Opioid Treatment Program Assignment Sample

St. Vincent’s Hospital OTP Disaster Plan

Table of Contents

Background.

Roles and Responsibilities.

St. Vincent’s hospital continuity plan.

Disaster Kit

References.

Background of Opioid Treatment Program

This service delivery model dealing with Drug and Alcohol (D&A) service is the program handed by Opioid Treatment Program (OTP) clients. St. Vincent's Hospital Sydney is the healthcare institution that works closely with NSW health to keep patients, clients, staff, and visitors safe and quality services. The services in the hospital remain open with appropriate safeguards and containment precautions in place. During the Coronavirus outbreak all over the world the cases that are not feeling well have the option to call the hospital staff for urgent requirements.

The Alcohol and Drug Service at St. Vincent’s hospital is still taking new referrals and supporting current clients during COVID-19. The telehealth and phone appointments have been increased by the team during COVID-19 (Haworth & Bruce, 2015).

The services are like Rankin Court Treatment Centre: The service center is operating as usual and if any concerns are to be solved the call is to be arranged on 0283821030.

Stimulant Services (Stimulant Treatment Program, Scheck, Burton Street Centre): The services are operating in the center as usual. Face-to-face appointments and telehealth services in the medical institution are delivered.

The phone calls operating system in the clinic are operated by the organization. The days are fixed as of Monday, Tuesday, Thursday, and Friday from 9 am to 12 pm. Please call 0293618078 (Othman & Beydoun, 2016).

Alcohol and Drug Outpatient Service: Service operating is as usual in the institution. Face-to-face appointments and telehealth services are provided by a call on 0283821218.

Gorman Unit: Referral process via a centralized intake line on 0293618080. The services are operated as usual.

Gambling Treatment Program: The program offers face-to-face and telehealth appointments in the service centers. 

The departments such as Alcohol and Drug Information Service (ADIS), Drug and Alcohol Specialist Advisory Service (DASAS), Stimulant Treatment Line (STL), Opioid Treatment Line (OTL), 1300 Driver.

St. Vincent's Alcohol and Drug Service recognizes alcohol and additional drug use as extensive to society and culture in the region of the world. The duty of the Healthcare organization was to endorse welfare and decrease the harm ensuing from the make use of alcohol and other drugs, input a variety of services to hold up persons, family, and community. The services provided by the organization are free of charge, private, and non-judgmental. psychotherapy, set aside association from drugs and alcohol, opioid-assisted therapy, check-up for people who use stimulants, treatment program, in series on drugs and alcohol, grouping programs, senseless and syringe, support for associates, family, or friends, and specialist advice for health professionals. Other services include withdrawal and dependence action, instruction and non-prescription Opioid dependence treatment, refreshment treatment, Burton Street Centre, Specialist outpatient care, hospital consultation-liaison, Alcohol and Drug Information Service ADIS, DASAS, 1300 Driver, Opioid Treatment Line OTL, STL, Cannabis Caution, and State-wide Smoking Cessation Training.

Roles and Responsibilities

Director

The Drug and Alcohol Service Disaster services would be run by the Director of the hospital. He is the overall manager responsible for managing the events/ incidents of Drug and Alcohol Service (McLennan, Whittaker & Handmer, 2016). The director is referred to as an Incident controller. He is responsible for

• Receiving the notification from Service managers or other sources of the occurrence of a disaster affecting D&A Service.
• Activating the plan for request on assistance.
• Making contact with pharmacists for activation of PHARMACY OTP DISASTER PLAN.
• Liaising the Health Services department and its functional areas.
• Advising the staff of the hospital as relevant that is the manager of the hospital, hospital after hours’ manager, and other departments who make inquiries from clients about where to go.
• Monitor the disaster events and the ways that continuously affect the services.
• Confirms that the managers are taking relevant actions to handle the cases of disaster.
• Maintenance of activity registers at the times documenting actions and decisions (Inan, Beydoun & Opper, 2016).

Drug and Alcohol Manager

• Liasioning with the emergency department to mark the progress of dosing medicines in a pharmacy.
• The disaster box should be maintained by the authority.
• Arrangement of sources from pick up to delivery of services.
• Managing and staffing the Operations Base during the disaster if it is controlled by the director.
• Deployment and notification of staff as per the situation and risk-assessment of bookings by the client (Rawluk, Ford, Neolaka & Williams, 2017).
• Allotment of vehicles as per need in the area.
• Keeping the track on confirmation requests pointed on helpline numbers.
• Maintaining the activity register and documenting actions and decisions.

Nursing Unit Manager

• Nursing Unit Manager of the department is held responsible for liaisoning with disaster and disaster management team.
• Obtaining the information from the centers itself for maintaining the track on events.
• Monitoring and taking appropriate actions to ensure the safety, health, and welfare of persons in the incident.
• Advising the team to take standby decisions in case of an emergency.
• Liasoning with the pharmacist on time as per need.
• Delegation of support staff to maintain the record of activities.
• Monitoring and supervising the staff to manage the operations during incidents.
• Making the resources available according to the need and request.
• Maintaining the activity register to maintain the documentation actions and decisions.
• Reporting incidents on time to higher authorities.

Pharmacist

• The pharmacist is the person responsible to head the pharmacy department in the hospital. He receives initial notifications by controller and nursing unit head.
• Responsible for activating the list in the Pharmacy department according to the Disaster Management Plan.
• Locating according to the Pharmacy and display of action cards.
• Available on work as per the requirement for ensuring the dosage and continuity safely and systematically.
• Ensuring effective communication with the responsible managers in the hospital.
• Maintenance of activity log to take timely actions and decisions in the register.
• He/she should maintain the daily dosing for the day and record in Schedule 8 drug register according to usual protocols.

St. Vincent’s Hospital Continuity Plan

Problem	Impact	Contingency	Action/ Tasks	Responsibility
Power failure	‘Methadose’ system not available	Alternative dosing equipment and relevant documents availability Maintenance of the battery backs up to make the all dosages available.	To make dosages available: · The premises should be made accessible under lock and key. · The medications should be made accessible without the power to retrieve them. · The alternative sources of battery backup must be put into a place, where the staff knows. · The manual pumping system should be kept into a disaster box. · Syringes and gauges should be made available in an adequate manner so that these can be found easily during need. · A hard copy of all the documents should be made available so that these can be accessed at the time of need.	Nursing Unit Manager.
Local fire, storm, event, floods	Loss of equipment/ software, loss of hard copy records, loss of premises	Relocation of pharmacy according to dosing used in the disaster management plan. Access of data through local network connections. Use a manual pump to dispense the dose.	· Databases should be set up to maintain the record of pharmacy in software. · The database access should be made available on the other PC’s. · The responsible person should be made available to have followed up on the calls.	· Head of Pharmacy department · D&A manager.
Methadone/ Buprenorphine/ Buprenorphine-Naloxone/ Supply	No service	Alternative source	· Sources of stock should be made available that should be made available and the liaison with § Supplier § Hospital Pharmacy Stock § LAMP clinic § Private pharmacies	· Head of the pharmacy · Nursing unit head

Action cards

• Persons as described above are held responsible to be included in this plan. The members are:
• The Director, Drug and Alcohol Service
• The St. Vincent’s Nursing Drug and Alcohol Manager
• The Nursing Unit Manager
• The St. Vincent’s Hospital Pharmacist
• Nurse manager

Disaster Kit

The items must be set in a way so that they are ready to use them.

Local manager

• Action cards readily available.
• The contact number of supporting members with all the staff in the mobile phones
• Items needed to record the subject matter like pencils and notebook.
• The sheets should be provided to the fire brigade to ensure the presence of locating hazardous material.
• Dosing cups
• Hard copy registers.
• Unbreakable items.

The copies of items should be kept by administrative staff so that evacuation from an event should be planned in a good manner.

• Laptop and mouse
• Carry case
• USB mouse
• Blue network cable

Model of care

The Drug and Alcohol Specialist Advisory Service (DASAS) provides health professionals with telephone services from any part of NSW and the Act, to get funds from the government. The drug-related problems and patients with alcohol and drug-related problems.

Alcohol and Drug Consultation-Liaison for the inpatient services aims at enhancing the safety of patients, clinical outcomes, quality, and efficiency of services provided to patients with substance use disorders.

The framework of this model relates to:

• Appropriate measures should be taken that should direct the calls providing advice to healthcare members within a clinician’s scope of practice.
• Regional and support areas should be supported where drug and alcohol specialists must be supported.
• The needs of the health sector should be met by providing accessible and timely advice with appropriate clinical governance through the employment of clinicians.
• Support of care provided by team members of DASAS (Drug and Alcohol Specialist Advisory Service )/ CL.

The healthcare model is applied to all the professionals who provided Drug and Alcohol Specialist Advisory Service including addiction specialists, clinical nurse consultants, and contractors.

The model is guided by the consultation on healthcare models that require discussion on the model of care. Here, the members work interchangeably according to the roster. The model of care supports the quality of healthcare according to core values, compassion, justice, excellence, and integrity. The alignment of models complies with the Patient Safety and Quality Strategic Plan for strategy based practice to ensure delivery of appropriate and effective care. The advocacy should be in terms of vulnerability, marginalization, and poor community. The continuous vision should be demonstrated to provide consultation services for inpatients (Alamdar, Kalantari & Rajabifard, 2016).

Elements that would be included in the model of care are:

• Service Operation
• Clinical Response Framework
• Clinical Role requirements
• Education
• Resources
• Marketing and Promotion
• Money
• Operational Protocols

Service Operation

• DASAS model is the enhanced model that is designed to build the capacity in health systems to deliver the appropriate services by supporting rural and regional areas.
• Nursing professionals should be held responsible to provide expert advice during their service delivery.
  1. Nursing professionals should clearly state the advice of business professionals.
• The patients requiring consultation must be provided services on a timely basis so that they can get help in experiencing any drug-related issue.
• Staff must be employed in such a manner that they benefit alk the parties.

Hours of Operation

• DASAS involves the service provision in business as well as after hours.
• Business hours means the services are to be provided within the timeline of 8:30 am to 5 pm. From Monday to Friday.
• The out of business hours means the staff provides the services on public holidays and including weekends.

Telephone/ referral system

• The services should be made available 24/7 by calling toll free numbers provided on the company's website.
• The calls should be either routed through mobile phones or landline numbers.

Inclusion criteria

• Healthcare professionals should seek general and clinical advice on the management of patients with alcohol and drug issues.
• Inpatients known to the alcohol and drug issues via other units.

Staffing

• The interdisciplinary team should be working for the care of the patient.

It involves

• Clinical Nurse consultants
• Addiction Medicine Specialists
• Contact Centre Counsellors
• Administration Officer
• Medical officer
• Clinical Response Framework

DASAS Call Management

• Competency covers all drug substances such as Opioid Treatment Program by dealing with common subjects.
• The nursing professionals required to call so that they could ensure instant response to individuals

Clinical role requirement

The clinical nurses, consultants, medicine specialists, administration officers, and counselors in the system must ensure the provision of services timely.

Education

The staff must be skilled enough to provide the services as per the patient's requirements. This includes both the clinical and operation aspect.

Compliance

The system should be made in a way such that they ensure the requirements of law, industry, and organizational standards, codes, and principles (Hung, Kalantari & Rajabifard, 2016).

References for Opioid Treatment Program

Alamdar, F., Kalantari, M., & Rajabifard, A. (2016). Towards multi-agency sensor information integration for disaster management. Computers, Environment and Urban Systems, 56, 68-85.

Haworth, B., & Bruce, E. (2015). A review of volunteered geographic information for disaster management. Geography Compass, 9(5), 237-250.

Hung, K. C., Kalantari, M., & Rajabifard, A. (2016). Methods for assessing the credibility of volunteered geographic information in flood response: A case study in Brisbane, Australia. Applied Geography, 68, 37-47.

Inan, D. I., Beydoun, G., & Opper, S. (2016). Towards knowledge sharing in disaster management: An agent oriented knowledge analysis framework. arXiv preprint arXiv:1606.01355.

McLennan, B., Whittaker, J., & Handmer, J. (2016). The changing landscape of disaster volunteering: opportunities, responses and gaps in Australia. Natural Hazards, 84(3), 2031-2048.

Othman, S. H., & Beydoun, G. (2016). A metamodel-based knowledge sharing system for disaster management. Expert Systems with Applications, 63, 49-65.

Rawluk, A., Ford, R. M., Neolaka, F. L., & Williams, K. J. (2017). Public values for integration in natural disaster management and planning: a case study from Victoria, Australia. Journal of environmental management, 185, 11-20.

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