Facilitators and Barriers to Preparedness Partnerships: A Veterans Affairs Medical Center Perspective

Schmitz, Susan; Wyte-Lake, Tamar; Dobalian, Aram

doi:10.1017/dmp.2017.92

Cited by 4 publications

(5 citation statements)

References 8 publications

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“…The coordination between people (ie, civilians, NGOs, local communities, and faith-based organizations) with public and professional organizations is a determinative factor in the effectiveness of emergency response. [30][31][32] During the COVID-19 epidemic in Iran, many public-people partnerships were formed around the country. For example, the Health Network (MOH office in counties) in Meybod County, Yazd Province, having the support of community leaders, including the county's high ranking religious leader, formed a group to which one-third of the county families joined.…”

Section: Public-people Partnershipsmentioning

confidence: 99%

Public-Private-People Partnerships (4P) for Improving the Response to COVID-19 in Iran

Seddighi

Salmani

et al. 2020

Disaster med. public health prep.

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The Public–Private–People partnership (4P) is a significant element in disaster response. Coronavirus disease (COVID-19) as a pandemic has been the worst disaster in the last decades in Iran in terms of exposure and magnitude. In order to respond effectively, the Iranian Government needs an extra capacity, which may be provided by the private sector and people. This study aims to collect evidences of 4P pertaining to the COVID-19 response in Iran from February to April 2020. Partnership case studies are classified into 3 categories: (1) Public–private partnerships; (2) public–people partnerships; and (3) private–people partnerships. It was found that the Iranian Government has removed or diminished some of the barriers to cooperation. There was also more cooperation between the people, the private sector, and the public sector than during normal times (vs disasters). People participated in the response procedure through some associations or groups, such as religious and ethnic communities, as well as through non-governmental organizations. It has been shown that 4P is vital in disaster response and, in particular, to epidemics. The government can be more active in partnerships with the private sector and people in emergencies, such as the COVID-19 pandemic. Enhancing social capital, institutionalization, and developing required infrastructures by the government will improve public–private partnerships.

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Section: Public-people Partnershipsmentioning

confidence: 99%

Public-Private-People Partnerships (4P) for Improving the Response to COVID-19 in Iran

Seddighi

Salmani

et al. 2020

Disaster med. public health prep.

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“…This is of particular importance when considering complex individual and group needs such as behavioral health support. VA Medical Centers can be seen as challenging partners to work with because they are both a federal entity and a local healthcare facility [26]. However, in the case of Super Typhoon Yutu, the federal positioning of the VA and its connection with HHS and FEMA facilitated the deployment of VAPIHC virtual resources.…”

Section: Discussionmentioning

confidence: 99%

“…One interagency partner often overlooked in the United States is the U.S. Department of Veterans Affairs (VA) Veterans Health Administration (VHA). Previous publications on VHA's participation in collaborative disaster planning and preparedness efforts with local communities identified barriers to its involvement [25,26]. One such barrier is that the community, and sometime even VHA employees, are unaware that VHA is tasked with planning for and acting to support "national, state, and local emergency management, public health, safety and homeland security efforts" [9,27].…”

Section: The United States Department Of Veterans Affairsmentioning

confidence: 99%

Three case studies of community behavioral health support from the US Department of Veterans Affairs after disasters

Wyte-Lake

Schmitz²,

Kornegay

et al. 2021

BMC Public Health

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Background Community disaster resilience is comprised of a multitude of factors, including the capacity of citizens to psychologically recover. There is growing recognition of the need for public health departments to prioritize a communitywide mental health response strategy to facilitate access to behavioral health services and reduce potential psychological impacts. Due to the US Department of Veterans Affairs’ (VA) extensive experience providing trauma-informed behavioral healthcare to its Veterans, and the fact that VA Medical Centers (VAMCs) are located throughout the United States, the VA is well situated to be a key partner in local communities’ response plans. In this study we examined the role the VA can play in a community’s behavioral health response using case studies from three disasters. Methods This study investigated experiences of VA employees in critical emergency response positions (N = 17) in communities where disasters occurred between 2017 and 2019. All respondents were interviewed March–July 2019. Data were collected via semi-structured interviews exploring participants’ experiences and knowledge about VA activities provided to communities following the regional disasters. Data were analyzed using thematic and grounded theory coding methods. Results Respondents underscored VA’s primary mission after a disaster was to maintain continuity of care to Veterans. The majority also described the VA supporting community recovery. Specifically, three recent events provided key examples of VA’s involvement in disaster behavioral health response. Each event showed VA’s integration into local response structures was facilitated by pre-existing emergency management and clinical relationships as well as prioritization from VA leadership to engage in humanitarian missions. The behavioral health interventions were provided by behavioral health teams integrated into disaster assistance centers and non-VA hospitals, VA mobile units deployed into the community, and VA telehealth services. Conclusions Recent disasters have revealed that coordinated efforts between multidisciplinary agencies can strengthen communities’ capacity to respond to mental health needs, thereby fostering resilience. Building relationships with local VAMCs can help expedite how VA can be incorporated into emergency management strategies. In considering the strengths community partners can bring to bear, a coordinated disaster mental health response would benefit from involving VA as a partner during planning.

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“…Historic critiques of other aspects of VA care for opaque policies and slow responsiveness suggest plausible barriers to OPO outreach, death record review, and hospital access, but the VA has also shown flexibility in deriving cross-institutional pathways to provide novel approaches for vulnerable patient groups. [28][29][30] To further understand and correct observed patterns of recovery, qualitative studies and interventional trials will be of value, as will greater visibility of OPO process data.…”

Section: Discussionmentioning

confidence: 99%

“…Though our study was not designed to assess causes of access disparities at VAMCs, opportunities to improve veteran donation likely involve both OPO and VA stakeholders. Historic critiques of other aspects of VA care for opaque policies and slow responsiveness suggest plausible barriers to OPO outreach, death record review, and hospital access, but the VA has also shown flexibility in deriving cross‐institutional pathways to provide novel approaches for vulnerable patient groups 28–30 …”

Section: Discussionmentioning

confidence: 99%

Opportunity to increase deceased donation for United States veterans

Doby¹,

Brockmeier²,

Lee³

et al. 2021

American Journal of Transplantation

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The chronic shortage of donors is the primary barrier to life-saving transplants for end-stage organ failure patients in the United States. From 2016 to 2020, waitlist additions for abdominal organs exceeded transplants; an average of 22560 more patients were added to kidney and liver waitlists than were transplanted each year. 1 With high mortality for these waitlist candidates, 2,3 increasing donation represents an urgent challenge for clinicians and the organ procurement organizations (OPOs) that manage recovery of deceased donors in the United States. While recent regulatory reforms have established objective means to assess OPO performance, pathways by which to meet these targets are still being investigated. 4 Published data indicate

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Facilitators and Barriers to Preparedness Partnerships: A Veterans Affairs Medical Center Perspective

Cited by 4 publications

References 8 publications

Public-Private-People Partnerships (4P) for Improving the Response to COVID-19 in Iran

Public-Private-People Partnerships (4P) for Improving the Response to COVID-19 in Iran

Three case studies of community behavioral health support from the US Department of Veterans Affairs after disasters

Opportunity to increase deceased donation for United States veterans

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