Disaster Managing Efforts Discussion Board Question

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Question Description

-Is being Joint Commission compliant enough to be able to prepare, respond and recover from a disaster? Explain your answer.

-Review the JC Lessons Learned. What lesson learned resonated with you? Why?

Reference to appropriate authoritative resources and official websites. Must be accessible online. Use New Times Roman 12 font with 1” margins and APA style.The answer should be at least 250 words.

Attached Readings may be helpful.. Focus on Joint Commission Lessons Learned ,and review websites: https://www.jointcommission.org/emergency_manageme...

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Image source: www.ucdenver.edu Emergency Management Update Team 2016- 1 © Copyright, The Joint Commission Emergency Management Debrief Lessons Learned Planning & Leadership Emergency Program Emergency Management Update Team 2016- 2 © Copyright, The Joint Commission EMERGENCY MANAGEMENT CHAPTER OUTLINE  Foundation for the Emergency Operations Plan [EM.01.01.01]  The Emergency Operations Plan (EOP) General Requirements [EM.02.01.01]  Specific Requirements  Six Critical Areas [EM.02.02.01-EM.02.02.11]  Disaster Volunteers [EM.02.02.13-EM.02.02.15]  Evaluation Evaluating the planning activities [EM.03.01.01]  Evaluating the Emergency Operations Plan through exercises [EM.03.03.03]  Emergency Management Update Team 2016- 3 © Copyright, The Joint Commission  1. Communication [EM.02.02.01] 2. Resources & Assets [EM.02.02.03] 3. Safety & Security [EM.02.02.05] 4. Staff responsibilities [EM.02.02.07] 5. Utilities Management [EM.02.02.09] 6. Patient, clinical & support activities [EM.02.02.11] Emergency Management Update Team 2016- 4 © Copyright, The Joint Commission SIX CRITICAL AREAS 2016 Emergency Management Update Team The Joint Commission © Copyright, The Joint Commission WHAT HAS THE JOINT COMMISSION BEEN UP TO? EMERGENCY MANAGEMENT TEAM  Cross-divisional team  Review of large-scale events  Improvement  Field and surveyor education  Survey process and standards Emergency Management Update Team 2016- 6 © Copyright, The Joint Commission  Debriefs  Lessons learned  Education and process improvement DEBRIEFS WITH HEALTH CARE ORGANIZATIONS  Hurricane Sandy  West Texas Fertilizer Explosion  West Virginia Water Contamination  Boston Marathon Bombing  Ebola Outbreak  Baltimore Civil Unrest  San Bernardino Terrorist Event  Ferguson Civil Unrest Emergency Management Update Team 2016- 7 © Copyright, The Joint Commission  South Carolina Flooding LESSONS LEARNED – PLANNING/PREPAREDNESS  Establish relationships w/law enforcement & back-up security agencies  Joint education, drills, etc.  Activate ICS early in incident to support situational awareness  Plan / drill for escalating events  Mass shooting plus bomb threat. Emergency Management Update Team 2016- 8 © Copyright, The Joint Commission  Communication. LESSONS LEARNED – PLANNING/PREPAREDNESS  Identify & reach out to staff living in hot  e.g., laundry service  Know actual usage of utilities on ‘normal’ day, in evening, on weekends. Emergency Management Update Team 2016- 9 © Copyright, The Joint Commission zones during unrest to identify support needs in advance.  Consider supply chain and alternate service providers during water contamination. LESSONS LEARNED – PLANNING/PREPAREDNESS  Plan for most emerging infectious diseases rather than new ‘outbreak of the week’ plan.  IC plan, surge plan, all hazards plan, decon plan, pan-flu plan  Don’t overlook common risks that could go on the HVA in community or region  CBRNE: Fertilizer storage facilities throughout the region that could pose risk of combustion/explosion. Emergency Management Update Team 2016- 10 © Copyright, The Joint Commission  Risks LESSONS LEARNED – PLANNING/PREPAREDNESS  Planning for civil unrest focused primarily on:  Communications (with staff, patients, community incident command, the public/media)  Security  Transit (to the facility for patients and staff) Emergency Management Update Team 2016- 11 © Copyright, The Joint Commission  Reviewing EOP annually  Policies addressing utility disruption, including approach to clinical interventions  Water LESSONS LEARNED – PLANNING/PREPAREDNESS  Don’t overlook home care, outpatient services and other ancillary providers home care providers were held back from entering certain communities where there were clients with chronic conditions - care arrangements can be addressed proactively. Emergency Management Update Team 2016- 12 © Copyright, The Joint Commission  During unrest LESSONS LEARNED – GENERAL RESPONSE hospital & campus to identify flood issues early.  Divert spontaneous volunteers (even clinical) from ED to avoid congestion during trauma response.  Community-based & mobile services (e.g., addiction services) need to choose their locations during unrest to preserve safety of staff/patients. Emergency Management Update Team 2016- 13 © Copyright, The Joint Commission  Conduct frequent tours (every 2 hours) of LESSONS LEARNED - COMMUNICATIONS command/control, staff, patients/families, media & the public.  Don’t presume that all staff have smart phones or use social media; use redundant methods of staff communication.  Manage staff stress and access to misinformation via proactive staff communication strategy. Emergency Management Update Team 2016- 14 © Copyright, The Joint Commission  Have separate lines of communication for LESSONS LEARNED - COMMUNICATIONS with cell phone during response and recovery.  Proactive media/social media outreach plan mitigates intrusions from reporters that consume leaders’ time during response.  Regular joint calls with local providers, city & state support situational awareness during unrest. Emergency Management Update Team 2016- 15 © Copyright, The Joint Commission  Carry extra batteries and/or chargers along  During unrest:  Monitor social media used/sponsored by protest groups to anticipate crowd movement and potential impact on transit or emergency/urgent care.  Reinforce with staff - verbally and in written messaging/scripts used as needed in patient/family interactions - values of diversity and role to care for all people to help mitigate safety concerns or racial tension impacting community. Emergency Management Update Team 2016- 16 © Copyright, The Joint Commission LESSONS LEARNED - COMMUNICATIONS LESSONS LEARNED - SECURITY  Definition of ‘lock-down’ with response partners  Security forces have one meaning, hospitals may vary  Civil unrest response from small community hospital & secured it’s perimeter - closed all off-site locations  Security to central site  Moved vehicles  Removed from public access items that could be removed/damaged Emergency Management Update Team 2016- 17 © Copyright, The Joint Commission  Reduced LESSONS LEARNED - SECURITY  Reinforced with staff use of de-escalation techniques during civil unrest.  Train/exercise with local law enforcement  During terrorist shooting over 40 officers were onsite in minutes Conducted bomb search and provided essential support. No need to arm hospital security.  Separate ED waiting area for injured police officers & their families during unrest Emergency Management Update Team 2016- 18 © Copyright, The Joint Commission  LESSONS LEARNED - STAFF  Senior leadership  Prioritize time and resources for staff training Emergency Management Update Team 2016- 19 © Copyright, The Joint Commission  Weather/natural disasters  Prepare for staff rotations & shift relief  Designated sleeping areas, adequate meals  Shuttle system to/from homes LESSONS LEARNED - STAFF  Monitor local/county/state agencies  Road closures, curfews, etc. that impact staff movement to & from work community conditions change  Place Critical Incident Stress management staff in EOC  Provide real-time support & guidance to chain of command during unrest Emergency Management Update Team 2016- 20 © Copyright, The Joint Commission  Adjust shifts, allow sheltering in place as LESSONS LEARNED – PATIENT CARE  Flooding  Review IC plan to assess patient risk for HAI. Emergency Management Update Team 2016- 21 © Copyright, The Joint Commission  Water contamination  Home health & DME partners proactively monitor at-risk patients  Facilitate patient education on O2 concentrators, CPAP machines, & water sourcing. LESSONS LEARNED - EXERCISES  Stress & test system, staff, leaders with escalating complications & patients with different functional needs.  Train & practice staff in active shooter response with in-house security & law enforcement. Emergency Management Update Team 2016- 22 © Copyright, The Joint Commission  Joint exercise LESSONS LEARNED – LEADERSHIP  Leaders met frequent w/staff to discuss quality of care and safety during flood response/recovery.  Leaders facilitated visible presence of security in and around building during unrest  Increased sense of security. managerial assistance; identified & addressed staff morale/support needs in process after terrorist attack. Emergency Management Update Team 2016- 23 © Copyright, The Joint Commission  Leaders rounded & provided hands-on LESSONS LEARNED – PSYCHOSOCIAL SUPPORT/COPING  Reinforced w/staff & community role of hospital as safe zone for all injured. Emergency Management Update Team 2016- 24 © Copyright, The Joint Commission  Civil unrest/recovery  Town hall meetings for information & support and to dispel myths/rumors  Made available EAP & pastoral care  Routed routine monthly prayer walk through vulnerable community.  During unrest response & recovery  Invited staff discussion (individual or small group) on racial tension  Sense of safety at home in impacted community  Need for safety tips or security/transit support (alter work hours, shelter at hospital, etc.). Emergency Management Update Team 2016- 25 © Copyright, The Joint Commission LESSONS LEARNED – PSYCHOSOCIAL SUPPORT/COPING LESSONS LEARNED – INFECTIOUS DISEASE  Plan, train, & exercise for infectious disease emergencies:  initial screening of PPE, including don and dof  safe patient flow (entry point to isolation)  iterative training of care teams  dedicated equipment  safe transfer of patients  disposal & transport of waste Emergency Management Update Team 2016- 26 © Copyright, The Joint Commission  use LESSONS LEARNED - UTILITIES  Water  Processes for cleaning water systems after loss of water  Supply for systems management  Potable vs. non-potable • Equipment use, i.e. sterile processing • Human consumption Emergency Management Update Team 2016- 27 © Copyright, The Joint Commission  Fuel  Increase run time through load-shedding LESSONS LEARNED – HEALTH CARE PARTNERS  Water contamination:  Ambulatory dialysis company deployed water tanker truck to supply hospital  Dialysis biochemist supported hospital in sampling & testing water Emergency Management Update Team 2016- 28 © Copyright, The Joint Commission  Nursing home destroyed in industrial blast:  Other homes contacted hospital to offer beds  Hospital worked with case manager, behavioral health staff and home care to place patients 2 weeks post-disaster LESSONS LEARNED – HEALTH CARE PARTNERS  Maintain access to care  Chronic care patients  Medications from pharmacies outside of impacted area of emergency • Civil unrest, weather emergencies, etc. Emergency Management Update Team 2016- 29 © Copyright, The Joint Commission  Reinforce IC preparedness  Affiliated clinics and physician offices where at-risk patients may be seen.  Screening, use of PPE and other precautions LESSONS LEARNED - EVACUATION  Practice evacuation drills using evacuation equipment: equipment is required?  Where will equipment be deployed (which units, floors, etc.)?  Who needs to be trained in its use? Emergency Management Update Team 2016- 30 © Copyright, The Joint Commission  How much LESSONS LEARNED - RECOVERY  Recovery  Ancillary / offsite / support departments that were impacted by event or that contribute to resiliency.  Business continuity  Timely engagement with FEMA and insurers Emergency Management Update Team 2016- 31 © Copyright, The Joint Commission  Leadership engagement  Avoid fatigue and silos  Accountability Link: http://www.jointcommission.org/emergency_management.aspx Emergency Management Update Team 2016- 32 © Copyright, The Joint Commission EMERGENCY MANAGEMENT PORTAL 55133_FMxx_Reilly:Achorn Int'l 5/21/10 1:36 AM Page i HEALTH CARE EMERGENCY MANAGEMENT PRINCIPLES AND PRACTICE Editors Michael J. Reilly, DrPH, MPH, NREMT-P Director, Graduate Program in Emergency Preparedness Assistant Director, Center for Disaster Medicine Assistant Professor, Public Health Practice New York Medical College School of Health Science and Practice Valhalla, New York and David Markenson, MD, FAAP, FACEP, EMT-P Medical Director and Vice President Disaster Medicine and Regional Emergency Services Westchester Medical Center Director, Center for Disaster Medicine Associate Professor, Public Health Practice Professor of Pediatrics New York Medical College Valhalla, New York 55133_FMxx_Reilly:Achorn Int'l World Headquarters Jones & Bartlett Learning 40 Tall Pine Drive Sudbury, MA 01776 978-443-5000 info@jblearning.com www.jblearning.com 5/21/10 1:36 AM Page ii Jones & Bartlett Learning Canada 6339 Ormindale Way Mississauga, Ontario L5V 1J2 Canada Jones & Bartlett Learning International Barb House, Barb Mews London W6 7PA United Kingdom Jones & Bartlett Learning books and products are available through most bookstores and online booksellers. To contact Jones & Bartlett Learning directly, call 800-832-0034, fax 978-443-8000, or visit our website, www.jblearning.com. Substantial discounts on bulk quantities of Jones & Bartlett Learning publications are available to corporations, professional associations, and other qualified organizations. For details and specific discount information, contact the special sales department at Jones & Bartlett Learning via the above contact information or send an email to specialsales@jblearning.com. Copyright © 2011 by Jones & Bartlett Learning, LLC All rights reserved. No part of the material protected by this copyright may be reproduced or utilized in any form, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the copyright owner. This publication is designed to provide accurate and authoritative information in regard to the Subject Matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the service of a competent professional person should be sought. Production Credits Publisher: Michael Brown Editorial Assistant: Catie Heverling Editorial Assistant: Teresa Reilly Production Manager: Tracey Chapman Associate Production Editor: Kate Stein Senior Marketing Manager: Sophie Fleck Manufacturing and Inventory Control Supervisor: Amy Bacus Composition: Achorn International Art: diacriTech Associate Photo Researcher: Sarah Cebulski Cover Design: Kristin E. Parker Cover Image: Top left: Courtesy of Andrea Booher/FEMA; Top Right: Courtesy of Win Henderson/FEMA; Bottom left: Courtesy of Jocelyn Augustino/FEMA; Bottom right: Courtesy of Cynthia Hunter/FEMA Printing and Binding: Malloy, Inc. Cover Printing: John Pow Company Library of Congress Cataloging-in-Publication Data Health care emergency management : principles and practice / [edited by] Michael J. Reilly and David S. Markenson. p. ; cm. Includes bibliographical references and index. ISBN-13: 978-0-7637-5513-3 (pbk.) ISBN-10: 0-7637-5513-3 (pbk.) 1. Emergency medical services. 2. Emergency management—Planning. 3. Hospitals—Emergency services. I. Reilly, Michael J. II. Markenson, David S. [DNLM: 1. Disaster Planning—organization & administration. 2. Emergencies. 3. Emergency Service, Hospital—organization & administration. WX 185 H4336 2011] RA645.5.H38 2011 362.18068—dc22 2010001554 6048 Printed in the United States of America 14 13 12 11 10 10 9 8 7 6 5 4 3 2 1 55133_FMxx_Reilly:Achorn Int'l 5/21/10 1:36 AM Page iii Dedication MICHAEL REILLY I dedicate this text to my family and friends who have supported me throughout this project. I especially thank my parents, who have provided their unwavering advice and support throughout my life and career. I also dedicate this text to my professional mentors Dr. Linda Degutis and Dr. Robyn Gershon, who continue to give me invaluable guidance throughout my professional development. Finally, I dedicate this book to my coauthor David, who has provided me with the opportunity to pursue academic emergency and disaster medicine professionally, and who continues to encourage and support my development as a scientist and scholar in this evolving area of medicine and public health. DAVID MARKENSON This text is dedicated to my parents, who have always guided, supported, and encouraged me, and who, as physicians, have shown me through their work that providing care to others in a compassionate and knowledgeable way can be a rewarding endeavor. This text is also dedicated to my brothers, sister, and sisters-in-law, who are a constant source of advice, support, and energy; without their help and involvement in my life none of my efforts could have been accomplished. Most importantly this text is dedicated to my wife Heidi and my wonderful children, Emily, Rachel, and George, who not only support me but who were willing to give of their time with me to allow me to write this text. iii 55133_FMxx_Reilly:Achorn Int'l 5/21/10 1:36 AM Page iv iv | Dedication MICHAEL REILLY AND DAVID MARKENSON Lastly, this text is dedicated to all healthcare providers, emergency managers, and those in their care. Healthcare providers and emergency managers work each day in an environment that is unpredictable, often dangerous, and constantly challenging. They have become champions in changing the system to become better prepared. They dedicate their lives to aid the sick and the injured and prepare for any disaster, terrorism event, or public health emergency, driven only by their care for others and their devotion to this profession we call healthcare emergency management. We salute all of you in your professionalism and dedication. Also, we dedicate this to our patients who, in allowing us the privilege to provide them care, teach us each day about humanity. 55133_FMxx_Reilly:Achorn Int'l 5/21/10 1:36 AM Page v Contents About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix Contributors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xix Section I Chapter 1 Chapter 2 Principles of Emergency Management for Healthcare Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Introduction to Hospital and Healthcare Emergency Management. . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Michael J. Reilly, DrPH, MPH, NREMT-P and David S. Markenson, MD, FAAP, FACEP, EMT-P Healthcare Incident Management Systems . . . . . . . . . . . . . 21 Arthur Cooper, MD, MS v 55133_FMxx_Reilly:Achorn Int'l 5/21/10 1:36 AM Page vi vi | Contents Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 II Chapter 8 Section Chapter Chapter 9 10 Section III Chapter 11 Chapter 12 Improving Trauma System Preparedness for Disasters and Public Health Emergencies . . . . . . . . . . . . . . . . . . . . . 47 Michael J. Reilly, DrPH, MPH, NREMT-P Legal Issues and Regulatory Compliance . . . . . . . . . . . . . 67 Doris R. Varlese, JD Developing the Hospital Emergency Management Plan . . . 89 Nicholas V. Cagliuso, Sr., MPH; Nicole E. Leahy, RN, MPH; and Marcelo Sandoval, MD Introduction to Exercise Design and Evaluation . . . . . . . . 111 Garrett T. Doering, MS, E ...
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Timesaver
School: Duke University

Here is the solution. Let me know if you need edits. Feel free to invite me alone in the future. Cheers!😀

Running Head: DISASTER MANAGING EFFORTS

Disaster Managing Efforts
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DISASTER MANAGING EFFOTS

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Disaster Managing Efforts
I think being a Joint Commission compliant is gaining the ability to preparing,
responding and recovering from disasters (The Joint Commission, 2003). This is because the
Joint Commission organization’s functions are to ensure patient-safety, develop patient-safety
programs and continuously review the sentinel-event-policy that seeks to investigate ...

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Anonymous
awesome work thanks

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