Ambulatory Emergency Preparedness - Aventri€¦ · North Shore-LIJ Health System Today: At A...
Transcript of Ambulatory Emergency Preparedness - Aventri€¦ · North Shore-LIJ Health System Today: At A...
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Ambulatory Emergency Preparedness
Lessons Learned and Implemented Post-Sandy
Nick Stefanizzi Director, Management Services
Ambulatory Services
Joseph Moscola Senior Vice President & Executive Director
Ambulatory Services
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Agenda
Topic Presenter
1) Joseph Moscola Introduction: Our Health System
2) Nicholas Stefanizzi Super-Storm Sandy: Our Experience
3) Nicholas Stefanizzi Ambulatory vs Inpatient Preparedness
4) Nicholas Stefanizzi Lessons Learned and Implemented
5) Joseph Moscola Facilitated Discussion
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North Shore-LIJ Health System Today: At A Glance
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The System Today
Insurance Enterprise
“CareConnect”
Clinical Enterprise
Educational Enterprise
Research Enterprise
Inpatient facilities
Ambulatory / outpatient
Long Term / Home Care
Hospice
GME / CME
Medical School / Elmezzi
CLI
Discoveries
Publications
Clinical trials
Community Health
Enterprise
Community benefit
Access and education programs
Children’s services
Veterans’ programs
Risk
Capitation – Bundled payments
Product offerings
Joint product offerings
Employer products
Population health
Partnerships
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•Nation’s sixth-largest physician group practice with more than 2,500 physicians •$1.4 billion annual operating budget •400 points of access (CVS minute clinics, physician offices, multidisciplinary medical home practice sites, health centers, large ambulatory complexes, and free standing emergency departments) •Over 5,000 employees (over 200 practice managers)
Our Ambulatory Network
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Our Ambulatory Network
Medical Group Growth Revenue ($ in Millions)
Consults & Visits
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PARE Medical Specialist
Primary Care Surgery Pediatric Specialist
Behavioral Health
Other Ob/Gyn Specialists
Male (62%)
Female (38%)499
476
361
269
141 134
64 47
60%
47% 69% 59%
39%
87% 52%
64%
40%
13% 48%
36%
31%
41% 61%
53%
Our Physicians
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Our Physicians
All Other Hospital 47824%
PARE38920%
Hospitalists, Neonatologists,
Critical Care19910%
Community88544%
Moving Out of the Hospital
402% Psychiatry
9019%
Surgery69
14%
Pediatrics & Subspecialties
6413%Cardiology
5311%
InternalMedicine
429%
All Other Hospital 16034%
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Managing The Ambulatory Network
Ambulatory Services
Drive strategy across the continuum of care
Develop & Implement Ambulatory Strategy
• Joint Ventures • Large Ambulatory Complexes • Operational Support
Service Lines / Chairs Medical Group
• Assume accountability for • Develop a common culture • Foster multidisciplinary
Coordination across the Medical Group
practice referrals quality, service and efficiency
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Our Service Lines Service Line SVP, Executive Director Administrator Sites Revenue
Neurosciences Raj Narayan, MD Susan Browning
15 $47M
Head & Neck Institute Peter Costantino, MD 14 $27M
Cardiovascular Stanly Katz, MD, Alan Hartman, MD William O’Connell, RN 48 $178M
Emergency Medicine John D’Angelo, MD Carleigh Gustafson, RN 4 $113M
Cancer Institute Louis Potters, MD, Daniel Budman, MD Meredith Feinberg 13 $120M
Medicine Thomas McGinn, MD Lisa Alvarenga 70 $162M
Obstetrics & Gynecology Adiel Fleischer, MD Elizabeth Sellman
30 $98M
Pediatrics Charles Schleien 38 $96M
Surgery Eugene Coppa Emily Kao 37 $84M
Behavioral Health John Kane, MD Joseph Schulman 35 $38M
Imaging Jason Naidich, MD Cindy Kubala 18 $73M
Orthopedic Surgery Nicholas Sgaglione, MD Nina DePaola 19 $34M
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6’ Tall 7th Grader
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Overview of NSLIJ Emergency Preparedness 1997: Integrated system-wide emergency preparedness efforts
In the same year, directive given to make emergency preparedness training part of leadership core competency
Expanded system emergency management to include expert assistance and subject matter experts
Currently provide training in Health Care Emergency Management, Incident Command, and Crisis Intervention as a designated Learning Center for the Center of Domestic Preparedness
NSLIJ Emergency Management and Business Continuity Plans were a key component of the National Quality Forum Award for Quality and was recognized as best practice by the Joint Commission
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Major Health System Emergency Events
1999 – Y2K; Hurricane Floyd
2000 – Weapons of Mass Destruction Conference
2001 – September 11th; Anthrax cases
2003 – Northeast Blackout
2003 – SARS Outbreak
2005 – NYC Transit Strike
2009 – Pandemic H1N1 Outbreak
2010 – Christmas Blizzards
2011 – Hurricane Irene
2012 – Hurricane Sandy
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Rockaway, Queens
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Rockaway, Queens
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Long Beach, NY
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Ambulatory Network - 10/30/12
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Ambulatory Network - 11/6/12
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Practice Recovery Timeline
Over 99% of practices either operational or providing services at alternate locations
0%
20%
40%
60%
80%
100%
UP DOWN UNKNOWN REDIRECTING
Practices 30 OCT 2012 - 6 NOV 2012
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Practice Recovery Process
Evaluate Facility
1
Complete ‘PAANS Post
Disaster Recovery Checklist’
(Safe to Occupancy?)
Send completed report to PAANS EOC
*IF SAFE TO OCCUPY, APPROVAL TO PROCEED TO STAGE 2
IF NOT WILL BE MOVED TO STAGE 3*
Evaluate Staff 2
(Available to Work?)
Confirm Available MDs
Confirm Available Staff
Establish Contingency
(If needed)
3
Issue: Power/Safety (Facility)
Issue: Staffing
PAANS EOC to Coordinate the ETA For Restoration Considering Clinical Urgency &
Alternatives
Stage Steps: Action:
Inform PAANS EOC of Status *IF STAFFING IS ADEQUATE
APPROVAL WILL BE GRANTED TO OPEN PRACTICE,
IF NOT WILL BE MOVED TO STAGE 3*
Issue: Equipment
Issue: IT / Telecommunications
Short Term 1-Delayed Opening 2-Communication with
patients, physicians, & staff
3-Monitor and reassess
Long Term 1-Extended Delay vs
Alternative location 2-Communication with
patients, physicians, & staff
3 - Charts/Meds/Equip 4- Monitor and reassess
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OK, So You Did Pretty Good…But…
What Did You Learn?
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Lessons Learned During Sandy
Internal
Need a comprehensive database of practices and operational information – In process
Need to clearly define and articulate Service Line operational responsibilities in emergency response
Need to memorialize contingency plans (i.e. temporary relocation) established for practices
Communication with Chairs should begin earlier in the process
Communication with all stakeholder groups requires formal processes.
External
Establish regular reporting intervals to Health System Command Center
Need to refine and centralize (to the extent possible) patient communication strategy based on Hurricane Sandy experience – Televox – Phones – Answering services – Health System/Medical Group
Websites – Social Media
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OK, So You Learned Something…But…
What Have You Done?
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Emergency Preparedness Strategy
People
Process
Tools
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Ambulatory Stakeholder Groups
Ambulatory Services Command Center
Sr Leadership Network EM Hospitals Corporate Other
Service Line Leadership
Medical Group Leadership
Corporate Ambulatory Offices
Overall Emergency Response Framework
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Service Line Engagement
Cardiology
Practice Practice
Practice Practice
Imaging
Practice Practice
Practice Practice
Medicine
Practice Practice
Practice Practice
OB/GYN &
Pediatrics
Practice Practice
Practice Practice
Surgery
Practice Practice
Practice Practice
Ambulatory Services Command Center
Ambulatory Services Provides: • Situational Awareness • Recommended Response • Coordination and Escalation
Service Lines Provide: • Practice Specific Status Updates • Patient and Physician Communication • Resource Needs
Neuro
Practice Practice
Practice Practice
Head &
Neck
Practice Practice
Practice Practice
Emergency
Medicine
Practice Practice
Practice Practice
Cancer
Practice Practice
Practice Practice
Ortho
Practice Practice
Practice Practice
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Traditional HICS Model
4
3
2
1
Major
Moderate
Minor Impact
Alert/Awareness
Sev
erit
y
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Ambulatory Activation Levels
5
4
3
2
1
Severe Enterprise Wide Impact
Enterprise Wide Impact
Regional/Geographic Impact
Practice/Building Impact
Alert/Awareness
Sev
erit
y
Each level has defined actions and considerations for Ambulatory, Service Lines, and Practices
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Emergency Response Prioritization
• Dialysis • Cancer Services • Urgent Care • Rheumatology • Imaging Services
1.9%
Critical Services Tier 1
• Medical Office Buildings • Regional Relocation Hubs • Centralized Call Center
• Pediatrics • OB/GYN and Reproductive Health • Geriatrics • Physical Medicine and Rehabilitation Services • General Practice Physician Offices
Strategic Assets Tier 2
Clinical Priorities Tier 3
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Stakeholder Communication
Type of Notification All Users Ambulatory
Executives Physicians
Non-Physician
Users
Service Line
Leadership
Administrators
& Managers
Planned Outages xx xx xx xx xx
Unplanned Outages xx xx xx xx xx
Upgrades xx xx xx xx xx xx
Timeline for Updates Immediate As Needed 4-6 Hrs 4-6 Hrs 2-4 Hrs 1-2 Hrs
Persons Responsible
for Updates
Boukas Boukas Adler Boukas Boukas Boukas
How Updates are
Sent
MIR 3
Executive
Summary
Executive
Summary
Executive
Summary
Executive
Summary
MIR 3
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Practice Relocation Strategy
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Medication Relocation Strategy
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Evolving Support Needs
Hospital Community Practice
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Community Based Support Model
Medical Van Deployment • Humanitarian effort
• No insurance requested
• No billing
• Simple paper records
• Sites based on need
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Community Based Support Model
209 Cross Bay Blvd Broad Channel
150 West Bay Dr. Long Beach
24 Days, 524 Patients
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Employee Engagement in Preparedness
• Developed Ambulatory Specific Preparedness Curriculum
• Trained over 100 Practice Managers and Administrators and 2013
1.9%
Training and Education
• Conducted first joint inpatient and ambulatory exercise in history of health system in 2013
• Two drills/exercises to be completed annually • Employee participation in annual HVA process
• Emergency Management Steering Committee Launched
• Monthly Administrator Meeting – Regular Updates • Monthly Practice Manager Forum – Regular Updates
Drills, Exercises, and Evaluations
Employee Forums
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Practice Database
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Practice Database
Practice Profile
Human Resources
IT
Property Management
Clinical Operations
Operations
Emergency Management
Service Specific Modules Data Field Example
1
2
3
4
5
6
7
Practice Level Entry Point
Physical Medicine
1554 Northern
Blvd
Transitions of LI
3rd Floor
Executive Summary Statistics:
Number of Practices Number of Locations Number of Service Lines Help/Hotline Numbers
Landing Page
Practice Level Entry Point
Urology 1554
Northern Blvd
The Smith Institute
for Urology Waldbaum
Center
1st Floor
Practice Level Entry Point
OBGYN 1554
Northern Blvd
Ann and Jules Goittlieb
Comprehensive Women’s HC
5th Floor
Phone #, Hours of Operation
Practice Status Report
Snow Removal Vendor
Number of Employees
EHR, IDX vs. Non-IDX
Site Visits
Scope of Practice
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Smartphone App - Overview
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Smartphone App – Site Listing
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Smartphone App – Site Pages
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Smartphone App – Check In
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Smartphone App – Report an Issue
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Smartphone App – Dashboard
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What Else Can We Do?
Mitigation
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Business Continuity Planning Scenario Action Item
Critical Systems Unavailable Improve downtime readiness and each practice location
Communications Unavailable
Facility/Practice Unavailable Inventory vacant real estate and develop procedures to operationalize
Key Supplies/Vendors Unavailable Develop central inventory management strategy and stockpile
Personnel/Staff Unavailable Explore regional and service line staffing models
Prioritize and implement redundancy across network
Collaborate with IT to enhance downtime “view” capabilities
Develop strategy to leverage Central Call Center during outages
Develop generator deployment strategy
Inventory equipment and develop redeployment strategy
Develop comprehensive transportation strategy
1
2
3
4
5
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Additional Areas of Focus
• Upgrade of Mass Communication Capabilities
• Generator and Redundant Power Strategy
• Employee Transportation Strategy
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Questions?