Key Considerations

Funding

Resources and funding will always be a challenge for Public Health and for developing and sustaining a healthcare coalition. Federal agencies have recently designated specific funding to increase the medical surge capacity and capability of communities and are a starting point for Public Health and other healthcare organizations and associations.

The King County Healthcare Coalition was supported by funds received by U.S. Department of Health and Human Services Office of the Assistant Secretary for Preparedness and Response (ASPR) awarded to Public Health - Seattle & King County as well as funds from local hospitals, The Department of Homeland Security , and through the King County Executive's Office .

Health jurisdictions can try using alternate means to develop funding that would support and maintain a Healthcare Coalition initiative. Some of these options include:

• Other Emergency Preparedness Grants
• Membership Fees
• Sponsoring Organizations

We encourage public health organizations to anticipate and plan for resource development for several years in order to provide the best opportunity to build a strong system.

STAFFING

From the beginning, we realized that the success of the Healthcare Coalition was going to be dependent upon a dedicated staff and the commitment of key stakeholders.

Ideally, a Healthcare Coalition Coordinating Group can be created to organize and move the process. Keep in mind, most of the participating staff are part-time or merely a percentage of an FTE. Assigned staff bring topic specific expertise to the Coordinating Group and help ensure that all planning is consistent and working towards regional priorities.

Although it wasn't possible for our team, we found that it would have been most helpful to have all staff (or volunteer representatives) in place from the start of the planning process.

COMMUNICATION

During the Assessment and Engagement process, momentum was quickly gained on an external level of interest so developing an ongoing system and a protocol for communication internally and externally was essential.

Internally, the Healthcare Partnership Coordinating team established monthly meetings to coordinate topic specific action items, task assignments and progress reporting.

Regular communication with external partners began through personal one-on-one contact. It evolved into sector group meetings focused on planning where appropriate, workgroups with identified experts, Web postings and a Healthcare Coalition Newsletter distribution for progress updates and next steps. Executive, clinical and operational stakeholders have a limited amount of time to be involved so information must be direct and pertinent to their role in the Healthcare Coalition. We also communicate to members and partners by developing and distributing a Healthcare Coalition Annual Report.

We stress the importance of relevant and consistent communications with all stakeholders. Although the development of a Healthcare Coalition may be on the top of your priority list and is also important to others, everyday tasks and other priorities can redirect anyone's focus. Efficient and effective communication and sufficient project management assures that stakeholders feel their time is valued.