Major Influences on Hospital Emergency Management and Disaster Preparedness

2009 ◽  
Vol 3 (S1) ◽  
pp. S68-S73 ◽  
Author(s):  
Lauren M. Sauer ◽  
Melissa L. McCarthy ◽  
Ann Knebel ◽  
Peter Brewster
Keyword(s):  
Emergency Management ◽  
Disaster Preparedness ◽  
Community Integration ◽  
Executive Branch ◽  
Community Response ◽  
Department Of Health ◽  
Medical Response ◽  
The Us ◽  
Us Government ◽  
Management Capabilities

ABSTRACTThe role of hospitals in the community response to disasters has received increased attention, particularly since the terrorist attacks of September 11, 2001. Hospitals must be prepared to respond to and recover from all-hazards emergencies and disasters. There have been several initiatives to guide hospitals’ role in these events and to assist hospitals in their effort to prepare for them. This article focuses on the efforts of 4 distinct groups: The Joint Commission (TJC), the executive branch of the US government, the US Congress, and the Department of Health and Human Services (DHHS). Despite the different approach each group uses to assist hospitals to improve their emergency management capabilities, the initiatives reinforce one another and have resulted in increased efforts by hospitals to improve their disaster preparedness and response capabilities and community integration. The continued progress of our medical response system in all-hazard emergencies and disasters depends in large part on the future guidance and support of these 4 key institutions. (Disaster Med Public Health Preparedness. 2009;3(Suppl 1):S68–S73)

Emergency Preparedness

2018 ◽  
Author(s):  
Peter D Hurd ◽  
Stephenie Lukas ◽  
Ardis Hanson
Keyword(s):  
Emergency Management ◽  
Emergency Response ◽  
Emergency Preparedness ◽  
Disaster Preparedness ◽  
Community Pharmacists ◽  
Pharmacy Students ◽  
Rapid Responses ◽  
The Us ◽  
National Response

Pharmacists, and pharmacy students, normally have a limited exposure to the principles and structures of emergency management necessary to help coordinate effective and rapid responses. However, pharmacists’ work in disaster preparedness has taken many focuses. Community pharmacists develop emergency preparedness manuals, organize health-system pharmacy teams to respond to terrorism attacks, and identify essential actions for effective emergency response. This chapter focuses on the US health care system and emergency preparedness within its borders, starting with basic terminology and concepts and then moving onto the key components of U.S. National Response Frameworks and the role of pharmacists in the Frameworks and larger emergency preparedness and planning efforts.

Role of Academic Institutions in Community Disaster Response Since September 11, 2001

2011 ◽  
Vol 5 (3) ◽  
pp. 218-226 ◽  
Author(s):  
Anne L. Dunlop ◽  
Kristi M. Logue ◽  
Gerald Beltran ◽  
Alexander P. Isakov
Keyword(s):  
Public Health ◽  
Emergency Management ◽  
Disaster Preparedness ◽  
Disaster Response ◽  
September 11 ◽  
Community Response ◽  
Disaster Resilience ◽  
Academic Institutions ◽  
Disaster Preparedness And Response

ABSTRACTObjective: To describe the role of academic institutions in the community response to Federal Emergency Management Agency–declared disasters from September 11, 2001, to February 1, 2009.Methods: We conducted a review of the published literature and Internet reports to identify academic institutions that participated in the community response to disaster events between September 11, 2001, to February 1, 2009, inclusive. From retrieved reports, we abstracted the identity of the academic institutions and the resources and services each provided. We characterized the resources and services in terms of their contribution to established constructs of community disaster resilience and disaster preparedness and response.Results: Between September 11, 2001, and February 1, 2009, there were 98 published or Internet-accessible reports describing 106 instances in which academic institutions participated in the community response to 11 Federal Emergency Management Agency–declared disaster events that occurred between September 11, 2001, and February 1, 2009. Academic institutions included academic health centers and community teaching hospitals; schools of medicine, nursing, and public health; schools with graduate programs such as engineering and psychology; and 4-year programs. The services and resources provided by the academic institutions as part of the community disaster response could be categorized as contributing to community disaster resilience by reducing the consequences or likelihood of an event or to specific dimensions of public health preparedness and response, or both. The most common dimensions addressed by academic institutions (in order of occurrence) were resource management, enabling and sustaining a public health response, information capacity management, and performance evaluation.Conclusions: Since September 11, 2001, the participation of academic institutions in community disaster response has contributed to community resilience and the achievement of specific dimensions of disaster preparedness and response.(Disaster Med Public Health Preparedness. 2011;5:218–226)

Enhancing Global Health Security: US Africa Command’s Disaster Preparedness Program

2018 ◽  
Vol 13 (02) ◽  
pp. 319-329 ◽  
Author(s):  
Melinda J. Morton Hamer ◽  
Paul L. Reed ◽  
Jane D. Greulich ◽  
Charles W. Beadling
Keyword(s):  
Capacity Building ◽  
Disaster Management ◽  
Disaster Preparedness ◽  
Humanitarian Assistance ◽  
Health Security ◽  
International Agencies ◽  
Management Capability ◽  
Us Government ◽  
Military Support ◽  
Management Capabilities

AbstractUS Africa Command’s Disaster Preparedness Program (DPP), implemented by the Center for Disaster and Humanitarian Assistance Medicine, partnered with US Government agencies and international organizations to promote stability and security on the African continent by engaging with African Partner Nations’ (PN) civil and military authorities to improve disaster management capabilities. From 2008 to 2015, DPP conducted disaster preparedness and response programming with 17 PNs. DPP held a series of engagements with each, including workshops, strategic planning, developing preparedness and response plans, tabletop exercises, and prioritizing disaster management capability gaps identified through the engagements. DPP partners collected data for each PN to further capacity building efforts. Thus far, 9 countries have completed military pandemic plans, 10 have developed national pandemic influenza plans, 9 have developed military support to civil authorities plans, and 11 have developed disaster management strategic work plans. There have been 20 national exercises conducted since 2009. DPP was cited as key in implementation of Ebola response plans in PNs, facilitated development of disaster management agencies in DPP PNs, and trained nearly 800 individuals. DPP enhanced PNs’ ability to prepare and respond to crises, fostering relationships between international agencies, and improving civil-military coordination through both national and regional capacity building. (Disaster Med Public Health Preparedness. 2019;13:319–329)

Predictors of cardiologist care for older patients hospitalized for heart failure11The analyses upon which this publication is based were performed under Contract Number 500-02-CO-01, titled “Utilization and Quality Control Peer Review Organization for the State of Colorado,” sponsored by the Centers for Medicare and Medicaid Services (CMS, formerly the Health Care Financing Administration), US Department of Health and Human Services. The content of this publication does not necessarily reflect the views or policies of the US Department of Health and Human Services, nor does mention of trade names, commercial products, or organization imply endorsement by the US Government. The author assumes full responsibility for the accuracy and completeness of the ideas presented. This article is a direct result of the Health Care Qual-ity Improvement Program initiated by the Health Care Financing Administration, which has encouraged identification of quality improvement projects derived from analysis of patterns of care, and therefore required no special funding on the part of this contractor. Ideas and contributions to the author concerning experience in engaging with issues presented are welcomed.

2004 ◽  
Vol 147 (1) ◽  
pp. 66-73 ◽  
Author(s):  
JoAnne Micale Foody ◽  
Saif S Rathore ◽  
Yongfei Wang ◽  
Jeph Herrin ◽  
Frederick A Masoudi ◽  
...  
Keyword(s):  
Health Care ◽  
Human Services ◽  
Health Care Financing ◽  
Direct Result ◽  
Health Care Financing Administration ◽  
Improvement Program ◽  
Health And Human Services ◽  
Department Of Health ◽  
The Us ◽  
Us Government

Consensus and Tools Needed to Measure Health Care Emergency Management Capabilities

2009 ◽  
Vol 3 (S1) ◽  
pp. S45-S51 ◽  
Author(s):  
Melissa L. McCarthy ◽  
Peter Brewster ◽  
Edbert B. Hsu ◽  
Anthony G. Macintyre ◽  
Gabor D. Kelen
Keyword(s):  
Health Care ◽  
Emergency Management ◽  
Homeland Security ◽  
Reliability And Validity ◽  
Institute Of Medicine ◽  
Veterans Health ◽  
Health Administration ◽  
Specific Element ◽  
Medical Response ◽  
Management Capabilities

ABSTRACTThere is no widely accepted, validated framework of health care emergency management capabilities (HEMCs) that can be used by facilities to guide their disaster preparedness and response efforts. We reviewed the HEMCs and the evaluation methods used by the Veterans Health Administration, The Joint Commission, the Institute of Medicine Metropolitan Medical Response System committee, the Department of Homeland Security, and the Department of Health and Human Services to determine whether a core set of HEMCs and evaluative methods could be identified.Despite differences in the conceptualization of health care emergency management, there is considerable overlap among the agencies regarding major capabilities and capability-specific elements. Of the 5 agencies, 4 identified occupant safety and continuity of operations as major capabilities. An additional 5 capabilities were identified as major by 3 agencies. Most often the differences were related to whether a capability should be a major one versus a capability-specific element (eg, decontamination, management of resources). All of the agencies rely on multiple indicators and data sources to evaluate HEMCs. Few performance-based tools have been developed and none have been fully tested for their reliability and validity. Consensus on a framework and tools to measure HEMCs is needed. (Disaster Med Public Health Preparedness. 2009;3(Suppl 1):S45–S51)

scholarly journals Medical Response to a Nuclear Detonation: Creating a Playbook for State and Local Planners and Responders

2011 ◽  
Vol 5 (S1) ◽  
pp. S89-S97 ◽  
Author(s):  
Paula Murrain-Hill ◽  
C. Norman Coleman ◽  
John L. Hick ◽  
Irwin Redlener ◽  
David M. Weinstock ◽  
...  
Keyword(s):  
Mass Casualty ◽  
Background Information ◽  
Specific Response ◽  
Scarce Resources ◽  
Department Of Health ◽  
Medical Response ◽  
Mass Casualty Events ◽  
Advanced Planning ◽  
The Us ◽  
State And Local

ABSTRACTFor efficient and effective medical responses to mass casualty events, detailed advanced planning is required. For federal responders, this is an ongoing responsibility. The US Department of Health and Human Services (DHHS) prepares playbooks with formal, written plans that are reviewed, updated, and exercised regularly. Recognizing that state and local responders with fewer resources may be helped in creating their own event-specific response plans, subject matter experts from the range of sectors comprising the Scarce Resources for a Nuclear Detonation Project, provided for this first time a state and local planner's playbook template for responding to a nuclear detonation. The playbook elements are adapted from DHHS playbooks with appropriate modification for state and local planners. Individualization by venue is expected, reflecting specific assets, populations, geography, preferences, and expertise. This playbook template is designed to be a practical tool with sufficient background information and options for step-by-step individualized planning and response.(Disaster Med Public Health Preparedness. 2011;5:S89-S97)

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