Ws106 hcc ppt for ghc 2017

1. The Role of a Healthcare
Coalition in a Disaster: What
Can They Do for You?
Governor’s Hurricane Conference
Thursday, May 18, 2017

2. Panelists:
• Beth Payne, Northeast Florida Healthcare
Coalition
• Dan Simpson, Tampa Bay Health & Medical
Preparedness Coalition
• Dave Freeman, Central Florida Disaster Medical
Coalition
• Ray Runo, Big Bend Healthcare Coalition
The Role of a Healthcare Coalition
in a Disaster: What Can They Do
for You?

3. What is a Healthcare Coalition?
 A Federal Initiative, Florida is divided into
15 coalitions
 a collaborative network of healthcare
organizations and their respective public
and private sector response partners that
serve as a multi-agency coordinating
group
 Assist Emergency Management and
ESF 8 with preparedness, response,
recovery, and mitigation activities related
to healthcare organization disaster
operations.

5. Purpose and Focus of HCC’s
 ASPR made HCC development a priority
during the first 5-year funding cycle (2012-
2017)
 New five year cycle begins in 2017,
focusing on newly released Health Care
and Response Capabilities
 HCC development is vital to building
capabilities related to healthcare system
preparedness, response and recovery

6. HCC Key Concepts
Capability based approach to planning:
Coalitions should enhance healthcare
system planning and response at the
local level
 Developed naturally through existing
partnerships and service delivery
patterns
 Collectively plan, organize, equip, train

7. HCC Role in the New CMS
ruleCoalitions are referenced in the CMS rule,
encouraging facilities to look to Coalitions for
assistance, including:
 Obtaining copies of the coalition or regionally
conducted hazard vulnerability analysis or risk
 Identifying examples of plans, policies, and
procedures that are frequently used or accepted by
other entities within those coalitions.
 Engaging in training and exercises conducted by
coalitions or coalition members.
 Exploring participation in or leveraging of shared
services, such as communications systems, patient
tracking systems, and other jointly used equipment
and supplies.
 Providing basic information on emergency
preparedness and healthcare system

8. The Great Debate - HCC
Response
Healthcare Coalitions are encouraged to provide
multi-agency coordination during response by:
 Assisting incident management with decisions
and/or mission support
OR
 Coordination of plans to guide decisions
regarding healthcare organization support
OR
 A combination of both

9. Where do Coalitions fit in this
cycle?

10. NORTHEAST FLORIDA HEALTHCARE
COALITION
Beth Payne, Administrator
Mission: Achieve a health & medical system that is efficient and
resilient in an emergency.

11. Northeast Florida Healthcare Coalition
(NEFLHCC)
 Established in 2013
 Formalized by:
◦ Bylaws
◦ Charter
 Mission
Achieve a health & medical system that
is efficient and resilient in an
emergency.

12. Northeast Florida Healthcare Coalition
(NEFLHCC)
Mission: Achieve a health & medical system that is efficient and resilient in an emergency.
Member Counties:
 Baker
 Clay
 Duval
 Flagler
 Nassau
 St. Johns

13. NEFLHCC
 Total Population Served
1,552,804
 Trauma Centers
◦ a Level I & a Level II
(provisional)
 4801 Hospital Beds
 3808 Acute Care Beds
 993 Specialty Beds
 6446 Nursing Home BedsMission: Achieve a health & medical
system that is efficient and resilient in an
emergency.

14. NEFLHCC Structure
Mission: Achieve a health & medical system that is efficient and resilient in an emergency.
10 Member Executive Board
One Member from each County (6)
Discipline Representation (4)
Emergency Management
EMS
Hospitals
Public Health
More to Come…
General Membership
Anyone with healthcare interest
Strong partnership with the First Coast
Disaster Council

15. NEFLHCC Structure
Mission: Achieve a health & medical system that is efficient and resilient in an emergency.

16. Establishing Coalitions
Why 3 Coalitions in Region 3?

17. Role in Northeast Florida
 Training and Education
 Community Exercises
◦ Yearly Regional Exercise on identified
gaps
 Project Funding – 9 projects for
$145,000 during 2016-17 Fiscal Year
 Blue Sky Communications
Mission: Achieve a health & medical system that is efficient and resilient in an emergency.

18. Successes:
Planning~Training~Exercise

19. For More information…..
 www.neflhcc.org
 904-279-0780
 info@neflhcc.org
 Chair of NEFLHCC: Leigh Wilsey,
DOH Clay
Mission: Achieve a health & medical system that is efficient and resilient in an emergency.

20. Tampa Bay Health & Medical Preparedness
Coalition
Dan Simpson, Chair

21. Tampa Bay Health & Medical Preparedness
Coalition
Organizational Structure
Executive Board
Chair – Dan Simpson
Vice-Chair – Dr. Ulyee Choe
9 County Specific
Standing
Committees
Exercise
Sub-Committee
Training
Sub-Committee
Others as needed
Treasurer /
Secretary
Planning Advisory
Group

22. Executive Board Members
 Bob Dexter – Hospitals
 Chief Nick Locicero, EMS
 Dan Johnson – SMRT
 Bob Murphy - LTC
 John Scott – Aeromedical
 Gayle Guidash – Public
Health
 Pete McNally – Emer.
Mngmnt
 Dr. Beth Girgis - Physicians
 Geoffrey Cordes - Out-Pt
Serv
 Linda McKinnon - BehHlth
 Todd Hockert - (Citrus)
 Cathie Edminsten
(Hernando)
 Glen Baker (Pasco)
 Dirk Palmer (Pinellas)
 George Haley
(Hillsborough)
 Michael Harnish (Manatee)
 Don Smith (Polk)
 John Meyer (Hardee)
 TBD - (Sumter)
1 vote each – proxy allowed

23. Planning Advisory Group
 Dan Simpson, FPEM
 Hunter Zager, FPEM
 Nina Mattei, FPEM
 Dr. Jen Chatfield, DVM
 Judy Silverstein, MPH
 Ashley Hoskins, MPH
 Tim Exline
 Patrick Boyd
 Ryan Pedigo
 Steve Castonguay
 Jenn Brandow
 Vivian Hartzell
 Adam Dubois
 (Sumter TBD)

24. For More information…..
 www.tampabayhmpc.org
Dan Simpson, FPEM
Region 4 Health & Medical Co-Chair
Chair, Tampa Bay Health & Medical
Preparedness Coalition
Office 727-824-6900, x4346
Mission: Achieve a health & medical system that is efficient and resilient in an emergency.

25. Central Florida Disaster Medical
Coalition (CFDMC)

26.  Created in December 2013
 National ASPR Priority
 Expanded scope and utilized existing
State Medical Response Team 501c(3)
 Collaborative network of healthcare
organizations and their public and private
response partners working together to
assist local ESF8 and the RDSTF with
preparedness, response, and recovery
activities related to healthcare disaster
operations
What is CFDMC?
5-3-17

27. Escambia
SantaRosa
Walton
Okaloosa
Washington
Bay
Holmes
Jackson
Calhoun
Liberty
Leon
Franklin
Wakulla
Gadsden
Gulf
Madison
Taylor
Suwannee
Hamilton
Dixie
Columbia
Gilchrist
Levy
Nassau
Duval
Baker
ClayUnion
Bradford
Alachua
Marion
Pasco
Orange
Seminole
St.Johns
Flagler
Putnam
Volusia
Brevard
Lake
Hernando
Citrus
Pinellas
Osceola
Polk
Sumter
Charlotte
DeSoto
Lee
Collier
Hardee
Hendry
Highlands
Okeechobee
Indian River
Palm Beach
Martin
Broward
Miami-Dade
Monroe
Glades
Manatee
Sarasota
St. Lucie
Region 1
Region 3
Region 2
Region 5
Region 6
Region 7
Region 4
Florida’s
Domestic Security
Regions
5-3-17

28.  Mission: To develop and promote
healthcare emergency preparedness
and response capabilities in RDSTF
Region 5
 Vision: To create and sustain a
resilient community with a common
purpose and voice, protecting and
saving lives during disasters of all
types and sizes
CFDMC Mission & Vision
5-3-17

29.  Facilitate information sharing /common situation
awareness among members and with jurisdictional
authorities (local EM and RDSTF)
 Facilitate resource support among CFDMC
Members and support the request and receipt of
assistance from local, State, and Federal
authorities
 Facilitate the interface between the CFDMC and
appropriate jurisdictional authorities (local EM and
RDSTF) to establish effective support for
healthcare system resiliency and medical surge
 Build and/or strengthen local health capacity and
capabilities in the event of an emergency or
CFDMC Goals
5-3-17

30.  Funded by ASPR (Assistant Secretary
for Preparedness & Response) HPP
(Hospital Preparedness Program)
through contract with Florida
Department of Health, Bureau of
Preparedness & Response
 Formalizes Region Health and
Medical Committee
 Supports Local ESF8 and RDSTF
Alignment
5-3-17

31.  Health & Medical Co-Chairs
◦ David Freeman, CFDMC Executive Director
◦ Clint Sperber, St. Lucie Co. HD Director
 Board Chair
◦ Dr. Michael Gervasi, CEO, Florida
Community Health Center
 Board Vice Chair
◦ Karen van Caulil, Ph.D. President/Chief
Executive Officer, Florida Health Care
Coalition
 Treasurer
◦ Bob Sorenson, Osceola Co. Fire Chief
Executive Committee
5-3-17

32.  Eric Mock (Avante-Orlando)
 Dr. Peter Pappas (Trauma
Surgeon, Brevard)
 Davian Santana (Vista Lab,
Lake)
 Wayne Smith (Davita)
 Karen van Caulil (Business)
 Lynda W.G. Mason
(Disaster Behavioral Health,
Seminole)
 Steve Wolfberg (Martin
Memorial)
 Eric Alberts (Orlando
Health)
 Sheri Blanton
(Orange/Osceola Medical
Examiner)
 Alan Harris (Seminole
Emergency Manager)
 Daniel Harshburger, (Martin
Fire Rescue)
 Douglas Healy (Walgreens,
Brevard)
 Jim Judge (Volusia
Emergency Manager)
 Aaron Kissler (DOH-Lake
County)
Board Members
5-3-17

33.  258 Members Representing 126 Organizations
 Across all 9 Counties in Region
 Represent Essential Partnership Groups
*Hospitals *Emergency Management
*Public Health *EMS
*Long Term Care *Behavioral Health
*Federal Partners *Community Health Centers
*Specialty and Support Services Providers
(e.g. Labs, Pharmacy, Blood Banks, Pediatrics,
Dialysis, Medical Examiners, etc.)
Members
5-3-17

34.  2014-2015: $100,000 Base Allocation
 2015-2016: $200,000 Base Allocation
($125,000 dedicated to risk-based projects)
 2015-2016: $110,000 Ebola Supplement
(dedicated to risk-based projects)
 2015-2016: $37,500 Region 1 Exercise
Evaluation (unused dollars dedicated to
risk-based projects)
 2015-2016: $174,999 ICAR Project
(unused dollars dedicated to closing gaps)
 2016-2017 Funding: $456,245.00 ($200,000
Base Allocation & $389,946 Hospital
Allocation)
Funding
5-3-17

35.  Established Board & Executive
Committee
 Member Charter and Code of Ethics
 Created Website
 Two Face to Face Meetings
 Hosted Trainings (Ebola, HICS, COOP)
 Hosted Ebola Tabletop and Participated
in Regional Toxic Knight Exercise
 Conducted Gap Analysis
 Conducted Member COOP Assessment
2014-2015 Accomplishments
5-3-17

36.  Annual Meeting Calendar (based on
member input hold quarterly meetings)
 2 Multi-jurisdictional Trainings (based on
member input – mass fatality &
EMResource)
 Communication Plan with Quarterly
Everbridge Drills
 Community Hazard Vulnerability
Assessment
 Assessment of Member Capabilities/
Capacities/Strategies to Increase
Resource Sharing (survey to members)
2015-2016 Accomplishments
5-3-17

37.  Participated in DOH Training/Exercise
Planning Workshop and Produce HCC
MYTEP
 Developed Process for Resource
Coordination (including mutual aid/MOUs,
movement of resources, available space,
staffing, equipment, supplies services and
systems)
 Prepared an HCC Patient Tracking
Monitoring Plan
 Completed Coalition Qualifying Exercise
(Bioshield, November 2015)
 Regional Hospital Exercises March 2016)
2015-2016 Accomplishments –
Continued:
5-3-17

38.  Completed ASPR Assessment (used to
update Strategic Plan)
 Prepared an HCC COOP
 Continued Outreach to Increase
Members
 Provided Input in ASPR Performance
Measures
 Met Ebola deliverables (gap analysis,
trainings, exercise)
Progress on deliverables is captured in
Monthly Traffic Light Report (posted on
website)
2015-2016 Accomplishments -
Continued
5-3-17

39.  $220,000+ for FY 2015-2016
 Funding Process Modeled on SHSGP
Process
 Essential Partner Committees
 Documented Capabilities/Identified
Gaps
 Proposed Projects to Fill Gaps
 Prioritized by Peer Review/Board
 Board Voting in May on Projects
Special Project Funding
5-3-17

40.  Purpose SMRS is to provide medical
surge and care to the survivors /
responders in a disaster in support of
ESF8 at the local and state level
 There are six regional teams in Florida
and an advanced surgical
transportation team (FAST)
 Coalition sponsors the State Medical
Response Team (SMRT) 5
State Medical Response
System
5-3-17

41.  Eight Assessment Hospital Site Visits
(prepared to identify and manage patients
with highly infectious disease, such as Ebola,
for at least 5 days)
 Identify EMS agencies prepared to transport
patients with highly infectious diseases
 20+ Frontline Hospital Assessments
(capability to identify, isolate, inform and
transport a suspected Ebola patient and
outbreak reporting)
 Developed a concept of operations for a
coalition-wide hospital area command
(resource coordination process)
ICAR (Infection Control
Assessment & Response) Pilot
5-3-17

42.  Requirement: Establish a trauma agency
within each Regional Domestic Security Task
Force (RDSTF) region for the purpose of
developing and implementing a regionalized
inclusive trauma services system integrated
within the overarching state trauma services
system
 Role: Regional trauma agencies will plan,
implement, and evaluate trauma services
systems consisting of organized patterns of
readiness and response services based on
public and private agreements and
operational procedures
Regional Trauma Agency Pilot
5-3-17

43.  Dr. Peter Pappas leads this effort
 Developed structure
 Gained consensus from Trauma and
EMS Stakeholders, DOH
 Held the inaugural Meeting with
Stakeholders Summer 2016
 Established the Executive Committee
2017
 Holding quarterly Executive meetings
and bi-annual stakeholder meetings
Regional Trauma Agency Pilot
- Continued
5-3-17

44. For additional information:
www.centralfladisaster.org
David Freeman, Executive Director
dave@centralfladisaster.org
321-231-9880
Questions
?
5-3-17

45. Big Bend Healthcare
Coalition (BBHCC)
Chairperson – Holly Kirsch

47. Big Bend Health Care Coalition
(BBHCC) Foundation
 Built upon existing local (county) emergency
management structure and systems
◦ First step: engaged all local EM’s as partners
and dispel rumors of an alternate EM system.
◦ EM has ultimate responsibility to protect and
support their citizens during disasters
◦ Local counties have different capabilities (ESF
8)
◦ Healthcare and support systems serve citizens
across county lines.
◦ Bottom line – the coalition serves to support
local EM to provide healthcare and support to
their citizens during disasters.

48. What is the purpose of
the Big Bend Health Care
Coalition?
 Build a comprehensive and integrated whole
community healthcare and support system for
disaster preparedness, response, and recovery.
 Integrate with and support Emergency Support
Function 8 (ESF 8) as the health and medical
lead in the county.
 Identify and strengthen existing links between
public/private healthcare support providers and
public agencies / NGO’s.
 Maximize limited resources through regional
leveraging. (Built upon healthcare service areas)
 Identify and support your community’s public
health, healthcare and support needs during
disasters.

49. BBHCC
Current Assumptions
• Synergy is generated when emergency
management, healthcare and support agencies work
together in a comprehensive, integrated, and
collaborative fashion.
• This “Whole Community” approach results in a
broad collaborative network of healthcare and
support providers – “a continuum of care”.
 “Community” in this context can apply to a Town,
City, County, or multiple counties
• Integrated planning expands providers’ capabilities
to meet the community’s healthcare and support
needs during disasters.
• Healthcare and support providers serve multiple
counties.

50. BBHCC
Current Assumptions
• Healthcare coalitions have a role in a
response.
• Provides for a comprehensive, integrated, and
collaborative and solution oriented model to
identify and support disaster related issues
and needs within and across the counties.
• Provides a platform to share information,
knowledge, situation status, information,
technical expertise, staffing , and resources
within and across Emergency Management
protocols and structure.
• Collectively plan, organize, equip, train, and
exercise on disaster related healthcare and
support system issues.

51. Community-Based
Planning:
The Continuum of Care
Model

52. The “Continuum of Care”
Planning Framework
53
 Integrated within a plan format, with a focus on
planning processes, content, and substance.
 A visual and descriptive system which reflects
functional roles and responsibilities, relationships,
dependencies, and interdependencies that link
stakeholders together within the healthcare and
support system
 Supports the identification, mitigation, and resolution
of gaps in the healthcare and support continuum
during disasters.
 The scope of the continuum should reflect a “cradle to
grave” support system.

53. Continuum of Care
Planning Assumptions
 Beyond just hospitals – includes all healthcare
and support stakeholders
 Members provide services across many
counties
 Citizens travel from many counties to seek
healthcare or support services
 Takes a holistic view of the conditions and
issues which affect the health of individuals
(physical, social, mental, and community)
 Consists of many dependent and interdependent
relationships between partners for sustainment

54. Continuum of Care – Planning
Assumptions
(continued)
• Begins with analysis and documentation of day
to day services, functions, and key dependent &
interdependent partners
• Conditions and needs will change over the term
of the disaster (decompensation).
• In a disaster environment, healthcare, services
and support capabilities will be limited,
temporarily unavailable, or absent.
• Expect negative outcomes when the continuum
is disrupted or broken.
• A community’s resiliency depends largely upon
its augmentation and/or replacement strategies
55

55. Continuum of Healthcare
~~ Normal Day ~~
Nursing
Home
Staffing
Food &
Water
Med.
Equip. &
Supplies
Medications
Treatments
Electricity
- Utilities
Phones
Info.
Tech. (IT)
Sewage
Medical
Services
(physicians
& extenders)
Ancillary
Services
(e.g., labs)
Laundry &
House-
keeping
Phys.
Plant &
Maint.
Transp.

56. Hurricane Impacts:
Essential Systems Reduced or Off-Line
Nursing
Home
Staffing
Food &
Water
Med.
Equip. &
Supplies
Medications
Treatments
Electricity
- Utilities
Phones
Info.
Tech. (IT)
Sewage
Medical
Services
(physicians
& extenders)
Ancillary
Services
(e.g., labs)
Laundry &
House-
keeping
Phys.
Plant &
Maint.
Transp.
Green = OK
Yellow =
Reduced
Red = Off-
line

57. Big Bend
Healthcare
Coalition
(BBHCC)
Representatives from
all Counties
In
Patient
Hospital
s
Trauma
Centers
Long
Term
Care
Out
Patient
or In-
Home
Provider
s
Healthcar
e Support
Primary
Care
Specialt
y Care
EMS
Healthca
re
Support
Provider
sPublic
Health
SPNS
Behavio
ral
Health
Medical
Reserve
Corps.
Public
Safety
Academia
Transpor
tation
Volunte
er &
Advoca
cy
Commu
nication
s
Groups
Other
State
and
Local
Local
Utilities
Emergency
Managemen
t

58. Mitigation
Preparednes
s
Preparedness
Response
Recovery
Support the
Healthcare and
support providers
within the BBHCC
to return to normal
healthcare &
support services
Support
information
sharing, situational
status, EM
coordination,
staffing, & resource
support in order to
inform the response
and decision
making processes
Support areas in
critical infrastructure
and key resource
allocation planning
that decreases the
vulnerability of health
care delivery
Follow the steps of the
Preparedness Cycle –
Planning, Training,
Exercise, and
Evaluation to
effectively prepare for,
respond to and recover
from a disaster
Disaste
r
Role of BBHCC

59.  For additional information:
www.bbhcchome.org
 Ray Runo
 E-mail – rayruno@gmail.com
 Cell – 850-274-8601
Questions

60. Question and Answer
Session