The current changing threat environment and recent emergencies, including acts of nature, pandemic outbreaks, aviation and rail and other transportation accidents, technological emergencies, and military or terrorist attack-related incidents, active shooter, have increased the need for viable continuity of operations capabilities and plans that enable healthcare providers and facilities to continue their essential functions across a spectrum of emergencies. These conditions, coupled with the potential for terrorist use of weapons of mass destruction, radiation events and other incidences have increased the importance of having continuity programs that ensure continuity of essential functions across the healthcare delivery system. This is especially true when the hospital is a sole community provider or in a geographically isolated location far enough away from alternative health facilities who could immediately provide mutual aid or accept diverted patients.
In this one day workshop, Dr Maria Todd guides your team through what it takes to create and implement a continuity plan to facilitate the performance of your hospital or health system to sustain essential functions during all-hazards emergencies or other situations that may disrupt normal operations. They may also be required to defend your pledge to use best efforts to continue operations associated with Force Majeure clauses in your managed care and government payer agreements.
The Sphere standards were created in 1997 to improve disaster response quality and accountability. They establish minimum standards in four sectors: water/sanitation/hygiene, food/nutrition, shelter/settlements, and health. The health standards aim to prevent excess mortality and morbidity by maintaining crude and under-5 mortality rates below double pre-disaster levels through essential health services. Preparedness is key and includes contingency planning, stockpiling, emergency services, training, and community planning to ensure health facilities remain functional during disasters.
The document discusses emergency preparedness and disaster response. It outlines the objectives of being able to identify an all hazards plan, discuss the nurse's role in disaster planning, and discuss triage systems. It describes national preparedness efforts including establishing an all-hazards approach. It defines the nurses' role in disaster planning as being prepared personally and professionally, understanding triage systems, and responding according to their facility's emergency response plan and providing triage in the community. It discusses the triage system used in healthcare facilities and disasters which categorizes patients as red, yellow, green or black based on severity and need for care.
Research in the Patient Safety Strategy. David Bates. IV Internacional Conference on Patient Safety (Madrid, Ministry of Health and Consumer Affairs, 2008)
The document discusses patient safety management programs and initiatives. It describes the differences between patient safety programs and safe hospital initiatives, with the key difference being their focus - patient safety programs focus on medical management safety while safe hospital initiatives focus on disaster risk reduction and management safety. It also provides an overview of the status and practices of patient safety programs in the Philippines, including the national policy. Finally, it shares the author's thoughts, perceptions, opinions and recommendations regarding developing an excellent comprehensive patient safety program that is well-designed, implemented, evaluated and improves patient outcomes.
This document discusses patient safety guidelines and creating a culture of safety in healthcare organizations. It defines patient safety and medical errors, and outlines several national patient safety goals. These include correctly identifying patients, improving staff communication, using medications safely, preventing infections and falls, and engaging patients in their care. The document emphasizes that a just culture is needed where staff feel comfortable reporting errors without blame. It also stresses the role of organizational culture and leadership in prioritizing safety. Key aspects of a comprehensive safety program include infrastructure, policies, education, incident reporting, and processes for immediate response to issues.
This document discusses medical emergencies and emergency preparedness. It defines a medical emergency and outlines key aspects of developing an emergency action plan including establishing an emergency team, assessing patients, emergency communication, equipment, transportation, facilities, and documentation. The emergency action plan should address all possible emergencies at a facility and have protocols for assessing patients, contacting emergency services, providing first aid, and transporting patients to emergency care facilities. All staff should be trained on the emergency action plan and their roles in responding to medical emergencies.
This document provides information about Brenda Bennett's objective, experience, and qualifications. It summarizes her previous role as Project Manager and Administrative Designated Regional Coordinator at CHRISTUS St. Frances Cabrini Hospital from 2004 to 2015. In this role, she supported emergency planning, risk management, and safety functions. She is seeking new employment and lists strengths such as creativity, customer focus, decision making, and relationship building.
The current changing threat environment and recent emergencies, including acts of nature, pandemic outbreaks, aviation and rail and other transportation accidents, technological emergencies, and military or terrorist attack-related incidents, active shooter, have increased the need for viable continuity of operations capabilities and plans that enable healthcare providers and facilities to continue their essential functions across a spectrum of emergencies. These conditions, coupled with the potential for terrorist use of weapons of mass destruction, radiation events and other incidences have increased the importance of having continuity programs that ensure continuity of essential functions across the healthcare delivery system. This is especially true when the hospital is a sole community provider or in a geographically isolated location far enough away from alternative health facilities who could immediately provide mutual aid or accept diverted patients.
In this one day workshop, Dr Maria Todd guides your team through what it takes to create and implement a continuity plan to facilitate the performance of your hospital or health system to sustain essential functions during all-hazards emergencies or other situations that may disrupt normal operations. They may also be required to defend your pledge to use best efforts to continue operations associated with Force Majeure clauses in your managed care and government payer agreements.
The Sphere standards were created in 1997 to improve disaster response quality and accountability. They establish minimum standards in four sectors: water/sanitation/hygiene, food/nutrition, shelter/settlements, and health. The health standards aim to prevent excess mortality and morbidity by maintaining crude and under-5 mortality rates below double pre-disaster levels through essential health services. Preparedness is key and includes contingency planning, stockpiling, emergency services, training, and community planning to ensure health facilities remain functional during disasters.
The document discusses emergency preparedness and disaster response. It outlines the objectives of being able to identify an all hazards plan, discuss the nurse's role in disaster planning, and discuss triage systems. It describes national preparedness efforts including establishing an all-hazards approach. It defines the nurses' role in disaster planning as being prepared personally and professionally, understanding triage systems, and responding according to their facility's emergency response plan and providing triage in the community. It discusses the triage system used in healthcare facilities and disasters which categorizes patients as red, yellow, green or black based on severity and need for care.
Research in the Patient Safety Strategy. David Bates. IV Internacional Conference on Patient Safety (Madrid, Ministry of Health and Consumer Affairs, 2008)
The document discusses patient safety management programs and initiatives. It describes the differences between patient safety programs and safe hospital initiatives, with the key difference being their focus - patient safety programs focus on medical management safety while safe hospital initiatives focus on disaster risk reduction and management safety. It also provides an overview of the status and practices of patient safety programs in the Philippines, including the national policy. Finally, it shares the author's thoughts, perceptions, opinions and recommendations regarding developing an excellent comprehensive patient safety program that is well-designed, implemented, evaluated and improves patient outcomes.
This document discusses patient safety guidelines and creating a culture of safety in healthcare organizations. It defines patient safety and medical errors, and outlines several national patient safety goals. These include correctly identifying patients, improving staff communication, using medications safely, preventing infections and falls, and engaging patients in their care. The document emphasizes that a just culture is needed where staff feel comfortable reporting errors without blame. It also stresses the role of organizational culture and leadership in prioritizing safety. Key aspects of a comprehensive safety program include infrastructure, policies, education, incident reporting, and processes for immediate response to issues.
This document discusses medical emergencies and emergency preparedness. It defines a medical emergency and outlines key aspects of developing an emergency action plan including establishing an emergency team, assessing patients, emergency communication, equipment, transportation, facilities, and documentation. The emergency action plan should address all possible emergencies at a facility and have protocols for assessing patients, contacting emergency services, providing first aid, and transporting patients to emergency care facilities. All staff should be trained on the emergency action plan and their roles in responding to medical emergencies.
This document provides information about Brenda Bennett's objective, experience, and qualifications. It summarizes her previous role as Project Manager and Administrative Designated Regional Coordinator at CHRISTUS St. Frances Cabrini Hospital from 2004 to 2015. In this role, she supported emergency planning, risk management, and safety functions. She is seeking new employment and lists strengths such as creativity, customer focus, decision making, and relationship building.
A Systematic Approach to Hospital Operation: A Unique Framework Applicable to...Reynaldo Joson
The document presents a framework for managing hospital operations across multiple departments systematically. It proposes taking a systems approach that views the hospital as a whole system and ensures alignment and integration of departmental plans, processes and evaluations to support overall hospital goals. The framework includes 22 elements that must be aligned and integrated for each department. It then illustrates this framework using the Department of Surgery, mapping its functions, structure, equipment, staffing, policies, programs, resources, problems and solutions to the 22 framework elements. The goal is to facilitate leadership, organization, management, integration and collaboration across hospital departments.
MARCA PERSONAL, MOISES UMANZOR, TICS 1
EN ESTA PRESENTACION DOY A CONOCER UN POCO MAS ACERCA DE MI VIDA, DE MI PERSONALIDAD, MI CARACTER, MIS CREENCIAS Y LAS QUE ME GUSTAN, VALORES YA ALGUNAS DE MIS METAS. POR SUPUESTO, TAMBIEN INCLUI ALGUNAS DE MIS FRASES FAVORITAS.
Governance of a Department of Surgery - An Overview using a FrameworkReynaldo Joson
The document discusses governance of a department of surgery using a framework presented by Dr. Reynaldo Joson. It provides an overview of Joson's experiences as chief of surgery and chairman of a department of surgery. It then presents Joson's framework for governance, which includes establishing functions, service outputs, organizational structure, programs for risk management and business development, and performance evaluation. The framework is intended as a checklist for developing an excellent department of surgery.
Istraživanje motivatora i barijera za online kupovinu e-potrošača u SrbijiMASMI Beograd
Cilj istraživanja je bio da se obezbede informacije o upotrebi interneta u Srbiji, koji su problemi i barijere online kupovine, prednosti i podsticaji i kakve su navike i ponašanje pri online kupovini.
Proyecto de lectura IE 0083 san juan macías ugel 07Lima - Perú
Se presenta en este ppt el proyecto educativo "Disfruto leyendo" que es una excelente plataforma para que los niños de 3ro y 4to logren el habito lector... Un excelente proyecto que merece implementarlo en aula. Felicitaciones a los colegas de la IE.
La persona disfruta vivir la vida al máximo capturando fotos y viajando. Le gusta explorar nuevas perspectivas y mantenerse positiva. Sus pasiones incluyen la cocina, especialmente los postres, y le gusta el sushi y las pupusas. Es amante de los animales, particularmente los perros, y disfruta maquillarse como forma de expresión. Su meta es aprovechar la vida sin amargarse por cosas insignificantes.
Camila Olano es una joven salvadoreña de 20 años apasionada por el ballet, el canto y la actuación. Ha tenido una exitosa carrera en el ballet desde los 11 años, ganando varios premios y reconocimientos. Actualmente estudia comunicaciones mientras continúa perfeccionando sus talentos artísticos. A pesar de enfrentar dificultades como la pérdida de su madre, mantiene su sueño de triunfar en las artes y establecerse exitosamente en los próximos años.
Este documento presenta una autoevaluación de una persona. Describe sus valores como la positividad, honestidad y solidaridad. También detalla sus características internas como su inteligencia y creatividad, así como sus características físicas. La persona ve a sí misma como segura pero también abierta a conocerla mejor. Su visión de la cultura enfatiza la necesidad de reemplazar la división con adición y multiplicación.
The document summarizes a market research study conducted in Jammu, India to evaluate the potential for Aircel to enter the public call office (PCO) market. The study found that 200 out of 478 existing PCO owners agreed to take on an Aircel PCO, but they demanded more attractive calling plans and assistance from Aircel. While the average daily income from individual PCOs was estimated, entering the saturated PCO market would be challenging for Aircel given the strong competition from established players like BSNL and Airtel. The document recommends strategies like specialized VAS offerings and prepaid SIMs for Aircel to successfully penetrate the PCO market in Jammu.
High Resolution Energy Modeling that Scales with Apache Spark 2.0 Spark Summi...Spark Summit
As advanced sensor technologies are becoming widely deployed in the energy industry, the availability of higher-frequency data results in both analytical benefits and computational costs. To an energy forecaster or data scientist, some of these benefits might include enhanced predictive performance from forecasting models as well as improved pattern recognition in energy consumption across building types, economic sectors, and geographies. To a utility or electricity service provider, these benefits might include significantly deeper insights into their diverse customer base. However, these advantages can come with a high computational price tag. With Spark 2.0, User-Defined Functions can be applied across grouped SparkDataFrames in the SparkR API to solve the multivariate optimization and model selection problems typically required for fitting site-level models. This recently added feature of Spark 2.0 on Databricks has allowed DNV GL to efficiently fit predictive models that relate weather, electricity, water, and gas consumption across virtually any number of buildings.
This document provides an overview of planning and organization considerations for a radiology department. It discusses:
1) Factors to consider when planning the physical layout such as location, size, and functional areas. Safety and regulatory compliance are also addressed.
2) Guidelines for equipment procurement, installation, and maintenance to ensure quality imaging services.
3) Recommendations for staffing and organization, including roles and an organizational structure.
4) The importance of management practices like planning, organizing, leading, controlling, and evaluating to efficiently run the department.
The document discusses the design and process for an outpatient department (OPD) in a hospital. An OPD is where patients receive diagnosis and treatment without staying overnight. It is important for the OPD to be efficient and strive for excellence as it is the first interaction patients have with the hospital. The OPD should be well-organized with proper layout, administration, physical facilities, patient care areas, and relations with the public. Key considerations for design include entrances, windows, seating, ambience, power backup, cleanliness, and staff conduct. The OPD process requires establishing a framework, staffing, patient awareness, physical requirements, IT support, monitoring, evaluation, and troubleshooting.
The document provides an overview of the engineering services required for a hospital. It discusses the various civil, electrical, biomedical, and other support services needed. The engineering services can be broadly classified into civil services, electrical services, biomedical services, and other miscellaneous services. It emphasizes the importance of preventive maintenance to ensure the smooth functioning of the hospital. It also outlines the organization of the engineering department and responsibilities of staff to effectively manage the various engineering services.
The document discusses planning and management of hospital laundry services. It outlines key factors to consider like linen quality requirements, frequency of change, washing methods, equipment needs, staffing, and quality monitoring. A well-run hospital laundry is essential to ensure a regular supply of clean linen and prevent infection by properly handling soiled linen. Mechanized laundries are most effective for hospitals over 500 beds to efficiently process large linen volumes in a sanitary manner.
The document discusses disaster management and planning for healthcare organizations. It defines key terms like hazards, disasters, and emergencies. It outlines the types of disasters and the roles of organizations and local governments in disaster response. It emphasizes the importance of disaster plans, communication, resources, safety, staff training, and leadership. Disaster plans must address utilities, patient care, and legal/ethical issues. Regular drills are needed to evaluate plans and train staff to effectively respond during actual disasters.
The document outlines the administrative structure and emergency preparedness activities for hospitals responding to disasters. It describes the federal disaster response system and how hospitals fit within the incident command system (ICS). The key points are that hospitals should have an emergency operations plan (EOP) that delineates the six critical function areas of response, as well as annexes for specific hazards. The EOP and training staff in ICS roles are vital for ensuring an effective response.
Matthew Lewis is a skilled Firefighter/EMT-B/Hazardous Materials Technician with over 15 years of experience in emergency services. He currently works for the Talbot County Department of Emergency Services where he responds to emergency calls, provides emergency medical care, and assists with emergency management planning. Lewis has extensive training and certifications in firefighting, hazardous materials response, emergency medical services, and incident command. He seeks to collaborate with other emergency professionals to efficiently and effectively serve the community.
Emergency Preparedness for Health Commissioners: An Orientation Program for P...James Garrow
A poster presented at 2009 Public Health Preparedness Summit on developing a curriculum for introducing emergency preparedness and response to new public health executives
Be it with regard to natural, accidental or intentional means, public health has always been under threat. As is the case with the current COVID 19 pandemic, public health preparedness to prevent, respond to and recover is key for securing country’s overall development and growth.
The document provides guidance on updating emergency preparedness plans according to CMS regulations. Key points include:
- Facilities must conduct an annual risk assessment and tailor their plan to identified risks and the patient population.
- Plans must address natural disasters, man-made events, facility issues, disease outbreaks, communications, sheltering, evacuation, and staff training.
- Elements like backup power, supplies, staffing, patient tracking, and partnerships with local agencies are essential.
- Drills and exercises are required annually to test the plan's effectiveness.
A Systematic Approach to Hospital Operation: A Unique Framework Applicable to...Reynaldo Joson
The document presents a framework for managing hospital operations across multiple departments systematically. It proposes taking a systems approach that views the hospital as a whole system and ensures alignment and integration of departmental plans, processes and evaluations to support overall hospital goals. The framework includes 22 elements that must be aligned and integrated for each department. It then illustrates this framework using the Department of Surgery, mapping its functions, structure, equipment, staffing, policies, programs, resources, problems and solutions to the 22 framework elements. The goal is to facilitate leadership, organization, management, integration and collaboration across hospital departments.
MARCA PERSONAL, MOISES UMANZOR, TICS 1
EN ESTA PRESENTACION DOY A CONOCER UN POCO MAS ACERCA DE MI VIDA, DE MI PERSONALIDAD, MI CARACTER, MIS CREENCIAS Y LAS QUE ME GUSTAN, VALORES YA ALGUNAS DE MIS METAS. POR SUPUESTO, TAMBIEN INCLUI ALGUNAS DE MIS FRASES FAVORITAS.
Governance of a Department of Surgery - An Overview using a FrameworkReynaldo Joson
The document discusses governance of a department of surgery using a framework presented by Dr. Reynaldo Joson. It provides an overview of Joson's experiences as chief of surgery and chairman of a department of surgery. It then presents Joson's framework for governance, which includes establishing functions, service outputs, organizational structure, programs for risk management and business development, and performance evaluation. The framework is intended as a checklist for developing an excellent department of surgery.
Istraživanje motivatora i barijera za online kupovinu e-potrošača u SrbijiMASMI Beograd
Cilj istraživanja je bio da se obezbede informacije o upotrebi interneta u Srbiji, koji su problemi i barijere online kupovine, prednosti i podsticaji i kakve su navike i ponašanje pri online kupovini.
Proyecto de lectura IE 0083 san juan macías ugel 07Lima - Perú
Se presenta en este ppt el proyecto educativo "Disfruto leyendo" que es una excelente plataforma para que los niños de 3ro y 4to logren el habito lector... Un excelente proyecto que merece implementarlo en aula. Felicitaciones a los colegas de la IE.
La persona disfruta vivir la vida al máximo capturando fotos y viajando. Le gusta explorar nuevas perspectivas y mantenerse positiva. Sus pasiones incluyen la cocina, especialmente los postres, y le gusta el sushi y las pupusas. Es amante de los animales, particularmente los perros, y disfruta maquillarse como forma de expresión. Su meta es aprovechar la vida sin amargarse por cosas insignificantes.
Camila Olano es una joven salvadoreña de 20 años apasionada por el ballet, el canto y la actuación. Ha tenido una exitosa carrera en el ballet desde los 11 años, ganando varios premios y reconocimientos. Actualmente estudia comunicaciones mientras continúa perfeccionando sus talentos artísticos. A pesar de enfrentar dificultades como la pérdida de su madre, mantiene su sueño de triunfar en las artes y establecerse exitosamente en los próximos años.
Este documento presenta una autoevaluación de una persona. Describe sus valores como la positividad, honestidad y solidaridad. También detalla sus características internas como su inteligencia y creatividad, así como sus características físicas. La persona ve a sí misma como segura pero también abierta a conocerla mejor. Su visión de la cultura enfatiza la necesidad de reemplazar la división con adición y multiplicación.
The document summarizes a market research study conducted in Jammu, India to evaluate the potential for Aircel to enter the public call office (PCO) market. The study found that 200 out of 478 existing PCO owners agreed to take on an Aircel PCO, but they demanded more attractive calling plans and assistance from Aircel. While the average daily income from individual PCOs was estimated, entering the saturated PCO market would be challenging for Aircel given the strong competition from established players like BSNL and Airtel. The document recommends strategies like specialized VAS offerings and prepaid SIMs for Aircel to successfully penetrate the PCO market in Jammu.
High Resolution Energy Modeling that Scales with Apache Spark 2.0 Spark Summi...Spark Summit
As advanced sensor technologies are becoming widely deployed in the energy industry, the availability of higher-frequency data results in both analytical benefits and computational costs. To an energy forecaster or data scientist, some of these benefits might include enhanced predictive performance from forecasting models as well as improved pattern recognition in energy consumption across building types, economic sectors, and geographies. To a utility or electricity service provider, these benefits might include significantly deeper insights into their diverse customer base. However, these advantages can come with a high computational price tag. With Spark 2.0, User-Defined Functions can be applied across grouped SparkDataFrames in the SparkR API to solve the multivariate optimization and model selection problems typically required for fitting site-level models. This recently added feature of Spark 2.0 on Databricks has allowed DNV GL to efficiently fit predictive models that relate weather, electricity, water, and gas consumption across virtually any number of buildings.
This document provides an overview of planning and organization considerations for a radiology department. It discusses:
1) Factors to consider when planning the physical layout such as location, size, and functional areas. Safety and regulatory compliance are also addressed.
2) Guidelines for equipment procurement, installation, and maintenance to ensure quality imaging services.
3) Recommendations for staffing and organization, including roles and an organizational structure.
4) The importance of management practices like planning, organizing, leading, controlling, and evaluating to efficiently run the department.
The document discusses the design and process for an outpatient department (OPD) in a hospital. An OPD is where patients receive diagnosis and treatment without staying overnight. It is important for the OPD to be efficient and strive for excellence as it is the first interaction patients have with the hospital. The OPD should be well-organized with proper layout, administration, physical facilities, patient care areas, and relations with the public. Key considerations for design include entrances, windows, seating, ambience, power backup, cleanliness, and staff conduct. The OPD process requires establishing a framework, staffing, patient awareness, physical requirements, IT support, monitoring, evaluation, and troubleshooting.
The document provides an overview of the engineering services required for a hospital. It discusses the various civil, electrical, biomedical, and other support services needed. The engineering services can be broadly classified into civil services, electrical services, biomedical services, and other miscellaneous services. It emphasizes the importance of preventive maintenance to ensure the smooth functioning of the hospital. It also outlines the organization of the engineering department and responsibilities of staff to effectively manage the various engineering services.
The document discusses planning and management of hospital laundry services. It outlines key factors to consider like linen quality requirements, frequency of change, washing methods, equipment needs, staffing, and quality monitoring. A well-run hospital laundry is essential to ensure a regular supply of clean linen and prevent infection by properly handling soiled linen. Mechanized laundries are most effective for hospitals over 500 beds to efficiently process large linen volumes in a sanitary manner.
The document discusses disaster management and planning for healthcare organizations. It defines key terms like hazards, disasters, and emergencies. It outlines the types of disasters and the roles of organizations and local governments in disaster response. It emphasizes the importance of disaster plans, communication, resources, safety, staff training, and leadership. Disaster plans must address utilities, patient care, and legal/ethical issues. Regular drills are needed to evaluate plans and train staff to effectively respond during actual disasters.
The document outlines the administrative structure and emergency preparedness activities for hospitals responding to disasters. It describes the federal disaster response system and how hospitals fit within the incident command system (ICS). The key points are that hospitals should have an emergency operations plan (EOP) that delineates the six critical function areas of response, as well as annexes for specific hazards. The EOP and training staff in ICS roles are vital for ensuring an effective response.
Matthew Lewis is a skilled Firefighter/EMT-B/Hazardous Materials Technician with over 15 years of experience in emergency services. He currently works for the Talbot County Department of Emergency Services where he responds to emergency calls, provides emergency medical care, and assists with emergency management planning. Lewis has extensive training and certifications in firefighting, hazardous materials response, emergency medical services, and incident command. He seeks to collaborate with other emergency professionals to efficiently and effectively serve the community.
Emergency Preparedness for Health Commissioners: An Orientation Program for P...James Garrow
A poster presented at 2009 Public Health Preparedness Summit on developing a curriculum for introducing emergency preparedness and response to new public health executives
Be it with regard to natural, accidental or intentional means, public health has always been under threat. As is the case with the current COVID 19 pandemic, public health preparedness to prevent, respond to and recover is key for securing country’s overall development and growth.
The document provides guidance on updating emergency preparedness plans according to CMS regulations. Key points include:
- Facilities must conduct an annual risk assessment and tailor their plan to identified risks and the patient population.
- Plans must address natural disasters, man-made events, facility issues, disease outbreaks, communications, sheltering, evacuation, and staff training.
- Elements like backup power, supplies, staffing, patient tracking, and partnerships with local agencies are essential.
- Drills and exercises are required annually to test the plan's effectiveness.
hey this is Vedika Agrawal
this presentation is to explain about disaster management considering how to prepare for emergencies..
the source of information is research work and internet
Pandemic planning and implementation for business resiliencyLauraToplis
The time and resources invested in the planning activities that apply crisis and business continuity management best practice are a strong competitive advantage in the event of an outbreak.
This presentation discusses the importance of humanitarian response and emergency preparedness. It outlines that effective emergency response requires advance planning, ability to mobilize resources quickly, and practice drills. Key aspects of preparation include developing response plans with clear lines of authority, inventorying local resources and identifying external support, establishing communication networks, and educating communities on evacuation procedures. International coordination through frameworks like the ISDR help share information and strategies to build disaster resilience. Response must address all phases from relief through recovery and review to improve future preparedness.
The document discusses the scope and development of disaster e-health. It begins by providing examples of recent natural disasters and the healthcare challenges they pose. It then defines disaster management and disaster medicine, and discusses how e-health applications could support both. The document outlines key research questions around integrating e-health with disaster response. It proposes using scenarios and expert consensus to identify effective e-health technology uses across the disaster lifecycle. Examples of potential e-health applications are given for pre-event planning and post-event response and recovery phases. The document concludes by discussing developing disaster e-health practices and defining the field.
Module 9 ict for disaster response and reliefunapcict
The document summarizes a training workshop on using information and communication technologies (ICT) for disaster risk management. It discusses the objectives of introducing ICT to meet information needs in disaster response and relief. It also covers topics like the disaster response coordination center (DRCC) and their role in managing information flow. Case studies on organizations using ICT for disaster management are also presented.
infection diseases emergency and Disasters.pptRehmat18
This document discusses preparing for infectious disease emergencies and disasters. It outlines important concepts like mitigation, zoonotic diseases, quarantine, and emergency management. It describes the four principles of emergency management: mitigation, preparedness, response, and recovery. It emphasizes the importance of reinforcing infection prevention and control practices in preparedness. Facilities should evaluate their response after an event to identify gaps and update emergency plans accordingly. Communication is also essential during public health emergencies.
PLANNING FOR EMERGENCY AND DISASTER MANAGEMENT.pptxPRADEEP ABOTHU
Emergency and disaster management is essential for healthcare preparedness, with nurses playing a crucial role. The World Health Organization (WHO) defines emergencies as immediate threats to human health, life, property, or the environment. Disasters, on the other hand, are sudden or prolonged events that cause significant disruption and exceed a community's ability to cope. They can be natural or human-made.
Disaster management involves mitigation, preparedness, response, and recovery. Mitigation aims to reduce the impact of disasters through risk assessment and vulnerability reduction. Preparedness includes developing plans, conducting training, and stockpiling supplies. Response involves immediate actions to save lives and meet basic needs, while recovery focuses on restoring affected areas and supporting the return to normalcy.
Key organizations and professionals in disaster management include the WHO, National Disaster Management Authority, local government and health departments, and various stakeholders. Disaster management plans are comprehensive strategies to respond to and recover from disasters, aiming to protect life, mitigate damage, coordinate resources, support community resilience, and enhance preparedness.
The disaster control room serves as the central command center, coordinating the response. It includes a rapid response team, designated beds for patients, necessary resources, and training and drills for preparedness. Elements of a disaster plan include education and training, resource assessment and mobilization, communication and coordination, and evacuation and sheltering protocols.
Activation of disaster management plans involves establishing a reception area, implementing a triage system, ensuring accurate documentation, managing public relations, and organizing crowd management and security arrangements.
Nurses have significant roles in disaster management. In healthcare facilities, they provide direct patient care, conduct triage, coordinate and communicate with other professionals, manage resources, and maintain documentation. In the community, nurses engage in preparedness education, conduct health assessments, collaborate with organizations, promote health and disease prevention, provide psychological support, advocate for the affected, and ensure continuity of care.
In conclusion, nurses are vital in emergency and disaster management, contributing to care, coordination, and support. Their expertise, compassion, and adaptability make them invaluable in mitigating the impact of disasters and promoting the well-being of individuals and communities.
This document provides guidance for developing emergency response plans for infectious disease outbreaks and pandemics at the campus level. It discusses key concepts like identifying internal and external partners, tailoring plans to available resources, and special considerations for smaller clinics. Response strategies like isolation, quarantine, and social distancing are outlined. The document emphasizes the importance of inclusive, collaborative, and adaptable planning that is tested through exercises. It provides questions to help campuses assess their existing emergency preparedness and engage stakeholders in the planning process.
H1N1 Preparedness Update by John R. Finnegan, Jr.Mark Engebretson
The document summarizes the University of Minnesota's emergency management system and H1N1 preparedness plan. It identifies leadership and response structures that are in place to coordinate response efforts. It also outlines communication strategies and operational plans for various campus areas to address student and staff health, housing, teaching, and human resources during an influenza pandemic. While plans provide guidelines, the reality is disruptions may still occur. Maintaining communication will be the most important response strategy.
H1N1 Preparedness Update by John R. Finnegan, Jr.Mark Engebretson
John Finnegan's presentation at the Sept. 10, 2009 H1N1: Lessons from the Southern Hemisphere and Minnesota's Preparedness seminar at the University of Minnesota.
This document outlines the purpose and benefits of conducting a tabletop exercise (TTE) for water utilities and stakeholders. A TTE involves placing participants in a simulated emergency situation to test response plans and capabilities. The document describes a sample water contamination scenario that was used in a TTE involving a water agency and member utilities. Key lessons from the exercise included the need to update emergency response plans and involve additional stakeholders like health departments. The exercise highlighted the importance of planning and preparedness through collaborative training opportunities like TTEs.
DISASTER MANAGE-WPS Office-1.pptx PREPARED BY NEHA KEWATNehaKewat
Disaster nursing involves adapting professional nursing skills to meet the physical and emotional needs that arise from disasters. It aims to meet basic survival needs, identify secondary risks, assess resources and risks, promote equitable access to healthcare, empower survivors, respect diversity, and promote quality of life. Disasters are classified as natural or man-made, and the disaster management cycle includes mitigation, preparedness, response, and recovery phases before and after a disaster occurs.
The Task Force recommends transforming crisis services to a comprehensive system with these core elements: central coordination with real-time technology; 24/7 mobile crisis services; crisis stabilization facilities; and conforming to essential crisis care principles. It recommends adopting Air Traffic Control-like coordination standards and Zero Suicide practices. National and state authorities should review ATC-qualified crisis systems and implement comparable capabilities within 5 years so every US region has crisis hubs. Health payers should recognize and reimburse for crisis services from comprehensive systems.
Similar to Hospital Continuity of Operations Planning (20)
This document discusses hospital preparedness for epidemics and emerging infectious diseases. It begins by outlining the objectives of identifying fundamentals of a hospital preparedness and response plan. It then discusses various biological hazards like anthrax, SARS, avian flu, etc. It emphasizes the importance of personal protective equipment and decontamination areas for first responders. It categorizes biological agents into categories A, B and C based on their priority and describes examples under each category. Finally, it discusses the history and revisions of the International Health Regulations to enhance global health security.
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NURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPTblessyjannu21
Prepared by Prof. BLESSY THOMAS, VICE PRINCIPAL, FNCON, SPN.
Emphysema is a disease condition of respiratory system.
Emphysema is an abnormal permanent enlargement of the air spaces distal to terminal bronchioles, accompanied by destruction of their walls and without obvious fibrosis.
Emphysema of lung is defined as hyper inflation of the lung ais spaces due to obstruction of non respiratory bronchioles as due to loss of elasticity of alveoli.
It is a type of chronic obstructive
pulmonary disease.
It is a progressive disease of lungs.
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This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is summary of hypertension -
Hypertension, also known as high blood pressure, is a serious medical condition that occurs when blood pressure in the body's arteries is consistently too high. Blood pressure is the force of blood pushing against the walls of blood vessels as the heart pumps it. Hypertension can increase the risk of heart disease, brain disease, kidney disease, and premature death.
nursing management of patient with Empyema pptblessyjannu21
prepared by Prof. BLESSY THOMAS, SPN
Empyema is a disease of respiratory system It is defines as the accumulation of thick, purulent fluid within the pleural space, often with fibrin development.
Empyema is also called pyothorax or purulent pleuritis.
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This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
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1. Hospital
Continuity of Operations
Planning
Teodoro J. Herbosa MD FPCS
Professor
Surgery, Emergency Medicine
University of the Philippines, Manila
Undersecretary, Department of Health 2010-2014
Former Board Member World Association for Disaster and Emergency Medicine
6. Contingency Planning
No disaster plan
With a disaster plan but situation was not
predicted
There is a disaster plan but those managing the
disaster are not familiar with the disaster plan
entry of external help who are not at all familiar
with the disaster plan
7. * Includes infra and/or equipment costs for affected hospitals, RHUs and BHS
Initial Estimates of Damage of Health Facilities
in Regions IV- B, VI, VII, VIII
Provinces BHS RHUs Hospitals Total No. of
Health
Facilities
Affected
Estimated
Amount*
Region VIII 996 3,928,512,300
Leyte
176 56 17
249 1,205,618,500
Northern
Samar 97 30 11
138 661,555,900
Biliran
46 9 2
57 187,636,900
Eastern
Samar 165 29 12
206 723,485,200
Southern
Leyte 68 23 8
99 385,290,500`
Western
Samar 202 33 11
246 704,925,300
DOH-EV
Office
1 60,000,000
Region VII 60 21,880,000
Cebu 43 15 2 60 21,880,000
Region VI 1,216 49,932,500
Aklan
133 19
9 161 5,244,000
Antique 6 176 10,528,500
10. Job Action Sheets
job description
based on the timelines
triage of what needs to be done
delegation of tasks
lack of manpower
11.
12. Elements of COOP
Continuity Plan - implementation & management of
the Continuity Program.
Outline the ff overarching continuity requirements
Essential Functions – subset of governance &
organizational functions w/c are critical activities used to
identify supporting tasks and resources that must be
included in the organization’s continuity plan
FEMA
13. Elements of COOP
Continuity Plan - implementation & management of the
Continuity Program. Outline the following overarching
continuity requirements
Orders of Succession – essential in a continuity program to ensure
that personnel know who assumes authority/responsibility if
leadership is incapacitated/unavailable during a continuity situation.
“Chain of Command”
Delegations of Authority – provide personnel with the authority to
make key decisions during a continuity situation where the primary
decision maker is not available.
FEMA
15. Elements of COOP
Continuity Facilities – alternate facilities from which to
perform essential functions in a threat-free environment
Continuity Communications – ability of an organization
to execute its essential functions at its continuity facilities
depends on the identification, availability/redundancy of
critical communications and information technology (IT)
systems to support connectivity among key leadership
personnel, internal elements, other agencies, critical
customers and the public during crisis and/or disaster
conditions.
16. Elements of COOP
Essential Records Management – identification,
protection and availability of electronic & hard copy
documents, references, records, information systems,
data management software and equipment needed to
support essential functions
Human Resources – guidance to emergency
employees and other categories of employees who
are activated to perform response duties
18. Elements of COOP
Tests, Training, and Exercises – identification, training, and
preparedness of personnel capable of relocating to alternate
facilities to support the performance of essential functions
Devolution of Control and Direction – to transfer statutory
authority/responsibility for essential functions from an
agency’s and organization’s primary operating staff and
facilities to other agency and organization employees and
facilities, and to sustain that operational capability
19. Elements of COOP
Reconstitution – process by which surviving
and/or replacement agency and
organizational personnel resume normal
agency operations from the original or
replacement primary operating facility
20. Four Phases of Continuity of
Operations Activation
Phase I – Readiness and Preparedness.
Phase II – Activation: plans, procedures, and schedules to transfer
activities, personnel, records, and equipment to alternate facilities
are activated.
Phase III – Continuity Operations: full execution of essential
operations at alternate operating facilities is commenced.
Phase IV – Reconstitution: operations at alternate facility are
terminated and normal operations resume.
21. Conditions in which the
Continuity Plan will be Activated
The plan could be activated in response to a wide range of
events:
a fire in the building
a natural disaster
the threat or occurrence of a terrorist attack
emerging infectious diseases
Any event that makes it impossible for employees to work
in their regular facility could result in the activation of the
continuity plan
22. Conditions in which Continuity
Plan will be Activated
"Continuity planning is simply the
good practice of ensuring the
execution of essential functions
through all circumstances, and it is a
fundamental responsibility of public
and private entities responsible to
their stakeholders."
23. Lessons from Typhoon
Yolanda
A. Factors for Better Patient Outcome
• Timeliness of intervention
• Competency of Health Personnel
• Adequacy of Service Providers
• Available logistics
• Team Work
B. Existing Partnerships and Agreements
• Facilitates Movement and Entry of
Responding Countries , Teams and Partners
24. Recommendations
Increase the logistics capacity and lifelines for
health sector response:
◦ Emergency communications system
◦ Air Transport to, and within the affected areas
◦ Emergency logistical needs such as generators, hospital tents,
etc.
Build resilient health facilities
◦ Hospitals as the last facility standing
◦ Hospitals as hubs for energy, water, logistics,
communications, and shelter
Develop self-sufficient teams
◦ Properly equipped Mobile surgical, public health teams
◦ Physically and psychologically prepared teams to withstand
the disaster conditions
25. Recommendations
Improve preparedness, response, and
rehabilitation planning across different
levels
◦ Include worst case scenarios/ mega disasters
◦ Consolidation of top-bottom and bottom-up
planning
Strengthen systems for service delivery
◦ Improved inter- and intra-operability among all
responding agencies
◦ Improved information management systems
◦ Improved logistics management systems
26. Sometimes it takes a natural
disaster to reveal a social
disaster.
Jim Wallis
Read more at
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