Hospital Emergency Preparedness — Lessons Learned since Northridge

2003 ◽  
Vol 348 (14) ◽  
pp. 1307-1308 ◽  
Author(s):  
Michael A. Berman ◽  
Eliot J. Lazar
2020 ◽  
Vol 11 (SPL1) ◽  
pp. 333-341
Author(s):  
Akanksha Nibudey ◽  
Vidya Baliga S

Hospitals have important part in the human health organization toprovide necessary treatmentfor public, mainly in a calamity. During the current outbreak of COVID-19, and is in giving important needs and supplies will possibly interrupt the providing critical treatment due to not organized health-care capacity. Along with, a greater amount of personnelabsence can be predictable. A lack of important kits and materials can lead to restricted supplies to desirable care and have a direct impact on healthcare delivery. Anxiety can lead to possibly hamper recognized operational practices. Also in hospitals dealing with COVID 19 pandemic can be a difficulty. In spite of the challenging difficulties and problems expected, the positive and organized execution of important basic and definite arrangements can aid successful hospital-based organization for the period of a speedily progressing epidemic. Hospital emergency preparedness is a constant progression that association to the complete preparedness platform. Several principles and suggestions drawn in this article are general and appropriate to other incidents. The article gives checklist which is proposed to manage current situationby hospital emergency preparation platforms.


2011 ◽  
Vol 26 (S1) ◽  
pp. s141-s141
Author(s):  
E.L. Dhondt ◽  
T. Peeters ◽  
L. Orlans

BackgroundAccording to the Belgian Hospital Disaster Planning Act, all hospitals are required to have written disaster plans and to routinely conduct annual disaster drills. In 2010, the management of the Military Hospital decided to organize an evacuation exercise of the newly built 24-bed BU.AimTo evaluate this new BU's evacuation plan and drills and the overall hospital emergency incident response and command system.Methods and ResultsIt was decided to conduct a simulated evacuation exercise following an internal fire, before the BU effectively was put into use, thereby deploying fashioned simulated patients and visitors but bringing into action the regular attending medical, nursing and logistic staff. A multidisciplinary design and organizing team was launched, consisting of the hospitals disaster preparedness coordinator, the EMS-staff, external burn care, emergency incident management and operational engineering experts. The appointed objectives for evaluation were the knowledge of the regular evacuation drills, especially the clearance of an intensive care room; access to evacuation routes; visibility of safety guidelines; mission and tasks of the hospital's first response team and the medical incident manager; communication and information flow and the establishment of the hospital's coordination committee. In the mean time and following lessons learned, a number of mitigation measures have been instituted: adequate identification of evacuated rooms, new configuration of the fire detection alarm, optimized access to stairwells and elevators, adjustment of action cards and specific fire fighting training for hospital staff. Finally the decision was made not to purchase specific evacuation equipment for the movement of patients.ConclusionTaking advantage of the BU's provisional vacancy, a simulated hospital evacuation exercise increased the hospital emergency preparedness, awareness and response to disasters within the hospital, in particular in a critical care department, otherwise difficult to assess.


2020 ◽  
Vol 18 (5) ◽  
pp. 399-409
Author(s):  
Shreya Roy, PhD ◽  
Sarbinaz Bekmuratova, PhD ◽  
Sharon Medcalf, PhD ◽  
Harlan Sayles, MS ◽  
Wael ElRayes, MD, PhD, FACHE ◽  
...  

Objective: The objective of this study was to explore perceptions of senior leadership in hospitals on the motivations, cost, benefits, barriers, and facilitators of investment in emergency preparedness. Study design: This is a qualitative study which used a grounded theory approach to develop a theory of hospital emergency preparedness. Setting and study participants: A purposive sample of hospital leaders (n = 11) in the US state of Nebraska were interviewed.Results: Results showed that the environmental risk associated with the hospital location, the hospital’s position in the community, and the preparedness requirements of the Centers for Medicare and Medicaid Services contribute to investment decisions. Rural hospitals face unique challenges in preparing for disasters, for example, lack of trained personnel. Facilitators of disaster preparedness include the availability of federal funds, the commitment of leadership, and an organizational mission aligned toward emergency preparedness. Hospitals invest in hazard vulnerability assessments; partnerships with other organizations in the community; staff trainings and infrastructure.Conclusions: The authors concluded that hospitals in Nebraska are committed toward investing in preparedness activities. The theory of hospital emergency preparedness developed will be used in a subsequent study to develop a decision-support framework for hospital investment in preparedness.


2011 ◽  
Vol 26 (S1) ◽  
pp. s80-s81 ◽  
Author(s):  
E. Downey ◽  
K. Andress

IntroductionThe Hospital Preparedness Program, prompted by the 9/11 terrorist attacks, emphasizes the value of developing coordinated response capabilities by community leaders. Immediately following Hurricanes Katrina and Rita, this study examined the hospital emergency preparedness coordinators' leadership style and applied leadership theory to Louisiana planners as an integral part of a complex National Response Framework. This regionally coordinated system remains in place today and has been tested a minimum of 15 times in hurricane activations and state-wide exercises and drills.MethodsThree hospital groups participated: (1) regional coordinators representing nine geographic areas; (2) coordinators at acute care facilities; and (3) coordinators at non-acute care facilities. A total of 744 study participants represented over 150 hospitals. The Multifactor Leadership Questionnaire (Bass, 1995) assessed three dimensions of leadership style and the Emergency Preparedness Indicator assessed planning priorities, performance ratings, demographic variables of gender, education, and Healthcare Performance Partners (HPP) planning experience and disaster declarations.ResultsTransformational leadership was highest among all three groups and included characteristic of: idealized influence, idealized behaviors, inspirational motivation, intellectual stimulation, and individual consideration. Transactional leadership was highest (but still lower than transformational) among the non-acute care group and included characteristics of: contingent reward and management by exception (both active and passive). Gender and education were not significant predictors of leadership style but positive associations of time spent on emergency preparedness activities were found.ConclusionsPrevious studies reported the relationship of transformational leadership style to cohesion scores of 2.1. This study expands those results by further detailing leadership styles to the hospital emergency preparedness coordinator. It builds on a standardized approach to assess coordinator leadership style and effectiveness measures.


2018 ◽  
Vol 25 (4) ◽  
pp. 211-222 ◽  
Author(s):  
Fatemeh Rezaei ◽  
Mohammad Reza Maracy ◽  
Mohammad H Yarmohammadian ◽  
Hojat Sheikhbardsiri

Background: Hospitals play a critical role in providing communities with essential medical care during disasters. Objectives: In this article, the key components and recommended actions of WHO (World Health Organization) Hospital emergency response checklist have been considered to identify current practices in disaster/emergency hospital preparedness in actual or potential incidents. Methods: Articles were obtained through bibliographic databases, including ISI Web of Science, PubMed, Science Direct, Scopus, Google Scholar, and SID: Scientific information database. Keywords were “Disaster,” “Preparedness,” “Emergency Preparedness,” “Disaster Planning,” “Mass Casualty Incidents,” “Hospital Emergency Preparedness,” “Health Emergency Preparedness,” “Preparedness Response,” and “Emergency Readiness.” Independent reviewers (F.R. and M.H.Y.) screened abstracts and titles for eligibility. STROBE (STrengthening the Reporting of OBservational studies in Epidemiology) checklist was used to qualifying the studies for this review. Results: Of 1545 identified studies, 26 articles were implied inclusion criteria. They accounted for nine key components and 92 recommended actions. The majority of principles that had been rigorously recommended at any level of the hospital emergency preparedness were command and control and post-disaster recovery. Surge capacity was considered less frequently. Conclusion: We recommend considering the proposed disaster categories by FEMA (Federal Emergency Management Agency). In this framework, different weights for nine components can be considered based on disaster categories. Thus, a more valid and reliable preparedness checklist could be developed.


2009 ◽  
Vol 3 (S1) ◽  
pp. S37-S44 ◽  
Author(s):  
James G. Hodge ◽  
Andrea M. Garcia ◽  
Evan D. Anderson ◽  
Torrey Kaufman

ABSTRACTDuring the past decade, hospital emergency preparedness has become a focus of local, state, and federal governments seeking to address emergencies or disasters that affect the public health. Integral to hospital emergency preparedness are numerous legal challenges that hospitals and their health care personnel face during declared states of emergencies. In this article, we evaluate legal requirements for hospital emergency preparedness, key legal concerns that hospitals should consider in emergency preparedness activities, and how the changing legal landscape during emergencies necessitates real-time decision making. We then analyze legal issues including negligence, discrimination, and criminal culpability that may arise during or after medical triage. Finally, we examine the legal risks of evading preparedness, specifically asking how a hospital and its personnel may be held liable for failing to plan or prepare for an emergency. (Disaster Med Public Health Preparedness. 2009;3(Suppl 1):S37–S44)


Sign in / Sign up

Export Citation Format

Share Document