Into the Cool Zone
Initial weak healthcare leadership in the new Department of Homeland Security (DHS 2002) and poorly coordinated DHS shifts of significant portions of responsibility to the Department of Health and Human Services (DHHS), combined with a resistant, apathetic non-federal healthcare sector leaves the country ill prepared to cope with known existential threats. It is an industry which has been and is characterized as “the weakest link in the Homeland Security chain”
How could this happen in an industry sector that represents a growing 16-17% of the GDP?
Why should we be surprised? We have seen the unthinkable happen in the banking system, the auto industry and the mortgage industry, all of which we never thought possible.
The triple threats of evolving infectious diseases, more frequent and robust natural disasters and increasing evidence that hospitals are soft and desirable targets for domestic and international terrorists pose existential national threats.
Two decades into a national effort to protect the country from anticipated non-state terrorist Weapons of Mass Destruction (WMD) with its Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) component parts, the national strategy for a seamless healthcare response network comprised of the federal healthcare sector, ten percent (10%) and the non-federal healthcare sector, ninety per cent (90%) has failed. Following the tragic response failures before and after Katrina, an “All Hazards Model” refocuses the strategy for Homeland Security from a Terrorism-focused WMD and CBRNE to an All Hazards concept (Natural and Man Made).
Update:
The 1st wave of the H1N1 swine flu caught health officials off- guard and with key positions in the new administration vacant. The potentially deadly 2nd wave looms large with health officials at all levels of government scrambling to prepare and respond to a known threat on which $ billions has been spent and is four years into a high profile public health and healthcare initiative.
It takes more than cognitive dissonance or the pervasive healthcare sector mindset which has been described by one legal expert as one where if I do my best and create a strong plan, it may become a legal risk against me so it is best to hunker down and let events unfold. That may be the best legal protection available to me.
Over the next few articles we will take a look at possible “sins of commission” and “sins of omission” which leaves us at risk. “Sins of omission” are often more harmful to the public good and take less personal courage.
Jim
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