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KEY PLANNING CONSIDERATIONS
The following topics continually surfaced during each step of our coalition development process. Although we do not have concrete solutions that will fit for each health jurisdiction, we have noted some of our observations and strategies to address these topics.
Funding
Staffing
Communication
Funding
Staffing
Communication
King County Healthcare Coalition
PLANNING & PREPARING FUNDAMENTALS
PLANNING ASSUMPTIONS
Community-wide preparedness planning has increased significantly over the past several years. It was essential for our team to identify some planning assumptions with which we would build upon as the planning began. The planning assumptions that reflect the Seattle and King County community include:
"A Healthcare Coalition is a network of healthcare organizations and providers that are committed to coordinating their emergency preparedness and response activities."
This basic description helped our team stay focused on our desired outcome. Next steps included clearly defining the Coalition's purpose and objectives and identifying the necessary Healthcare Sectors to be included in the Coalition before moving into assessment and engaging partners. The Coalition's Preparedness Role and Response Role were also defined and are highlighted in the Organization and Structure section of this Toolkit.
Purpose
The purpose of the Coalition is to develop and maintain a comprehensive system that assures coordination, effective communications, and optimal use of available health resources in response to emergencies and disaster for all hazards.
Planning Objectives
Healthcare Sectors
FUNDING
Resources and funding will always be a challenge for Public Health and for developing and sustaining a healthcare coalition. Federal agencies have recently designated specific funding to increase the medical surge capacity and capability of communities and are a starting point for Public Health and other healthcare organizations and associations.
The King County Healthcare Coalition was supported by funds received by U.S. Department of Health and Human Services Office of the Assistant Secretary for Preparedness and Response (ASPR) awarded to Public Health - Seattle & King County as well as funds from local hospitals, The Department of Homeland Security, and through the King County Executive's Office.
Health jurisdictions can try using alternate means to develop funding that would support and maintain a Healthcare Coalition initiative. Some of these options include:
STAFFING
From the beginning, we realized that the success of the Healthcare Coalition was going to be dependent upon a dedicated staff and the commitment of key stakeholders.
Ideally, a Healthcare Coalition Coordinating Group can be created to organize and move the process. Keep in mind, most of the participating staff are part-time or merely a percentage of an FTE. Assigned staff bring topic specific expertise to the Coordinating Group and help ensure that all planning is consistent and working towards regional priorities.
Although it wasn't possible for our team, we found that it would have been most helpful to have all staff (or volunteer representatives) in place from the start of the planning process. Positions (full or part-time) that keep the King County Healthcare Coalition working are illustrated in the Healthcare Coalition Preparedness Structure and include:
COMMUNICATION
During the Assessment and Engagement process, momentum was quickly gained on an external level of interest so developing an ongoing system and a protocol for communication internally and externally was essential.
Internally, the Healthcare Coalition Coordinating Group established biweekly meetings to coordinate topic specific action items, task assignments and progress reporting.
Regular communication with external partners began through personal one-on-one contact. It evolved into sector group meetings focused on planning where appropriate, workgroups with identified experts, Web postings and a Healthcare Coalition Newsletter distribution for progress updates and next steps. Executive, clinical and operational stakeholders have a limited amount of time to be involved so information must be direct and pertinent to their role in the Healthcare Coalition.
We stress the importance of relevant and consistent communications with all stakeholders. Although the development of a Healthcare Coalition may be on the top of your priority list and is also important to others, everyday tasks and other priorities can redirect anyone's focus. Efficient and effective communication and sufficient project management assures that stakeholders feel their time is valued.
PLANNING & PREPARING FUNDAMENTALS
PLANNING ASSUMPTIONS
Community-wide preparedness planning has increased significantly over the past several years. It was essential for our team to identify some planning assumptions with which we would build upon as the planning began. The planning assumptions that reflect the Seattle and King County community include:
- Coordinated action is more effective than multiple individual organizational efforts
- Cooperative agreements and plans promote the most effective use of resources
- Leadership and operational management must come from within the healthcare community
- The Health Officer and the County Executive have emergency powers to preserve the public health
- The use of emergency health powers, if necessary, will be more effective with advance planning and in timely consultation with healthcare leaders
- Public Health's primary role in this context is to support and facilitate the healthcare system's emergency preparedness planning and response
- A county-wide regional disaster plan is already in place. The Incident Command Structure for emergency response is mandated by the County
"A Healthcare Coalition is a network of healthcare organizations and providers that are committed to coordinating their emergency preparedness and response activities."
This basic description helped our team stay focused on our desired outcome. Next steps included clearly defining the Coalition's purpose and objectives and identifying the necessary Healthcare Sectors to be included in the Coalition before moving into assessment and engaging partners. The Coalition's Preparedness Role and Response Role were also defined and are highlighted in the Organization and Structure section of this Toolkit.
Purpose
The purpose of the Coalition is to develop and maintain a comprehensive system that assures coordination, effective communications, and optimal use of available health resources in response to emergencies and disaster for all hazards.
Planning Objectives
- Build the Healthcare Coalition
- Expand membership and partnership
- Establish the Executive Council
- Create a Regional Medical Resource Center Capability
- Develop operational plan
- Implement incident management and resource management software
- Expand regional medical surge capacity and capability to handle increased demand for services
- Develop regional surge plans for alternate care facilities, call center coordination and mass critical care
- Educate and prepare healthcare providers to respond to emergencies
- Strengthen regional hospital and ambulatory care sector plans
- Initiate sector planning with the palliative care, long term care, home health, mental health and pediatric communities
Healthcare Sectors
- Home Health and Palliative Care Providers
- Hospitals
- Long Term Care Providers
- Medical Groups
- Mental Health Providers
- Pediatric (Inpatient and Outpatient)
- Safety Net Clinics
- Specialty Providers
- Tribal Clinics
FUNDING
Resources and funding will always be a challenge for Public Health and for developing and sustaining a healthcare coalition. Federal agencies have recently designated specific funding to increase the medical surge capacity and capability of communities and are a starting point for Public Health and other healthcare organizations and associations.
The King County Healthcare Coalition was supported by funds received by U.S. Department of Health and Human Services Office of the Assistant Secretary for Preparedness and Response (ASPR) awarded to Public Health - Seattle & King County as well as funds from local hospitals, The Department of Homeland Security, and through the King County Executive's Office.
Health jurisdictions can try using alternate means to develop funding that would support and maintain a Healthcare Coalition initiative. Some of these options include:
- Other Emergency Preparedness Grants
- Membership Fees
- Sponsoring Organizations
STAFFING
From the beginning, we realized that the success of the Healthcare Coalition was going to be dependent upon a dedicated staff and the commitment of key stakeholders.
Ideally, a Healthcare Coalition Coordinating Group can be created to organize and move the process. Keep in mind, most of the participating staff are part-time or merely a percentage of an FTE. Assigned staff bring topic specific expertise to the Coordinating Group and help ensure that all planning is consistent and working towards regional priorities.
Although it wasn't possible for our team, we found that it would have been most helpful to have all staff (or volunteer representatives) in place from the start of the planning process. Positions (full or part-time) that keep the King County Healthcare Coalition working are illustrated in the Healthcare Coalition Preparedness Structure and include:
- Healthcare Coalition Consultant
- Healthcare Coalition Program Manager
- Disaster Medical Director
- Program Assistant
- Regional Medical Resource Center Project Manager
- Medical Director Workgroup Planner
- Ambulatory Care Workgroup Planner
- Legal Workgroup Planner
- Training, Exercises and Planning Coordinator
- Long-Term Care and Home Health Planner
- Mental Health Planner
- Infectious Disease Workgroup Planner
- Call Center Project Manager
- Pediatrics Planner
- Critical Care Workgroup Planner
- Alternate Care Facilities Planner
COMMUNICATION
During the Assessment and Engagement process, momentum was quickly gained on an external level of interest so developing an ongoing system and a protocol for communication internally and externally was essential.
Internally, the Healthcare Coalition Coordinating Group established biweekly meetings to coordinate topic specific action items, task assignments and progress reporting.Regular communication with external partners began through personal one-on-one contact. It evolved into sector group meetings focused on planning where appropriate, workgroups with identified experts, Web postings and a Healthcare Coalition Newsletter distribution for progress updates and next steps. Executive, clinical and operational stakeholders have a limited amount of time to be involved so information must be direct and pertinent to their role in the Healthcare Coalition.
We stress the importance of relevant and consistent communications with all stakeholders. Although the development of a Healthcare Coalition may be on the top of your priority list and is also important to others, everyday tasks and other priorities can redirect anyone's focus. Efficient and effective communication and sufficient project management assures that stakeholders feel their time is valued.
