Appendix 4. Developing an Interactive Response Tool: The HELP Model (continued)
2.0 Interactive Response
Tool Planning Document
The
Health Emergency Line for the Public (HELP) pilot program in Colorado, established
by the Rocky Mountain Regional poison center to provide information during
bioterrorism and other public health emergencies, provides a model for disseminating
and collecting information in health emergencies in partnership with a State
health department. While developing better strategies and means for managing
call volume surges without sacrificing customer care, we identified the following
capabilities:
- Respond to large influx of call volume during public health events.
- Assist quarantined persons during health emergency events.
- Assist health departments in distributing drugs in emergency events by providing
the locations of dispensing centers.
- Have a fixed footprint within our call center preventing the need to
expand our physical space in responding to increased call volumes.
- Increase our ability to respond rapidly to customer needs.
- Fit into our operating budget without excessive increases in technology costs
prior to and during an emergency or disaster.
- Our key objective was to develop a model that community health call centers could
implement to support outpatient health care and monitoring in a major public
health event.
Return to Appendix 4 Contents
2.1 System Business Value
Though the applications are intended for use during a disaster, we anticipate there
will be ways to use the applications on a day-to-day basis. Any of the anticipated
applications (drug identification, quarantine and isolation monitoring, etc.)
could be adapted for non-emergency use. Because our center primarily provides
services via the telephone, we are always looking for ways to be more efficient.
Any way for us to more effectively and judiciously use personnel time, matching
the right resource to the right need, is of benefit to our call center. Development
of IR applications has the potential for freeing staff from information relating
duties that could be automated (such as recordings of locations by entering
zip codes) and allowing them to focus on tasks better suited to their training
and expertise (such as assisting with clinical decision support of callers
with health concerns).
Return to Appendix 4 Contents
2.2 Goals
Our goal was to develop, implement, and test a model to enable call centers
(such as poison control centers, nurse advice lines, and other hotlines)
to support home management/shelter-in-place approaches in certain mass casualty
or health emergency events. We developed strategies, protocols, and algorithms
to respond to specific scenarios. We believe that the resulting applications
can help us meet the goals of our mission without negatively affecting our
customers. In order to both align with the organizational goals and achieve
the desired business values, the solution must:
- Address the pertinent issues related to a public health event.
- Handle surges of call volumes without increasing our current physical facilities.
- Assist with delivering services without minimal increases in staffing (especially
during a health pandemic event).
- Not adversely affect our customer service.
Return to Appendix 4 Contents
2.3 Roles and Responsibilities
A steering committee must be selected that represents the organization's decision-makers
and key stakeholders. This committee ultimately makes the selection decisions
and provides oversight for integration of the new technology into the organization.
In order to make sure that the needs across our center were being met and that
project merged with our existing technology, we chose the following responsibility
areas to serve on the steering committee:
Contracts, Finance, Call Center Administrative Director, Research Director,
Poison Center Program Manager, HELP Supervisor, Business Technology Manager,
Information Systems (IS) Manager, Telecommunications Engineer, and Project
Manager.
From this group a project team (below) was selected to manage all aspects
of the project through the planning, analysis, design, implementation, and
evaluation phases. Additionally, the project team had the following overall
responsibilities:
- Understanding the technology being researched and any associated restrictions.
- Understanding the impact of any decisions on other technology within the
organization.
- Making decisions for the overall good of the application of the technology.
- Becoming the key resource for the application of the technology once implemented.
Further specific responsibilities for each project team member are:
Research Director
- Principal Investigator—Has overall responsibility for seeing project
through completion.
Poison Center Program Manager
- Key stakeholder—Assures project can integrate with established operations
and meets business needs.
Business Technology Manager
- Key stakeholder—Coordinates telecommunication/information systems
services support and provides input regarding telephone programming, call
management, and reporting.
Project Manager
- Assists Principal Investigator with managing all aspects of project, including
coordination of pilot tests, documentation, and interface with technical
staff.
Telecommunications Engineer
- Coordinates information technology components of project, including vendor
evaluation/selection process, ensuring the system conformation to our technology
standards, testing and maintaining call routing, voice equipment, and related
services.
Information Systems (IS) Manager
- Primary contact for database and reporting support, ensures the system
conforms to IS standards, coordinates IS support services.
Outside Technology Vendor
- Understands the needs of the organization, its current infrastructure and
resources, and provides a cost-effective technology solution with capability
for modifications and refinements.
Return to Appendix 4 Contents
2.4 Objectives
- Implement IR solution applications within the budget and time table established.
- Identify and evaluate four important public health event scenarios that
will serve as examples for utilization of IR technology applications.
- Identify the application requirements for each chosen scenario.
- Identify all processes and procedures necessary to incorporate into applications.
- Create call flow designs for the applications.
- Develop the beta versions of the applications.
- Create an implementation plan and testing strategies for the applications.
- Pilot test applications in up to two exercises.
- Review and evaluate testing results and modify applications accordingly.
- Complete all documentation of application development and testing.
- Provide health agencies with a tool that describes the process for developing
and implementing an IR solution for managing needs of the public during health
events, and provide guidance of how to utilize such a tool depending upon
their available resources.
Return to Appendix 4 Contents
2.5 Feasibility Analysis
A feasibility
analysis guides the selection of the technology/system by determining the opportunities
and limitations of the proposed technology, whether its applications will address
the identified problems, and if the organization should proceed. The feasibility
analysis also identifies the objectives of the system, its costs, benefits
and value, and the scope of the project. We used a categorical scale (poor,
fair, good, excellent) to judge our Information Technology departments' familiarity
with each of these feasibility components, as well as how well the system will
ultimately be accepted by its users and incorporated into the ongoing operations
of the organization with limited disruption.
Return to Appendix 4 Contents
2.6 Resources and Timeline
Human
- Total project hours include exploring
the problem, developing the applications, testing and refining the applications
and then developing the tool for others to understand the process. Just application
development or adaptation of the developed applications would take significantly
less time.
Hardware
- Costs of hardware (for example, an IR system), if any.
Application Development and Administration
- Internal Information Technology (IT) Group—Administer new IR applications.
- External IR Consultant—Develop IR applications and train IT group
in their operations.
Timeline for New Applications
The timeframes listed do not necessarily occur in series; many can be done
concurrently while other milestones are in progress. There also may be delays
between milestones due to other demands on the responsible person(s) and the
resources they require to support them. The approximate times required for each
of the five project phases are:
- Planning—4 weeks
- Analysis—2 weeks
- Design—4 weeks
- Implementation—34 weeks
- Evaluation (Modification)—16 weeks
Note: In actuality, the evaluation phase including modifications
begins during the implementation phase, continues through testing and is ongoing
through operations based upon user experiences and feedback.
Return to Report Contents
Proceed to Next Section