Post One :

Comments on key findings

There is a significant improvement of preparedness to disaster by individual hospitals since the start of the Hospital Preparedness Program (HPP); I will comment that quality and safe services have been guaranteed to patients or victims of disasters. Since disaster planning programs started in 2002, the individual hospitals have received training and tools to handle emergencies. Private hospitals and organizations are community-based organs that respond quickly to disaster and have more information about the community than the public hospitals. Thanks to UPMC for findings that help the government to implement disaster and response programs.

The Coalitions of Emergency response teams are building a foundation for preparedness; Health facilities have formed coalitions in the effort of strengthening the disaster preparedness services through sharing the HPP programs. Collaborations and coordination between hospitals, both private and public have enhanced the emergency and disaster response teams’ operations. Through the networking of hospitals, training and tools or resources have been shared or acquired. I comment that both the private and public hospitals have played a significant role in enhancing all-disaster preparedness. I congratulate the UPMC for engaging the government for such quality research that has enlightened the healthcare field. Better services are now a guarantee to victims whenever they occur.

In our hospital, the funding sources are well established non-profit organizations based on healthcare services. The government is part of the funding source to our emergency management programs. We also receive grants from individual well-wishers. Stakeholders play a significant role in opening channels through which funds come to our facility to serve our people. Our facility is private and has sustained the quality level of services through such support from other non-governmental organizations. We hope to deliver the best quality and safe services in the future to help our people.

References

Toner E, Waldhorn R, Franco C, Courtney B, Rambhia K, Norwood A, Inglesby TV, O’Toole T.

(2009). Hospitals rising to the challenge: The first five years of the U.S. hospital preparedness program and priorities going forward Prepared by the Center for Biosecurity of UPMC for the U.S. Department of Health and Human Services under Contract No. HHSO100200700038C.

U.S. Department of Health and Human Services Assistant Secretary for Preparedness and

Response: Strategic Plan 2010 – 2015.

Post Two:

• Comment on one of the key findings described in the Toner et al. document.

My most focus this semester is the individual preparedness of the hospital regarding emergencies. I choose to focus on the first critical findings in Toner document “disaster preparedness of individual hospitals has improved significantly throughout the country since the start of HPP” (Toner et al., 2009). In this finding, individual hospitals in the US increased emergency preparedness by engaging top leaders such as CEO in planning for disaster preparedness and response, established situational awareness and communication capability to increase efficiency, and improved on the dynamics of disaster planning. Before 2002, individual hospitals had little emergency preparedness, and the introduction of the health development program has agitated the need to be prepared to mitigate emergency impacts and hospital operations. Post-2002, senior leadership has recognized the need for emergency preparedness and developed a new perception of what disaster can cause. The results of the preparedness have been investments to avail resources, rigorous coordination with community emergency plans such with the fire departments, increases quality planning from coordinators, training to staff on specific responsibilities and role in the event of a disaster, improved communication agencies with hospital departments among others. From my analysis, individual hospital preparedness has evolved compared to the past perceptions that were inclined to emergencies.

• Identify other funding sources for your hospital emergency management projects.

Individual Hospital management on emergency is expensive. However, hospitals can cover some expenses directly from the facility while others require funding from outside sources such as Feds. Also, commitment from the state, local and federal government bodies is essential to facilitate preparedness in hospital and protect the social welfare of Americans as well as across the globe (Public Health Emergency, 2019). Fundings have to be in the form of resources and equipment’s useful for prevention and responding to emergencies. For example, funding to avail vaccines is a mitigating measure while funding for new construction of a facility is as a result of the occurrence of a disaster.

1. HHS BARDA: in partnership with public health vaccine to fund a vaccine against Marburg and other related bioterrorism infections to offer a solution in America and across the globe.
2. Competitive grants from the state, federal, and private organizations are issued to assist in planning and mitigating emergencies such as fire or natural disasters.
3. Charging high cost for health care services and taxes and devoting the resources to emergency programs.
4. State funds for emergency programs.
5. Emergency medical service fund

References

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Toner E, Waldhorn R, Franco C, Courtney B, Rambhia K, Norwood A, Inglesby TV, O’Toole T. (2009). Hospitals rising to the challenge: The first five years of the U.S. hospital preparedness program and priorities going forward Prepared by the Center for Biosecurity of UPMC for the U.S. Department of Health and Human Services under Contract No. HHSO100200700038C.

Public Health Emergency. (March 5, 2019). Public Health and Medical Emergency Support for a Nation prepared. Retrieved from https://www.phe.gov/about/pages/default.aspx