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hospital incident command system JKH2.ppt
- 1. 1 Hospital Incident Command System HICS ManagementSystem & Tools for Events This material has been developed for training purposes; do not share, distribute, transmit or reproduce without prior written consent of California Hospital Association This course was developed by the CHA Hospital Preparedness Program with grant funds provided by the U.S. Department of Health & Human Services Assistant Secretary for Preparedness & Response Hospital Preparedness Program and awarded by the California Department of Public Health. No part of this course or its materials shall be copied or utilized for monetary gain.
- 2. 2 Objectives • Learn theprincipal concepts and features of the Hospital Incident Command System • Understand the roles and relationships of the Incident Management Team • Understand the principles of Incident Action Planning
- 3. 3 HICS • Logical managementstructure • Defined responsibilities • Clear reporting channels • A common nomenclature Incident Command System that helps improve coordination and response between hospitals and emergency responders by using:
- 4. 4 HICS Features • IncidentManagement Team Chart • All hazard approach • Incident Action Planning • Job Action Sheet • Incident Planning Guides • Incident Response Guides • HICS Forms • Promotes Recovery
- 5. 5 Where do Ifind HICS information? • www.calhospitalprepare.org • www.emsa.ca.gov/hics/hics.asp • www.hicscenter.org HICS Resources
- 6. 6 Basic Incident Command Structure ModularOrganization: Functional Sections Activated as Needed Incident Commander Planning Section Chief Logistics Section Chief Operations Section Chief Finance/ Administration Section Chief Public Information Officer Liaison Officer Medical/ Technical Specialist(s) Safety Officer
- 7. 7 HICS The system isscalable so that more or fewer positions--depending on the emergency--may be implemented
- 8. 8 Command • Command functions •Maintain overall management of the incident • Sets Control Objectives and priorities • Devise and approve strategies • Ensure mission completion Command consists of: • Incident Commander • Command Staff
- 9. 9 Command Incident Commander Public Information Officer Liaison Officer Medical/ Technical Specialist(s) Safety Officer • Biological/Infectious • Disease •Chemical • Radiological • Clinic Administration • Hospital Administration • Legal Affairs • Risk Management • Medical Staff • Pediatric Care • Medical Ethicist
- 10. 10 Incident Commander Description /Duties: • Determine scope and magnitude of event and facility impact • Activate and direct the Hospital Command Center (HCC) • Give overall strategic direction for the hospital • Initiate and approve the Incident Action Plan • Authorize total facility evacuation if warranted • Only position always activated
- 11. 11 Public Information Officer Description/ Duties: • Communicate with internal and external stakeholders including: Staff Visitors and family Media • Determine information to be released • Collaborate with local community officials (Joint Information Center) on messages for consistent content • Obtains Incident Commander approval on all messages Reports to: Incident Commander
- 12. 12 Safety Officer Description /Duties: • Ensure safety of staff, patients and visitors • Monitor and have authority over the safety of rescue operations and hazardous conditions • Determine safety risks of the incident to personnel, the hospital facility, and the environment • Initiate corrective/protective actions for safety issues • Completes the HICS form 261, Incident Action Plan Safety Analysis • Has authority to halt any operation that poses immediate threat to life and health Reports to: Incident Commander
- 13. 13 Liaison Officer Description /Duties: • Hospital Command Center contact for supporting agencies and organizations • Make facility needs and requests for assistance and resources Reports to: Incident Commander
- 14. 14 Description/Duties: Medical / TechnicalSpecialist • Subject matter experts that advise the Incident Commander and/or assigned section. • May be assigned as technical advisor in the Hospital Command Center • May be assigned to advise and oversee specific hospital operations • Example: Decontamination operations during a chemical exposure situation Reports to: Incident Commander
- 15. 15 • Biological • InfectiousDisease • Chemical • Radiological • Legal Affairs • Risk Management Reports to: Incident Commander Can Include: Medical / Technical Specialist • Medical Staff • Pediatric Care • Medical Ethicist • Clinical Administration • Hospital Administration
- 16. 16 Command Review The ICis the only position ALWAYS activated The Incident Commander is responsible for: • Management of the Incident • Activities within the Hospital Command Center • Continuing as Incident Commander until authority is delegated to another The Command Staff consists of: • Public Information Officer (PIO) • Liaison Officer • Safety Officer • Medical / Technical Specialist(s)
- 17. 17 Sections Operations Section Chief Planning Section Chief Logistics SectionChief Finance / Administration Section Chief Incident Commander Public Information Officer Liaison Officer Medical/ Technical Specialist(s) Safety Officer
- 18. 18 • Sections include: Operations Planning Logistics Finance/Administration • Sections are led by a Chief • Section Chiefs are called General Staff Sections
- 19. 19 Operations Section Operations Section Chief StagingManager Security Branch Director Business Continuity Branch Director Infrastructure Branch Director HazMat Branch Director Medical Care Branch Director Outpatient Unit Leader Casualty Care Unit Leader Inpatient Unit Leader Mental Health Unit Leader HVAC Unit Leader Building/Grounds Damage Unit Leader Water/Sewer Unit Leader Medical Gases Unit Leader Power/Lighting Unit Leader Medical Devices Unit Leader Access Control Unit Leader Crowd Control Unit Leader Traffic Control Unit Leader Search Unit Leader Law Enforcement Interface Unit Leader Information Technology Unit Leader Service Continuity Unit Leader Records Preservation Unit Leader Business Function Relocation Unit Leader Spill Response Unit Leader Victim Decontamination Unit Leader Detection and Monitoring Unit Leader Facility/Equipment Decontamination Unit Leader Vehicle Staging Team Leader Equipment/Supply Staging Team Leader Personnel Staging Team Leader Medication Staging Team Leader Clinical Support Services Unit Leader Patient Registration Unit Leader Environmental Services Unit Leader Food Services Unit Leader
- 20. 20 Operations Section Mission: Manage tactical operations Direct all tactical resources Carry out the mission and Incident Action Plan • Directs all tactical resources • Led by a Section Chief Operations Section
- 21. 21 The Section includes: •Staging Area • Medical Care Branch • Infrastructure Branch • HazMat Branch • Security Branch • Business Continuity Branch Operations Section
- 22. 22 Staging Manager • Organizeand manage the deployment of supplementary resources, including personnel, vehicles, equipment, supplies, and medications Mission:
- 23. 23 Mission: • Organize andmanage the delivery of emergency, inpatient, outpatient, and casualty care, and clinical support services Duties: • Address provision of acute & continuous care • Work with Logistics for resource acquisition • Work with Staging Manager for delivery of resources to areas Medical Care Branch Director
- 24. 24 Supervises: • Inpatient UnitLeader (all inpatient units) • Outpatient Unit Leader (all outpatient services) • Casualty Care Unit Leader (Emergency Department) • Behavioral/Mental Health Unit Leader • Clinical Support Unit Leader (Lab, Diagnostic Imaging, Pharmacy, Morgue, Blood Donor) • Patient Registration Unit Leader Medical Care Branch Director
- 25. 25 Mission: • Organize andmanage the services required to sustain and repair the hospital’s infrastructure operations Duties: • Maintain overall facility operations and operating capacity • Identify and fixes utility service-delivery failures • Assign a strike team to address damage Infrastructure Branch Director
- 26. 26 Supervises: • Power/Lighting UnitLeader • Water/Sewer Unit Leader • HVAC Unit Leader • Building/Grounds Unit Leader • Medical Gases/Medical Devices Unit Leader • Environmental Services Unit Leader • Food Services Unit Leader (for inpatients) Infrastructure Branch Director
- 27. 27 Mission: • Organize anddirect hazardous material incident response activities • Technical, and emergency decontamination; and facility and equipment decontamination Duties: • Oversee hazmat event Decontamination of victims, staff, facility Safe and appropriate use of PPE Clean up operations • Collaborates with Medical Care Branch Director Hazmat Branch Director
- 28. 28 Supervises: • Detection andMonitoring Unit Leader • Spill Response Team Unit Leader • Victim Decontamination Unit Leader • Facility / Equipment Decontamination Unit Leader Hazmat Branch Director
- 29. 29 Mission: • Coordinate activitiesrelated to internal and external personnel and facility security Duties: • Implement facility security measures • Ensure security and access control of the Hospital Command Center • Liaison with responding law enforcement • Oversee search and rescue operations Security Branch Director
- 30. 30 Supervises: • Access ControlUnit Leader • Crowd Control Unit Leader • Traffic Control Unit Leader • Search Unit Leader • Law Enforcement Interface Unit Leader Security Branch Director
- 31. 31 Mission: • Ensure businessfunctions are maintained, restored or augmented Duties: • Facilitate acquisition and access to essential recovery resources, including business records • Coordinate IT services with Logistics Section • Assist Branches and impacted areas to restore normal operations Business Continuity Branch Director
- 32. 32 Supervises: • Information TechnologyUnit Leader • Service Continuity Unit Leader • Records Preservation Unit Leader • Business Function Relocation Unit Leader Business Continuity Branch Director
- 33. 33 Operations Section Review TheOperations Section is responsible for: The tactical objectives and organization All tactical operations Directing all tactical resources • Operations is led by a Chief • Operations positions are activated as needed by the incident
- 34. 34 Logistics Logistics Section Chief Support Branch Director ServiceBranch Director IT/IS Unit Leader Staff Food & Water Unit Leader Communications Unit Leader Family Care Unit Leader Supply Unit Leader Employee Health & Well-Being Unit Leader Facilities Unit Leader Transportation Unit Leader Labor Pool & Credentialing Unit Leader
- 35. 35 Section Mission: • Organizeand direct maintenance of the physical environment – providing human resources, material, and services to support the incident. • Provides support (stuff) to other sections • Acquires resources from internal and external sources • Through Liaison, links to local Emergency Operations Center (EOC) for resource requests • Led by a Section Chief Logistics
- 36. 36 Scope and Responsibilitiesoverlap • Logistics Supply Unit and Operations’ Infrastructure Branch • Labor Pool and Credentialing Unit and Staging Manager– Personnel Team Leader Logistics and Operations are closely linked and must work collaboratively • Logistics Section are the “getters” • Operations Section are the “doers” Logistics and Operations
- 37. 37 Logistics The Section includes: •Service Branch • Support Branch
- 38. 38 Mission: • Organize andmanage services to maintain hospital communication, food and water supply and information technology and systems Service Branch Director • Communications Unit Leader • IT/IS Unit Leader • Food and Water Unit Leader Oversees:
- 39. 39 Mission: • Manage supplies,facilities, transportation, and labor pool. Provide logistical, psychological, and medical support to hospital staff and their dependents Oversees: • Employee Health and Well-Being Unit Leader • Family Care Unit Leader • Supply Unit Leader • Facility Unit Leader • Transportation Unit Leader • Labor Pool and Credentialing Unit Leader Support Branch Director
- 40. 40 The Logistics Sectionis responsible for: Organizing and directing internal and external resources to support the incident Providing support to other sections • Logistics supports the incident resource requirements Logistics has two branches: Support Service • Logistics is led by a Chief who works closely with the Operations Section Logistics Section Review
- 41. 41 Planning Section Chief Situation Unit Leader Documentation UnitLeader Resources Unit Leader Demobilization Unit Leader Personnel Tracking Manager Materiel Tracking Manager Patient Tracking Manager Bed Tracking Manager Planning Section
- 42. 42 Mission: • Collect, evaluate,and disseminate incident action information and intelligence to Incident Commander • Prepare status report • Develop the Incident Action Plan (IAP) • Led by a Section Chief Planning Section
- 43. 43 Supervises: • Resources UnitLeader Personnel Tracking Material Tracking • Situation Unit Leader Patient Tracking Bed Tracking • Documentation Unit Leader • Demobilization Unit Leader Planning Section Chief
- 44. 44 The Planning Sectionis responsible for: • Collecting, evaluating and disseminating incident situation information to the Hospital Command Center • Maintaining resource status • Developing the Incident Action Plan (IAP) and obtaining Incident Commander approval on IAP • Archiving response and recovery documentation • Assisting with After-Action Report development Planning Section Review
- 45. 45 Finance Finance/ Administration Section Chief Procurement Unit Leader Compensation/ ClaimsUnit Leader Time Unit Leader Cost Unit Leader
- 46. 46 Finance / Administration SectionChief Mission: • Monitor the utilization of financial assets and the accounting for financial expenditures. • Supervise the documentation of expenditures and cost reimbursement.
- 47. 47 Supervises: • Time UnitLeader • Procurement Unit Leader • Compensation/ Claims Unit Leader • Cost Unit Leader Finance / Administration Section Chief
- 48.
- 49. 49 Job Action Sheet Seriesof action steps to “prompt” team members to take needed actions related to their roles and responsibilities • One for each position • Includes title, mission/function and duties • Adjusted to meet hospital needs • Refers to supporting forms
- 50. 50 OPERATIONS SECTION CHIEF Mission: Developand implement strategy and tactics to carry out the objectives established by the Incident Commander. Organize, assign, and supervise Staging, Medical Care, Infrastructure, Security, Hazardous Materials, and Business Continuity Branch resources. Date: Start: End: Position Assigned to: Initial: __ Position Reports to: Incident Commander Signature: __ Hospital Command Center (HCC) Location: Telephone: Fax: Other Contact Info: Radio Title: __ Job Action Sheet Format
- 51. 51 Action Steps andConsiderations • Job Action Sheet provides position action steps and considerations Actions listed by Operational Periods • Immediate 0–2 hours • Intermediate 2–12 hours • Extended Beyond 12 hours • Demobilization/System Recovery Job Action Sheet Format
- 52. 52 Immediate (Operational Period0-2 Hours) Time Initial Receive appointment and briefing from the Incident Commander. Obtain packet containing Operations Section Job Action Sheets. Read this entire Job Action Sheet and review organization chart (HICS Form 207). Put on position identification. Notify your usual supervisor of your HICS assignment. Determine need to appoint Staging Manager, Branch Directors, and Unit Leaders in Operations Section; distribute corresponding Job Action Sheets and position identification. Complete the Branch Assignment List (HICS Form 204). Brief Operations Section Branch Directors and Staging Manager on current situation and incident objectives; develop response strategy and tactics; outline Section action plan and designate time for next briefing. Participate in Incident Action Plan preparation, briefings, and meetings as needed; assist in identifying strategies; determine tactics, work assignments, and resource requirements. Obtain information and updates regularly from Operations Section Branch Directors and Staging Manager; maintain current status of all areas; inform Situation Unit Leader of status information.
- 53. 53 Documents/Tools: • A listingof pertinent HICS forms this position is responsible for using Forms noted in Job Action Sheet action steps • Other tools that will help them fulfill their role and responsibilities Hospital plans, policies and procedures Technology tools Other adjuncts Job Action Sheet Format
- 54. 54 Documents / Tools: OperationsChief Documents/Tools Incident Action Plan HICS Form 204 – Branch Assignment Sheet HICS Form 213 – Incident Message Form HICS Form 214 – Operational Log HICS Form 257 – Resource Accounting Record Hospital Emergency Operations Plan Hospital organization chart Hospital telephone directory Radio/satellite phone
- 55. 55 Job Action SheetUse • Job Action Sheets are used continuously Actions in all operational periods should be continued and monitored • Job Action Sheets should transfer to your replacement and actions continued Upon shift change or position change
- 56. 56 Job Action SheetSection Review The Job Action Sheets are: • An incident management tool • A series of actions to meet the incident response • Are divided in time phases: Immediate: 0-2 hours Intermediate: 2-12 hours Extended : Greater than 12 hours Demobilization/System Recovery • Standardized to facilitate interagency response • Customizable for the unique facility needs/roles
- 57.
- 58. 58 Hospital Incident ActionPlanning Key to Effective Response and Recovery
- 59. 59 1. Assess theSituation 2. Set the Operational Period 3. Determine Safety Priorities & Establish Control Objectives 4. Determine Operational Period Objectives 5. Determine Strategies & Tactics 6. Determine Needed Resources 7. Issue Assignments 8. Implement Actions 9. Reassess & Adjust Plans Incident Action Planning
- 60. 60 It is essentialto understand the situation: • Gather and analyze information: Hazard/incident type Impact of the hazard/incident on the hospital Expected duration of the incident • Incident Commander is responsible for gathering the information from sources (ie-Planning Section, other section chiefs, etc.) • The situation must be assessed regularly throughout the response and recovery process #1 Assess the Situation
- 61. 61 • Type ofincident, location, magnitude, possible duration • On-going hazards and safety concerns • Determine initial priorities based on: 1 - Life saving 2 - Incident stabilization 3 - Property preservation • Establishes the Hospital Command Center • Sets the initial “Operational Period” The Incident Commander conducts the initial incident assessment: #1 Assess the Situation
- 62. 62 An Operational Periodis: • The period of time scheduled for execution of a given set of tactical actions in the Incident Action Plan • Set by the Incident Commander The Operational Period is usually set in hours • Does not have to conform to shift times • Can be long or short, depending on the intensity of the incident #2 Set the Operational Period
- 63. 63 “General Command andControl Objectives” • Broad organizational objectives that are foundational and do not change during response and recovery-- where the system wants to be at the end of the response • Not limited to an operational period Examples: • Provide adequate care to all patients who present as a result of the incident • Provide for the safety of hospital personnel #3 Determine Safety Priorities & Establish Control Objectives
- 64. 64 Operational Period Objectives •More specific objectives to achieve Command and Control Objectives • Steps during the defined Operational Period • Should be tangible and measurable Example: • Provide prophylaxis to hospital staff • Conduct decontamination of victims #4 Determine Operational Period Objectives
- 65. 65 #5 Determine Strategies& Tactics Strategy defined: • The general direction selected to accomplish incident objectives (NIMS) • The approach to achieving the objectives Tactics defined: • Specific actions, sequence of actions, procedures, tasks, assignments to meet strategies and objectives • The “boots on the ground” or “doers”
- 66. 66 • Tactical resourcesmay include: Personnel Equipment Supplies Pharmaceuticals Vehicles • Available and needed resources to meet the tactical objectives must be identified #6 Determine Needed Resources
- 67. 67 • Hospital CommandCenter positions are activated according to incident needs • Staff are assigned to conduct incident specific operations: Evacuation Decontamination Triage and treatment Safety measures Once the tactical objectives and needed resources are identified, assignments are issued: #7 Issue Assignments
- 68. 68 Direct, monitor andevaluate response efforts: • Constant monitoring of strategies and tactics for effectiveness • Assess the Operational Period Objectives Are the objectives being achieved? Is the strategy/tactics safe? Is the strategy/tactics effective? Evaluation is an ongoing process throughout response and recovery #8 Implement Actions
- 69. 69 #9 Reassess &Adjust Plans Conduct a current situation assessment Update situation/incident information Assess the impact on the hospital Length and duration of continued/resolving incident Resource availability • Assess the Operational Period Objectives • Assure they are achieved in a safe and timely manner • Revise objectives, strategies, tactics and resource needs for the upcoming operational period
- 70. 70 Incident Action Plan Responsibilities TheIncident Commander • Provides general Command and Control Objectives (HICS 202) • Sets the Operational Period • Develops major strategies (priorities) • Activates Incident Management Team positions • Establishes policy for resource orders • Approves initial actions and the completed Incident Action Plan
- 71. 71 The Safety Officer •Advises the Incident Commander and Section Chiefs on safety issues and measures • Develops the Safety Plan (HICS 261) • Oversees the safety of operations and tactics Incident Action Plan Responsibilities
- 72. 72 The Planning SectionChief • Prepares for the Planning Meetings Gathers information for the Incident Action Plan (HICS 201, 202, 203,204’s and 261) Develops demobilization and contingency plans • Conducts the Planning Meeting • Coordinates and submits the Incident Action Plan to the Incident Commander for approval • Disseminates the Incident Action Plan to all Hospital Command Center personnel Incident Action Plan Responsibilities
- 73. 73 The Operations SectionChief • Determines/assesses areas of operation • Advises Incident Commander of activated Operations positions and work assignments • Determines tactics (HICS 204) • Determines resource requirements (HICS 204) and communicates needs with Logistics Incident Action Plan Responsibilities
- 74. 74 The Logistics SectionChief • Ensures resource ordering meets the needs • Advises Incident Commander on activated Logistics positions • Ensures resources to support the Incident Action Plan • Develops plans that support the Incident Action Plan Communications Plans Transportation Plans Incident Action Plan Responsibilities
- 75. 75 The Finance/Administration SectionChief • Provides cost implications of the Control and Operational Period Objectives • Ensures the Incident Action Plan is within cost limitations • Advises the Incident Commander on Finance/Admin activated positions Incident Action Plan Responsibilities
- 76. 76 The Incident ActionPlan • Provides Incident Management Team personnel with direction for the Operational Period • Incident Action Planning uses the elements of Management by Objectives • General Command and Control Objectives vs. Operational Period Objectives • Developed by Command, General Staff provide input • Essential for effective response and recovery Incident Action Plan Section Review
- 77.
- 78.
- 79. 79 Preparation for Demobilization Demobilization •The Demobilization Plan is created by the Demobilization Unit Leader • Demobilization begins As incident objectives are met Follow-on objectives are more focused upon recovery and returning to “normal” • The demobilization of resources no longer Needed should occur rapidly and efficiently
- 80. 80 Demobilization Considerations • Demobilizingmust be a part of the Incident Action Plan (the “decision” to demobilize isn’t part of the plan) • Managing public perception • Equipment rehab and restocking • Financial restoration • Addressing hospital personnel concerns Preparation for Demobilization
- 81. 81 • Recovery followsresponse and focuses upon returning the hospital to baseline level of functioning • The starting point for recovery begins early in the response • Transition from response to recovery is rarely obvious • Recovery may extend over a long time, from weeks to years Recovery
- 82. 82 The Recovery planincludes principles of organizational learning and improvement: • After Action Report & Corrective Improvement Plan • Evaluate hospital response/recovery operations • Identify strengths, weaknesses, and strategies to: Lessen future vulnerability Improve ability to respond to future incidents Revise the Emergency Operations Plan Organizational Learning
- 83. 83 Section Review • Demobilization& Recovery should be planned early • Demobilization & Recovery is the return to “normal” or “new-normal” in the hospital • Demobilization is managed by the Planning Section The development of a Demobilization Plan by the Demobilization Unit Leader Approved by the Planning Section Chief/Incident Commander
- 84.
- 85. 85 Scenarios: External • NuclearDetonation, Radiological Attack • Bio Attack (Anthrax, Food Contamination) • Pandemic • Chemical Attack (Blister, Toxic, Nerve Agent, and Chlorine) • Natural Disaster (Earthquake and Hurricane) • Explosives • Cyber Attack Considering the Hazard Vulnerability Analysis – there are 14 National Planning Scenarios (External) to assist in planning and training:
- 86. 86 • Bomb Threat •Evacuation • Fire • HazMat Spill • Hospital Overload • Infant/Child Abduction • Internal Flooding • Loss of HVAC • Loss of Power • Loss of Water • Severe Weather • Hostage/Barricade • Work Stoppage Considering the Hazard Vulnerability Analysis – there are 13 Internal Scenarios to assist in planning and training Scenarios: Internal
- 87. 87 Incident Planning Guides(IPGs) • Incident Planning Guides assist hospitals with evaluating existing plans or writing needed plans • The IPGs address the 27 scenarios • They are intended to promote more thorough plans
- 88. 88 Provides Incident Specific: •Directions • Objectives • Management tasks by function according to timeframes • Sample Incident Management Teams Should complement: • Emergency Operations Plan • Job Action Sheets Can be used as documentation Incident Response Guides
- 89. 89 Section Review Incident PlanningGuides and Incident Response Guides • Are incident-specific tools to assist with planning, training and response/recovery • Assist in meeting regulatory requirements • Guide Command and General Staff with decision- making and actions • Should be consistent with the Emergency Operations Plan • Do not replace the Job Action Sheets
- 90.
- 91.
- 92. 92 • Serves asa road map in response: everyone acting from the same plan • Serves as foundation for corrective action • Ensures consistency and compliance with regulatory guidelines • Complies with documentation for FEMA reimbursement The Value of Using HICS Forms
- 93. 93 No. Name Responsible 201Incident Briefing Incident Commander 202 Incident Objectives Section Chiefs 203 Organizational Assignment List Resource Unit Leader 204 Branch Assignment List Branch Directors 205 Communications Log Communications Unit Leader 206 Staff Medical Plan Support Branch Director 207 Organization Chart Incident Commander 213 Incident Message Form All Positions 214 Operational Log Command Staff, General Staff, and Branch Directors 251 Facility System Status Report Infrastructure Branch Director HICS Forms
- 94. 94 No. Name Responsible 252Section Personnel Time Sheet Section Chiefs 253 Volunteer Staff Registration Labor Pool & Credentailiting Unit Leader 254 Disaster Victim / Pt Tracking Patient Tracking Manager 255 Master Pt Evacuation Tracking Patient Tracking Manager 256 Procurement Summary Report Procurement Unit Leader 257 Resource Accounting Record Section Chiefs 258 Hospital Resource Directory Resource Unit Leader 259 Hospital Casualty / Fatality Report Patient Tracking Manager 260 Patient Evacuation Tracking Form Inpt Unit Leader Outpt Unit Leader, Casualty Care Unit Leader 261 Incident Action Plan Safety Analysis Safety Officer HICS Forms
- 95. 95 HICS Form 201: IncidentBriefing • Purpose: Documents initial response information & actions at start-up • Origination: Incident Commander • Copies to: Command staff, Section Chiefs, and Documentation Unit Leader • When to Complete: Prior to briefing the current operational period • Helpful Tips: Distribute to all staff before initial briefing
- 96.
- 97.
- 98. 98 • Purpose: Definesobjectives and issues for operational period • Instructions: General Command and Control Objectives for the Incident Weather/Environmental Implications for the Period General Safety/Safety Messages Attachments Prepared by Planning Chief • Approved by: Incident Commander HICS Form 202: Incident Objectives
- 99.
- 100.
- 101. 101 • Purpose: Todocument Hospital Command Center staffing • Origination: Resources Unit Leader • Copies to: Command Staff and General Staff Branch Directors and Agency Staff Documentation Unit Leader HICS Form 203: Organization Assignment List
- 102.
- 103.
- 104. 104 • Purpose: Documentbranch assignments, operational period objectives, strategies/tactics and resource needs • Origination: Branch Director • Copies to: Command, General Staff & Documentation Unit Leader • Prepared by: Branch Director • Approved by: Planning Section Chief • When to complete: At the start of each operational period HICS Form 204: Branch Assignment List
- 105. 105 7a. Operational PeriodObjectives 7b. Strategies/Tactics 7c. Resources Available
- 106.
- 107. 107 HICS Form 261: IncidentAction Plan Safety Analysis • Purpose: Document hazards and define mitigation • Origination: Safety Officer • Copies to: Command & General Staff, Sections & Branches • Prepared by: Safety Officer • Approved by: Incident Commander • When to complete: Prior to safety briefing
- 108.
- 109. 109 Purpose: Provide standardizedmethod of recording messages received by phone, radio or verbally Instructions • Reply requested: Indicate whether a reply was requested and to whom reply should be addressed • Priority: Indicate level of urgency of the message • Message: Keep all messages/requests brief, to the point, and very specific Transcribe complete, concise, and specific content of message. • Action Taken (if any) HICS Form 213: Incident Message Form
- 110.
- 111.
- 112. 112 • Purpose: Document Incident issues encountered Decisions made Notifications conveyed • Origination: Command and General Staff • When to complete: Continuously, from activation through demobilization HICS FORM 214: Operational Log
- 113.
- 114. 114 Section Review The HICSforms: • Provide the Incident Management Team with the documents needed to manage a response • Assist in communication with external agencies and resources • Assist in communication with hospital staff • Provide documentation for response and recovery activities
- 115.
- 116. 116 HICS Basics Part1 Management System & Tools for Events developed by the California Hospital Association’s Hospital Preparedness Program www.calhospitalprepare.org This material has been developed for training purposes; do not share, distribute, transmit or reproduce without prior written consent of California Hospital Association This course was developed by the CHA Hospital Preparedness Program with grant funds provided by the U.S. Department of Health & Human Services Assistant Secretary for Preparedness & Response Hospital Preparedness Program and awarded by the California Department of Public Health. No part of this course or its materials shall be copied or utilized for monetary gain.