Title: Public Health Preparedness: What Is It and What Can We Do to Improve It Christopher Nelson, Ph'D'
1Public Health Preparedness What Is It and What
Can We Do to Improve It?Christopher Nelson,
Ph.D.
This presentation reflects the authors judgments
and has not been subjected to RAND quality
assurance review.
2In Spite of Federal Investment, There Is Little
Consensus About What PHEP Is
- Over 7 billion in federal investment since 2001
in state/local readiness - Yet, we cannot say whether or not communities are
ready - It is difficult to improve a system you cant
define
3Several Factors Make PHEP Difficult to
Characterize
- Large-scale public health emergencies are,
fortunately, rare - Few opportunities to use real-world data to
identify key components - PHEP involves coordination in a large
decentralized national public health system - Community characteristics, threat profiles vary
considerably across communities
4Talk Draws Upon 5 Years of RAND Research
- RAND is a nonprofit, nonpartisan research
organization, founded in 1946 - Most PHEP work has been through ASPR State and
Local program - Also VA, RWJF, NTI, private sector
- Over four dozen projects completed or underway
- Discrete, but related projects in four core areas
- Developing tools to assist preparedness efforts
- Identifying exemplary practices and lessons
learned - Pandemic influenza preparedness
- Advancing measurement, standards, and evaluation
- Work characterized by collaboration and frequent
interaction with ASPR/CDC and state/local
partners
5RAND Convened an Expert Panel to Develop a
Definition of Preparedness
What is apublic healthemergency?
What capabilitiesand resourcesare required?
Who needsto beinvolved?
Panel included thought leaders from public
health, hospitals/clinicalmedicine, emergency
management, community preparedness
6Panel Included Thought Leaders in Public Health,
Health, Emergency Management, Community
Preparedness
- James Gilmore III (chair)
- Georges Benjamin, MD, FACP
- Mark Ghilarducci
- Lewis Goldfrank, MD
- Lawrence Gostin, JD
- Shelley A. Hearne, DrPH
- Nathaniel Hupert, MD, MPH
- James J. James, MD, DrPH, MHA
- Ana-Marie Jones
- Kenneth W. Kizer, MD, MPH
- Howard Koh, MD, MPH
- John Lumpkin, MD, MPH
- Courtney Magnus
7Key Questions
- What is public health emergency preparedness
(PHEP)? - Whose job is it?
- What capabilities and capacities are most
essential? - What progress have we made? What remains to be
done?
8The Definition of Preparedness
- Public health emergency preparedness (PHEP) is
the capability of the public health and health
care systems, communities, and individuals, to
prevent, protect against, quickly respond to,
and recover from health emergencies, particularly
those whose scale, timing, or unpredictability
threatens to overwhelm routine capabilities. - Preparedness involves a coordinated and
continuous process of planning and implementation
that relies on measuring performance and taking
corrective action.
Nelson, Lurie, Wasserman Zakowski (2007)
9Panel Adopted the All Hazards Approach
Infectious Disease
Earthquake
Typhoon
Bioterrorist Attack
Flood
Hurricane
Tsunami
10However, Emergencies Are Defined by Consequences,
Not Causes
Hazards
- Overwhelms routine capabilities
- Scale
- Rapid onset
- Uncertainty
Emergency
Vulnerabilities
Avoid focusing on the disaster du jour
11Actual and Likely Consequences of Some
Large-Scale Public Health Emergencies
Davis, Rough, et al (2007)
12Key Characteristics of Public Health Emergencies
- Agent/cause
- Number/location of people affected
- Severity
- Timeline
- Availability of countermeasures, other resources
- Population resilience
- Degree of uncertainty
- Adapted from Parker, Nelson, et al (2009)
13Key Questions
- What is public health emergency preparedness
(PHEP)? - What capabilities and capacities are most
essential? - Whose job is it?
- What progress have we made? What remains to be
done?
14PHEP Involves Preventing, Responding to, and
Recovering From Public Health Emergencies
3
1
2
Recovery
Prevention
Response
Reducehazards
Prevention
Recovery
Response
Emergency
Prevention
Reducevulnerabilities
15PHEP Involves Preventing, Responding to, and
Recovering From Public Health Emergencies
- Expert and Fully Staffed Workforce
- Operations-ready workers volunteers
- Leadership
- Accountability Quality Improvement
- Testing operational capabilities
- Performance management
- Financial tracking
- Preplanned and Coordinated Rapid-Response
Capability - Health risk assessment
- Legal climate
- Roles responsibilities
- Incident Management
- Public engagement
- Epidemiology
- Laboratories
- Countermeasures mitigation strategies
- Mass health care
- Public Info/Communication
- Robust supply chains
16Prevention Can Reduce Both Hazards and
Vulnerabilities
- Poor prior health status increases odds of harm
from public health emergencies - Health risk assessment can provide strong
priors for response - Target rapid assessment activities
- Pre-identify communication challenges
- Etc.
- Considerable overlap with routine health promotion
17Panel Emphasized Operational Capabilities
- Capability Capacity Skill/Experience
- Having staff, equipment, plans does not mean you
can use them - Includes both individual skill and ensemble
skills
18Responses Often Require Adaptation in Response to
Novel and Changing Circumstances
Select, combine, and adapt building blocks to
match incident
Operatewarehouse
Nelson C, E Chan, et al (2007)
19Where Possible, Emergency Response Should Be
Built Upon Routine Systems
- PHEP should involve scalable responses based,
where possible, on muscle memory from routine
practices - E.g., Use of STD hotline staff to staff PIC
hotline during public health emergencies
(Lotstein et al, 2008) - E.g., Biosurveillance systems can be built upon
and integrated with routine disease surveillance
systems (CDC National Biosurveillance Strategy) - Can aid in routine diagnosis
20Preparedness to Respond Involves Continuous
Measurement and Improvement
- PHEP practices also need to be exercised in order
to develop and maintain proficiency - Few plug-and-play interventions most require
considerable mutual adaptation - Measurement and process improvement methods help
. . . - Diagnose problems
- Implement plan for improvement
How dreadful knowledge of the truth can be when
there is no help in the truth -Sophocles
21Key Questions
- What is public health emergency preparedness
(PHEP)? - What capabilities and capacities are most
essential? - Whose job is it?
- What progress have we made? What remains to be
done?
22Governmental Public Health Agencies are
Ultimately Responsible....
Public Health Other Government Agencies
23. . . But PHEP Is Co-produced by a Range of
Community Partners
EmergencyManagement
Hospitals and Health CareProviders
Communities
Private-SectorEmployersand Business
Law Enforcement
NongovernmentalOrganizations
24. . . And Public Health Is Often Not in the Lead
Govt Public Health
Hospitals and Health CareProviders
Communities
Private-SectorEmployersand Business
Law Enforcement
NongovernmentalOrganizations
25Some Lessons on Building Partnerships
- Public health is often not in the lead
- Specific, focusing scenarios can help mobilize
partnerships (Willis, et al., 2009) - Successful PHEP partnerships often build upon
pre-existing partnerships (Willis, et al., 2009) - Personal relationships matter, but partnerships
need to be formalized to hedge against staff
turnover (Willis, et al., 2009)
26Key Questions
- What is public health emergency preparedness
(PHEP)? - What capabilities and capacities are most
essential? - Whose job is it?
- What progress have we made? What remains to be
done?
27We Lack the Tools for Rigorous Gap Assessment,
Yet Its Clear That Theres Been Progress
- Reports from CDC, TFAH, and elsewhere show clear
progress in developing capacities - Staff e.g., Doubling in PHEP epis between
2001 and 2006 (CDC, 2008) - Labs e.g., from 83 LRN labs able to test
chem/bio agents in 2001 to 110 in 2007 (CDC,
2008) - Plans Improvements in specificity/flexibility
of countermeasure dispensing plans (Willis, et
al., 2009) - Progress in building relationships across sectors
- CRI (Willis, et al, 2009)
- Bring new disciplines and perspectives into
health departments (Lurie, Wasserman, Nelson,
2006)
28Its Clear That Theres Been Progress Though We
Lack Tools for Rigorous Assessment
- Changes in culture
- Growing comfort with NIMS and ready-fire-aim
decision-making (Lurie, Wasserman Nelson, 2006) - Improvements in engagement with private sector
(Willis, et al., 2009) - Initial progress in developing measures of
operational capability - FY2009 Cooperative Agreement guidance
29Remaining Gaps (Selected)
- Understanding and improving crisis
decision-making - Addressing the combination of an aging PH
workforce and funding cuts/economic downturn - Improving approaches for engaging communities and
the private sector in PHEP - Improving federal-state-local coordination and
coordination between DHS and DHHS - Others.....
30Moving Forward Generating Knowledge About PHEP
- Tools for understanding PHEP processes as a
baseline for improvement (Nelson, Beckjord, et
al., 2008 Lotstein, et al., 2008) - Help define what aspects of PHEP are most
critical to study - More consistent ways to collect and learn from
information gathered during exercises and
incidents (Nelson, Beckjord, et al., 2008
Nelson, Lurie Wasserman, 2007b) - Process improvement as a source of knowledge
generation (Lotstein, et al., 2008)
31Moving Forward Using and Applying Knowledge
About PHEP
- There are few plug-and-play interventions
most require considerable mutual adaptation - Local design and process improvement can
provide a framework for adapting innovations to
state/local contexts
32Moving Forward Understanding and Improving
Crisis Decision-making
- Need to understand components of crisis
decision-making and feasible opportunities for
regular practice (see Parker et al., 2008) - RAND team is developing a simple simulation on
resource allocation - Initial rounds teach and test ability to
implement simple algorithms - Subsequent rounds introduce scarcity,
uncertainty, difficult tradeoffs - Underlying models can provide ongoing feedback to
players, simulating real-world conditions
33Moving Forward Tackle Big Policy Issues in PHEP
- How to develop performance standards and measures
that balance consistency with need for legitimate
variation across states/locals - POD standards provide one possible approach
(Nelson, Chan, et al., 2008) - How to balance investments in prevention/protectio
n and response/recovery - How to balance routine-surge vs. singular
capabilities - Allocation of scarce resources/standard of care
34Selected Readings (1)
- Nelson C, N Lurie, J Wasserman, S Zakowski.
2007. Conceptualizing and Defining Public Health
Emergency Preparedness. American Journal of
Public Health, 97(S1). - Parker A, C Nelson et al. 2009. Measuring
Crisis Decision-making for Public Health
Emergencies. http//www.rand.org/pubs/working_pape
rs/WR577/ - Lotstein D, M Seid, K Ricci, K Leuschner, P
Margolis, N Lurie. 2008. Using Quality
Improvement Methods To Improve Public Health
Emergency Preparedness PREPARE For Pandemic
Influenza. Health Affairs, 27(5) w328-w339. - Nelson C, E Beckjord, D Dausey, E Chan, N Lurie,
D Lotstein. 2008. How Can We Strengthen the
Evidence Base for Public Health Emergency
Preparedness? Disaster Medicine and Public
Health Preparedness. 2(4) 1-4.
35Selected Readings (2)
- Nelson C, E Chan, E Sloss, L Caldarone, A
Pomeroy. 2007. New Tools for Assessing State
and Local SNS Readiness. http//www.rand.org/pubs/
working_papers/WR455/ - Willis H, C Nelson, et al. 2009. Initial
Evaluation of the Cities Readiness Initiative.
http//www.rand.org/pubs/technical_reports/TR640/ - CDC. 2008. Public Health Preparedness
Mobilizing State by State. http//www.bt.cdc.gov
/publications/feb08phprep/ - Nelson C, N Lurie, J Wasserman. 2007b.
Assessing Public Health Emergency Preparedness
Concepts, Tools, and Challenges. Annual Review
of Public Health. 2812.1-12.18. - Lurie N, J Wasserman C Nelson. 2006. Public
Health Preparedness Evolution of Revolution?
Health Affairs, 25935-945. - Davis L, J Rough, G Cecchine, A Schaefer L
Zeman. 2007. Hurricane Katrina Lessons for
Army Planning and Operations. RAND. MG-603.
36Many thanks to the health departments and their
staff who participated in these activities.This
work would not have been possible without the
vision and invaluable assistance and support of
William Raub, Matthew Minson, Lara Lamprecht,
Stephanie Dulin, and many others. RAND
Collaborators Ed Chan, Nicole Lurie, Jeffrey
Wasserman, Andrew Parker, Shoshana Shelton, David
Dausey, Jeanne Ringel, Debra Lotstein and others
http//www.rand.org/health/centers/healthsecurity/