In 2008 we conducted the 1st US-wide survey of Environmental Health Professionals. Our purpose was to probe how EH professionals viewed their role in incident management. The authors believed that EH should logically be considered part of the extended food supply chain from an incident mitigation perspective. We thought sharing this older presentation might be of some value – particularly with the recent focus on food supply chains incidents.
An article written from the perspective of both anti-counterfeiting and supply chain professional. Leverages research conducted by Michigan State University\'s Anti-Counterfeiting and Product Protection Program.
The objective of this article is to illustrate one approach to integrating the goals of quality, sustainability,and nonprofit initiatives so important to corporations. community, and individuals alike. The real-world example used for illustration deals with the performance
response of collaborating organizations working together following a major disaster event.
The article first provides an overview of the Deming Wheel/Cycle methodology for continuous process improvement and the Triple Bottom Line sustainability concept. This is followed by the integration of these two methodologies for the development and
continuous improvement and sustainability goals of the American Red Cross Multiagency Response Center program.
“A sustainable supply chain reflects the firm’s ability to plan for, mitigate, detect, respond to, and recover from likely risks.”
This article was written to provide supply chain professionals with a few key concepts that management may need to support the building of sustainable supply chains.
Briefly covered are: 1) The linking of compliance to performance standards to supply chain collaboration is a critical operational goal; 2) Risk management and continual improvement lie at the heart of effective supply chain monitoring and mitigation; 3) Monitoring compliance is a complex operational issue but one with proven methodologies for implementation; and, 4) Compliance to standards of performance and supply chain collaboration can save more than it costs.
As seguintes pessoas contribuíram com a sua experiência e conhecimento para tornar este manual prático e útil: Mark Lampinen,
Kathleen Jennings, Cassaundra Branco, Alegria Lavin-Jones,
Barbara Foster, Randy Imai, Hathor madeiras, Michael Schommer,
Vincent Jeffries, Chris Thixton, Forrest Jardins e Charlena Hayes.
manual de Avaliação
The Surprising Truth About Your Disaster Recovery Maturity LevelAxcient
Have you ever wondered if your organization's Disaster Recovery initiatives are in line with business objectives? How can you get business units, IT, and senior management on the same page when it comes to the company's resiliency?
Introducing the Disaster Recovery Maturity Framework, a new, vendor-agnostic tool for analyzing your organization's resiliency level.
Learn how to assess your company's DR maturityand discover:
- What resiliency really means
- The five different maturity levels for disaster recovery
- Key elements to assess your company's own maturity score
- How to use the DR Maturity Framework as a catalyst for change
In to care is a Dutch programm of the ministry of Healthcare and Vilans the knowledge institute for longterm care. Hundreds of organizations for long term care participate in the program with goals on improving their performance, workers satisfaction and cliënt satisfaction.
Case Study: Successfully Collaborating with Healthcare Professionals through Online Community Programs: A Case Study Approach
Presented by: Peter Gannon, Regional Vice President, Within3
Fostering collaboration and engagement is everyone's goal in HCP communications. Enabling technologies that accomplish these goals in a regulated environment can be challenging given perceived constraints from legal, regulatory, medical, and compliance. Peter will introduce some successful cases on how the implementation of private secure HCP networks have enabled greater HCP collaboration, increased the quality of HCP relationships, realized cost savings, and were implemented in accordance with company risk mitigation policies.
www.bdionline.com
Walter Greenleaf - The Impact of XR Technologies on Medical Research and Heal...Stanford University
This presentation provides an overview of how the coming wave of Virtual Reality and Augmented Reality (XR) technology will impact medicine, clinical care, and personal health and wellness.
Although entertainment, social connection, and gaming is driving drive the initial adoption of VR and AR technology, the deepest and most significant impact of the next generation of VR/AR technology will be to enhance clinical care and to improve personal health and wellness. VR and AR technology will also help facilitate the shift of medicine to direct personal care.
We know from decades of clinical research that VR/AR technology can provide breakthrough solutions that address the most difficult problems in healthcare - ranging from mood disorders such as Anxiety and Depression to PTSD, Addictions, Autism, Cognitive Aging, Stroke Recovery, and Physical Rehabilitation, to name just a few.
VR technology can also improve clinical measurements and assessments by making them more objective and functional, and improve medical training such as surgical skill training and procedure planning by applying simulation-based learning principals. Personal health and wellness will be improved by using VR to promote healthy lifestyles and to reduce stress and anxiety. As the cost of healthcare rises, VR technology can serve as an effective telemedicine platform to reduce costs of care delivery, and improve clinical efficiency.
Top 10 Network Operation Center Best Practices
In this free ebook you'll find tips
and best practices related to:
5 Essential tools NOC must have:
1. How to develop and maintain team knowledge and skills
2. Training new NOC Team
3. Improving communication and collaboration within and outside the NOC
4. Escalating, prioritizing, and handling problems
An article written from the perspective of both anti-counterfeiting and supply chain professional. Leverages research conducted by Michigan State University\'s Anti-Counterfeiting and Product Protection Program.
The objective of this article is to illustrate one approach to integrating the goals of quality, sustainability,and nonprofit initiatives so important to corporations. community, and individuals alike. The real-world example used for illustration deals with the performance
response of collaborating organizations working together following a major disaster event.
The article first provides an overview of the Deming Wheel/Cycle methodology for continuous process improvement and the Triple Bottom Line sustainability concept. This is followed by the integration of these two methodologies for the development and
continuous improvement and sustainability goals of the American Red Cross Multiagency Response Center program.
“A sustainable supply chain reflects the firm’s ability to plan for, mitigate, detect, respond to, and recover from likely risks.”
This article was written to provide supply chain professionals with a few key concepts that management may need to support the building of sustainable supply chains.
Briefly covered are: 1) The linking of compliance to performance standards to supply chain collaboration is a critical operational goal; 2) Risk management and continual improvement lie at the heart of effective supply chain monitoring and mitigation; 3) Monitoring compliance is a complex operational issue but one with proven methodologies for implementation; and, 4) Compliance to standards of performance and supply chain collaboration can save more than it costs.
As seguintes pessoas contribuíram com a sua experiência e conhecimento para tornar este manual prático e útil: Mark Lampinen,
Kathleen Jennings, Cassaundra Branco, Alegria Lavin-Jones,
Barbara Foster, Randy Imai, Hathor madeiras, Michael Schommer,
Vincent Jeffries, Chris Thixton, Forrest Jardins e Charlena Hayes.
manual de Avaliação
The Surprising Truth About Your Disaster Recovery Maturity LevelAxcient
Have you ever wondered if your organization's Disaster Recovery initiatives are in line with business objectives? How can you get business units, IT, and senior management on the same page when it comes to the company's resiliency?
Introducing the Disaster Recovery Maturity Framework, a new, vendor-agnostic tool for analyzing your organization's resiliency level.
Learn how to assess your company's DR maturityand discover:
- What resiliency really means
- The five different maturity levels for disaster recovery
- Key elements to assess your company's own maturity score
- How to use the DR Maturity Framework as a catalyst for change
In to care is a Dutch programm of the ministry of Healthcare and Vilans the knowledge institute for longterm care. Hundreds of organizations for long term care participate in the program with goals on improving their performance, workers satisfaction and cliënt satisfaction.
Case Study: Successfully Collaborating with Healthcare Professionals through Online Community Programs: A Case Study Approach
Presented by: Peter Gannon, Regional Vice President, Within3
Fostering collaboration and engagement is everyone's goal in HCP communications. Enabling technologies that accomplish these goals in a regulated environment can be challenging given perceived constraints from legal, regulatory, medical, and compliance. Peter will introduce some successful cases on how the implementation of private secure HCP networks have enabled greater HCP collaboration, increased the quality of HCP relationships, realized cost savings, and were implemented in accordance with company risk mitigation policies.
www.bdionline.com
Walter Greenleaf - The Impact of XR Technologies on Medical Research and Heal...Stanford University
This presentation provides an overview of how the coming wave of Virtual Reality and Augmented Reality (XR) technology will impact medicine, clinical care, and personal health and wellness.
Although entertainment, social connection, and gaming is driving drive the initial adoption of VR and AR technology, the deepest and most significant impact of the next generation of VR/AR technology will be to enhance clinical care and to improve personal health and wellness. VR and AR technology will also help facilitate the shift of medicine to direct personal care.
We know from decades of clinical research that VR/AR technology can provide breakthrough solutions that address the most difficult problems in healthcare - ranging from mood disorders such as Anxiety and Depression to PTSD, Addictions, Autism, Cognitive Aging, Stroke Recovery, and Physical Rehabilitation, to name just a few.
VR technology can also improve clinical measurements and assessments by making them more objective and functional, and improve medical training such as surgical skill training and procedure planning by applying simulation-based learning principals. Personal health and wellness will be improved by using VR to promote healthy lifestyles and to reduce stress and anxiety. As the cost of healthcare rises, VR technology can serve as an effective telemedicine platform to reduce costs of care delivery, and improve clinical efficiency.
Top 10 Network Operation Center Best Practices
In this free ebook you'll find tips
and best practices related to:
5 Essential tools NOC must have:
1. How to develop and maintain team knowledge and skills
2. Training new NOC Team
3. Improving communication and collaboration within and outside the NOC
4. Escalating, prioritizing, and handling problems
Prepare for conditions that exacerbate stress during and immediately after incidents
Integrate best practices into emergency planning
Manage hyper-stress for emergency communication responders
How CMOs Can Solve the Next Set of Hospital Challenges - Ian Maynard, Real Ti...marcus evans Network
Ian Maynard of Real Time Medical, a solution provider at the marcus evans National Healthcare CMO/CMIO Summit 2013, on setting up efficient patient diagnostic systems.
Interview with: Ian Maynard, Chief Executive Officer, Real Time Medical
1. Analysis: A National Survey
of Environmental Health
Professionals
72nd Annual Educational Conference
National Environmental Health Association
June 2008
Tucson, Arizona
Omar Keith Helferich, Ph.D.
M. Douglas Voss, Ph.D.
John E Griggs, Ph.D.
2. Presentation Outline
• Survey Background and Demographics
• Summary of Key Results
• Significant Response Differences by Categories
• Understanding Open-Ended Responses
• 5 Key Takeaways
• Recommendations
3. • Department of Homeland Security
•National Center for Food Protection and Defense
•University of Minnesota
• Michigan State University
•Griggs and Associates
• National Environmental Health Association
SURVEY FUNDING AND
PARTICIPATION
4. • Current Position
• Years of Experience
• Registered Sanitarian or EH Professional
• Professional Classification
• Emergency Experience
• Population of Geographic Jurisdiction
• NEHA Region
DEMOGRAPHICS
5. Respondents
Number of Respondents by Group
250
200
150
100
50
0
City, County, State Uniformed
6. Years of Experience
Years of Experience
100
90
80
70
60
50
40
30
20
10
0
< than 5 5 to 9 > than 20 15 to 19 10 to 14
7. Professional Status
Registered Sanitarian or EH Specialist
250
200
150
100
50
0
Yes No
10. Population of Area Served
Population of Geographic Jurisdiction
120
100
80
60
40
20
0
250,000 and 100,001 to 50,001 to 25,001 to Under 25,000
above 250,000 100,000 50,000
12. • Hazard Area Importance
• NRP and NIMS
• Preparedness and Response
• Agency Needs
• Challenges Faced
• Collaboration Needs
SUMMARY OF KEY FINDINGS
13. Hazard Area Importance - Mean
Mean Response
6.00
5.00
4.00
3.00
2.00
1.00
0.00
What do EH professionals feel is the most important hazard area in
which they should expend limited resources? Rank 1 to 7.
14. Familiarity with NRP
Familiarity with NRP
80
70
60
50
40
30
20
10
0
(My) familiarity with NRP.
15. Familiarity with NIMS
Familiarity with NIMS
140
120
100
80
60
40
20
0
(My) familiarity with NIMS
16. Our Agency’s All Hazards Plan has…
Agreement with Statements About Plan
Strongly Disagree Strongly Agree Neutral Disagree Agree
126
107 107 103
90
83
63
52 49 52 52
47 44 41 40
36 34 35
21
12 14 11
5 7 9
Written Clear Roles Tested Evaluated Technology to
Support
17. We Must Communicate Better With…
Need Improved Communication…
Strongly Disagree Strongly Agree Neutral Disagree Agree
130
98
93 92
46
22
10
1 2 2
With PH Organizations With Non-PH Organizations
18. • Hazard Area Importance
• NRP and NIMS
• Preparedness and Response
• Agency Needs
• Challenges Faced
• Collaboration Needs
SUMMARY OF KEY FINDINGS
19. Knowledge and Skills Needed for All
Hazards Preparedness and Response
Rank Need Mean
Response
1 Additional formal training and drills across EH jurisdictions 1.633
Formal training and drills with other government incident response
1 agencies 1.643
Additional formal training and drills with other agencies in my
1 jurisdiction 1.677
2 Increased human resource staffing and funding 1.762
2 Formal training and drills with private organizations 1.807
Improved use of technology for infield inspections and sharing of
2 results 1.862
Formal written definitions of EH inspection and assessment
3 methods 1.895
3 Improved documented procedures and guidelines 1.914
Greater understanding of the National Incident Management System
3 (NIMS) 1.995
4 Greater understanding of the National Response Plan (NRP) 2.068
What is most needed to ensure preparedness for All-Hazard Incidents?
20. Greatest Challenges Faced by Our Agency
for Preparedness
Rank Challenge Mean
Response
1 Acquiring additional funding for EH staffing 1.682
2 Achieving adequate funding for tools and technology 1.889
Identification of required competencies and delivering training at
3 the local level 2.056
The lack of coordinated efforts among the many response agencies
3 (e.g. law enforcement, fire, health, and other non-profit) 2.134
3 The lack of appropriate tools and assessment methods 2.247
3 The lack of registered sanitarians 2.336
Acceptance and integration of EH roles within the Federal Incident
3 Command System (ICS) infrastructure 2.336
What are the greatest challenges to EH agencies in All Hazards incident preparedness?
21. Greatest Challenges Faced by Our Agency
for Response
Rank Challenge Mean
Response
1 A lack of inspection results shared in a timely manner 2.862
2 A lack of accurate inspection results 3.209
What are the greatest challenges to EH agencies in All Hazards incident response?
22. Agreement that a written All Hazards plan
exists… by job classification
Rank Professional Classification Response Mean
1 Supervisor 1.594
1 Technician 1.667
1 Director 1.667
1 Other 1.813
2 Manager 2.043
2 Senior Sanitarian 2.057
5 Sanitarian 2.096
23. Agreement the All Hazards plan clearly
defines the EH role… by job classification
Rank Professional Classification Response
Mean
1 Director 1.979
1 Technician 2.000
1 Supervisor 2.219
1 Manager 2.457
5 Other 2.500
5 Sanitarian 2.558
5 Senior Sanitarian 2.651
24. Agreement that the All Hazards plan is
formally evaluated… by job classification
Rank Professional Classification Response
Mean
1 Supervisor 2.031
1 Director 2.125
1 Technician 2.333
2 Manager 2.600
2 Other 2.688
5 Sanitarian 2.742
5 Senior Sanitarian 2.766
25. Need to communicate EH role outside of
public health… by job classification
Rank Professional Classification Response
Mean
1 Senior Sanitarian 1.390
1 Other 1.500
1 Director 1.583
1 Supervisor 1.656
1 Manager 1.667
2 Sanitarian 1.731
5 Technician 2.667
26. Differences for increased human resource
staffing/funding… by job classification
Rank Professional Classification Response
Mean
1 Other 1.438
1 Director 1.521
1 Supervisor 1.524
1 Technician 1.667
1 Manager 1.826
5 Senior Sanitarian 1.943
5 Sanitarian 1.995
27. Differences in ranking most important hazard
areas… by size of jurisdiction
Water Supply
Rank Population Response Mean
1 Under 25,000 1.538
1 100,001 to 250,000 1.882
1 50,001 to 100,000 2.264
5 250,000 and above 2.572
5 25,001 to 50,000 2.677
Waste Water
Rank Population Response Mean
1 100,001 to 250,000 3.906
1 Under 25,000 3.950
1 250,000 and above 4.228
1 50,001 to 100,000 4.423
5 25,001 to 50,000 4.798
28. Differences in belief that EH roles are
clearly defined… by size of jurisdiction
Rank Population Response Mean
1 Under 25,000 1.769
1 100,001 to 250,000 2.224
1 50,001 to 100,000 2.300
5 250,000 and above 2.482
5 25,001 to 50,000 2.933
29. Improved documented procedures &
guidelines needed… by size of jurisdiction
Rank Population Response Mean
1 50,001 to 100,000 1.767
1 250,000 and above 1.778
2 25,001 to 50,000 2.033
2 100,001 to 250,000 2.054
5 Under 25,000 2.308
30. Need greater understanding of NIMS for
preparedness… by years of experience
Rank Years of Experience Response Mean
1 > 20 1.82
1 15 to 19 1.85
1 10 to 14 1/93
5 5 to 9 2.12
5 <5 2.22
31. •What else should we be doing?
•Where are our greatest opportunities to improve preparedness?
OPEN-ENDED RESPONSES
32. Express views and opinions…
• Are there other areas in which you feel your
EH agency should be involved?
• Where are the greatest opportunities to
improve public health all-hazards
preparedness within the next two years?
33. Other areas for EH agency involvement
1. 42% of respondents indicated the need to focus
on specific threats (e.g., CBRNE, HAZMAT, Disease)
2. 32% indicated a need to assist in response to any
disaster; with focus on post-disaster housing,
shelter, clinical services, sanitation, and animal
related issues
3. Others cited EHP role clarification and the need
for collaboration and public education, planning,
and training
34. Greatest opportunities to improve
preparedness in the next 2 years?
1. 30% of respondents indicated that collaboration
provides the greatest opportunity... coordination,
joint-planning/training, and public-private
partnerships
2. 24% believed training is a significant opportunity
3. 20% cited the need to clarify EHP’s role
4. Others cited the need for funding, planning and
process improvements, better tools, and better
use of volunteers
36. 5 Key takeaways
1. Leadership must work to clarify the role of the
EHP
2. Must collaborate with other EHP’s and other
public/private parties
3. Must focus on specific threats in planning and
training
4. In the event of an incident, EHPs should lead in
efforts to coordinate provision of food, shelter,
medicine
5. Incident preparedness and response are key
EHP activities… tools, funding, staff, and training
are needed to efficiently and effectively perform
these activities in addition to primary activities.
38. Formally Define the Role
of Environmental Health
Agencies in responding
to All Hazards
39. Develop a Plan to Lead
efforts to coordinate the
provision of food,
shelter, medicine and
other needs of the public
40. Recommended for Consideration
Implement a program to
communicate the EH role
Initiate a plan to increase
collaboration and training across
public and private agencies
Define the role of Environmental
Health in more rapidly identifying
contamination sources and at-risk
food purchase and consumption
sites.
41. Recommended for Consideration
•
Develop Standards for Critical
Needs for All Hazards EH Response
Plan
Initiate program to increase access
to funding for staffing and agency
toolstechnology
Expand program for collaboration,
training and drills across agencies
and industry
Resurvey EH Professionals to
track changing opinions