Harris Jenine K, Clements Bruce
Saint Louis University School of Public Health, St. Louis, MO, USA.
Public Health Rep. 2007 Jul-Aug;122(4):488-98. doi: 10.1177/003335490712200410.
Effective response to large-scale public health threats requires well-coordinated efforts among individuals and agencies. While guidance is available to help states put emergency planning programs into place, little has been done to evaluate the human infrastructure that facilitates successful implementation of these programs. This study examined the human infrastructure of the Missouri public health emergency planning system in 2006.
The Center for Emergency Response and Terrorism (CERT) at the Missouri Department of Health and Senior Services has responsibility for planning, guiding, and funding statewide emergency response activities. Thirty-two public health emergency planners working primarily in county health departments contract with CERT to support statewide preparedness. We surveyed the planners to determine whom they communicate with, work with, seek expertise from, and exchange guidance with regarding emergency preparedness in Missouri.
Most planners communicated regularly with planners in their region but seldom with planners outside their region. Planners also reported working with an average of 12 local entities (e.g., emergency management, hospitals/ clinics). Planners identified the following leaders in Missouri's public health emergency preparedness system: local public health emergency planners, state epidemiologists, the state vaccine and grant coordinator, regional public health emergency planners, State Emergency Management Agency area coordinators, the state Strategic National Stockpile coordinator, and Federal Bureau of Investigation Weapons of Mass Destruction coordinators. Generally, planners listed few federal-level or private-sector individuals in their emergency preparedness networks.
While Missouri public health emergency planners maintain large and varied emergency preparedness networks, there are opportunities for strengthening existing ties and seeking additional connections.
有效应对大规模公共卫生威胁需要个人和机构之间的协调努力。虽然有指导意见可帮助各州实施应急规划项目，但在评估促进这些项目成功实施的人力基础设施方面做得很少。本研究调查了2006年密苏里州公共卫生应急规划系统的人力基础设施。
密苏里州卫生和高级服务部的应急响应与恐怖主义中心（CERT）负责规划、指导和资助全州范围的应急响应活动。主要在县卫生部门工作的32名公共卫生应急规划人员与CERT签订合同，以支持全州的应急准备工作。我们对这些规划人员进行了调查，以确定他们在密苏里州应急准备方面与谁沟通、合作、寻求专业知识以及交流指导意见。
大多数规划人员定期与所在地区的规划人员沟通，但很少与地区以外的规划人员沟通。规划人员还报告说平均与12个当地实体（如应急管理部门、医院/诊所）合作。规划人员确定了密苏里州公共卫生应急准备系统中的以下领导者：当地公共卫生应急规划人员、州流行病学家、州疫苗和拨款协调员、地区公共卫生应急规划人员、州应急管理局地区协调员、州战略国家储备协调员以及联邦调查局大规模杀伤性武器协调员。一般来说，规划人员在其应急准备网络中列出的联邦层面或私营部门人员很少。
虽然密苏里州公共卫生应急规划人员维持着庞大且多样的应急准备网络，但仍有机会加强现有联系并寻求更多的连接。
