Y2K Medical Disaster Preparedness in New York City: Confidence of Emergency Department Directors in their Ability to Respond

2001 ◽  
Vol 16 (2) ◽  
pp. 88-95 ◽  
Author(s):  
Steven H. Silber ◽  
Neill Oster ◽  
Bonnie Simmons ◽  
Christopher Garrett

AbstractObjectives:To study the preparedness New York City for large scale medical disasters using the Year 2000 (Y2K) New Years Eve weekend as a model.Methods:Surveys were sent to the directors of 51 of the 9-1-1-receiving hospitals in New York City before and after the Y2K weekend. Inquiries were made regarding hospital activities, contingencies, protocols, and confidence levels in the ability to manage critical incidents, including weapons of mass destruction (WMD) events. Additional information was collected from New York City governmental agencies regarding their coordination and preparedness.Results:The pre-Y2K survey identified that 97.8% had contingencies for loss of essential services, 87.0% instituted their disaster plan in advance, 90.0% utilized an Incident Command System, and 73.9% had a live, mock Y2K drill. Potential terrorism influenced Y2K preparedness in 84.8%. The post-Y2K survey indicated that the threat of terrorism influenced future preparedness in 73.3%; 73.3% had specific protocols for chemical; 62.2% for biological events; 51.1% were not or only slightly confident in their ability to manage any potential WMD incidents; and 62.2% felt very or moderately confident in their ability to manage victims of a chemical event, but only 35.6% felt similarly about victims of a biological incident. Moreover, 80% felt there should be government standards for hospital preparedness for events involving WMD, and 84% felt there should be government standards for personal protective and DECON equipment. In addition, 82.2% would require a moderate to significant amount of funding to effect the standards. Citywide disaster management was coordinated through the Mayor's Office of Emergency Management.Conclusions:Although hospitals were on a heightened state of alert, emergency department directors were not confident in their ability to evaluate and manage victims of WMD incidents, especially biological exposures. The New York City experience is an example for the rest of the nation to underscore the need for further training and education of preparedness plans for WMD events. Federally supported education and training is available and is essential to improve the response to WMD threats.

Author(s):  
Andra Farcas ◽  
Justine Ko ◽  
Jennifer Chan ◽  
Sanjeev Malik ◽  
Lisa Nono ◽  
...  

ABSTRACT The COVID-19 pandemic has placed unprecedented demands on health systems, where hospitals have become overwhelmed with patients amidst limited resources. Disaster response and resource allocation during such crises present multiple challenges. A breakdown in communication and organization can lead to unnecessary disruptions and adverse events. The Federal Emergency Management Agency (FEMA) promotes the use of an incident command system (ICS) model during large-scale disasters, and we hope that an institutional disaster plan and ICS will help to mitigate these lapses. In this article, we describe the alignment of an emergency department (ED) specific Forward Command structure with the hospital ICS and address the challenges specific to the ED. Key components of this ICS include a hospital-wide incident command or Joint Operations Center (JOC) and an ED Forward Command. This type of structure leads to a shared mental model with division of responsibilities that allows institutional adaptations to changing environments and maintenance of specific roles for optimal coordination and communication. We present this as a model that can be applied to other hospital EDs around the country to help structure the response to the COVID-19 pandemic while remaining generalizable to other disaster situations.


2004 ◽  
Vol 112 (11) ◽  
pp. 1183-1187 ◽  
Author(s):  
Adam M. Karpati ◽  
Mary C. Perrin ◽  
Tom Matte ◽  
Jessica Leighton ◽  
Joel Schwartz ◽  
...  

1999 ◽  
Vol 76 (2) ◽  
pp. 237-246 ◽  
Author(s):  
Jonathan Shuter ◽  
Peter L. Alpert ◽  
Max G. DeShaw ◽  
Barbara Greenberg ◽  
Chee Jen Chang ◽  
...  

2018 ◽  
Vol 1 (2) ◽  
pp. 156-169
Author(s):  
Paul Kidder ◽  

Jane Jacobs’s classic 1961 book, The Death and Life of Great American Cities, famously indicted a vision of urban development based on large scale projects, low population densities, and automobile-centered transportation infrastructure by showing that small plans, mixed uses, architectural preservation, and district autonomy contributed better to urban vitality and thus the appeal of cities. Implicit in her thinking is something that could be called “the urban good,” and recognizable within her vision of the good is the principle of subsidiarity—the idea that governance is best when it is closest to the people it serves and the needs it addresses—a principle found in Catholic papal encyclicals and related documents. Jacobs’s work illustrates and illuminates the principle of subsidiarity, not merely through her writings on cities, but also through her activism in New York City, which was influential in altering the direction of that city’s subsequent planning and development.


2005 ◽  
Vol 10 (2) ◽  
pp. 97-101 ◽  
Author(s):  
jøran rudi

bill fontana is an american composer and artist who has been working with large-scale sound installations since the 1970s. in his installations he recontextualises sounds by transmitting them from one location to another, and uses the transported sounds as acoustical ‘overlay’, masking the sounds naturally occurring in the installation spaces. his installations often occur in central urban environments, and he has, for example, been commissioned in conjunction with the fifty-year anniversary of d-day (1994, paris), and the 100-year anniversary of brooklyn bridge (1983, new york city).


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