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Simplicity is Just an Illusion

Simplicity is Just an Illusion. Presented by Megan Wilmoth January 30, 2008. National Bioterrorism Hospital Preparedness Program. Began March 2002 in response to 9-11 and the subsequent anthrax letters

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Simplicity is Just an Illusion

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  1. Simplicity is Just an Illusion Presented by Megan Wilmoth January 30, 2008

  2. National Bioterrorism Hospital Preparedness Program • Began March 2002 in response to 9-11 and the subsequent anthrax letters • Mission is to upgrade Alaska’s hospital preparedness for and response to bioterrorism, infectious disease outbreaks and other public health threats and emergencies.

  3. Grant Funding to Alaska

  4. Detailed Breakdown

  5. Program Budget Distribution This graph provides an estimate only.

  6. Program Strategies • Create a statewide community of healthcare professionals with emergency management responsibilities • Make grants available to healthcare facilities so they can improve their surge capabilities and capacity • Provide tools to healthcare facilities to help them improve their preparedness • Shield healthcare facilities from excess bureaucracy related to emergency management and grants • Participate in efforts to improve statewide response

  7. Program Strategy 1. Create a statewide community of healthcare professionals with emergency management responsibilities

  8. The Annual Conference

  9. Hospital Workgroup • Single point of contact for each healthcare facility • Participates in the planning and implementation of the activities identified in the HRSA Bioterrorism Hospital Preparedness Program grant • Identifies and helps prioritize needs • Provides technical support to program staff in the development and support of program initiatives • Regularly scheduled teleconferences • In-person meetings

  10. Online Community Workspace http://www.akhpp.com/

  11. Program Strategy 2. Make grants available to healthcare facilities so they can improve their surge capabilities and capacity

  12. All-Hazards

  13. Surge Capacity

  14. Public Health Threats

  15. Chemical Incidents

  16. Community Response

  17. Other Capabilities

  18. Primary Care

  19. Program Strategy 3. Provide tools to healthcare facilities to help them improve their preparedness

  20. Training and Education

  21. Annual Conference Case Studies

  22. Developed a sophisticated Hazard Vulnerability Assessment for hospitals Developed the Hospital Decontamination Capacity Assessment Tool Assessment Tools

  23. Developed an Emergency Management Plan template Developed an All-Hazards Emergency Operations Plan template Hospital Plan Templates

  24. Develop a primary care template Emergency Management Plan Developed a hospital Pharmacy Emergency Response Plan template

  25. Agreements • Fostered a Mutual Aid Agreement between facilities for the exchange of resources during a MCI

  26. Disaster Exercises • Developed an exercise evaluation system for hospitals with forms for actors, players and evaluators

  27. Home Preparedness • Developed the booklet Ready to Respond: A Home Response Plan for Alaska’s Healthcare Workers to address personal preparedness within the workforce

  28. Program Strategy 4. Shield healthcare facilities from excess bureaucracy related to emergency management and grants

  29. Major Events Since 2001

  30. The Truth @ Current Events • Disasters, politics and news coverage all impact your preparedness program in the areas of: • Interest of leadership and your workforce • Federal policy and grant requirements • Public opinion • Objectiveness of your Hazard Vulnerability Assessment results

  31. Federal Changes Since 2001 • Creation of the Department of Homeland Security (DHS) • Moving FEMA from Cabinet to DHS • Creation of the National Incident Management System • National Response Plan replaces the Federal Response Plan to be replaced by National Response Framework • Homeland Security Advisory System • Emergency Support Function #8 – Public Health and Medical Services Annex • Militarization of emergency management

  32. Changes to Federal Grant Guidance • Money tracking requirements • Priorities • Language to describe preparedness • Language to describe priorities (i.e. critical benchmarks, required sub-capability) • Focus (i.e. bioterrorism, public health threats, all-hazard) • Significant changes in budget (i.e. 390%  or 25% )

  33. Program Strategy 5. Participate in efforts to improve statewide response

  34. Inter-Agency Committees • Alaska Protection for Infrastructure Protection • Executive Steering Committee • Hospital Preparedness Senior Leadership Steering Committee • Joint Medical Emergency Preparedness Group • Pandemic Influenza Multi Agency Coordination (MAC) Group • Planning for Alaska Shield Northern Edge 2007 • Public Health and Hospital Advisory Committee

  35. Statewide Exercises • Evaluated and analyzed 8 hospital MCI exercises during Alaska Shield Northern Edge 2005 • Provided technical support for Alaska Shield Northern Edge 2007 including evaluation and actor management • Provided technical support during the Anchorage exercise in 2007 including development, control and evaluation

  36. Mass Casualty Response • Provided the following to SOA in 2007 • Conducted interviews with response stakeholders about mass casualty response plans and perceptions • Critique of the Current Alaska Mass Casualty Plan • Provided recommendations on how to add depth and better instruction in current state plan

  37. Challenges Moving Forward

  38. Succession Planning for Preparedness Programs

  39. Estimated CEO Turnover Between March 1, 2002 and Today

  40. Estimated EM Coordinator Turnover Between March 1, 2002 and Today

  41. Turnover From March 1, 2002

  42. The Truth about Turnover • High turnover is part of doing business in healthcare (in jobs and participation) • Turnover is a buzz kill • Impacts progress • Impacts attitudes • Impacts momentum • Turnover means you often have to start back at the beginning

  43. Good EM Managers/Committees • Build teams • Motivate and inspiring others to think EM is important and tangible • Write things down and meet deadlines • Attitudes are contagious • Coordinate efforts of many instead of doing everything themselves • If gone on vacation, what they build will function without them

  44. Planning Ahead • Create a culture of preparedness not dependent on any individual • Responsibility should be distributed throughout organization, not on shoulders of one • Write out how things work (in detail) and include in plans or supplemental documents • Retrain everyone on the basics often • Develop and maintain a cheat sheet for new people that provides the basics of how things are done so they can jump right in

  45. Budgeting Constraints

  46. Limited Budgets • Preparedness grants have ever changing strings attached • Not all facilities have grant writers to absorb extra paperwork • Use money wisely, especially with service vendors

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