To address the EEOC’s four priorities, Mike says his team follows the three C’s:
In early January, with the virus likely to spread rapidly, HCA Healthcare began briefings with leadership and engaged all of our facilities about potentially activating their pandemic plans. “Each facility was asked to review their plan and let division EOC leadership know of any shortcomings,” says Mike.
The EEOC held a TOPOFF (Top Officials) exercise to assess clinical surge operations and global supply chain, with emphasis on products from China, where so many are made. Our teams then took preparedness to another level by conducting a series of virtual tabletop exercises related to pandemic response and surge capacity, Mike explains.
“This helped our action planning on what areas needed the greatest focus and support from the corporate level.”
Fortunately, our organization’s sheer size and scale enables us to address big challenges. Based on early models estimating outbreaks, COVID-19 had the potential for what Mike calls a “mass surge” of patients across the communities we serve. That required a response on an enormous scale.
“Never have we been challenged so that all of our facilities and their staff and their families would be at risk, and the most-needed supply chain items were made and distributed from the global epicenter of the virus.”