International Infectious Disease Emergencies and Domestic Implications for the Public Health and Health Care Sectors Workshop in Brief (2015) / Chapter Skim
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International Infectious Disease Emergencies andDomestic Implications for the Public Health andHealth Care Sectors-Workshop in Brief
International Infectious Disease Emergencies andDomestic Implications for the Public Health andHealth Care Sectors-Workshop in Brief
Pages 1-10
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Forum on Medical and Public Health Preparedness for Catastrophic Events organized a session at the 2015 Preparedness Summit to discuss international public health emergencies, such as Ebola, and their corresponding impact on state and local public health and health care systems. After briefing the audience on the IHR and Global Health Security Agenda (GHSA)
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However, ongoing disease surveillance is occurring for H7N9, MERS-CoV, and other infectious diseases in the event a PHEIC needs to be initiated and a greater set of measures to curb international spread is required. Annex 1 of the IHR, she explained, defines the core capacity requirements at the national, intermediate, and local levels that each country should be working toward and master (see Figure 2)
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Federal Agency Perspective Rear Admiral Stephen Redd, director of the Office of Public Health Preparedness and Response at CDC, gave his federal perspective of the Ebola outbreak and how the actions of the federal agency partners changed as the emergency in West Africa worsened throughout 2014. He emphasized that throughout the spring and summer of 2014, they were monitoring the outbreak and maintaining communication with their partners and stakeholders.
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Redd described the airport screening measures that, through strong partnerships with the Customs and Border Protection agency and the Transportation Security Administration, were subsequently put into place in mid-October 2014, following the diagnosis of the first domestic patient on September 30, 2014, who had traveled into the United States from Liberia. Through categorized risk assessments and follow-up with the local or state health department where the individual resided or was visiting (through prepaid cell phones that were given to high- and moderate-risk individuals)
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As of this workshop in April 2015, Redd noted, there were 698 Ebola assessment hospitals throughout the country and 55 designated Ebola treatment centers. FIGURE 4 Interim guidance showing the breakdown in capabilities and personal protective equipment needs for the three levels of health care facilities: front line, Ebola assessment hospitals, and Ebola treatment centers.
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He added that this exercise was a validation of the critical partnership between the federal hospital preparedness program and Public Health Emergency Preparedness funding streams and stakeholders. In closing, Shah noted that even without any cases of the Ebola virus identified in the community, the cost in time, human resources, and direct financial support of the Ebola readiness activities was a large burden on the agency.
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Her hospital declined being an Ebola treatment center because it did not think it was prepared to treat such cases, but it found out afterward that other facilities, which she perceived as less prepared than her hospital was, had said yes. Without having measures and standards to compare to, each organization relies on using its own subjective benchmarks for measurement, making for a potentially haphazard compilation of Ebola treatment units that should ideally have the same standards.
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Stephens concluded by saying there is no command and control for providing health care in our country, which makes a strong, coordinated national response to an infectious disease extremely challenging. Leveraging an Existing Knowledge Base Understanding that the last worldwide infectious disease outbreak was more than 5 years ago, it can be difficult to keep health care staff well educated and trained on appropriate infection control procedures.
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Instead of emergency events demanding staff coordination and leaving other duties behind, having ongoing meetings and communication could produce a more streamlined response without leaving nonemergency responsibilities from being completed. Agreeing with the need for sustainability, Schulhof asked whether it was plausible to create a stand-alone biocontainment unit by combining resources across sectors and partners, which has been done and was used successfully during the Ebola outbreak in Nebraska.
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Dyjack Robert Wood Johnson Foundation, and Diagnostics, Inc.; Pharmaceutical Research and Manufacturers National Association of County and Princeton, NJ City Health Officials, Washington, DC of America; Robert Wood Johnson Foundation; Society for Lewis J Radonovich Disaster Medicine and Public Health; Target Corporation; Trauma Bruce Evans U.S.
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