Cash Management
Office: 336-714-9326
Cell: 336-239-0390
OVERVIEW:
In the event that a disaster disables the use of CenterPoint’s 4045 University Location, it is
necessary that authorized staff have internet or phone service in order to process transactions to
cover agency cash obligations.
Only designated staff is privy to account number and password knowledge. As a precaution,
CenterPoint banking account numbers and passwords are not printed in this plan, as only
designated staff is allowed to access banking information.
Order of Restoration Plan
An Order of Restoration Plan can only be enacted under the direction and approval of the
CEO/Area Director. In the event that action is necessary and the CEO/Area Director is unable to
provide the necessary approval, the identified lead of each essential function is responsible.
Steps:
1. Chief Financial Officer will contact cash management staff to authorize response.
2. Cash management staff will coordinate with payroll staff and payables staff in order to
make sure money is available to cover obligations.
3. Except for severe disruptions to electricity and/or telecommunications, authorized staff
will use Internet from remote location in order to transfer money, make emergency ACH
payments, etc.
4. In cases of severe disruptions to electricity within the area, authorized staff will use a cell
or land line telephone that requires no power in order to initiate transfers, etc.
5. In the worst-case scenario, if catastrophic damage occurs to telecommunications
infrastructure within the area, authorized staff will seek closest opened branch, etc.
6. Cash management staff will keep records of all transactions and record when Great Plains
is available.
IN ALL CASES, protect healthcare information. During any disaster event, steps must be
taken to secure and protect enrollees’ information in compliance with all HIPAA laws.
Maintaining security of protected health information (PHI) during an on-location disaster can be
34
challenging if computers and other filing objects are disturbed or destroyed. However, securing
the area where the protected information is located is possible. If a disaster event takes place
requiring that PHI be transported to a triage or crisis provider location, anyone transporting the
information should abide by all HIPAA laws related to PHI transport, exceptions being the
American Red Cross (ARC) they are not bound by HIPAA Laws.
35
All Hazards Response Plan
Appendices
Appendix 1 Disaster Information (What outside agencies utilize)
Appendix 2 LME Procedure on Succession Planning
Appendix 3 FEMA Budget Guidelines
Appendix 4 Disaster Response Volunteer Assurance of Confidentiality Agreement
pg. 37
pg. 38
pg. 41
pg. 50
36
Appendix 1
Disaster Information
Public Mental Health, Developmental Disabilities
& Substance Abuse Services in Disaster Response
(Forsyth, Stokes, Davie & Rockingham Counties)
FOLLOW THESE STEPS:

Call CenterPoint Disaster Response Coordinator Leona Williams at 336-403-4434 to relay
disaster response information. It will then be determined how to offer support through
CenterPoint's Customer Services line and/or Mobile Crisis and Crisis Provider Services.

Notify all disaster response personnel to refer persons in need to CenterPoint's Customer
Services number: 1-888-581-9988. When calling the toll-free number, a professional will
evaluate the urgency of need and offer an appointment in accordance with the following
schedule: Routine (care needed within 14 days), Urgent (care needed within 48 hours) or
Emergent (care needed within two hours). If Customer Services personnel determine a
mobile crisis response unit is needed to support onsite efforts, a team will be dispatched to
the disaster location. Customer Services personnel can also determine if the person in need is
already in the public service system and has a clinical home service provider who serves as a
"First Responder."
NOTE: Crisis Provider Services may be utilized in certain circumstances to provide crisis
response on site and to offer ongoing services. CenterPoint's Disaster Response Coordinator will
communicate needs to these providers for response.
37
Appendix 2
Procedure on Succession Planning
38
Position
(Current
Credential)
CEO
(JD)
Chief
Administrative
Officer
(LCSW)
Skills Required
Understanding financial, operational, political, state and federal
funding, strategic planning, governance support, marketing and
development, information systems, policies & directives
G.S. §122-C-121 (minimum), extensive supervisory experience
Community operations, provider network, resource development,
consumer affairs, complaints, appeals, strategic planning, human rights,
data analysis/reporting, needs assessment, Human Resources
Masters Human Services or related field, extensive supervisory
experience
Chief Finance
Officer/Contracts
(CPA)
Chief Clinical
Officer/Medical
Director
(Board certified
psychiatrist &
Board of
Addiction
Medicine)
Financial operations including software, office operations, business
functions, funder regulations, compliance, contracts and facilities
C.P.A., extensive supervisory experience
Clinical oversight for all operations
Board Certified, extensive supervisory experience
Interim Plan
Chief
Administrative
Officer
Network
Management
Director
&
Community
Operations
Director
Deputy Chief
Financial
Officer
Chief
Operations
Officer
&
Chief Operations Administrative and clinical leadership for consumer care in the areas of
customer services, care coordination, utilization management,
Officer
(LPC NCC)
pharmaceuticals, laboratory services, quality management and
accreditation
Psychiatrist
(contracted)
for
consultation
Utilization
Management
Director
&
Master’s degree with coursework in human services or related field,
licensure, and considerable experience in provision of clinical services
to consumers in the adult, adolescent and child MH/DD/SA disability
areas
Care
Coordination
Director
39
Chief
Information
Officer
(RN, MBA)
Vision and leadership for developing and implementing information
technology initiatives in support of business operations in order to
improve cost effectiveness, service quality and business development
Prefer Master degree and at least 3 years’ experience in service field or
Bachelor’s degree, preferably in a technology with experience in health
services field and a minimum of five years successful executive/ level
experience in a technical arena for an organization of similar size and
scope
The Succession Plan is reviewed each May and revised as needed.
Business
Process
Manager
&
Business
Operations
Manager
40
Appendix 3
FEMA Budget Guidelines
Allowable and non-allowable costs for CCP grant funds: (Excerpt from Fiscal Guidelines for
the Crisis Counseling Assistance and Training Program, Substance Abuse and Mental Health
Administration, Center for Mental Health Services, January 2001). The following categories
will detail appropriate, allowable and reasonable costs, as well as describe inappropriate and
typical in-kind contributions. DHHS/FEMA is not required to approve all allowable costs and
has the discretion to elect not to fund any allowable cost items if it is determined they are not
appropriate, reasonable or beyond State resources. (See Summary Table outlining fundable and
non-fundable expenses).
Personnel/salary and wages: salary and wages are based on current levels paid by State and
local providers for similar skill levels. The number of personnel or full time equivalents (FTEs),
percentage of time dedicated to the project and hourly or monthly rate for each staff category
(e.g., Program Coordinator, Team Leader, Crisis Counselor/Outreach Worker, Administrative
Assistant) should be detailed. Salary, wages and fringe benefits are generally the largest portion
of the budget.
Appropriate expenses: include crisis counselors/outreach workers to provide direct services to
disaster-impacted residents; managers or supervisors of crisis counseling staff at State and local
levels; and administrative and fiscal support staff. Staffing should be proportional to the size of
the disaster and be internally consistent when there are multiple local providers.
Inappropriate expenses: include mental health professionals providing long-term, more formal
mental health or substance abuse treatment services such as diagnostic testing and therapy; and
reimbursement for uncollected revenue. For example, if mental health workers respond to a
disaster resulting in fewer Medicaid billings, the State should not expect to be reimbursed for lost
Medicaid billings from crisis counseling funds. Costs to support mutual aid and overtime rates
will be reviewed on a case-by-case basis.
In-kind contributions: include salary and wages of existing State and local staff such as the
State disaster mental health coordinator and local area provider agency managers who dedicate a
percentage of time to the crisis-counseling program in addition to their existing duties.
Fringe benefits: Established State and local personnel policies and fringe benefits rates should
be followed. Temporary and part-time employees may or may not be eligible for all or some
fringe benefits.
Appropriate expenses: include the existing fringe benefit policies, which are the usual and
customary costs for personnel at the State and local level.
41
Inappropriate expenses: include costs beyond the usual and customary for personnel at the
State or local level.
Consultants: Consultants are used to provide technical assistance and consultation to State and
local project staff on program development and/or management of a project. CMHS Project
Officers will identify experienced disaster mental health personnel from other experienced State
and local departments of mental health that have implemented Crisis Counseling Projects for
previous disasters.
Appropriate expenses: include reimbursement for travel and regular salary expenses incurred
by the State or local representative. For contracted consultants, the maximum reimbursement
rate is $750 per day, which includes preparation time, travel time and materials. Reimbursable
travel expenses include airfare, hotel and per diem.
In-kind contributions: include costs and time associated with the use of State and local inhouse consultants.
Travel/transportation: program staff is expected to provide outreach services to communities
affected by a disaster and may use personal vehicles.
Appropriate expenses: include mileage based on State or local standard rates for staff to
conduct outreach to survivors' homes, to meet with community groups or agency personnel, or to
conduct or receive training. When personnel must travel beyond their home area, expenses for
transportation, lodging, and meals may be appropriate. Costs for program sanctioned training
events beyond the home area would be typical examples. Usual and customary State and local
travel policy should be followed.
Inappropriate expenses: include travel/transportation costs for disaster survivors and out-ofstate travel for staff. The use of State or local agency vehicles is encouraged and the standard
motor-pool cost may be covered or considered an in-kind contribution. Rental or leasing of
vehicles is permitted only in unusual circumstances where it can be demonstrated that the use of
personal vehicles is not a reasonable option. Unusual circumstances include those in which the
disaster occurred throughout a very large geographic area or in remote areas.
Training: the March 19, 1995 FEMA training policy memorandum must be followed.
Appropriate expenses: include those described in the FEMA training policy memorandum and
training materials.
Inappropriate expenses: include those that do not comply with the training policy
memorandum. Also included: food and beverages, preparedness training, attending conferences
or workshops not directly related to the project, out-of-State training and other training primarily
designed to prepare staff for future disasters. Training for Critical Incident Stress Debriefing
(CISD), an intervention offered to emergency responders soon after a traumatic incident, is
considered preparedness training and is an inappropriate expenditure for this program.
42
In-kind contributions: include costs and time associated with the use of State and local inhouse trainers. CMHS has training resources available to assist State and local providers.
Evaluation: program evaluation is optional for States. CMHS is currently developing guidelines
on program evaluation for States. Costs related to the data collection/evaluation component
include collecting, collating and reporting data for required project reports. These costs can
include on-going data collection, surveys, outcome assessment, etc. Research is prohibited under
the CCP.
Supplies: supplies may include any item with a per item cost of less than $5,000. General
supplies should be described but do not need to be itemized. Computers, cell phones and pagers
must be itemized and include number needed and cost per unit.
Appropriate expenses: include copy and fax paper, printer cartridges, basic office supplies,
copy or reproduction costs for outreach materials, cellular phones and pagers. Cellular phones
and pagers can help to assure the safety of staff traveling to remote or dangerous areas.
Computers and fax and copier machines may be appropriate, but verification should be made that
the equipment is not available through in-kind contributions, State or local inventories or through
donations. If a State has had a previous crisis counseling grant program in which items of
equipment were purchased, that equipment should be used. Requests for computers require a
strong justification related to the need, number, cost and type (i.e. laptops or desktops).
Inappropriate expenses: include food and beverages, medications, stuffed animals, toys,
disaster kits, materials or playground items for recreational programs, video cameras, video
recording equipment, and other types of video production equipment and materials.
In-kind contributions: typically include furniture, computers, and fax and copier machines.
Rental office space: office space may be funded if it is demonstrated in-kind or donated space is
not available. Outreach to disaster survivors is a major goal of the program and staff is expected
to spend minimal time in an office setting.
Appropriate expenses: include a minimal amount of office space for the management and
administration functions of the program when donated space is not available.
Inappropriate expenses: include facility renovation, repair or construction.
Telephone and utilities: these costs should be estimated.
Medial/public information: the development and dissemination of brochures, flyers, posters
and information about the program is encouraged. In addition, CMHS has videotapes and
publications on a variety of topics to assist State and local crisis counseling programs.
43
Appropriate expenses: include advertisements to recruit staff, publicize services available to
disaster survivors, or educate the public concerning typical reactions to the disaster; pamphlets,
flyers, newspapers, publications, booths exhibits/displays and duplication of CMHS/FEMA
disaster mental health videotapes and materials, if the State requires more copies than CMHS can
provide. Television and radio broadcasts are appropriate but attempts should be made to obtain
donated space and airtime for print ads and broadcasts.
Funds for video development may be included if the following three criteria are met:
 There is no similar resource. No comparable resource is available from another crisis
counseling program, any Federal agency, State agency, or the commercial market.
 The State has provided a comprehensive description of the objectives, format of the
videotape, and has demonstrated the disaster mental health knowledge and experience
necessary to develop a quality product.
 The video tape can be completed early enough in the program period to allow it to be
used as an educational and training tool during the nine-month grant. Preparedness
activities will not be funded.
 Inappropriate expenses include expensive print ads or broadcast and video development
costs that fail to meet the above criteria.
Postage: Postage for mailings may be funded.
Indirect costs: As a supplemental program, FEMA does not fund a line item category for
indirect costs. All charges must be direct. Indirect costs (blanket percentage charges) and
administrative overhead costs to manage and monitor the program are not allowed. Costs that
are typically included in indirect cost rates may be submitted for consideration as direct costs.
Miscellaneous/other: Funds may not be requested as "miscellaneous." All costs must be
itemized.
Summary Table on Fundable and Non-Fundable Expenses
Budget category
Appropriate expenses
Non-fundable expenses
Personnel
List total personnel costs and
also break this figure into
number of FTEs, number of
hours and hourly rate for each
staff category (i.e., Team
Leader, outreach worker)
Crisis counselors/outreach
workers to provide services
directly to disaster- impacted
residents; managers or
supervisors of crisis counseling
staff at state and local levels,
secretarial and administrative
support staff, program and
fiscal monitoring staff, etc.
Staffing should be proportional
to the size of the disaster, i.e.
appropriate administrative vs.
service delivery ratio.
1. Mental health
professionals providing
longer-term, more formal
mental health services such
as diagnosis and therapy.
Longer-term, more formal
mental health services to
existing or new clients,
substance abuse treatment
and advocacy are not
supported in the crisis
counseling programs.
Critical Incident Stress
44
Debriefing (CISD) services
are not appropriate more
than 48 hours following an
incident. In the past, CISD
services have been funded
for human-caused
Immediate Services
programs as in the
Oklahoma Bombing.
2. Reimbursement for
uncollected revenue. For
example, if mental health
workers respond to the
disaster, resulting in fewer
Medicaid billings, the State
will not be reimbursed for
the lost Medicaid billings.
Fringe Benefits
Apply the existing state and
local fringe benefit costs, which
are the usual and customary
costs for personnel.
Fringe benefit costs above
the usual and customary
for the state and local level
personnel.
Travel
It is allowable to charge
mileage for crisis counselors to
travel to deliver services in
survivors’ homes, to meet with
community groups or agency
personnel and/or to conduct or
receive training. Often state
cars are used and the standard
motor-pool cost is covered by
the grant or the agency may use
the motor pool as an in-kind
contribution. If a motor pool is
not available, leasing of
vehicles may be funded.
Out of state travel of any
kind is not allowed. The
only exception is to bring a
trainer/consultant to the
disaster-impacted state for
training or consultation.
Leasing of vehicles will be
carefully scrutinized.
Providing transportation
for survivors is not
allowable.
Program Consultants
Consultants are used to provide
technical assistance and
consultation to State and local
project staff on program
development and/or
management of a project.
CMHS Project Officers will
45
identify experienced disaster
mental health personnel from
experienced State and local
departments of mental health
that have implemented Crisis
Counseling programs for other
disasters. FEMA will
reimburse regular salary and
travel expenses incurred by the
State or local representative.
For contracted consultants, the
maximum reimbursement rate is
$750 per day, which includes
preparation time, material and
travel time. Travel costs for
consultants are also
reimbursable.
Training
If FEMA has funded an ISP in
the State within the past three
years, then qualified trainers
may be available within the
State. Otherwise,
FEMA/CMHS prefer for
grantees to use experienced
disaster mental health personnel
from experienced States. The
intent is for the declared State to
develop their own resources
with assistance from
experienced State
representatives. CMHS will
suggest experienced State
personnel to serve as trainers.
If the State does not have
in-State disaster mental
health trainers and after
consultation with CMHS
cannot identify or access
resources from other
States, then FEMA will
consider funding a
contractor. FEMA will
reimburse a grantee for
airfare, mileage, hotel and
per diem to bring a trainer
to the State. In addition,
the maximum amount that
FEMA will reimburse for a
trainer is $750 per day,
which includes
preparation, materials,
travel time and all other
expenses. For example, if
the State has two-day
training then the consultant
will receive $750 per day
for the two-day training in
addition to airfare, mileage
hotel and per diem. If the
consultant charges more
46
than the $750 per day, then
the State must pay any
costs that exceed that
amount. States are advised
not to misrepresent
consultant costs so that
Federal funds are used to
cover fees in excess of
$750/day. Such
misrepresentation
constitutes fraud. CISD
training will not be funded.
Disaster preparedness
training will not be funded.
Evaluation
Process evaluation is
encouraged.
Research will NOT be
funded.
Office Supplies
Copier and fax paper, printer
cartridges and basic office
supplies are appropriate
expenses. General supplies
must be described but do not
need to be itemized. Requests
for furniture, computers,
cellular phones, pagers, fax
machines or photocopiers must
be itemized and include a
written justification.
If the disaster is of a magnitude
and duration that a Regular
Services Grant seems likely,
investigate whether it is more
cost effective to lease or buy
supplies such as office furniture,
computers, mobile phones,
pagers, fax machines, and
photocopiers. Determine what
items may be offered by the
agency for use in-kind and
whether some items may be
available from State warehouses
or donated by a corporation
Food and beverages,
medications, toys, stuffed
animals, disaster kits,
materials or playground
items for recreational
programs.
Video cameras, video
recording equipment,
televisions and other types
of video
production/equipment
materials are not
allowable.
However, duplication of
CMHS/FEMA disaster
mental health training
videotapes is allowed. In
addition, video production
may be permitted. See
Media Costs/Public
Information.
47
with local interests.
Telephone and Utilities
Justification should include
estimated costs.
Rental Office Space
Office space may be funded if
demonstrated that in-kind
resources or donated space is
not available.
Outreach to disaster survivors is
a major goal of the program and
staff is expected to spend a
small portion of their time in an
office setting.
Facility renovation, repair,
or construction.
Media Costs/Public Information
Programs may need to advertise
to recruit crisis counselors,
publicize services available to
disaster survivors/survivors or
educate the public about how to
deal with typical reactions to
the disaster through pamphlets,
flyers and handouts. States
should work with the FEMA
and SEMA Public Information
offices to coordinate
announcements and public
information materials as
appropriate. CMHS/FEMA has
existing videotapes and
publications on a variety of
topics to assist local crisis
counseling programs. These are
available free of charge from
CMHS Clearinghouse 1-800789-2647. For print ads and
broadcast time, FEMA advises
that programs seek donations as
a public service for space and
airtime announcements. If this
is not possible, list these media
costs as a budget item and
provide ample justification in
the narrative.
Duplication of
CMHS/FEMA disaster
mental health training
videotapes may be
allowed. States can obtain
from the CMHS Project
Officer training tapes
dealing with special
populations. If the State
requires more copies than
CMHS can immediately
provide, then the State may
recoup the cost of
duplicating the additional
quantity of tapes required.
Video development may
be funded if the following
three criteria are met:
1. There is no similar
resource. No comparable
tape is available from
another crisis counseling
program, any Federal
agency, State agency or the
commercial market.
2. The State has provided a
comprehensive description
of the objectives and
format of the videotape
and has demonstrated the
48
disaster mental health
knowledge, experience and
access to develop a quality
product.
3. The videotape can be
completed early enough
within the funding
program period to be used
as an educational and
training tool during the
nine-month grant.
Preparedness activities will
not be funded.
Indirect Costs
Indirect cost is commonly an inkind contribution to the
program.
As a supplemental
program, FEMA does not
fund a line item category
for indirect costs. All
charges must be direct.
Indirect and administrative
costs to manage and
monitor the program are
not allowed.
Other
Costs may be identified that are
unique to the disaster and area
affected but first assures that
these costs do not fall into one
of the other categories. If not,
provide detailed information to
justify the needs for these
items/services.
Funds may not be requested as
"miscellaneous." All costs must
be itemized.
Facility renovation, repair
or construction; client
transportation, child care,
therapy, diagnostic testing,
food and beverage, video
tape and recording
equipment, longer term,
more formal mental health
services to existing or new
clients, medications,
substance abuse treatment,
and advocacy, financial
assistance for disaster
survivors and disaster
preparedness are not
fundable.
49
Appendix 4
Disaster Response Volunteer
Assurance of Confidentiality Agreement
Contact with Individually Identifiable Health Information (IIHI) of individuals is likely in any
association with CenterPoint Human Services (CenterPoint). As such, State & Federal
Confidentiality Laws and HIPAA Privacy and Security Directives necessitate that any individual,
which includes employees (full time, part time or temporary), designated representatives,
committee members, volunteers, auditors, consultants, etc. must read and indicate by signature
their agreement to comply with this Overview of State, Federal, CenterPoint Confidentiality and
HIPAA Directives. The intended purpose of this overview is to insure both the legal and ethical
protection and privacy of clients and client IIHI by all CenterPoint employees (full time, part
time or temporary), designated representatives, committee members, volunteers, auditors,
consultants, etc.
1. State Confidentiality Rules for Mental Health/Developmental Disabilities and Substance
Abuse Services (APSM 45-1), CenterPoint Confidentiality Policies & Procedures and HIPAA
Privacy & Security Directives are lengthy. This legally binding document provides a general
overview of the material listed. All person(s) who are permitted access to clients or client’s IIHI
in any form are responsible for protecting both legally and ethically the privacy and security of
client IIHI. Access includes but is not limited to reviewing hardcopy and/or electronic client
IIHI.
Please read this general overview attentively. The contents of this overview and all supporting
State Confidentiality Rules for Mental Health/Developmental Disabilities and Substance Abuse
Services (APSM 45-1), CenterPoint Confidentiality Policies & Procedures and HIPAA Privacy
& Security Directives applies to any information regarding the health, mental health, or
substance abuse problems of CenterPoint consumers that may be communicated to Correctional
Institution. Note: Violations of any of these rules and directives could result in legal proceedings
up to and including misdemeanor charges punishable by a fine of $100 to $50,000 or more per
violation, up to $1.5 million.
2. “Individually Identifiable Health Information” or “IIHI” (sometimes also referred to as
“Protected Health Information” or “PHI”) includes all information pertaining to a client, in
verbal, electronic, or hardcopy form. CenterPoint employees, designated representatives,
contractors, parties to Memorandums of Agreement, volunteers, auditors, consultants, etc. are
responsible for protecting both legally and ethically, the privacy and security of client IIHI.
IIHI is not limited to, client service hardcopy records, verbal information, electronic IIHI, faxes,
emails, internet information etc. No CenterPoint employees, designated representatives,
volunteers, auditors, consultants, etc. shall transmit any IIHI through unsecured external email or
the internet.
50
IIHI under HIPAA includes any individually identifiable health information. Identifiable refers
not only to data that is explicitly linked to a particular individual (identified information, it also
includes health information with data items which reasonably could be expected to allow
individual identification. Individually identifiable health information is information that is a
subset of health information, including demographic information collected from an individual,
and:
(1) Is created or received by a health care provider, health plan, employer, or health care
clearinghouse; and
(2) Relates to the past, present, or future physical or mental health or condition of an individual;
the provision of health care to an individual; or the past, present, or future payment for the
provision of health care to an individual; and
(i) That identifies the individual; or
(ii) With respect to which there is a reasonable basis to believe the information can be used to
identify the individual.
3. No CenterPoint employee, designated representatives, volunteers, auditors, consultants etc.,
shall access client IIHI in any form unless there is a specific legally justifiable need to know in
order to carry out Treatment, Payment or Health Care Operations (TPO). No CenterPoint
employee (full time, part time or temporary), designated representatives, volunteers, auditors,
consultants etc. shall disclose any client IIHI without appropriate and legal authorization(s) in
accordance with (CenterPoint Confidentiality Policies and Procedures), (General Statutes 122 C
– 52 through 57), (APSM 45-1), (42 CFR and 34CFR, part 300).
Note: For licensed clinicians, it is a violation of licensure requirements and/or ethical
responsibilities to access and/or disclose IIHI for any client that is a family member, friend, or
acquaintance of the clinician. The Clinical staff should contact their supervisor immediately to
handle the case. All other CenterPoint Human Services employees (full time, part time, or
temporary). All CenterPoint employees (full time, part time or temporary), designated
representatives, volunteers, auditors, consultants etc., regardless of position or purpose are bound
both legally and ethically, to protect the privacy and security of IIHI.
4. IIHI shall not be released or disclosed in any form by anyone other than the person(s)
designated by CenterPoint as “Designated Staff”” or “Responsible Professional”. The designated
release staff should process all IIHI requests and disclosures in order to ensure IIHI disclosure is
done in accordance with all State & Federal Confidentiality General Statutes, (referenced in
paragraph 3), HIPAA Privacy and Security Directives, and CenterPoint Confidentiality Policies
and Procedures.
Note: Verbal or written acknowledgement of the fact that a person is a client without appropriate
authorization is considered an inappropriate disclosure.
51
5. The “Designated Staff” or “Responsible Professional” responsible for processing receipt of
IIHI from CenterPoint must take all necessary steps to ensure that all requests, consents, court
orders, subpoenas or authorizations are valid and complete before any disclosure of client IIHI is
made.
6. Employees governed by the State Personnel Act (N.C.G.S. Chapter 126) must adhere to all
State Confidentiality Rules for Mental Health/Developmental Disabilities and Substance Abuse
Services (APSM 45-1), CenterPoint Confidentiality Policies & Procedures and HIPAA Privacy
& Security Directives. Failure to comply may result in disciplinary action up to suspension
and/or dismissal and/or a fine of $100 to $50,000 or more per violation, up to $1.5 million.
7. Client IIHI records, hardcopy or electronic are the property of CenterPoint. All employees
(full time, part time or temporary), designated representatives, volunteers, auditors, consultants
etc. shall, both ethically and legally, protect the privacy and security of client IIHI from improper
access and/or illegal dissemination. Original client IIHI records may be removed from
CenterPoint only by a valid and complete Court Order or Subpoena to produce the client record.
Such removal must be authorized by the CEO or their designated employee.
8. All CenterPoint employees (full time, part time or temporary), designated representatives,
volunteers, auditors, consultants, etc., granted IIHI access shall indicate their understanding and
agreement to comply with all Federal & State Confidentiality Rules and Directives, CenterPoint
Confidentiality Policies and Procedures and all HIPAA Privacy and Security rules and guidelines
by signing this Statement of Compliance and Assurance of Confidentiality.
52
The CenterPoint Human Resources Department shall maintain this document.
CenterPoint Human Services Assurance of Confidentiality/ Compliance Statement
I have read and clearly understand all contents of this Overview of Confidentiality and HIPAA
Directives which are intended to insure both the legal and ethical protection and privacy of
clients and client Individually Identifiable Health Information (IIHI).
I understand that in accordance with G.S. 122C-52-(e) and CenterPoint Human Services
Confidentiality Policies and Procedures any CenterPoint Human Services employees (full time,
part time or temporary), designated representatives, committee members, volunteers, auditors,
consultants, etc. who unethically or illegally accesses, uses and/or discloses Client IIHI may be
punished by fine or imprisonment. Failure to comply with all State & Federal Confidentiality
Directives, HIPAA Privacy and Security Rules and/or CenterPoint Human Services Policies and
Procedures may result in disciplinary action up to suspension and/or dismissal and/or up to ten
years imprisonment and up to $ 1.5 million in monetary penalties.
I affirm that I will notify my supervisor immediately should I become aware that any
individually identifiable health information (IIHI) for any personal family member(s) that has
presented in my functional area.
My signature indicates that I clearly understand both the legal and ethical liability regarding
inappropriate and/or unauthorized access, use or disclosure of client IIHI and that I hereby agree
to legally and ethically protect, preserve and secure the nature and privacy of all Client IIHI to
which I have access.
_____________________________________ ______________
Signature Date
_____________________________________
Name (Print)
_____________________________________
Position
______________________________________
Department Number
(Rev. 06/23/15)
53