Exploring Medical and Public Health Preparedness for a Nuclear Incident Proceedings of a Workshop (2019) / Chapter Skim
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9 Building Preparedness and Response Capability: Looking to the Future
9 Building Preparedness and Response Capability: Looking to the Future
Pages 139-146
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From page 139... ...
, and resilient physical space can help the health care and public health sectors ensure r esilience and risk mitigation. She emphasized that the Critical Infra structure Protection Program (CIP)
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From page 140... ...
Lavin expressed concern that state and local public health practitioners and health care part ners do not understand how to implement crisis standards of care during a nuclear incident; several panelists noted that this issue has not been adequately addressed. Lavin pointed out that in large part because of complacency around the threat of a nuclear incident, the health care workforce is not being trained on the standards, accessing them, or using them.
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From page 141... ...
Dallas noted that ASPR and other federal entities already offer financial incentives to state and local jurisdictions to remain aware and prepared for nuclear threats, but he said he believes that nonfinancial incentives should be increas ingly sought out. Communication Challenges Steven Becker, keynote speaker and moderator of the session on com munications (summarized in Chapter 5)
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From page 142... ...
• Priority research gaps. Becker identified several research gaps in communications that he deemed to be high-priority issues: test ing the effectiveness of pre-developed communications tools across d emographic groups; research to inform the next stage of develop ment on nuclear incidents, including addressing issues around stigma and new technologies such as wireless emergency alerts; and research to understand effective strategies, forms of outreach, and tools for first responders and health care workers.
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From page 143... ...
He also mentioned the possibility of taking on a CONOPS (continuity of operations) approach to nuclear preparedness; he said the systematic linkages that such an approach would create between health care coalitions, other nontraditional resources, and the government would be use ful during a potential response, especially in the context of a new regional framework.
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From page 144... ...
He noted that while it is important that medical professionals remain willing to espond, hospitals also cannot function without other staff support, r including administration and maintenance. He noted that this problem is also connected to the interdependency of the health care workforce, as p ediatrics, burn care, lab staff, and others will need to work in coordination to ensure a successful response.
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From page 145... ...
In the next year and beyond, he said, other disasters will occur, and preparedness stakeholders should use those experiences to record lessons learned in real time and test new ideas to improve disaster preparedness and resilience.
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