© 2021 The Joint Commission
A complimentary publication of The Joint Commission Issue 34, Date of issue
New and Revised Standards in Emergency Management
Effective July 1, 2022, new and revised Emergency Management standards will apply to all Joint Commission–
accredited hospitals and critical access hospitals. The Joint Commission began conducting a critical analysis of its
“Emergency Management” (EM) chapter in 2019. During the height of the COVID-19 pandemic, The Joint
Commission received numerous inquiries pertaining to emergency plans and response procedures. Based on the
work already being performed on the EM chapter and the questions and issues that arose during the pandemic,
the entire EM chapter for hospitals and critical access hospitals has been restructured to provide a meaningful
framework for a successful emergency management program. The changes in the EM chapter include a new
numbering system, elimination of redundant requirements, and the addition of new requirements. This
restructuring resulted in a reduction in the number of elements of performance from 124 to 60.
Engagement with stakeholders, customers, and experts
In addition to an extensive literature review and public field review, The Joint Commission sought expert guidance
from the following groups:
• Standards review panel of more than 50 members who have current roles in emergency management.
Members included representation from hospitals and critical access hospitals or other professional
organizations. The members provided a frontline point of view and insights into the practical application of the
proposed standards.
• Joint Commission workgroup of life-safety code field directors, standards interpretation group-engineers, field
staff clinical surveyors (physicians and nurses), and staff from standards and survey methods.
The prepublication version of the Emergency Management standards will be available online until June 30, 2022.
After July 1, 2022, please access the new requirements in the E-dition or standards manual.
Emergency Management
Requirement
Standard EM.09.01.01: The hospital has a comprehensive emergency management program
that utilizes an all-hazards approach.
Rationale
A comprehensive emergency management (EM) program provides a systematic analysis for
planning,
shared decision-making, internal and external collaborations, and assignment of
available resources
(staff, space, supplies) to effectively prepare for, respond to, and recover
from all incidents and emergencies. The critical components to the program include
emergency policies a
nd procedures; communication and coordination of response activities;
education and training; testing and evaluating exercises; and resources. The structure
Published for Joint Commission-accredited organizations and interested health care professionals, R3 Report provides the
rationale and references that The Joint Commission employs in the development of new requirements. While the standards
manuals also may provide a rationale, R3 Report goes into more depth, providing a rationale statement for each element of
performance (EP). The references provide the evidence that supports the requirement. R3 Report may be reproduced if
credited to The Joint Commission. Sign up for
email delivery.
Issue 34, Issue date
Page 2 New and Revised Standards in Emergency Management
© 2021 The Joint Commission
should be designed to respond to any type of emergency (all-hazards approach) because
of the wide array of possible emergencies and the impossibility of predicting all
emergencies that could occur at an organization.
Reference*
•
Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual
Appendix Z.
https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• Ready.gov. (2021, February 19). Planning. https://www.ready.gov/planning.
• Veterans Health Administration Office of Emergency Management. (2021, May 5). U.S.
Department of Veterans Affairs. https://www.va.gov
.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
Requirement
Standard EM.10.01.01: Hospital leadership provides oversight and support of the
emergency management program.
Rationale
The oversight of senior leaders, leaders of the medical staff, and department leaders in
the development and implementation of the EM program is necessary as they are
ultimately responsible for maintaining safe operations during an emergency and often
need to make significant and timely decisions. The identification of a qualitied EM
program coordinator is important to ensure that critical components of the program are
addressed in the mitigation, preparedness, response, and recovery phases and
integrated throughout the organization and within the larger community response
network. A multidisciplinary approach makes certain that the emergency management
program, the operations plan, policies and procedures, and education and training
include the insights across disciplines and departments.
Reference*
• Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual
Appendix Z. https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• The American College of Healthcare Executives. (2020, November). Healthcare
executives role in emergency management.
https://www.ache.org/about-ache/our-
story/our-commitments/policy-statements/healthcare-executives-role-in-emergency-
management.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
• The Assistant Secretary for Preparedness and Response (ASPR): Technical Resources,
Assistance Center, Information Exchange (TRACIE). (2021, April). Leadership during a
disaster. https://files.asprtracie.hhs.gov/documents/leadership-during-a-disaster.pdf
.
Requirement
Standard EM.11.01.01: The hospital conducts a hazard vulnerability analysis utilizing an
all-hazards approach.
Rationale
Organizations should continually evaluate their known risks and prioritize them to
understand their vulnerabilities and prepare to respond to emergencies. The risk
assessment includes an evaluation of the natural hazards, human-caused hazards,
technological hazards, hazardous materials, and emerging infectious diseases that could
impose a significant risk to a health care organization and its off-site locations. The risks
are prioritized to determine which of these presents the highest likelihood of occurring
and the impacts those hazards will have on the operating status of the hospital and its
ability to provide services.
Issue 34, Issue date
Page 3 New and Revised Standards in Emergency Management
© 2021 The Joint Commission
Reference*
• Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual
Appendix Z. https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
•
The Assistant Secretary for Preparedness and Response (ASPR): Technical Resources,
Assistance Center, Information Exchange (TRACIE). (2018, October), Evaluation of
Hazard Vulnerability Assessment Tools Comparison chart.
https://asprtracie.hhs.gov/technical-resources/resource/3195/aspr-tracie-evaluation-
of-hazard-vulnerability-assessment-tools.
•
The Centers for Disease Control and Prevention. (n.d.) Hospital all-hazards self-
assessment tool.
https://www.cdc.gov/cpr/readiness/healthcare/documents/hah_508_compliant_final.
pdf.
•
NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
•
NFPA® 99: Health Care Facilities Code, 2012 edition.
Requirement
Standard EM.12.01.01: The hospital develops an emergency operations plan based on
an all-hazards approach.
Note: The hospital considers its prioritized hazards identified as part of its hazard
vulnerability assessment when developing an emergency operations plan.
Rationale
The hospital’s all-hazards emergency operations plan (EOP) guides the hospital in
responding to and recovering from a variety of emergency or disaster incidents. The EOP
identifies what services the hospital will continue to provide in the event of an emergency
or disaster incident. An effective EOP also describes how the hospital leaders and staff
will do the following:
• Communicate and coordinate information and resources
• Provide staffing and clinical services
• Address safety and security
• Provide essential or critical resources to sustain operations
Reference*
• Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual
Appendix Z. https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• California Hospital Association. (n.d.). Emergency preparedness: Preparing hospitals for
disaster. https://www.calhospitalprepare.org/emergency-operations-plan
.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
• California Hospital Association. (n.d). Emergency management principles and practices
for healthcare systems.
https://www.calhospitalprepare.org/post/emergency-
management-principles-and-practices-healthcare-systems.
Requirement
Standard EM.12.02.01: The hospital has a communications plan that addresses how it
will initiate and maintain communications during an emergency.
Note: The hospital considers prioritized hazards identified as part of its hazard
vulnerability analysis when developing a communications plan.
Rationale
An effective hospital communications plan describes how and when it will communicate
information to its staff, other health care organizations, community partners (such as,
fire, police, local incident command, public health departments) and relevant authorities
(federal, state, tribal, regional, and local emergency preparedness staff). The
communications plan should account for the rapid evolution of an emergency or disaster
and the need to consistently provide clear information regarding the emergency and the
hospital’s ability to provide services both internally and externally. The resources and
tools used for maintaining communications (primary or alternate means) are a critical
element of disaster preparedness.
Issue 34, Issue date
Page 4 New and Revised Standards in Emergency Management
© 2021 The Joint Commission
Reference*
• Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual
Appendix Z. https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• California Hospital Association. (2021, February) Emergency Preparedness: Preparing
hospitals for disaster. https://www.calhospitalprepare.org/hazard-vulnerability-analysis
.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
• United States Agency for International Development. (n.d.). Communications planning
for hospitals. https://pdf.usaid.gov/pdf_docs/PA00JW4F.pdf
.
• American Hospital Association. (2020, October). Communications: Internal and e
xternal.
https://www.aha.org/system/files/media/file/2020/07/aha-covid19-pathways-comms-
internal-external.pdf.
Requirement
Standard EM.12.02.03: The hospital has a staffing plan for managing all staff and
volunteers during an emergency or disaster incident.
Note: The hospital considers its prioritized hazards identified as part of its hazard
vulnerability analysis when developing a staffing plan.
Rationale
When the hospital activates its emergency operations plan (EOP) in response to an
emergency or disaster, it may find that it is unable to meet or maintain the immediate
needs of its patients. Hospitals should anticipate staffing shortages and be prepared to
obtain staff from within their health care system, staffing agencies, or those who are
federally deployed as part of disaster medical assistance teams. Hospitals should also
meet the needs of the health care staff by supporting their emotional and mental health
needs during an emergency or disaster.
Reference*
•
Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual
Appendix Z.
https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• California Hospital Association. (n.d.). Emergency preparedness: Preparing hospitals for
disaster. https://www.calhospitalprepare.org/volunteers
.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
• The Assistant Secretary for Preparedness and Response (ASPR): Technical Resources,
Assistance Center, Information Exchange (TRACIE). (2018, September). Tips for retaining
and caring for staff after a disaster.
https://files.asprtracie.hhs.gov/documents/tips-for-
retaining-and-caring-for-staff-after-disaster.pdf.
• American Nurses Association. (2017). Who will be there? Ethics, the law, and a nurse’s
duty to respond in a disaster.
https://www.nursingworld.org/~4af058/globalassets/docs/ana/ethics/who-will-be-
there_disaster-preparedness_2017.pdf.
• American College of Emergency Physicians. (2017). Policy statement: hospital disaster
physician privileging.
https://www.acep.org/patient-care/policy-statements/hospital-
disaster-physician-privileging/.
• United States Department of Veterans Affairs. (2012). VHA handbook: credentialing
and privileging.
https://www.va.gov/vhapublications/ViewPublication.asp?pub_ID=2815
.
• The Assistant Secretary for Preparedness and Response (ASPR): Technical Resources,
Assistance Center, Information Exchange (TRACIE). (n.d.). Volunteer Management.
https://asprtracie.hhs.gov/technical-resources/74/volunteer-management/74
.
Issue 34, Issue date
Page 5 New and Revised Standards in Emergency Management
© 2021 The Joint Commission
Requirement
Standard EM.12.02.05: The hospital has a plan for providing patient care and clinical
support during an emergency or disaster incident.
Note: The hospital considers its prioritized hazards identified as part of its hazard
vulnerability analysis when developing a plan for patient care and clinical support.
Rationale
A well-thought-out plan that maintains a hospital’s ability to provide critical services
during emergencies or disasters can be a matter of life and death for its patients and
the community it serves. Planning for patient clinical support focuses on equipment and
resources that play a direct role in an incident response. The hospital’s emergency
operations plan addresses patient care and clinical support activities, including transfer
plans, continuity of care, and rapid acquisition of patient care supplies and health care
records, especially when evacuation is imminent.
Reference*
•
Centers for Medicare and Medicaid Services. (2021, April 16). State Operations
Manual Appendix Z.
https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• World Health Organization. Making health facilities safe in emergencies and disasters.
https://www.who.int/activities/making-health-facilities-safe-in-emergencies-and-
disasters.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
• The Assistant Secretary for Preparedness and Response (ASPR): Technical Resources,
Assistance Center, Information Exchange (TRACIE). (n.d.). Innovations in COVID-19
patient surge management.
https://files.asprtracie.hhs.gov/documents/innovations-
in-covid-19-patient-surge-management-final-508.pdf.
Requirement
Standard EM.12.02.07: The hospital has a plan for safety and security measures to
take during an emergency or disaster incident.
Note: The hospital considers its prioritized hazards identified as part of its hazard
vulnerability analysis when developing a plan for safety and security.
Rationale
Emergencies and disasters often create new and rapidly changing safety and security
concerns. An emergency response plan should include the possible need for
heightening security measures; tracking and accountability of patients, staff, and
families; and minimizing exposures to hazards. Safety and security measures include
partnering with community security agencies (for example, police, sheriff, National
Guard) and coordinating security activities that may be outside the span of control of the
hospital’s security team.
Reference*
•
Centers for Medicare and Medicaid Services. (2021, April 16). State Operations
Manual Appendix Z.
https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
Requirement
Rationale
greater than what is available locally; therefore, the hospital’s plan includes continual
assessment on how to obtain, allocate, mobilize, replenish, and conserve its resources
and assets during and after an emergency or disaster incident.
Issue 34, Issue date
Page 6 New and Revised Standards in Emergency Management
© 2021 The Joint Commission
Reference*
Manual Appendix Z. https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
• Centers for Disease Control and Prevention and American Water Works Association.
(2019). Emergency water supply planning guide for hospitals and healthcare facilities.
https://www.cdc.gov/healthywater/emergency/pdf/emergency-water-supply-planning-
guide-2019-508.pdf.
• Ready.gov. (2021, May 26). Resource Management. https://www.ready.gov/resource-
management.
• Centers for Disease Control and Prevention. (2016, February 3). Federal resources for
planning.
https://www.cdc.gov/flu/pandemic-resources/planning-
preparedness/federal-government-planning.html.
• The Assistant Secretary for Preparedness and Response (ASPR): Technical Resources,
Assistance Center, Information Exchange (TRACIE). (2019, August). Partnering with the
healthcare supply chain during a disaster.
https://files.asprtracie.hhs.gov/documents/aspr-tracie-partnering-with-the-healthcare-
supply-chain-during-disasters.pdf.
Requirement
Standard EM.12.02.11: The hospital has a plan for managing essential or critical
utilities during an emergency or disaster incident.
Note: The hospital considers its prioritized hazards identified as part of its hazard
vulnerability analysis when developing a plan for utilities management.
Rationale
Emergencies or disasters often have a detrimental impact on hospitals’ utility system(s),
including loss of the system(s). The list of essential or critical systems that could
potentially fail during an emergency can range from heating, ventilation, and air
conditioning; network connectivity; and refrigeration equipment. The hospital must be
prepared with alternate ways in which it will provide essential or critical systems to
maintain functional operations.
Reference*
•
Centers for Medicare and Medicaid Services. (2021, April 16). State Operations
Manual Appendix Z.
https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition. National Fire Protection
Association (NFPA®) 99 (2012). Health Care Facilities Code.
• The Federal Emergency Management Agency (FEMA) and the U.S. Department of
Health and Human Services (HHS) Office of the Assistant Secretary for Preparedness
and Response (ASPR) (2019). Healthcare facilities and power outages: Guidance for
state, local, tribal, territorial, and private sector partners.
https://www.fema.gov/sites/default/files/2020-07/healthcare-facilities-and-power-
outages.pdf
Requirement
Standard EM.13.01.01: The hospital has a continuity of operations plan.
Note: The hospital considers its prioritized hazards identified as part of its hazard
vulnerability assessment when developing a continuity of operations plan.
Issue 34, Issue date
Page 7 New and Revised Standards in Emergency Management
© 2021 The Joint Commission
Rationale
The continuity of operations plan (COOP) provides guidance on how the organization will
continue to perform its essential business functions, deliver essential services, and
delegation of authority and succession plans when there has been a disruption to
normal operations. The hospital’s executive leadership identifies and prioritizes those
essential services that are deemed necessary to remain operational and makes certain
that critical business functions continue working during an emergency or disaster
incident. The executive leaders consider costs associated with acceptable and
unacceptable levels of risk and prioritize where and when to focus resources, funding,
and other assets.
Reference*
• Centers for Medicare and Medicaid Services. (2021, April 16). State Operations
Manual Appendix Z. https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
• California Hospital Association. (n.d.). Emergency Preparedness: Preparing hospitals
for disaster. https://www.calhospitalprepare.org/continuity-planning
.
• The American College of Healthcare Executives. (2020, November). Healthcare
executives role in emergency management.
https://www.ache.org/about-ache/our-
story/our-commitments/policy-statements/healthcare-executives-role-in-emergency-
management.
Requirement
Standard EM.14.01.01: The hospital has a disaster recovery plan.
Note: The hospital considers its prioritized hazards identified as part of its hazard
vulnerability assessment when developing a disaster recovery plan.
Rationale
Disaster recovery strategies focus on how and when the hospital will return to full
functionality after an emergency or disaster. This includes proactively developing a
disaster recovery plan, utilizing the hazard’s vulnerability analysis, identifying the critical
systems such as electricity, water, communications, and information technology needed
to return to full operations. The disaster recovery plan also addresses how family
reunification and identification of adults and unaccompanied children will occur.
Reference*
•
Centers for Medicare and Medicaid Services. (2021, April 16). State Operations
Manual Appendix Z.
https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
• California Hospital Association. (n.d.). Emergency preparedness: Preparing hospitals
for disaster. https://www.calhospitalprepare.org/recovery
.
Requirement
Standard EM.15.01.01: The hospital has an emergency management education and
training program.
Note: The hospital considers its prioritized hazards identified as part of its hazard
vulnerability assessment when developing education and training.
Rationale
Organizations should use their known risks, emergency operations plan, policies and
procedures, and communications plan as a basis for developing an education and
training program. Disaster response requires a unique set of capabilities related to
knowledge and skills. The program provides disaster-related knowledge and training for
its staff, individuals providing services under arrangement, volunteers, physicians, and
other licensed practitioners that is consistent with their roles and responsibilities in an
emergency. This provides a foundation for those assigned to disaster roles to function
efficiently and effectively during an emergency or disaster incident.
Issue 34, Issue date
Page 8 New and Revised Standards in Emergency Management
© 2021 The Joint Commission
Reference*
• Centers for Medicare and Medicaid Services. (2021, April 16). State Operations
Manual Appendix Z. https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
• California Hospital Association. (n.d.). Emergency preparedness: Preparing hospitals
for disaster. https://www.calhospitalprepare.org/other-training-resources
.
• Florida Department of Health. (2011). Recommended disaster core competencies for
hospital personnel.
http://www.floridahealth.gov/programs-and-services/emergency-
preparedness-and-response/_documents/corecompetencies-slides.pdf.
Requirement
Standard EM.16.01.01: The hospital plans and conducts exercises to test its
emergency operations plan and response procedures.
Note: The hospital considers its prioritized hazards identified as part of its hazard
vulnerability assessment when developing emergency exercises.
Rationale
Exercises are conducted to test the emergency operations plan through discussion-
based or operations-based exercises. These exercises should be comprehensive
enough to test the hospital’s emergency plans and response capabilities to failure and
incorporate the six critical areas (communications, resources and assets, staffing,
patient care activities, utilities, safety and security). Hospitals that participate with
community partners during such exercises can establish common goals to better
respond to emergencies or disasters, including the sharing of resources or the
identification of alternative care sites.
Reference*
• Centers for Medicare and Medicaid Services. (2021, April 16). State Operations
Manual Appendix Z. https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
• NFPA® 99: Health Care Facilities Code, 2012 edition.
• U.S. Department of Homeland Security (2020). Homeland security exercise and
evaluation program.
https://www.fema.gov/emergency-managers/national-
preparedness/exercises/hseep.
Requirement
Standard EM.17.01.01: The hospital evaluates its emergency management program,
emergency operations, and continuity of operations plans.
Rationale
Hospitals that evaluate each event or exercise are better prepared for emergencies
because they often find unknown risks or failures through these reviews. It is important
to then update the emergency management program and emergency operations plan to
correct these deficiencies. Improving the plan makes it more effective at sustaining
critical operations and protecting lives.
Reference*
• Centers for Medicare and Medicaid Services. (2021, April 16). State Operations
Manual Appendix Z. https://www.cms.gov/Regulations-and-
Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf.
• NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019
edition.
•
NFPA® 99: Health Care Facilities Code, 2012 edition.
*Not a complete literature review.
Issue 34, Issue date
Page 9 New and Revised Standards in Emergency Management
© 2021 The Joint Commission
A special thanks to the following contributors:
Standards Review Panel (SRP) Members
Eric Alberts, CEM, CHPP, CEDP, CHEP, FPEM, FPEM-HC, SEM/B.S.
Denise Bechard, MSDM, BEM, CHEC II
James Bernardo, U.S. Navy, Medical Emergency Manager
Georgina Birko-Burris, MBA, CHSP, CHEP
Ryan Bonacci, Chief of Police
Don R. Boyce, JD
Pete Brewster, BS, CPM,
Benjamin Brooks, BSN, RN
Thomas Calimano, NHDP-BC, CEM
Jason Campbell, MPH, CEM
Robert Carter, MSN, RN, CFRN, CPEN, NRP
Tracy Case, RN, BSN
Scott Cormier, BS, CHEP, NRP
Fred Craigin, MPSA
Troy Erbentraut, BS, EMT-B, CHEC II, CHPCP
Thomas J. Flanagan, RN, BSN, MA, LP
Cassandra Grace, MSHS
Toby Hatton, MA, BSN, BS
John Hick, MD
James Thomas Hosack, APRN, MSN, MA, BSN, RN
Lois Husted, BSN
Melissa Jackson, DHA, MS, BSHA
Richard Johnson, MSEM
Kristin Kearns, MPA
Stephanie Kuschel, MPA, BS, EMT
Brent Lewis, CHSP, FF, EMT
Freda Lyon, DNP, RN, NE-BC, FAEN
Jeff Mangrum, RN, BS, MHA, CHEP
Ben Mance, CHSP
Kevin Martin, CPP, CHEP, CHSP, HEM/BA
Kelly R. McKinney, CBCP, PE
David Miller, Jr., MPH, CPH, CEM, CHSO, NHDP-BC, NYS-EMC, EMT-B, FRSPH
Rachel Mockros, MBA
Hazel Philbert, BS, BSN, MBA, MSHS, RN, CPHQ
Jeff Pigg, BS
Joseph Powell, MBA, CHSP, MLT(ASCP)cm
Jennifer Price, MSHS, BSN, RN
Cathleen Shanahan, RN, MS, BSN, MBA, NE-BC
Jared Shapiro, DrPH(c), PhD(c), MPH, CEM, HEM, FAcEM, CHSP, CHFM, NRP
Jim Skipper, RN, MSN
Michael W. Stephens, BS
Steven Storbakken, MBA, CHEP, CHSP, CHEM, CHPA, HACP, CHPP
Darren VanBlaircom
Robert Voliva, BS, CHSP, CHEP, CHEC
Kay Vonderschmidt, Paramedic (NRP), CEM, MPA, MSEM, D.Sc.
Mike Wargo, BSN, MBA, PHRN, CMT-E
Thomas Whitehurst
The Joint Commission’s Emergency Management Workgroup
Angela Murray, MSN, RN, Project Director, Department of Standards and Survey Methods
Laura Smith, M.A, Project Director, Department of Standards and Survey Methods
Tabitha Vieweg, MBA, BSN, RN, Associate Director, Department of Standards and Survey Methods
Issue 34, Issue date
Page 10 New and Revised Standards in Emergency Management
© 2021 The Joint Commission
Mamello K. Tekateka, MBA, Senior Research Associate, Department of Research
Jim Kendig, MS, CHSP, HEM, Field Director, Surveyor Management and Support
Tim Markijohn, MBA\MHA, CHFM, CHE, Field Director, Surveyor Management and Support
Marisa Voelkel, RN, MBA, CHSP, CHEP, Associate Director, SIG/Department of Engineering
Kenneth “Beau” Hebert Jr., MAOM, CHSP, CHEP, Associate Director, SIG/Department of Engineering
Herman A. McKenzie, MBA, CHSP, Director, SIG/Department of Engineering
Dr. James Fasules, FACC FAAP, Hospital Program Physician Surveyor, Surveyor Management and Support
Antonette Silvestri, MSN, APRN, Hospital Program Nurse Surveyor, Surveyor Management and Support
Dr. Lewis Soloff, Hospital Program Physician Surveyor (retired), Surveyor Management and Support