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Workshop Summary
Pages 1-18

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From page 1... ... As summarized by Kidder, other sessions of the 2012 Summit discussed the value of regional capacity building; the importance of interagency, intergovernmental, and public-private collaboration; and the significant role that health care coalitions can play in ensuring resilient communities and national health security. In this session sponsored by the IOM, the focus of discussion was sustaining health care delivery beyond the initial response to a disaster and facilitating the full long-term recovery of the local health care delivery systems. Read the entire page →
From page 2... ... Specifically, the session was designed to engage representatives from federal, state, and local governments, and the nonprofit and private sectors to do the following:  Identify services necessary to maintain or improve the affected health care service delivery infrastructure to ensure it meets the long-term physical and behavioral health needs of affected populations.  Discuss the roles and functions of the relevant Recovery Support Functions in facilitating long-term recovery of the health care service delivery infrastructure. Read the entire page →
From page 3... ... , in collaboration with other federal partners, following a series of information-gathering public meetings across the country. Deborah Ingram, assistant administrator for the Recovery Directorate of FEMA, explained that the NDRF is one of a series of integrated national planning frameworks covering prevention, protection, mitigation, response, and recovery that are required under Presidential Policy Directive-8 on national preparedness. Read the entire page →
From page 4... ... Coordinators are responsible for working with the state, tribe, or local community to identify its recovery needs and convene the necessary recovery support functions. Ingram noted that Read the entire page →
From page 5... ... Other functions that may be critical to the success of the Health and Social Services function are the Infrastructure function, which helps to provide timely and wellprioritized access to hospitals; the Economic function, which may be instrumental in the rebuilding of private health care facilities; the Community Planning and Capacity Building function, which brings the whole-community view to comprehensive recovery planning and supports the identification of priorities; and the Housing function, which informs where residential areas might be established, or where health care needs can be anticipated. Effective coordination is essential for effective disaster assistance, for the health care sector as well as all sectors, Ingram concluded. Read the entire page →
From page 6... ... , Administration for Children and Families, and ASPR. It is not just ASPR and the National Disaster Medical System involved in response, Yeskey stressed, but the entire HHS department. Read the entire page →
From page 7... ... Yeskey reiterated Ingram's comments that as the lead agency for the Health and Social Services Recovery Support Function, the whole of HHS is engaged to support locally led recovery efforts and restoration of public health, health care, and social services. This also includes behavioral health, environmental health, food safety, school impacts, and long-term health of responders. Read the entire page →
From page 8... ... A 24/7 Corporate Command Center at the headquarters in Minnesota, the "C3," tracks natural disasters around the world and alerts team members, partners, and vendors to developing situations and potential needs. There is also a global security program, and Target has extensive public safety partnerships with law enforcement, emergency management, and the public health sector as well as structures in place to respond to any major crisis affecting the company's businesses throughout the world. Read the entire page →
From page 9... ... Throughout a crisis, the Corporate Command Center keeps Target teams informed and safe, donates funds, and participates in the recovery efforts. After Hurricane Irene, Target donated over a quarter of a million dollars to the Red Cross, Salvation Army, and other local organizations, as well as in-kind donations of relief kits to victims and rescuers. Read the entire page →
From page 10... ... military, and maintaining a system of domestic and international disaster relief under the National Response Plan, which is coordinated by FEMA. Despite this close relationship with the federal government, the Red Cross is not a governmental agency and does not receive federal funding on a regular basis to carry out its services and programs. Read the entire page →
From page 11... ... Despite this and other challenges, agencies worked together afterward to problem-solve and coordinate services. As a result, after Hurricane Katrina, approximately 3,000 evacuees were served at a "one-stop shop" that included public health, faith-based organizations, nonprofit organizations, hospital personnel, pharmacists, and nurses. Read the entire page →
From page 12... ... , which stresses that federal, state, or other disaster recovery organizations recognize that communities have the lead role in planning for and managing their recovery. Craig noted, however, that in their efforts to "vigorously support local, state, and tribal governments," these agencies and organizations can sometimes provide too much help that may not be consistent with the impacted community's direction. Read the entire page →
From page 13... ... . Planning for the Unexpected As an example of the importance of thorough long-term recovery planning, Craig shared his experiences as the incident manager for the health and medical state responses for Hurricane Katrina in Mississippi. Read the entire page →
From page 14... ... During the response phase, the state created a health care flood impact taskforce of interested parties from the health care systems in those 14 counties (e.g., pharmacies, physician groups, the state medical association, the hospital association, long-term care, hospice, home health care) Read the entire page →
From page 15... ... BARRIERS AND CHALLENGES TO RECOVERY A key challenge to response and recovery is creating national policies and making national decisions that translate well to the local levels. For a private-sector partner, a major challenge when dealing with a national public health response is having corporate solutions that can be applied across the country. Read the entire page →
From page 16... ... What Riff found, however, was that in dealing with state and county health departments, there were about 1,500 vaccination protocols and communication campaigns, which made it challenging to execute on the company's national strategy. Another challenge Riff highlighted is getting communities to partner with the private sector ahead of time to participate in planning, instead of calling for supplies after the disaster. Read the entire page →
From page 17... ... 2011. National Disaster Recovery Framework. Read the entire page →

From page 1...

... As summarized by Kidder, other sessions of the 2012 Summit discussed the value of regional capacity building; the importance of interagency, intergovernmental, and public-private collaboration; and the significant role that health care coalitions can play in ensuring resilient communities and national health security. In this session sponsored by the IOM, the focus of discussion was sustaining health care delivery beyond the initial response to a disaster and facilitating the full long-term recovery of the local health care delivery systems.

Workshop Summary Pages 1-18

Workshop Summary
Pages 1-18