Duke Healthcare Preparedness Coalition

Transcription

1 Duke Healthcare Preparedness Strategic Plan (2018) Duke Healthcare Preparedness 100 Golden Drive Durham, NC Hour Request Line (Pager): Fax: VIPER: VMK79401 Website:

2 Table of Contents I. Signature Page... 2 II. Executive Summary... 3 III. Strategic Profiles & Values... 3 IV. Scope of Services... 5 Role of Staff Services Provided Hours of Operation / Availability of Services V. Organizational Chart... 6 Staff Recognized Standards of Practice Methods Used to assess Stakeholder needs VI. Structure... 8 VII. Summary of Regional Risks... 9 Duke Healthcare Preparedness Hazard Vulnerability Snapshot VIII. Strategic Priorities and Preparedness Strategy Continuity: Building on Budget Periods one through five Duke Healthcare Preparedness Strategic Priorities Strategic Action Plan: IX DHPC Funding Allocation Previous DHPC funding X Training Opportunities XI. Appendix A Project Request Process Project Request Submission Form XII. Appendix B Project Voting Form XIII. Appendix C Sample Spending Plan XIV. Appendix D Work-plan Activity Chart... 18

3 Signature Page This Strategic Plan have been endorsed for use by the Duke Trauma Region Health Care Steering Committee to outline the process for the use of Healthcare funding and the development of Healthcare work plans. They establish full compliance with applicable provisions of the Hospital Preparedness Program (HPP) Cooperative Agreement, HPP Measure Manual: Budget Period 5 (BP5) Implementation Guidance for the HPP Program Measurement Activities. DHPC Steering Committee Chair Doug Young Director of Emergency Services Person County Emergency Services DHPC Healthcare Preparedness Coordinator Ken Shaw Duke Healthcare Preparedness Caucus Representative Mental Health Open Caucus Representative Home Health Sarah Upchurch Liberty Home Care Caucus Representative EMS Javier Plummer, Director of Emergency Services Vance County Emergency Services Caucus Representative Hospital Hannah Davis Infection Prevention, Risk Manager, & Emergency Preparedness Coordinator Person Memorial Hospital Caucus Representative Emergency Management J. David Marsee II Sr. Emergency Management Coordinator Durham County Emergency Management Caucus Representative Public Health Pat Gentry Preparedness Coordinator Durham County Department of Public Health Caucus Representative - Community Health Center Lou Anne Reaves Caswell Family Medical Center Caucus Representative Licensed Care Facilities Rebecca Marion Croasdaile Village Retirement Community DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

4 Executive Summary Since 2002 when the Hospital Preparedness program first began, it has consistently evolved to be responsive to lessons learned and flexible in meeting community needs. One important way this has occurred is through better alignment with other Federal preparedness grant programs and an increased emphasis on broader, community-wide, healthcare preparedness approaches, including building and strengthening healthcare coalitions. 1 The purpose of this strategic plan is to guide the work of the Duke Healthcare Preparedness over the next 5 years. It is intended to be a fluid document, which will continue to evolve as necessary to ensure the is effective and able to sustain its efforts. The work activities listed in this strategic plan are aimed to complement each member s Emergency Operation Plan for the purpose of ensuring optimal utilization of resources and disaster support to the Duke Healthcare Preparedness health care community. This plan is intended to provide Duke Healthcare Preparedness staff, Steering Committee members, Caucuses, and standing committees with clear guidance on committee structure, committee activity and coordination, and project development. Strategic Profiles & Values North Carolina Healthcare Preparedness, Response, and Recovery Program: Partnering For a Prepared and Resilient North Carolina. Mission: We are a partner to healthcare and emergency response organizations working to prepare for, mitigate, respond to, and recover from emergencies and disasters affecting the residents and guests of North Carolina. Vision: A sustainable and resilient healthcare coalition of partners and volunteers. Values: Advocacy Innovation Transparency Integrity Goals: Strengthen Healthcare Infrastructure Preparedness Support Business Continuity Enhance Situational Awareness Improve Incident Management Augment Medical Surge Capability Advocacy: We strive to support the needs, goals, and objectives of healthcare partners in order to foster and maintain resilient communities. Innovation: We strive to be data-driven and evidence-based, continually evaluating the effectiveness, efficiency, and sustainability of the program to meet the changing and expanding needs of healthcare preparedness and response. 1 U.S. Department of Health and Human Services, Assistant Secretary For Preparedness and Response, From Hospital to Healthcare s: Transforming Health Preparedness and Response in Our Community, End-of-year reporting periods DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

5 Transparency: We strive to be good stewards of financial resources and to support and operate with open dialogue and sound business practices. Integrity: We strive to adhere to a standard of conduct that promotes honesty, accountability, reliability, and commitment. Duke Healthcare Preparedness Program: Advancing Healthcare Preparedness Together Mission: We partner with healthcare and emergency response organizations to integrate all activities within the scope of our operational missions necessary to build, sustain, and improve their capability to mitigate against, prepare for, respond to, and recover from emergencies and disasters affecting the residents and guests of North Carolina Vision: A sustainable and resilient healthcare and emergency response community of partners and volunteers that leads the North Carolina State Medical Response System and enables the Triangle Region to be safer, less vulnerable, and with the capacity to respond effectively to hazards and disasters. Values: Teamwork, Excellence, Diversity, Integrity, Safety Goals: Strengthen Healthcare Infrastructure Preparedness Support Business Continuity Enhance Situational Awareness Improve Incident Management Augment Medical Surge Capability Team Work: The strives to advance hospital and healthcare ESF 8 Emergency Response by coordinating through the coalition and the Incident Command System, the most effective use of manpower and resources in the saving of lives and the reduction of property losses. Excellence: We will develop coalition plans, policies, and prevention programs designed to reduce the consequences of emergencies while improving our operational model to be better aligned with the changes in disaster funding and focusing on efficiency and best-practices. Diversity: We strive to be proactive in meeting the needs of all coalition members and their emergency management needs. Integrity: We ensure that the coalition is following standards set forth by the North Carolina Healthcare Preparedness, Response, and Recovery Program and ASPR.. Safety: We constantly promote and enhance emergency management awareness and prevention DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

6 Scope of Services The Duke Regional Healthcare Preparedness is a network of health care organizations, providers and regional partners committed to strengthening the health care system for emergencies. The purpose of the is to develop coordinated, effective medical and public health system response to all hazards through: Effective communications systems and protocols, Strategic acquisition and management of resources, Collaborative prevention, mitigation, preparedness, response and recovery. Membership in the is open to all health care providers and partner response organizations from the regional area consisting of Caswell, Durham, Granville, Person, Robeson, Scotland (Scotland County EMS only), Vance, and Wake (Duke Raleigh Hospital only) who agree to work collaboratively and coordinate emergency prevention, mitigation, preparedness, response and recovery activities. The s work to develop emergency preparedness and response systems and resources is of benefit to the entire community, not just members. Role of Staff To manage the NC Hospital preparedness program activities for the Duke Healthcare Preparedness Region. To assist in coordinating coalition ESF 8 emergency and disaster operations planning. To support the North Carolina Office of Emergency Medical Services Mission, Vision, Values, and Strategic Plan. Services Provided Assist in providing regional emergency response coordination during disasters, Conduct and produce reports pertaining to coalition activities. Assist in the development of emergency plans, procedures, drills and exercises to evaluate coalition response capabilities. Provide informational sessions on topics such as Incident Command, evacuation, medical surge, and other emergency management issues. Coordinate the inventory and assignment of coalition disaster supplies. Institute regional hazard vulnerability assessments and gap analysis as needed Acts as the coalition liaison to emergency management organizations. Provide assistance to coalition partners in the region responsible for emergency management activities as requested. Establish coalition goals and objectives in relation to ASPR strategic plan. Hours of Operation / Availability of Services The office is available during emergencies 24 hours a day, 365 days a year DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

7 DHPC Contact Methods: 24 Hour Request Line (Pager): Web: Fax: VIPER: VMK79401 Organizational Chart ASPR NC OEMS Office of Preparedness and Response Duke University Health (Host Organization) Emergency Services CSU Healthcare Preparedness Coordinator Asst. Coordinator #1 Logistics / SMAT Commander Asst. Coordinator #2 Planning / Finance Coordinator DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

8 Staff Healthcare Preparedness Coordinator Ken Shaw, CEM, CHEP, CHPA Office: Cell: Assistant Coordinator Logistics / SMAT Commander Jim Starlin james.starlin@dm.duke.edu Office: o Cell: c Assistant Coordinator Planning / Finance Courtney Polomsky, BA courtney.polomsky@duke.edu Office: Cell: The administrative staff is supported by a stakeholder elected Steering Committee and Sub- Committees that review and update the coalition strategic plan. Recognized Standards of Practice The coalition carries out its stated purpose by complying with the guidelines provided by the Assistant Secretary for Preparedness and Response (ASPR), The North Carolina Office of Emergency Medical Services, Preparedness and Response, as well as local, state and federal laws and regulations. Methods Used to assess Stakeholder needs Regional HVA/ Gap Analysis After Action incident reports, hot-washes, and debriefings. Steering Committee feedback Continued communications between stakeholders and external agencies Feedback and requests provided by stakeholders during quarterly meetings In addition to the above methods, evaluation within Duke University Health System is based on a Balanced Scorecard, a management tool in which customer service (measured through DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

9 inpatient and outpatient satisfaction in each unit) is one of four quadrants, along with clinical quality, work culture, and finances. The term balanced reflects a shift from only monitoring financial performance or productivity to tracking customer and employee satisfaction as well. For each quadrant, goals are set and progress is monitored at the health system, hospital, unit, and individual staff levels. The four scorecard components are applied not only when evaluating nurses and other direct patient caregivers, but for all units and staff, and are considered in annual performance reviews (Sharon Silow-Carroll, 2008). Duke University Health System Balanced Scorecard Clinical Quality & Internal Business Customer Service GOAL: Foster enhanced disaster clinical care and new program development to improve quality, patient safety, and efficiency Work Culture GOAL: Continuously improve the work culture of the consistent with the DUHS value proposition. GOAL: Continuously improve customer service for both internal and external customers. Finances GOAL: Generate sufficient resources to reinvest in people, technology, buildings, research, and education. Structure The illustration below is intended to give the membership a general understanding of the DHPC s representation structure. The number and types of caucuses implemented will be determined as outlined in the HCC s bylaws. DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

10 Standing Committees: Various committees will be established to implement a preparedness strategy and address capability development. Currently, the two standing committees consist of the Steering Committee and the SMAT sub-committee. All committees shall consist of a chairperson agreed upon by the general members. Members of committees shall be solicited depending on areas of expertise to ensure Subject Matter Experts are included in the composition of the committee. A chairperson may only chair one standing committee. General members shall actively participate in no more than two standing committees. All standing committees will play a significant role in operational planning with the Steering committee as the lead. The planning strategy for all standing committees will be as follows: 1. Use the HVA to assess risk and determine gaps in readiness for operational planning. 2. Assemble Subject Matter Experts to provide input in to development of operational plans. 3. Complete a resource management assessment to identify gaps in resources 4. Use assessment in preparing spend plans Summary of Regional Risks Duke Healthcare Preparedness Hazard Vulnerability Snapshot In 2013, the Duke Healthcare Preparedness participated in a collaborative process between the eight North Carolina Regional Advisory Committee (RAC) and Healthcare s (HCC), the North Carolina Office of Emergency Medical Services (OEMS) and other stakeholders and partners to in part, develop individual region/coalition risk assessments focused on public health and medical. Since that time, the DHPC planning committee has been responsible to review the hazards at least annually and coordinate with the healthcare facilities and emergency response partners in the region in order to update the HVA, when necessary. For the Duke Healthcare Preparedness Region, the current HVA identified the top five events in each of the categories below: Natural Hazards 1. Tornados 2. Severe Thunderstorms (entire Region) 3. Hurricane (Southern Coast) 4. Heavy Snow / Ice 5. Severe flooding Technological Hazards 1. Electrical generation facility failure In the region 2. Disruption of two or more sewage treatment facilities. 3. Disruption of at least one water purification and delivery facility. DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

11 4. Supply Shortage in the region. 5. Natural Gas facility disruption in the region. Human Hazards 1. Mass Casualty trauma incident at a public gathering in a university, or a transportation incident. 2. Chemical Exposure in either a university chemical lab or a major manufacturing facility in the region. 3. Chemical Spill or Tanker overturn on a major highway in the region. 4. Incident results in major structural damage to county infrastructure in the region, especially hospitals. 5. Closure of two or more major highways into the region. Strategic Priorities and Preparedness Strategy Continuity: Building on Budget Periods one through five It is important to put the preparedness strategy and priorities into context. In January 2012, ASPR released a set of 8 capabilities-based program objectives that have lead federal expectations for state and local healthcare preparedness programs during the previous 5 year cycle (July 2012 June 2017). In December of 2016, the eight capabilities were reduced to four and supplemented with 22 performance measures listed and grouped under six broad categories of: Resources and Planning, Engagement, Coordination, Communication, Patient Care, and Continuous Learning Capabilities List: 1. Foundation for Health Care and Medical Readiness 2. Healthcare and Medical Response Coordination 3. Continuity of Healthcare Service Delivery 4. Medical Surge Duke Healthcare Preparedness Strategic Priorities The Duke Healthcare Preparedness Region s Healthcare has identified five strategic priorities for the next five years. Within each priority, the has committed to a series of actions to enhance and sustain our capabilities in the region. 1. Engagement: We must engage all stakeholders in the work of advancing regional preparedness, and especially in those under-served healthcare sectors in the Region. Category / Capability: Engagement / Foundation for Health Care and Medical Readiness DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

12 2. Operational Support: We will work to enhance the capabilities of regional stakeholders to tackle their biggest challenges. Category / Capability: Patient Care / Medical Surge & Continuity of Healthcare Service Delivery 3. Situational Awareness: We will build a consensus among key stakeholders for identifying and prioritizing the region s major risks from disasters Category / Capability: Resources and Planning / Healthcare and Medical Response Coordination 4. Leadership and Learning: We will help stakeholders and partners to grow and learn in their professional roles and develop their leadership capacities. Category / Capability: Continuous Learning / Healthcare and Medical Response Coordination 5. Sustainability: We will help to create a regional presence that is financially solvent; eliminates unnecessary duplication of function, services, and assets. Category / Capability: Communication / Foundation for Health Care and Medical Readiness Strategic priorities are reviewed annually by the DHPC Steering Committee, in coordination with the strategic planning direction provided by ASPR and the NC OEMS, Office of Preparedness and Response. Based on gaps identified by the DHPC Steering Committee, Projects are then proposed that build on the four ASPR capabilities-based objectives, 22 performance measures, and the current regional training priorities. Although priority realignment in some associated capability programs may occur, no significant changes in the overarching preparedness strategy are expected. Strategic Action Plan: See Appendix D: Work Plan Activity Chart DHPC Funding Allocation Previous DHPC funding In program fiscal year , the Duke Healthcare Preparedness received $368, in regional ASPR funding. $14, was reallocated for regional exercise planning (Operation Safe Corridor) leaving 354,541 and reflected an overall annual decline in funding since FY2012. DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

13 FY2012 Funding Trends $543, $54, FY2013 $499, $49, FY2014 $300, $30, FY2015 FY2016 FY2017 $369, $368, $348, $36, $35, $36, $- $100, $200, $300, $400, $500, $600, $700, Base and Operatioal Facility In-Kind allocations were distributed on March 2, 2017: HCC Base Costs : $315, Regional Risk Allocation: $33,405 Grant Total: $348, The Duke Healthcare s planned uses of the ASPR funding allocated to the region will be decided no later than May 5, Training Opportunities Training and exercise projects will be developed based on reviews of AAR/IPs from exercise and actual events during the current year, the identification of capability gaps, and NCOEMS funding approval. The training and exercise calendar will be amended as these new training and exercise projects are approved. The training and exercise calendar is reviewed quarterly and updated, as needed, to include new training and exercise projects. All stakeholders are encouraged to provide input into the training calendar as they develop and plan emergency management-related exercises and training events. The Assistant Healthcare Preparedness Coordinator (AHPC) is responsible for de-conflicting scheduled events, as necessary, and for posting exact dates and summary information on NC TERMS. The training calendar is also posted to the NC Triangle website found at For more information on training see the DHPC Multi-Year Training and Exercise Plan. DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

14 Appendix A Project Request Process The objective of this activity is to formalize the process for requesting/proposing new projects. By doing this, we will ensure only those projects that warrant the investment are actually undertaken and executed. This will also help in managing the workload. This process applies to all projects undertaken by the Duke Healthcare Preparedness. 1. The requestor completes this Project Request Document and it to kennerth.a.shaw@duke.edu. Anyone can initiate a request. The Project Request document contains information such as: o o o Description of the project. Description of the project scope, regional impact, assumptions, & constraints List of the project costs. 2. The Steering Committee evaluates the Project Request and makes decision to accept (approve) or deny the request based on the following criteria: o Value to the region o Criticality (priority) o Estimated effort and resource availability o Risks o Impact and/or dependence on other projects o Any other criteria relevant to the region/project 3. If the Steering Committee grants approval: o The requestor is notified. o A DHPC Staff Project Leader is assigned o The project moves to the Planning phase (Work Plan submission to the State for approval). 4. If the associated subcommittee/s do not approve the project: o The requestor is notified. o The project request is placed on the Not Approved Projects list. DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

15 Project Request Submission Form Duke Healthcare Preparedness DHPC Project Submission Title: Is this a regional or facility based project? Facility Based Regional If regional, complete only the description and Justification for the request. Facility Based projects please complete all items or the request will not be reviewed by the Steering Committee Project Manager: Entity Requesting Funding: Description: Justification: Timeline for completion: Itemized Project with Cost: Item Description Quantity Unit Price Total Cost TOTAL DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

16 Appendix B Project Voting Form Duke Healthcare Preparedness Sample Risk Allocation Project Voting Sheet Caucus Name: Person Completing Form: Signature: Contact Number: Contact Please rate the following projects, using 1-10, 1 being the most important for our Region, 10 is the least important. ( ) Workshop: Long Term Care ICS Training ( ) Regional Support Plan Update ( ) Decontamination Training ( ) Regional Resource Management Plan Development ( ) Regional Alternate Care Site Plan Development ( ) Moulage Injury Simulation Training Class ( ) Workshop: Developing an Operational Paradigm to Address ICU Surge Capacity ( ) Hospital Management of CBRNE Incidents Course ( ) DuoDote / CANA Packs ( ) Visual Communication Boards DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

17 This page intentional left Blank DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

18 Appendix C Sample Spending Plan DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

19 Appendix D Work-plan Activity Chart Strategic Priority Objectives Key Activities Engagement Engagement Engagement Engagement Increase participation of Members over current base (July 17-July 18) Increase general awareness of Increase Senior leadership awareness of Create and revise as necessary the Strategic Planning Document Develop member commitments to projects, tasks or workgroups Maintain and expand website Distribute Quarterly /annual report that includes coalition vision, mission, goals, membership, accomplishments, articles, etc. Annual Strategic Plan development and review Continuing the Provision of healthcare within the Duke Workshop Sub-Committee Assignment Due Date Notes Communications and Outreach Communications and Outreach Communications and Outreach DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

20 Strategic Priority Objectives Key Activities FY 18 ASPR performance measures Leadership and Learning Conduct courses on incident management and healthcare emergency management and response. Continuing the Provision of healthcare within the Duke Workshop ICS Training, Licensed Care & Community Health Center Training Initial SMAT Training & Orientation DIDT Training Sub-Committee Assignment Due Date Notes Education, Training, and Exercise NCTC Workgroup SMAT Leaders Workgroup Leadership and Learning Improve healthcare response capabilities through coordinated exercise and evaluation Surge Test Exercise Continuing the Provision of healthcare within the Duke Workshop FY 18 ASPR performance measures Education, Training, and Exercise NCTC Workgroup Operational Support Assist with the coordination of healthcare organizational response during incidents. Surge Test Exercise Continuing the Provision of healthcare within the Duke Workshop DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

21 Strategic Priority Objectives Key Activities FY 18 ASPR performance measures Sub-Committee Assignment Due Date Notes Education, Training, and Exercise Operational Support Situational Awareness Coordinate integrated healthcare surge operations with pre-hospital Emergency Medical Services (EMS) operations Determine gaps in healthcare preparedness and identify resources for mitigation of these gaps Support of Primary and Secondary SMAT / SMRS Operational Mission Areas Surge Test Exercise Continuing the Provision of healthcare within the Duke Workshop FY 18 ASPR performance measures Conduct regional HVA Surge Test Exercise FY 18 ASPR performance measures NCTC Workgroup Education, Training, and Exercise SMAT Leaders Workgroup NCTC Workgroup Situational Awareness Evaluate medical surge capabilities and identify future support activities and priorities through collaborative planning FY 18 ASPR performance measures Surge Test Exercise DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

22 Strategic Priority Objectives Key Activities Sustainability Sustainability Think super regionally by sharing training and exercise opportunities with neighboring coalitions Capitalize on the individual and collective strengths of the three regional coalitions (DHPC, CapRac, Mid Carolina) towards a combined action /response plan. Increase Membership Increase Membership Surge Test Exercise FY 18 ASPR performance measures NCTC Development Encourage members to promote the Health Care and activities within their own organizations Host bi-annual membership drive meetings (April 2017, October 2017, April 2018) Sub-Committee Assignment Due Date Notes Education, Training, and Exercise SMAT Workgroup NCTC Workgroup Education, Training, and Exercise SMAT Workgroup NCTC Workgroup Communications and Outreach Communications and Outreach DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY

23 DUKE HEALTHCARE PREPAREDNESS COALITION - JANUARY