KIREN RIZVI JAFRY: So I got my first text at 6:00
in the morning that the wildfires
were starting in Santa Rosa.
TONI BRAYER: We found very quickly
that we really had some unique issues
with our displaced staff and our physicians and patients.
And so we coordinated with our incident command
center separately to handle our particular ambulatory needs.
KIREN RIZVI JAFRY: The team that came together
came together on a moment's notice.
They drove from San Francisco, from Vallejo, from Santa Rosa,
from Novato just to be here and to put
into place a structure that was something we were developing
as we went along.
LIZZ VILARDO: Clinics can be closed for a day.
And all the calls were going to the call
center, the on-call doctors.
So that's all fine.
But then you realize this is going
to go on longer than a day.
And then the call center burned down.
TONI BRAYER: So day after day, we
would have changing circumstances and changing
environment.
And it was very critical that we had a team that was off-site
here in our Novato command center helping
to kind of run logistics.
We had a role for operations, for medical.
We had a huge role for human resources reaching out to staff
and making sure they were OK.
Communications was also an incredibly important role
for us here.
KIREN RIZVI JAFRY: So our approach
when we set up the incident command team
and looking at the population we serve
was making sure that we could get to patients at the highest
acuity the support they need and the appointments they need.
Our focus was initially on oncology patients,
especially those that required chemotherapy infusion.
TRACEY POMEROY: So we were able to network
with other Sutter infusion centers in San Francisco,
in Vallejo, and in Berkeley.
And all of those teams were very generous
and very willing to expand hours and bring in extra help,
and do whatever they needed to make sure our patients received
the best care possible.
LIZZ VILARDO: Just the fact that our infusions
are in Beacon, which is part of Epic,
we know every chemotherapy dose that every patient
gets in Beacon.
So when we had to move the patients to another infusion
center, we knew what they were supposed to get.
That is incredibly important and incredibly complex.
KATHY BLANKENSHIP: Immediately when
we all started to come together you could
see the power of our One Sutter mission and all of what
we've been trying to do and integrate from an enterprise
perspective throughout IS through the many years.
TRACEY POMEROY: The incident has actually
crystallized our efforts on integrating and the need
to integrate more.
KIREN RIZVI JAFRY: Going through this command center experience,
you realize that the Sutter Health family
is alive and well and strong.
And people have come together out of the woodworks
to support our team in the North Bay.
And you realize just the incredible compassion
and collaboration that's coming through from every level
of the organization.
TONI BRAYER: You know, I can't imagine any freestanding
hospital or freestanding doctor's office
being able to take care of patients the way we did
and being able to respond the way we did.
It really speaks to the fact that we
have incredibly dedicated and smart people
at Sutter Health that came together immediately
to get this done.
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