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Role of Healthcare Project Management in Tackling Disasters by Deepa Bhide

  1. PM4THEWORLD Role of Healthcare Project Management in Tackling Disasters Dr. Deepa Bhide MBBS, DCH, PMP India
  2. THAT’S ME
  3. -Types of Disasters -Need for Disaster Management -Disaster/Crisis Management -Healthcare Threats for Survivors -Healthcare Project Management -Surge Hospitals -Knowledge Management -Utilizing Technology -Call for Action -Thanks and Questions AGENDA
  4. SALUTE TO THESE HEALTHCARE WORKERS! “At that moment, I only thought about my patients." She continued, "If I had walked out of the emergency door, I wouldn't have been able to live with the remorse for the rest of my life.“ - Nurse from a Turkish Hospital as the earthquake struck
  5. TYPES OF NATURAL DISASTERS Floods Avalanche Volcano Tornado Drought Earthquake Tsunami
  6. EARTHQUAKE DEVASTATION - 7.8-magnitude on Ritcher Scale - 170 sub-districts in 43 districts in 10 of Syria’s governorates - Impacted over 10 million people needing humanitarian support - Approx. 54000 dead - Approx. 75,523 injured - Over 230,000 relief workers/140,000 healthcare workers on site - According to the World Bank’s Global Rapid Post-Disaster Damage Estimation (GRADE) Report, direct damages in Turkey from the earthquakes are estimated at $34.2 billion. An urgent and massive healthcare emergency
  7. -Natural or man-made disasters are inevitable -Sound disaster management is essential to -Ensure the world population’s well-being -Safeguarding Patients and Physicians as an individual and families! -Safeguard the development and implementation of global, regional, and national frameworks such as -Sustainable Development Goals (SDGs) by United Nations. SGD:3 refers to Healthcare goals -Universal health coverage (UHC) by the UN, to provide basic healthcare for all -International Health Regulations (2005), a regulation adopted by World Health Assembly NEED FOR DISASTER MANAGEMENT
  8. • Water-borne diseases – Cholera, diarrheal diseases, Hepatitis A • Leishmaniasis – spread by sandfly • Overcrowding – measles, Covid-19, respiratory illnesses Infectious Diseases • Minor cuts and bruises to fractures, crush injuries and burns • Effects of inhaling large amounts of dust and debris. Wound Infections • Increase incidence of stroke, heart attack • Loss in control of hypertension, diabetes, and cardiac disorders Chronic Conditions • Destruction of medical facilities, roads, and bridges • Interruption of medical chain supplies • Pregnant women – a vulnerable population/preterm labor Healthcare Disruptions • Anxiety, low mood, emotional ups and downs, and poor sleep • Long-term mental health problems - Depression or post-traumatic stress disorder (PTSD), suicidal thoughts Psychological Trauma • Poverty/Loss of bread-winner • Financial de-stabilization/loss of business Financial Instability HEALTHCARE THREATS FOR SURVIVORS
  9. DISASTER/CRISIS MANAGEMENT Crisis Organizations Decrease Production Decreased Revenue Projects/Prog rams Increased Risk Changing Scope Decreased Team Moral Increased Cost Human Resources Sick Death Migration
  10. HEALTHCARE PROJECT MANAGEMENT Healthcare Project Management Manpower Communication Standards and Protocols Infrastucture /Facilities Procurement Process Assets/IT • Stocking life-saving medical supplies/ equipment • Healthcare supply-chains • Forecast need of medical supplies • Disease surveillance/preparedness for outbreak • Makeshift hospitals/Surge centers • Transport and support infrastructure • Global/Local Partnerships (govt and NGOs) • Creating standards and guidelines - Operating Manuals • Knowledge Mgm/Lessons Learned • Establishing Communication technology • Robots and Tele-medicine usage • Predictive Analytics and Forecasting/Impact assessment • Basic first aid and evacuation procedures/Activation of EMTs • Practical training, bilingual patient guides • Healthcare workers - psychological support • Effective, simple, open, candid, consistent, and timely messaging • Clinical leadership • Risk communications and community engagement (RCCE)
  11. EMERGENCY MEDICAL TEAMS (EMT) - Improve the timeliness and quality of health services at the time-of-need - Activation of EMT Network to provide essential health services and supplies to those impacted - EMTs - deployed as standardized or modularized entities to support specific surge requirements based on identified needs and gaps teams/emt-global-classified-teams Over multiple locations Outpatient fixed Complex referral and inpatient care Embedded in Type 2 or 3 for outbreak, surgical, rehabilitation, mental health etc INCREASE IN COMPLEXITY/SPECIALIZATION OF CARE SERVICES
  12. SURGE HOSPITALS - Surge hospital - temporary makeshift medical centres – a type of Emergency Medical Team - Types - Shuttered hospitals/closed wards - Mobile medical facilities - Portable medical facilities - Facilities of opportunity (eg college, auditorium) - Mass casualty events/Need of quarantine - Special manpower needs/Training/Psychology - IT infrastructure/Emergency Medical Records /media/tjc/documents/covid19/surge-hospitals.pdf
  13. KNOWLEDGE MANAGEMENT 13 - Disaster Preparedness/Disaster Surveillance - Lessons learned from earlier similar emergencies. Eg - COVID-19 project lessons learned - WHO - Knowledge Pooling - Getting smarter each day – Bedside Learning Coordinator - Nightingale Hospital, UK - Clinical leadership across journals/consortia - Research in areas of emergency preparedness, mental health, pharmaceutical care
  15. CALL FOR ACTION ✓Keep Emergency Medical Teams teams trained and ready ✓Resurrection of healthcare after the disaster - more difficult than the disaster itself. Plan rigorously ✓Seek Governmental and Non-Governmental (NGOs) interventions/support ✓Be ready to donate and serve in your capacity - life-saving care to the impacted population ✓Be prepared at all times
  16. _sendaiframeworkfordrren.pdf KEY FRAMEWORKS FOR DISASTER MANAGEMENT
  17. Your Questions and Comments are important - We will use the Q&A section to capture your input GO AHEAD - ASK US ANYTHING
  18. Thank you!
  19. PSYCHOLOGICAL IMPACT ON HEALTHCARE WORKERS - Healthcare workers are likely to experience acute and chronic, often unpredictable, occupational stressors - Physical Health Issues – Injuries and wounds, exacerbation of existing medical conditions - Psychological Health Issues - Acute Stress Reaction - negative mood, dissociation, sleep difficulties, irritability, and inattention - Vicarious Traumatization - loss of appetite, fatigue, sleep disorders, inattention, fear etc. - Traumatic Stress Syndrome - anxiety, depression, insomnia, etc. - Tips for staying mentally/physically healthy - Proactive risk analysis of healthcare workers - Provide psychological support - professional and family/counseling - Staying physically fit
  20. - Ethics endangered in emergencies/crises - Delivery of ethical care in times of crisis is mandatory - Medical emergencies – call for ethically appropriate treatment to be delivered. Guidelines for ethics of setting priorities for the allocation of resources during scarcity - Prioritization of patients in face of constraints e.g., life- saving supplies - Guidelines by international and national agencies for healthcare providers – e.g. essential services in Italy for Covid-19 international-working-group-on-ethics-covid-19 ETHICAL CONSIDERATIONS
  21. - management - REFERENCES