20200411-德勤-COVID-19_response_capabilities_Rapidly_combating_COVID-19_with_resilience_2页_1mb

Summary of Document: "COVID-19 Response Capabilities"

Core Content

This document outlines a comprehensive set of strategies and capabilities that healthcare organizations can leverage to respond effectively to the challenges posed by the COVID-19 pandemic. It emphasizes the need for resilience, adaptability, and proactive planning across multiple domains, including operations, finance, communications, and technology.

Main Areas of Focus

1. Alternative Sites of Care

• Establish care delivery in non-traditional settings to address critical shortfalls.
• Utilize healthcare, emergency management, and logistics experts to tailor solutions for the community.

2. Crisis Response and Management

• Set up a crisis response office to organize and manage various work streams.
• Plan for recovery scenarios to ensure preparedness and continuity of operations.

3. Cybersecurity and Privacy

• Define strategies for remote work and increase awareness of cybersecurity threats.
• Focus on mitigating risks such as phishing attacks during the pandemic.

4. Financial and Downturn Planning

• Conduct business reviews and scenario planning to build a resilient financial foundation.
• Prepare for financial downturns by assessing the impact of external factors like tax relief and market stimuli.

5. Financial Reporting

• Analyze the financial statement effects of the pandemic.
• Include detailed disclosures related to the impact of the crisis and relevant government relief packages.

6. Health and Enterprise Risk Analytics

• Use automated reporting, dashboards, and data visualization tools for real-time decision-making.
• Leverage existing systems and proprietary tools such as Health 360 and PredictRisk.

7. Health Care Regulatory and Revenue Strategies

• Mobilize around federal funding opportunities and implement a strategic roadmap.
• Focus on the CARES Act and other financial relief measures.

8. Strategic Communications

• Develop and execute risk communication and public health campaigns.
• Enhance mass communications and support internal teams during the crisis.

9. Strategy and Scenario Planning

• Apply industry-leading methodologies to understand long-term impacts and strategic trade-offs.
• Prepare for ongoing uncertainty in the healthcare ecosystem.

10. Supply Chain

• Address critical supply chain needs through a tailored strategy.
• Consider both response and recovery operational models and risk mitigation.

11. Virtual Health

• Activate virtual care delivery tools to alleviate clinician constraints.
• Implement options such as triage, virtual visits, remote monitoring, and hospital-at-home models.

12. Workforce Strategies

• Define strategies for managing critical workforce segments during the pandemic and recovery.
• Ensure continuity of operations and protect key missions.

Key Questions for Leaders

Each leadership role is encouraged to consider specific questions related to their responsibilities:

• Chief Executive Officer (CEO):

  • How to ensure safe and convenient access to care and testing?
  • How to enable quick and streamlined communications?
  • How to remove barriers in the supply chain for PPE and other medical supplies?

• Chief Medical Officer (CMO):

  • How to communicate effectively with patients?
  • How to ensure the safety of frontline staff and physicians?
  • What virtual options exist for clinicians in quarantine?

• Chief Information/Technology Officer (CIO):

  • What digital capabilities are most important for immediate investment?
  • Which solutions are most reliable and suitable for the organization's needs?

• Chief Operating Officer (COO):

  • What are the operational implications of delaying elective procedures?
  • How to forecast and manage supplies more efficiently?
  • How to manage call volume more effectively?

• Chief Strategy Officer (CSO):

  • Which programs and revenue streams should be started or stopped in the short and long term?
  • How to manage recent investments and plan for new ones?
  • How to better prepare for ongoing uncertainty?

• Chief Financial Officer (CFO):

  • How to proactively recover from canceled or delayed procedures?
  • How to adjust internal controls to address new challenges?
  • How to pivot the organization in the next 12 months to recover from losses?

Contact Information

• Steve Burrill - Vice Chairman, US Health Care Leader, Deloitte LLP
  Email: sburrill@deloitte.com | Phone: +1 713 982 2821

• Amy Kroll - Principal, Health Care Advisory Leader, Deloitte & Touche LLP
  Email: amykroll@deloitte.com | Phone: +16126927173

• David Biel - Principal, US Health Care Consulting Leader, Deloitte Consulting LLP
  Email: dbiel@deloitte.com | Phone: +1 312 486 2397

• Jim Sowar - Managing Partner, National Health Care Tax Leader, Deloitte LLP
  Email: jsowar@deloitte.com | Phone: +1 517 784 7242

• Tina Wheeler - Managing Partner, National Health Care Audit Services Leader, Deloitte & Touche LLP
  Email: twheeler@deloitte.com | Phone: +16163367930

Disclaimer

This document is intended for general informational purposes only. It is not a substitute for professional advice. Deloitte does not assume responsibility for any loss incurred by relying on this information.