hospital continuity of operations planning
TRANSCRIPT
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Hospital Continuity of
Operations PlanningTeodoro J. Herbosa MD FPCS
Professor Surgery, Emergency Medicine
University of the Philippines, Manila Undersecretary, Department of Health 2010-2014
Former Board Member World Association for Disaster and Emergency Medicine
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Typhoon “Yolanda” Storm Surges
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What happened?
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Disaster Risk Reduction
Hazard AnalysisRisk Management or MitigationVulnerability AssessmentDisaster Risk Reduction and Management
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Disaster Planning
Incident Command System
Operations
Logistics
Finance
Contingency Planning
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Contingency Planning
No disaster plan
With a disaster plan but situation was not predicted
There is a disaster plan but those managing the disaster are not familiar with the disaster plan
entry of external help who are not at all familiar with the disaster plan
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* Includes infra and/or equipment costs for affected hospitals, RHUs and BHS
Initial Estimates of Damage of Health Facilitiesin Regions IV- B, VI, VII, VIII
Provinces BHS RHUs Hospitals Total No. of Health
Facilities Affected
Estimated Amount*
Region VIII 996 3,928,512,300
Leyte 176 56 17
249 1,205,618,500
Northern Samar
97 30 11
138 661,555,900
Biliran 46 9 2
57 187,636,900
Eastern Samar
165 29 12
206 723,485,200
Southern Leyte
68 23 8
99 385,290,500`
Western Samar
202 33 11
246 704,925,300
DOH-EV Office
1 60,000,000
Region VII 60 21,880,000
Cebu 43 15 2 60 21,880,000
Region VI 1,216 49,932,500
Aklan 133 19
9 161 5,244,000
Antique 152 18
6 176 10,528,500
Capiz 287 17
6 310 4,085,000
Iloilo 512 43
14 569 30,075,000
Region IV B 8 82,060,000
Culion, Palawan
7 1 8 82,060,000
GRAND TOTAL
1,888 292 99 2,280 4,082,384,800
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Timelines
Checklist
Job description
Basis for changes in your disaster plan
Review of the events
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Job Action Sheets
job description
based on the timelines
triage of what needs to be done
delegation of tasks
lack of manpower
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Elements of COOPContinuity Plan - implementation & management of the Continuity Program.
Outline the ff overarching continuity requirements
Essential Functions – subset of governance & organizational functions w/c are critical activities used to identify supporting tasks and resources that must be included in the organization’s continuity plan
FEMA
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Elements of COOPContinuity Plan - implementation & management of the Continuity Program. Outline the following overarching continuity requirements
Orders of Succession – essential in a continuity program to ensure that personnel know who assumes authority/responsibility if leadership is incapacitated/unavailable during a continuity situation. “Chain of Command”
Delegations of Authority – provide personnel with the authority to make key decisions during a continuity situation where the primary decision maker is not available.
FEMA
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Elements of COOPContinuity Facilities – alternate facilities from which to perform essential functions in a threat-free environment
Continuity Communications – ability of an organization to execute its essential functions at its continuity facilities depends on the identification, availability/redundancy of critical communications and information technology (IT) systems to support connectivity among key leadership personnel, internal elements, other agencies, critical customers and the public during crisis and/or disaster conditions.
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Elements of COOPEssential Records Management – identification, protection and availability of electronic & hard copy documents, references, records, information systems, data management software and equipment needed to support essential functions
Human Resources – guidance to emergency employees and other categories of employees who are activated to perform response duties
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Elements of COOPTests, Training, and Exercises – identification, training, and preparedness of personnel capable of relocating to alternate facilities to support the performance of essential functions
Devolution of Control and Direction – to transfer statutory authority/responsibility for essential functions from an agency’s and organization’s primary operating staff and facilities to other agency and organization employees and facilities, and to sustain that operational capability
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Elements of COOP
Reconstitution – process by which surviving and/or replacement agency and organizational personnel resume normal agency operations from the original or replacement primary operating facility
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Four Phases of Continuity of Operations Activation
Phase I – Readiness and Preparedness.
Phase II – Activation: plans, procedures, and schedules to transfer activities, personnel, records, and equipment to alternate facilities are activated.
Phase III – Continuity Operations: full execution of essential operations at alternate operating facilities is commenced.
Phase IV – Reconstitution: operations at alternate facility are terminated and normal operations resume.
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Conditions in which the Continuity Plan will be
ActivatedThe plan could be activated in response to a wide range of events: a fire in the buildinga natural disaster the threat or occurrence of a terrorist attackemerging infectious diseases Any event that makes it impossible for employees to work in their regular facility could result in the activation of the continuity plan
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Conditions in which Continuity Plan will be
Activated"Continuity planning is simply the good practice of ensuring the execution of essential functions through all circumstances, and it is a fundamental responsibility of public and private entities responsible to their stakeholders."
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Lessons from Typhoon Yolanda
A. Factors for Better Patient Outcome • Timeliness of intervention• Competency of Health Personnel• Adequacy of Service Providers• Available logistics • Team Work
B. Existing Partnerships and Agreements• Facilitates Movement and Entry of Responding Countries , Teams and Partners
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Recommendations Increase the logistics capacity and lifelines for health
sector response:◦ Emergency communications system
◦ Air Transport to, and within the affected areas◦ Emergency logistical needs such as generators, hospital tents,
etc. Build resilient health facilities
◦ Hospitals as the last facility standing◦ Hospitals as hubs for energy, water, logistics, communications,
and shelter Develop self-sufficient teams
◦ Properly equipped Mobile surgical, public health teams◦ Physically and psychologically prepared teams to withstand
the disaster conditions
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Recommendations Improve preparedness, response, and
rehabilitation planning across different levels
◦ Include worst case scenarios/ mega disasters◦ Consolidation of top-bottom and bottom-up
planning Strengthen systems for service delivery
◦ Improved inter- and intra-operability among all responding agencies
◦ Improved information management systems◦ Improved logistics management systems
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Sometimes it takes a natural disaster to
reveal a social disaster.
Jim WallisRead more at
http://www.brainyquote.com/quotes/quotes/j/jimwallis383544.html#jSqVmcZ7J0yJlHSg.99