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Near Southwest Preparedness Alliance (NSPA) A Regional Healthcare Coalition

Near Southwest Preparedness Alliance (NSPA) A Regional Healthcare Coalition. Presented to Chairman John M. O’Bannon, III, MD and The Health and Medical Sub-Panel Committee December 12, 2012. Description. 24 Jurisdictions (16 counties and 8 cities)

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Near Southwest Preparedness Alliance (NSPA) A Regional Healthcare Coalition

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  1. Near SouthwestPreparedness Alliance (NSPA)A Regional Healthcare Coalition Presented to Chairman John M. O’Bannon, III, MD and The Health and Medical Sub-Panel Committee December 12, 2012

  2. Description • 24 Jurisdictions (16 counties and 8 cities) • Non-Profit Organization (BOD, Committees, and Work Groups) • Multi-disciplinary • Apx. 2 FTEs • Fiscal Administration through Regional EMS Council • Established in 2002

  3. Early Collaborations and Work • Primarily centered around the HPP Grant Objectives and Guidelines • 17 Hospitals (Academic/Tertiary-Care to Critical Access) • 5 Local Public Health Districts • Community Mental Health • Primarily Community Service Boards • Mitigated All-Hazard Emergencies • Development of Human Capital through Specific Training • Acquisition of Specialty Equipment • Procurement of Emergency Caches

  4. Current Collaborations and Work • Coalition Growth to now include: • EMS • Medical Reserve Corps. • Long Term Care Facilities • Local Emergency Managers • Academia • Participation in Regional Planning and Response • Regional MCI Plan • Regional Hospital Surge Preparedness • Regional Healthcare Evacuation Planning • Regional Fatality Management • Regional Healthcare Coordination Center (RHCC)

  5. Return on Investment Virginia Tech Shootings (2007 and 2011) Tornado in Pulaski County Derecho Tropical Storm Sandy Fungal Meningitis Incident

  6. Going Forward • Continued Growth of Coalitions and Collaboration • Recognition that work may be Project Focused (e.g. coalitions and collaborations around specific projects) • Emphasis on Evidence Based Best Practice • Identification, Use, and Creation • Further Development of “Soft” Assets • Situational Awareness, Processes, Communication Streams, Responders and Senior Leaders • Prioritize 1) CO-OP of Healthcare as Critical Community Infrastructure and 2) Recovery from Incidents • Marketing of Value • Recognition that the work is valuable to more than current stakeholders • Maturation of Coalition • Robust and Vital

  7. Coalition Challenges The work remaining is “heavy lifting” – requiring great resolve and broad partnerships. Coalition partners share same Macro Goals but often have different Tactical Objectives; continued meaningful discussions on the allocation of scarce resources (e.g. funding, staff, time/effort) is required for the entire preparedness spectrum (e.g. Hazard Identification and Mitigation, Preparedness, Response, and Recovery).

  8. Coalition Challenges (cont.) • Determining and Accepting the Coalition Role(s) • Advisory or Authoritative • Hospital, Healthcare, Community • Patients, Communities, CO-OP of Critical Infrastructure • Evolution within the context of Healthcare Reform, decreasing Revenue, and shifting Stakeholder Expectations • Use of a “Rigidly Nimble” Structure • Constant for planning and reliability yet Agile for a rapidly changing environment • Need to produce continued, tangible value • Ensure long-term sustainability

  9. For Additional Information Visit our Website www.nspa1.org Danielle Lissberger, NSPA Executive Director, dlissberger@vaems.org Roger Glick, Carilion Clinic and VTCSOM, reglick@carilionclinic.org

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