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首页> 外文期刊>Journal of public health management and practice: JPHMP >Cost Analysis of 3 Concurrent Public Health Response Events: Financial Impact of Measles Outbreak, Super Bowl Surveillance, and Ebola Surveillance in Maricopa County
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Cost Analysis of 3 Concurrent Public Health Response Events: Financial Impact of Measles Outbreak, Super Bowl Surveillance, and Ebola Surveillance in Maricopa County

机译：3兼任公共卫生反应事件的成本分析：麻疹爆发，超级碗监测和埃博拉漠监测的金融影响

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Objective: To generate estimates of the direct costs of mounting simultaneous emergency preparedness and response activities to respond to 3 major public health events. Design: A cost analysis was performed from the perspective of the public health department using real-time activity diaries and retrospective time and activity self-reporting, wage and fringe benefit data, and financial records to track costs. Setting: Maricopa County Department of Public Health (MCDPH) in Arizona. The nation's third largest local public health jurisdiction, MCDPH is the only local health agency serving Maricopa's more than 4 000 000 residents. Responses analyzed included activities related to a measles outbreak with 2 confirmed cases, enhanced surveillance activities surrounding Super Bowl XLIX, and ongoing Ebola monitoring, all between January 22, 2015, and March 4, 2015. Participants: Time data were sought from all MCDPH staff who participated in activities related to any of the 3 relevant responses. In addition, time data were sought from partners at the state health department and a community hospital involved in response activities. Time estimates were received from 128 individuals (response rate 88%). Main Outcome Measure: Time and cost to MCDPH for each response and overall. Results: Total MCDPH costs for measles-, Super Bowl-, and Ebola-related activities from January 22, 2015, through March 4, 2015, were $224 484 (>5800 hours). The majority was for personnel ($203 743) and the costliest response was measles ($122 626 in personnel costs). In addition, partners reported working more than 700 hours for these 3 responses during this period. Conclusions: Funding for public health departments remains limited, yet public health responses can be cost- and time-intensive. To effectively plan for future public health responses, it may be necessary to share experiences and financial lessons learned from similar public health responses. External partnerships represent a key contribution for responses such as those examined. It can be expensive for local public health departments to mount effective responses, especially when multiple responses occur simultaneously.
机译：目的：生成估算安装同时应急准备和反应活动的直接成本，以应对3个主要公共卫生事件。设计：利用实时活动日记和回顾性时间和活动自我报告，工资和边缘福利数据，以及金融记录来实现成本分析，以跟踪成本的财务记录。环境：Maricopa County亚利桑那州公共卫生部（MCDPH）。全国第三大当地公共卫生管辖权，MCDPH是唯一一个服务于马里科帕的居民的唯一当地卫生机构。分析的答复包括与麻疹爆发有关2确认案件的活动，增强超级碗XLIX的监测活动，以及正在进行的埃博拉监测，2015年1月22日和2015年3月4日之间。参与者：从所有McDPH工作人员寻求时间数据谁参与了与3个相关答复中的任何相关的活动。此外，国家卫生署的合作伙伴和参与响应活动的社区医院寻求时间数据。从128人收到时间估计数（响应率88％）。主要结果措施：每个响应和总体的McDPH的时间和成本。结果：2015年1月22日至2015年3月22日的麻疹，超级碗和埃博拉和埃博拉和埃博拉和埃博拉和埃博拉有关的总活动总额为224 484美元（> 5800小时）。大多数人为人事（203美元743美元），最昂贵的反应是麻疹（人事费用122 626美元）。此外，合作伙伴在此期间举行了这些3个回复的700多小时。结论：公共卫生部门的资金仍然有限，但公共卫生反应可能是成本和时间的。为了有效地计划未来的公共卫生反应，可能有必要分享来自类似公共卫生答复的经验和财务经验。外部伙伴关系代表了审查等审查的关键贡献。当地公共卫生部门可以安装有效的响应可能是昂贵的，特别是当同时发生多个响应时。

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