Emergency Management Plan

BORINQUEN MEDICAL CENTERS recognizes the need to be fully integrated into our community’s Emergency Management Planning networks. Borinquen has both the experience and capacity to be an effective participant in a emergency management planning campaign and can play an important role in assisting local providers throughout Miami-Dade County in delivering critical emergency management services.

The Bureau of Primary Care has encouraged Community Health Centers to expand their awareness of their local emergency management planning, and to give serious consideration to becoming directly involved and to develop a strategy formulated to address these situations, in order to respond effectivelyto emergent community needs and continue to provide quality primary healthcare to our patients.

It is the policy of Borinquen Medical Centers to formulate an Emergency Management Plan describing Borinquen’s participation in local, county, state and federal agencies.


  • Participation with Miami-Dade Fire, Urban, Search and Rescue and the Florida Task Force 1 (FLT-1) on Emergency Management Planning to define the role that Community Health Centers will play in cases of emergencies/disasters.
  • Collaboration and securing an Articulation Agreement between BHCC and JACKSON HEALTH SYSTEMS/PUBLIC HEALTH TRUST detailing medical and nursing staff to JHS in case of a disaster/emergency.
  • Formulating and defining the role that our two (2) medical mobile coaches will play in disaster/emergency management planning.
  • Following the strategic components for EPP Development as defined by the Bureau of Primary Health Care.




IEmergency Management Plan Foundational Considerations Planning

  • Multidisciplinary disaster/emergency planning committee
  • Collaborative relationship and linkages:
    • City of Miami/Miami-Dade County Emergency Management Agencies
    • Miami-Dade County Health Department
    • Center for Disease Control
    • Federal Bureau of Investigation


  • Triage of patients, stratification regarding clinical symptoms
  • Evaluate and track microbiology results, according to organism
  • Notify infection control (24/7)
  • Designation of Isolation and/or Protective Environment Rooms

IIIIdentification of Authorized Personnel

  • Appointment of Designated Coordinator (24/7)
  • Appointment of Designated Medical Commander (24/7)
  • Identification of Key Position Holders
  • Notification to alert personnel potential disaster situation
  • Lines of authority, role responsibilities and succession

IVActivation Plan

  • Circumstances under which plan is to be activated
  • Authority to activate/deactivate plan, including nights, weekends and holidays.
  • States of Activation:
    • Alert
    • Stand By
    • Call Out
    • Stand Down

VAlerting System

  • Activation, including normal, off hours, weekends, and holidays.
  • Specification of notification.
  • Chain of command of notification, internal and external personnel.
  • Responsibility of recalling staff’s return to work.
  • Ready mobile motor coach for emergency duties on site and throughout Borinquen’s multiple sites.


  • Internal Disaster Emergencies.
  • External Disaster Emergencies.
  • Evaluation of current supply and equipment on hand.
  • Services in a timely and 24 hour manner by Departments.
  • Water supply decontamination.
  • Ventilation systems.
  • Alternate communications, i.e., walkie-talkies, cell/smart phones, laptops, iPads, smart tablets, etc.
  • Hierarchy outside law enforcement assistance required.

VIIHospital Disaster Control

  • Emergency/Disaster Control Command Center locations.
  • Alternate location for referral of BMC patients requiring secondary and tertiary care.


  • Lock down to prevent entry and exit to certain areas of the health center.
  • Testing of same.
  • Access and egress to building without lock down.
  • Control vehicular traffic and pedestrians.
  • Escort of responding emergency service personnel.

IXCommunications Systems

  • Provisions overloaded and rendered unserviceable during disasters. (Telephone, facsimile, cell/smart phones, texting, and walkie talkies)
  • Messenger system.
  • Runner and delivery personnel.
  • Control vehicular traffic and pedestrians.
  • Evaluation plan.

XExternal Traffic Flow and Control

  • Vehicular and people entrance to and exit from Borinquen.
  • Police support to maintain order in vicinity of facility.


  • Anticipated increases in visitors and curious onlookers during an emergency/disaster.
  • Waiting areas for visitors and family members.


  • Designated media area.
  • Internal spokesperson as media contact.
  • Communications internal and external spokespersons.
  • Requests for information from media.

XIIIReception of Casualties and Victims

  • Receipt of Multiple casualties.
  • Identified.
  • Triaged.
  • Registered-Treated in designated treatment areas.
  • Referred to area hospitals.
  • Transported as needed.
  • Portable auxiliary power for illuminations and other electrical equipment.
  • Electronic Health Records organized to handle influx of casualties.

XIVCut Off from Communication or Resources Due to Disaster

  • Auxiliary power.
  • Rationing of food and water.
  • Waste and garbage disposal.
  • Rest and rotation of staff.
  • Rationing of medication and supplies.
  • Staff and patient morale.

XVEquipment and Supplies

  • Wheelchairs, crutches.
  • Masks, gloves, eye protection, gowns.
  • Hand washing and sanitizing supplies.
  • Alcohol, Hydrogen Peroxide.
  • Bandages.
  • Disposal suture kits.


  • Stock levels of oral Ciprofloxacin.
  • Doxycycyline, oral.
  • Bronchial dilators.
  • Pharmaceutical warehouses within local area.
  • Bandages.
  • Safe storage of immunizations.


  • Phlebotomists on staff.
  • Sufficient laboratory supplies on hand to handle extra patient load.

XVIIIPost Disaster Recovery

  • Designated recovery person.
  • Provisions for: Documentation, Financial matters, Inventory and re supply, Record preservation, Clean up, Hazard removal and clean up, Salvage, Garbage and waste disposal, Utility and equipment servicing, Physical plant restoration renovation.
  • Critical incident stress debriefing.
  • Employee Assistant Program.
  • Group/individual counseling services.
  • Family Support Program.

XIXEducation and Training

  • Mandatory emergency/disaster training program.
  • Participation with Miami-Dade Fire, Urban, Search and Rescue and the Florida Task Force 1 (FLT-1).
  • Articulation agreement with JHS/PHT detailing medical and nursing staff for volunteers and relief.

XXKey Internal Personnel

  • CEO, Chief Medical Officer, Chief Administrative Officer, CFO, Chief Special Programs Officer, and Director of IT.

XXIKey External Personnel and Agencies

  • Local, County, State and Federal Emergency Management Agencies.
  • Homeland Security.
  • Miami-Dade Department of Health.
  • Local, County, State Law Enforcement Agencies.
  • FBI field office.
  • Metropolitan Medical Response/Systems Coordinator (MMRS).
  • National Disaster Medical System (NDMS) contact.
  • CDC Emergency Management Planning Department.
  • CDC hospital infection program (healthcare quality).
  • Other local area hospitals (i.e., North Shore Medical Center, Mt. Sinai Medical Center, and Larkin Community Hospital).