Lessons Learned from a Pediatric Disaster Plan, Communications, Surge and Secondary Transport Exercise including 28 Hospitals and City Agencies

2021 ◽  
Author(s):  
Michael Frogel ◽  
George Foltin ◽  
John Jermyn
Keyword(s):  
Lessons Learned ◽  
Disaster Plan ◽  
Secondary Transport ◽  
City Agencies

scholarly journals Development and Implementation of First Hospital-Based Epidemic Outbreak Management Plan: Lessons Learned from Nepal

2019 ◽  
Vol 34 (s1) ◽  
pp. s56-s56
Author(s):  
Ashis Shrestha ◽  
Michael Khouli ◽  
Sumana Bajracharya ◽  
Rose House ◽  
Joshua Mugele
Keyword(s):  
National Level ◽  
Disaster Medicine ◽  
Lessons Learned ◽  
World Health ◽  
High Fidelity ◽  
Disaster Plan ◽  
Outbreak Management ◽  
Incident Command ◽  
Hospital Systems ◽  
Response Plan

Introduction:Patan Hospital, located in Kathmandu Valley, Nepal is a 400-bed hospital that has a long history of responding to natural disasters. Hospital personnel have worked with the Ministry of Health (MOH) and the World Health Organization (WHO) to develop standardized disaster response plans that were implemented in multiple hospital systems after the earthquake of 2015. These plans focused primarily on traumatic events but did not account for epidemics despite the prevalence of infectious diseases in Nepal.Aim:To develop and test a robust epidemic/pandemic response plan at Patan Hospital in Kathmandu that would be generalizable to other hospitals nationwide.Methods:Using the existing disaster plan in conjunction with public health and disaster medicine experts,we developed an epidemic response plan focusing on communication and coordination (between the hospital and MOH, among hospital administration and staff), logistics and supplies including personal protective equipment (PPE), and personnel and hospital incident command (IC) training. After development, we tested the plan using a high-fidelity, real-time simulation across the entire hospital and the hospital IC using actors and in conjunction with the MOH and WHO. We adjusted the plan based on lessons learned from this exercise.Results:Lessons learned from the high-fidelity simulation included the following: uncovering patient flow issues to avoid contamination/infection; layout issues with the isolation area, specifically accounting for donning/doffing of PPE; more sustained duration of response compared to a natural disaster with implications for staffing and supplies; communication difficulties unique to epidemics; need for national and regional surveillance and inter-facility planning and communication. We adjusted our plan accordingly and created a generalizable plan that can be deployed at an inter-facility and national level.Discussion:We learned that this process is feasible in resource-poor hospital systems. Challenges discovered in this process can lead to better national and system-wide preparedness.

scholarly journals Kuala Lumpur train collision during the COVID-19 pandemic

2022 ◽  
Vol 17 (1) ◽  
Author(s):  
Alzamani M. Idrose ◽  
Fikri M. Abu-Zidan ◽  
Nurul Liana Roslan ◽  
Khairul Izwan M. Hashim ◽  
Saiyidi Mohd Azizi Mohd Adibi ◽  
...  
Keyword(s):  
Hospital Management ◽  
Standard Operating Procedure ◽  
Mass Casualty Incident ◽  
Mass Casualty ◽  
Base Station ◽  
Lessons Learned ◽  
Kuala Lumpur ◽  
Disaster Plan ◽  
Incident Command ◽  
Green Zone

Abstract Background Two city trains collided in an underground tunnel on 24 May 2021 at the height of COVID-19 pandemic near the Petronas Towers, Kuala Lumpur, Malaysia, immediately after the evening rush hours. We aim to evaluate the management of this mass casualty incident highlighting the lessons learned to be used in preparedness for similar incidents that may occur in other major cities worldwide. Methods Information regarding incident site and hospital management response were analysed. Data on demography, triaging, injuries and hospital management of patients were collected according to a designed protocol. Challenges, difficulties and their solutions were reported. Results The train's emergency response team (ERT) has shut down train movements towards the incident site. Red zone (in the tunnel), yellow zone (the station platform) and green zone (outside the station entrance) were established. The fire and rescue team arrived and assisted the ERT in the red zone. Incident command system was established at the site. Medical base station was established at the yellow zone. Two hundred and fourteen passengers were in the trains. Sixty-four of them were injured. They had a median (range) ISS of 2 (1–43), and all were sent to Hospital Kuala Lumpur (HKL). Six (9.4%) patients were clinically triaged as red (critical), 19 (29.7%) as yellow (semi-critical) and 39 (60.9%) as green (non-critical). HKL's disaster plan was activated. All patients underwent temperature and epidemiology link assessment. Seven (10.9%) patients were admitted to the hospital (3 to the ICU, 3 to the ward and 1 to a private hospital as requested by the patient), while the rest 56 (87.5%) were discharged home. Six (9.4%) needed surgery. The COVID-19 tests were conducted on seven patients (10.9%) and were negative. There were no deaths. Conclusions The mass casualty incident was handled properly because of a clear standard operating procedure, smooth coordination between multi-agencies and the hospitals, presence of a 'binary' system for 'COVID-risk' and 'non-COVID-risk' areas, and the modifications of the existing disaster plan. Preparedness for MCIs is essential during pandemics.

Shortcomings and Successes

2016 ◽  
pp. 412-435
Author(s):  
Ashley Jones
Keyword(s):  
Lessons Learned ◽  
Small Scale ◽  
Incident Response ◽  
Disaster Plan ◽  
Good Relationship ◽  
Clear Communication ◽  
Art And Architecture ◽  
Water Disaster

Through the presentation of a case study, this chapter will address the lessons learned from a small scale, anthropogenic water disaster that occurred in the stacks area of Miami University's Wertz Art and Architecture Library. The purpose of this chapter is to assess the shortcomings and the successes of the incident response, and to show how even small-scale disasters can highlight both the strengths and weaknesses of a disaster plan. Key lessons learned include the importance of an updated and usable disaster plan; the importance of clear communication before, during, and after an event; and the importance of developing a good relationship with outside responders. Recommendations and solutions taken by MU Libraries are also discussed.

Zen and the Art of Disaster Planning

2018 ◽  
pp. 214-238
Author(s):  
Alison Verplaetse ◽  
Paul Mascareñas ◽  
Kimberly O'Neill
Keyword(s):  
Disaster Preparedness ◽  
Planning Process ◽  
Zen Buddhism ◽  
Academic Library ◽  
Disaster Planning ◽  
Lessons Learned ◽  
Disaster Plan ◽  
Parent Institution ◽  
Institutional Communication ◽  
The Many

This chapter outlines the process through which an original disaster preparedness and recovery plan document was created at a mid-sized academic library with no dedicated preservation staff. A particular emphasis is placed on collaboration and advocacy with the library's parent institution in the formulation of the disaster plan, including the many challenges that arise when institutional communication is flawed and support for the library's goals is lacking. This chapter utilizes concepts adapted from Zen Buddhism to illustratively describe the ways in which the numerous pitfalls and challenges faced through the disaster-planning process were overcome. Taking lessons learned from one library's experience, recommendations are offered for garnering support and successfully completing a disaster plan document amid various pitfalls and constraints. This chapter is aimed at an audience of library professionals and cultural collections stakeholders in need of disaster preparedness documentation but who do not possess the requisite expertise and experience in writing such policies.

LESSONS LEARNED FROM THE ACTIVATION OF A DISASTER PLAN

2003 ◽  
Vol 85 (9) ◽  
pp. 1844-1846 ◽  
Author(s):  
PHILIP R. WOLINSKY ◽  
NIRMAL C. TEJWANI ◽  
N. NOEL TESTA ◽  
JOSEPH D. ZUCKERMAN
Keyword(s):  
Lessons Learned ◽  
Disaster Plan

(P1-29) Catastrophe Management Plan, Simulations and Results – An Experience of a Private Hospital in Brazil

2011 ◽  
Vol 26 (S1) ◽  
pp. s108-s108
Author(s):  
M. Tucherman ◽  
M. Vaidotas ◽  
Y.K. Sako ◽  
N. Akamine ◽  
D. Smaletz ◽  
...  
Keyword(s):  
State Government ◽  
Private Hospital ◽  
Albert Einstein ◽  
Healthcare Facility ◽  
Management Plan ◽  
Lessons Learned ◽  
Risk Environment ◽  
Disaster Plan ◽  
Care And Support ◽  
Risk Simulation

IntroductionThe terms catastrophe and disaster have been frequently heard worldwide due to situations like earthquakes, floods and events provoked by man as the September 11th and Anthrax attack. Catastrophe means all situations where material and human resources available in a healthcare facility are not enough to assist a large number of victims admitted at the same time. Accreditation requires having a plan to manage effectively those situations, assessing safely as much victims as possible.ObjectiveTo describe the catastrophe plan and its management in a private hospital.MethodologyHospital Albert Einstein is located close to a huge soccer game stadium and near to the State Government Hall. This was the reason to have a plan focusing on casualties with a large number of victims. The literature was revised to choose the triage methodology. Triage to identify the priority of patients' assessment based on their condition, possibility of treatment and determining discharge for those without visible risk. Simulation was implemented, followed by debriefing to register lessons learned.ResultsAn algorithm was developed with a crisis center and defining care and support areas in the organizations to manage the victims at Emergency Room and triage field. The plan was effectively deflagrated twice: 47 victims from a bus accident and 25 from a policeman strike. Debriefing was done in all opportunities and communication is the main issue; 15 simulations have been done for training purpose, with specific goals.ConclusionHospital is a high risk environment itself for an internal or external incident depending on its localization. A disaster plan is necessary to improve everyone safety, to organize resources, to respond effectively to such situations and take the organization back to regular operation as soon as possible. Simulations are essential to guarantee staff competency and organization support and response to adverse situations.

scholarly journals Kuala Lumpur Train Collision During the COVID-19 Pandemic

2021 ◽  
Author(s):  
Alzamani M. Idrose ◽  
Fikri M. Abu-Zidan ◽  
Nurul Liana Roslan ◽  
Khairul Izwan M. Hashim ◽  
Saiyidi Mohd Azizi Mohd Adibi ◽  
...  
Keyword(s):  
Hospital Management ◽  
Standard Operating Procedure ◽  
Mass Casualty Incident ◽  
Mass Casualty ◽  
Base Station ◽  
Lessons Learned ◽  
Kuala Lumpur ◽  
Disaster Plan ◽  
Incident Command ◽  
Green Zone

Abstract Background: Two city trains collided in an underground tunnel on 24th May 2021 at the height of Covid-19 pandemic near the Petronas Towers, Kuala Lumpur, Malaysia immediately after the evening rush hours. We aim to evaluate the management of this mass casualty incident highlighting the lessons learned to be used in preparedness for similar incidents that may occur in other major cities worldwide. Methods: Information regarding incident site and hospital management response were analysed. Data on demography, triaging, injuries and hospital management of patients were collected according to a designed protocol. Challenges, difficulties and their solutions were reported. Results: The train's emergency response team (ERT) has shut down train movements towards the incident site. Red zone (in the tunnel), yellow zone (the station platform) and green zone (outside the station entrance) were established. The fire and rescue team arrived and assisted the ERT in the red zone. Incident command system was established at the site. Medical base station was established at the yellow zone. 214 passengers were in the trains. 64 of them were injured. They had a median (range) ISS of 2 (1-43) and all were sent to Hospital Kuala Lumpur (HKL). Six (9.4%) patients were clinically triaged as red (critical), 19 (29.7%) as yellow (semi-critical) and 39 (60.9%) as green (non-critical). HKL's disaster plan was activated. All patients underwent temperature and epidemiology link assessment. Seven (10.9 %) patients were admitted to the hospital (3 to the ICU, 3 to the ward, and 1 to a private hospital as requested by the patient), while the rest 56 (87.5%) (56) were discharged home. Six (9.4%) needed surgery. The Covid-19 tests were conducted on seven patients (10.9%) and was negative There were no deaths. Conclusions: The mass casualty incident was handled properly because of a clear standard operating procedure, smooth coordination between multi-agencies and the hospitals, presence of a'binary' system for 'Covid risk' and 'non-Covid risk' areas, and the modifications of the existing disaster plan. Preparedness for MCIs is essential during pandemics.

scholarly journals Health in All Policies in Denver, CO: Moving from Plans to Equitable Development Outcomes

2019 ◽  
Vol 4 (1) ◽  
pp. 16-31
Author(s):  
Gretchen Armijo, AICP, LEED ◽  
Maggie Kauffman, MPH
Keyword(s):  
Land Use ◽  
City Planning ◽  
Health Impact ◽  
Lessons Learned ◽  
Health In All Policies ◽  
Health Impact Assessments ◽  
City Agencies ◽  
Development Outcomes ◽  
Equity Index ◽  
The City

The City of Denver’s Departments of Public Health and Environment and Community Planning and Development have worked together using Health Impact Assessments (HIA) and Health in All Policies (HiAP) frameworks to formalize using a health equity lens for city planning and resource prioritization. Previous land use and transportation planners did not consider health or equity impacts on future growth and development. HIAs and a health-focused approach were initiated with neighborhood planning and expanded into the Blueprint Denver plan for land use and transportation. The Neighborhood Equity Index was also developed to help city agencies prioritize financial and programmatic resources to be more equitable. Lessons learned from the process include the need to develop relationships across organizations, more data and mapping can inform policy decisions and the need for health and equity champions inside and outside of organizations.

Safety Doesn't Happen by Accident

2016 ◽  
pp. 184-206
Author(s):  
Miranda L. Nixon
Keyword(s):  
Planning Process ◽  
Lessons Learned ◽  
Personal Safety ◽  
Disaster Plan ◽  
Library System ◽  
Safety Concerns ◽  
Emergency Situations ◽  
University Library ◽  
The University

In the spring of 2012, events on the University of Pittsburgh's campus in Oakland prompted concerns about personal safety and the disaster plan for the library system. These disquieting events, coupled with the need to re-write the outdated ULS disaster plan, hastened planning efforts that had begun that very spring. Through discussion of the re-writing of the disaster plan for the University of Pittsburgh's University Library System (ULS), this chapter will educate readers on library safety concerns and potential resources that can be explored and built upon to better prepare for disasters and emergency situations. The lessons learned from this planning process will likely mirror situations other libraries find themselves in and offer guidance on where to turn and how to educate staff.

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