The document discusses disaster response and recommendations for post-disaster recovery. It provides examples of how Chile effectively prepared for, responded to, and rebuilt after disasters through: 1) extensive disaster training and response capabilities, 2) rapid regional response providing medical facilities within days, and 3) using component construction to replace damaged facilities within months, meeting healthcare needs until permanent structures could be built. The document advocates for these innovative approaches to effectively solve disaster challenges and minimize loss of life.
National Training on Safe Hospitals - Sri Lanka - Module 1 Session 3 - 14Sept...Reynaldo Joson
This document outlines a training module on safe hospital concepts. It includes 4 sessions that cover: 1) a risk management framework, 2) the roles of hospitals in emergencies and disasters, 3) concepts of safe hospitals, and 4) the roles of stakeholders in ensuring safe hospitals. Session 3 discusses the Safe Hospital Campaign and its goals of protecting lives, ensuring hospital functionality after disasters, and improving risk reduction capacity. A safe hospital is defined as one that remains accessible and functioning at maximum capacity during and after a disaster. Key elements of a safe hospital include structural resilience, continuity of services, emergency plans and trained staff.
1) Over 58% of India's land is prone to earthquakes and over 40 million hectares are prone to floods and droughts affect 68% of agricultural land, making disaster management critical.
2) Disasters are classified as natural (meteorological, topographical, environmental) or man-made (technological, industrial, warfare) and managing disasters involves preparedness, response, recovery and mitigation activities.
3) The roles of doctors in disaster response include establishing medical command, performing triage to prioritize casualties, and providing initial medical management before transportation to hospitals.
The document defines disaster nursing and discusses types of disasters, goals of disaster nursing, principles of disaster nursing, phases of a disaster, organizing an effective disaster system, and major roles of nurses in disasters. It outlines the pre-impact, impact, and post-impact phases and describes the disaster management cycle of mitigation, preparedness, response, and recovery. It also discusses triage categories and organizing treatment zones at disaster sites.
This document provides an overview of disaster nursing. It defines a disaster as an event that causes damage, ecological disruption, loss of life, or deterioration of health on a scale that warrants an extraordinary response. Disasters are classified as either natural (e.g. floods, earthquakes) or man-made (e.g. industrial accidents, terrorism). The phases of disaster management are outlined as pre-disaster prevention and preparation, impact and emergency response, and post-impact recovery. Key aspects of the disaster response include search and rescue, triage, treatment, and epidemiological surveillance to control disease outbreaks. The overall goals of disaster nursing are to minimize loss of life and provide emergency health services during and after disasters.
This is an emergency management. this presentation is only for study purpose. it helps to improve the knowledge at the end of session. kindly share this presentations to others.
National Training on Safe Hospitals - Sri Lanka - Module 1 Session 3 - 14Sept...Reynaldo Joson
This document outlines a training module on safe hospital concepts. It includes 4 sessions that cover: 1) a risk management framework, 2) the roles of hospitals in emergencies and disasters, 3) concepts of safe hospitals, and 4) the roles of stakeholders in ensuring safe hospitals. Session 3 discusses the Safe Hospital Campaign and its goals of protecting lives, ensuring hospital functionality after disasters, and improving risk reduction capacity. A safe hospital is defined as one that remains accessible and functioning at maximum capacity during and after a disaster. Key elements of a safe hospital include structural resilience, continuity of services, emergency plans and trained staff.
1) Over 58% of India's land is prone to earthquakes and over 40 million hectares are prone to floods and droughts affect 68% of agricultural land, making disaster management critical.
2) Disasters are classified as natural (meteorological, topographical, environmental) or man-made (technological, industrial, warfare) and managing disasters involves preparedness, response, recovery and mitigation activities.
3) The roles of doctors in disaster response include establishing medical command, performing triage to prioritize casualties, and providing initial medical management before transportation to hospitals.
The document defines disaster nursing and discusses types of disasters, goals of disaster nursing, principles of disaster nursing, phases of a disaster, organizing an effective disaster system, and major roles of nurses in disasters. It outlines the pre-impact, impact, and post-impact phases and describes the disaster management cycle of mitigation, preparedness, response, and recovery. It also discusses triage categories and organizing treatment zones at disaster sites.
This document provides an overview of disaster nursing. It defines a disaster as an event that causes damage, ecological disruption, loss of life, or deterioration of health on a scale that warrants an extraordinary response. Disasters are classified as either natural (e.g. floods, earthquakes) or man-made (e.g. industrial accidents, terrorism). The phases of disaster management are outlined as pre-disaster prevention and preparation, impact and emergency response, and post-impact recovery. Key aspects of the disaster response include search and rescue, triage, treatment, and epidemiological surveillance to control disease outbreaks. The overall goals of disaster nursing are to minimize loss of life and provide emergency health services during and after disasters.
This is an emergency management. this presentation is only for study purpose. it helps to improve the knowledge at the end of session. kindly share this presentations to others.
The document provides information on disaster management. It defines disaster and differentiates between hazards and disasters. It describes different types of natural and man-made disasters and their impacts. The key principles of disaster management include prevention, preparedness, response, and recovery. The disaster management cycle involves these four phases. The document outlines the roles and responsibilities of nurses before, during, and after a disaster, which includes disaster preparedness, triage and management of casualties, and coordination of resources and staff.
The document discusses various types of natural and man-made disasters that can occur in India, including earthquakes, floods, cyclones, and industrial or chemical accidents. It outlines India's vulnerability to different disasters and describes the fundamental aspects of disaster management, including response, preparedness, and mitigation. The document also provides guidance on personal safety during different disaster types and the roles of various agencies in India's national disaster management system.
Question #3 On a trip that lasted more than 18 hours, at least som.pdfjeetupnl
Question #3 On a trip that lasted more than 18 hours, at least some patients would require
cleaning and changing. How could such care be provided on the move?
Question #4 What would you do to relieve fear and anxiety among the residents after they have
been moved to a temporary shelter, such as the retreat center in the case?
THANK YOU!!!! Hurricane Rita made landfall on the morn- city levels the responsibility for
disaster ing of Septernber 24, 2005, as a category- 3 planning and civil assistance. The city's
hurricane on the Saffir-Simpson scale. The standing plan requires safe shelter in place storm
caused significant damage in Teas storm causcd significant damage in Texas (no evacuation) in
the event of a category fall, Rita's strength increased to a catcgory 5 . I or category 2 hutricane.
In the event of with winds of 175mph, and landfall was pro- a more severe storm, the city
government jected at that time anywhere from Matagorda would decide whether or not
evacuation Bay to the Freeport/Galveston Bay in Texas, would be mandated. Eventually,
however, Rita turned to the east. On the afternoon of Monday. Although the bay areas were
spared from the September 19, city government officials, main wrath of the storm, strong winds
dam- emergency management personnel, and aged power lines, trees, many homes and police
and fire chiefs began meeting to businesses, and public utility facilities. discuss preparations for
the storm. The In 2005, Harris County's population was briefing local governments on the status
estimated to be 3.7 million, making it the of the storm and the state's preparations. most populous
county in Texas and the third On the basis of these updates, the city most populous county in the
United States. government issued a media release warnThe county is split into four geographical
ing that the storm was intensifying and divisions called precincts. Each precinct that preparations
should be under way to dects a commissioner to sit as a representa- include possible evacuation
if advised to tive of the precinct on the commissioner's do so. The local health department and
the court and also for the oversight of county Emergency Management Services (EMS) finctions
in the precinct. The county's south- staff began contacting special needs facilon section is located
in surge zone 1. As a ities to advise them of the approaching resalt of Hurricane Rita, the county
was for- storm and to ascertain whether the facilimally declared a federal disaster area. It gave
ties had evacuation plans in place. Also on hhe county residents access to federal funds
September 19, thr Texas Department of for cleanup and restoration. Aging and Disability
Services faxed a letter to all nursing homes in the state. In the letter, the department implored the
faciliThe (ii) Government ties to review their disaster plans and to be prepared to implement the
plans as necesThe state government has delegated to sary (Exhibit CS8-1). loal governments at
the county and
.
“A serious disruption of the functioning of a community or a society involving widespread human, material, economic or environmental losses and impacts, which exceed the ability of the affected community or society to cope using its own resources”
Hazard
“It is a dangerous, phenomenon, substance, human activity, or condition that may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage”
1.Geophysical
a) Earthquake
b) Volcano
c) Tsunami
2.Hydrological
a) Flood
b) Landslides
c) Wave action
3.Meteorological
a) Cyclone, Strom
b) cold wave
c) Extreme temperature, fog frost
d) Lighting, heavy rain
e) Sand- storm, dust storm
f) Snow, ice, Winter storm
4. Climatological
Drought
Extreme hot/ cold conditions
Forest wildfire
d) Glacial lake outburst
5. Biological
a) Epidemics :
Viral, bacterial , Parasitic, fungal or prion infections
b) Insect infestations
There are three fundamental aspects of disaster management.
Disaster Response
Disaster Preparedness
Disaster Mitigation
Primary phase - 0 to 6 hours
Secondary phase - 6 to 24 hours
Tertiary phase - after 24 hours
The Management of Mass casualties can be further divided into:
Search and Rescue
First aid
Triage and stabilization of victims
Hospital treatment and Redistribution of Patients to other hospitals
After a major disaster:
Most immediate help comes from the uninjured survivals.
Organized relief services will meet only a small fraction of the demand
Bed availability and surgical services should be maximized.
Provision for food and shelter.
A centre to respond to inquiries from patients relatives and friends.
Priority should be given to victims identification and adequate mortuary space should be provided.
Triage
The principle of “First come ,First treated”, is not followed in mass emergencies.
Higher priority is granted to victims whose immediate or long-term prognosis can be dramatically affected by simple intensive care.
Moribund patients who require a great deal of attention , with questionable benefit, have the lowest priority.
Tagging
All the patients should be identified with tags stating their name ,age , place of origin ,triage category , diagnosis and initial treatment.
Removal of the dead from the disaster scene.
Shifting to the mortuary.
Identification.
Reception of bereaved relatives.
Proper respect for the dead is of great importance.
The type and quantity of humanitarian relief supplies are usually determined by two main factors.
1) The type of disaster.
2) The type and quantity of supplies available locally.
This document provides information on disaster management, including definitions of disasters, types of disasters, phases of disasters, disaster nursing, triage, and disaster drills. It defines a disaster according to the WHO as an event that causes damage and warrants an extraordinary response. Disasters are categorized into natural disasters and man-made disasters. The phases of a disaster include pre-impact, impact, and post-impact. Triage is the process of prioritizing patients based on need and likelihood of benefiting from care. Disaster drills are conducted to test response plans and identify weaknesses.
The disaster nursing is very important topic for staff nurse those who are posted in disaster area. the nursing staff is play important role in disaster management. these presentation is healp full for nursing role, taging, and how to management at the time of disaster.
The proposal outlines the creation of a National Medical Readiness Center to provide mobile hospitals, medical supplies, and equipment to jurisdictions during disasters and public health emergencies. The Center would be a federally-owned facility operated by JVR Health Readiness Inc. and stock mobile hospitals, generators, water treatment units, and thousands of medical items. In a disaster, the Center would deploy needed resources to the affected area to deliver emergency healthcare and sustain operations until normal conditions return. The Center aims to create thousands of jobs for veterans and others in manufacturing, maintaining, and operating the equipment.
1. Mass casualty management involves treating a large number of injured people from a disaster in a short period of time. It requires advance planning and coordination between medical personnel, facilities, and community groups.
2. A mass casualty situation exceeds normal capabilities, so modifications are needed in triage, transportation, treatment approaches, and more to optimize survival rates. The goal is to reduce immediate mortality and morbidity through efficient triage, transport, and focusing resources on life-saving care.
3. Successful management requires flexible disaster plans that can be rapidly implemented through clear communication and teamwork between all involved parties according to their assigned roles.
This document discusses disaster management and planning for mass casualty events. It defines a disaster and outlines the types of natural and man-made disasters India experiences. It describes the organizational structure for disaster management from the national to district levels. The document focuses on hospital disaster planning, including external plans for responding to mass casualty incidents and internal plans for hospital infrastructure and operations. It provides details on triage, treatment areas, and maintaining records during a disaster response.
Disaster management-TRANSPORTATION AND HOSPITAL EMERGENCY CAREselvaraj227
TRANSPORTATION AND HOSPITAL EMERGENCY CARE, EFFECTS OF DISASTERS CONSEQUENCES OF DISASTERS ON HEALTH SERVICES DISASTERS AND HEALTH SECTOR RISK OF A DISASTER Role of Hospitals in Disasters/ Mass Casualty Incident (MCI) MENTAL HEALTH WAYS MANAGE YOUR STRESS FRAMEWORK FOR HEALTH PROFESSIONALS DISASTER MANAGEMENT PLAN HOSPITAL NETWORKING INCIDENT COMMAND SYSTEM
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.
This document discusses disaster nursing. It begins by defining a disaster as any event that causes significant damage, loss of life, or deterioration of health beyond local capacity to respond. It then discusses types of disasters, recent disasters in India, and levels of disaster classification. Key elements of disaster nursing are identified as hazards, vulnerability, capacity, and risk. The document outlines principles of triage and its aims. Phases of disaster management are discussed including preparedness, response, recovery, and mitigation. International organizations involved in disaster relief are identified. The document emphasizes the goals and principles of disaster nursing in providing care and meeting needs during and after disasters.
This document provides information on disaster management and response. It defines a disaster as an event that exceeds available resources. The WHO defines a disaster as seriously disrupting a community's functioning, exceeding its ability to cope. Disasters can be man-made, like fires or explosions, or natural, like earthquakes or floods. The document outlines the challenges of providing necessities like food, water and medical care after a disaster. It emphasizes the importance of advanced planning, identifying resources, and having an effective response plan to facilitate recovery and save lives. The D-I-S-A-S-T-E-R paradigm is presented as a framework for detection, incident command, safety, assessment, support, surveillance, tri
This document outlines the definition, phases, principles, and roles of nurses in disaster management. It defines disaster management as planning for and responding to disasters to minimize their impact. The phases include prevention/mitigation, preparedness, response, and recovery. Nurses play key roles in each phase, such as educating the public, responding to disasters, providing medical care, and assisting in rehabilitation. Triage is used to prioritize patient treatment based on severity of condition. The document provides an overview of the disaster management process.
This document provides guidance for housing recovery in Pierce County, Washington after a disaster event. It outlines goals, objectives and strategies for emergency shelter (up to 14 days), interim housing (up to 12 months), and permanent housing. Potential housing recovery locations are identified in urban, suburban and rural areas of the county. The document also provides information on housing solutions for special needs populations and appendices with additional resources like pet shelter locations. The overall aim is to guide recovery efforts to restore communities and housing as quickly as possible while building back in a more resilient and sustainable manner.
SCPRSA June 2016 Event: Crisis Communication - Palmetto Health & Columbia FloodSCPRSA
Palmetto Health responds to 1,000-year flood
South Carolinians went to bed and woke up to the largest amount of water to hit the state in the last century. The 1,000-year flood presented challenges for the entire community but Palmetto Health’s hospital system’s needs were heightened. There wasn’t adequate water quality to care for patients and many couldn’t be discharged because they have nowhere to go. Palmetto Health’s Emergency management team went into action to determine the best way to meet the needs of the 1,100 bed health care system. Communications was at the center of each discussion with the Marketing and Communications leading the effort.
Palmetto Health’s Emergency Management Team went into action to determine the best way to meet the needs of the 1,100 bed health care system. Every discipline in the hospital system was being deployed to ensure patients could be cared for at the hospital and evacuation would only be considered when all other options had been exhausted.
The presentation will:
• Describe the challenges faced when a 1,000-year flood devastated many counties in South Carolina and caused a major disruption to the City of Columbia water supply
• Learn how Palmetto Health’s emergency planning, training and exercises aided in the response and recovery
• Learn how Palmetto Health’s Emergency Management Team coordinated with local, state and federal resources to secure resources they needed
• Describe lessons learned from this catastrophic flood event
• Discuss what communications vehicles were deployed to assist with the important role that communications played in the success of the hospital system to handle the disaster.
The document discusses emergency preparedness for water utilities. It notes that planning is based on what is imaginable and foreseeable, but disasters often exceed expectations. It summarizes a 2011 earthquake in Japan that caused over $20 billion in damages and left millions without power or water initially. Specific plans are needed for hazards like fires and power outages. Water districts are considered first responders. The document provides guidance on response, requesting mutual aid, communications, finance, and personal preparedness. It emphasizes starting response as if it is a disaster and having the right documentation for reimbursement.
Triage, natural disaster, biowar, pandemic: Role of anesthesiologist Dr. Ravikiran H M Gowda
Disasters can cause widespread damage, loss of life, and deterioration of health services. The document discusses different types of natural and man-made disasters and their impacts, including human suffering, property damage, and disruption of daily life. It also outlines the stages of a disaster cycle, from response and relief to rehabilitation, mitigation, and preparedness. Key aspects of disaster management include classification of disasters, triage of casualties, disease prevention strategies, and the roles of organizations like the National Disaster Response Force.
El cáncer de mama es el cáncer más común y la segunda causa principal de muertes por cáncer en las mujeres en las Américas. Puede ser detectado tempranamente y tratado con eficacia. Las personas deben hablar con su matrona o médico sobre los riesgos del cáncer de mama e infórmense.
El documento habla sobre el Día Internacional contra la Discriminación Racial. Señala que las desigualdades de salud tienen sus raíces en las desigualdades sociales relacionadas con el racismo. También indica que la mortalidad infantil y las necesidades básicas insatisfechas son mayores en las poblaciones indígenas y afrodescendientes.
The document provides information on disaster management. It defines disaster and differentiates between hazards and disasters. It describes different types of natural and man-made disasters and their impacts. The key principles of disaster management include prevention, preparedness, response, and recovery. The disaster management cycle involves these four phases. The document outlines the roles and responsibilities of nurses before, during, and after a disaster, which includes disaster preparedness, triage and management of casualties, and coordination of resources and staff.
The document discusses various types of natural and man-made disasters that can occur in India, including earthquakes, floods, cyclones, and industrial or chemical accidents. It outlines India's vulnerability to different disasters and describes the fundamental aspects of disaster management, including response, preparedness, and mitigation. The document also provides guidance on personal safety during different disaster types and the roles of various agencies in India's national disaster management system.
Question #3 On a trip that lasted more than 18 hours, at least som.pdfjeetupnl
Question #3 On a trip that lasted more than 18 hours, at least some patients would require
cleaning and changing. How could such care be provided on the move?
Question #4 What would you do to relieve fear and anxiety among the residents after they have
been moved to a temporary shelter, such as the retreat center in the case?
THANK YOU!!!! Hurricane Rita made landfall on the morn- city levels the responsibility for
disaster ing of Septernber 24, 2005, as a category- 3 planning and civil assistance. The city's
hurricane on the Saffir-Simpson scale. The standing plan requires safe shelter in place storm
caused significant damage in Teas storm causcd significant damage in Texas (no evacuation) in
the event of a category fall, Rita's strength increased to a catcgory 5 . I or category 2 hutricane.
In the event of with winds of 175mph, and landfall was pro- a more severe storm, the city
government jected at that time anywhere from Matagorda would decide whether or not
evacuation Bay to the Freeport/Galveston Bay in Texas, would be mandated. Eventually,
however, Rita turned to the east. On the afternoon of Monday. Although the bay areas were
spared from the September 19, city government officials, main wrath of the storm, strong winds
dam- emergency management personnel, and aged power lines, trees, many homes and police
and fire chiefs began meeting to businesses, and public utility facilities. discuss preparations for
the storm. The In 2005, Harris County's population was briefing local governments on the status
estimated to be 3.7 million, making it the of the storm and the state's preparations. most populous
county in Texas and the third On the basis of these updates, the city most populous county in the
United States. government issued a media release warnThe county is split into four geographical
ing that the storm was intensifying and divisions called precincts. Each precinct that preparations
should be under way to dects a commissioner to sit as a representa- include possible evacuation
if advised to tive of the precinct on the commissioner's do so. The local health department and
the court and also for the oversight of county Emergency Management Services (EMS) finctions
in the precinct. The county's south- staff began contacting special needs facilon section is located
in surge zone 1. As a ities to advise them of the approaching resalt of Hurricane Rita, the county
was for- storm and to ascertain whether the facilimally declared a federal disaster area. It gave
ties had evacuation plans in place. Also on hhe county residents access to federal funds
September 19, thr Texas Department of for cleanup and restoration. Aging and Disability
Services faxed a letter to all nursing homes in the state. In the letter, the department implored the
faciliThe (ii) Government ties to review their disaster plans and to be prepared to implement the
plans as necesThe state government has delegated to sary (Exhibit CS8-1). loal governments at
the county and
.
“A serious disruption of the functioning of a community or a society involving widespread human, material, economic or environmental losses and impacts, which exceed the ability of the affected community or society to cope using its own resources”
Hazard
“It is a dangerous, phenomenon, substance, human activity, or condition that may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage”
1.Geophysical
a) Earthquake
b) Volcano
c) Tsunami
2.Hydrological
a) Flood
b) Landslides
c) Wave action
3.Meteorological
a) Cyclone, Strom
b) cold wave
c) Extreme temperature, fog frost
d) Lighting, heavy rain
e) Sand- storm, dust storm
f) Snow, ice, Winter storm
4. Climatological
Drought
Extreme hot/ cold conditions
Forest wildfire
d) Glacial lake outburst
5. Biological
a) Epidemics :
Viral, bacterial , Parasitic, fungal or prion infections
b) Insect infestations
There are three fundamental aspects of disaster management.
Disaster Response
Disaster Preparedness
Disaster Mitigation
Primary phase - 0 to 6 hours
Secondary phase - 6 to 24 hours
Tertiary phase - after 24 hours
The Management of Mass casualties can be further divided into:
Search and Rescue
First aid
Triage and stabilization of victims
Hospital treatment and Redistribution of Patients to other hospitals
After a major disaster:
Most immediate help comes from the uninjured survivals.
Organized relief services will meet only a small fraction of the demand
Bed availability and surgical services should be maximized.
Provision for food and shelter.
A centre to respond to inquiries from patients relatives and friends.
Priority should be given to victims identification and adequate mortuary space should be provided.
Triage
The principle of “First come ,First treated”, is not followed in mass emergencies.
Higher priority is granted to victims whose immediate or long-term prognosis can be dramatically affected by simple intensive care.
Moribund patients who require a great deal of attention , with questionable benefit, have the lowest priority.
Tagging
All the patients should be identified with tags stating their name ,age , place of origin ,triage category , diagnosis and initial treatment.
Removal of the dead from the disaster scene.
Shifting to the mortuary.
Identification.
Reception of bereaved relatives.
Proper respect for the dead is of great importance.
The type and quantity of humanitarian relief supplies are usually determined by two main factors.
1) The type of disaster.
2) The type and quantity of supplies available locally.
This document provides information on disaster management, including definitions of disasters, types of disasters, phases of disasters, disaster nursing, triage, and disaster drills. It defines a disaster according to the WHO as an event that causes damage and warrants an extraordinary response. Disasters are categorized into natural disasters and man-made disasters. The phases of a disaster include pre-impact, impact, and post-impact. Triage is the process of prioritizing patients based on need and likelihood of benefiting from care. Disaster drills are conducted to test response plans and identify weaknesses.
The disaster nursing is very important topic for staff nurse those who are posted in disaster area. the nursing staff is play important role in disaster management. these presentation is healp full for nursing role, taging, and how to management at the time of disaster.
The proposal outlines the creation of a National Medical Readiness Center to provide mobile hospitals, medical supplies, and equipment to jurisdictions during disasters and public health emergencies. The Center would be a federally-owned facility operated by JVR Health Readiness Inc. and stock mobile hospitals, generators, water treatment units, and thousands of medical items. In a disaster, the Center would deploy needed resources to the affected area to deliver emergency healthcare and sustain operations until normal conditions return. The Center aims to create thousands of jobs for veterans and others in manufacturing, maintaining, and operating the equipment.
1. Mass casualty management involves treating a large number of injured people from a disaster in a short period of time. It requires advance planning and coordination between medical personnel, facilities, and community groups.
2. A mass casualty situation exceeds normal capabilities, so modifications are needed in triage, transportation, treatment approaches, and more to optimize survival rates. The goal is to reduce immediate mortality and morbidity through efficient triage, transport, and focusing resources on life-saving care.
3. Successful management requires flexible disaster plans that can be rapidly implemented through clear communication and teamwork between all involved parties according to their assigned roles.
This document discusses disaster management and planning for mass casualty events. It defines a disaster and outlines the types of natural and man-made disasters India experiences. It describes the organizational structure for disaster management from the national to district levels. The document focuses on hospital disaster planning, including external plans for responding to mass casualty incidents and internal plans for hospital infrastructure and operations. It provides details on triage, treatment areas, and maintaining records during a disaster response.
Disaster management-TRANSPORTATION AND HOSPITAL EMERGENCY CAREselvaraj227
TRANSPORTATION AND HOSPITAL EMERGENCY CARE, EFFECTS OF DISASTERS CONSEQUENCES OF DISASTERS ON HEALTH SERVICES DISASTERS AND HEALTH SECTOR RISK OF A DISASTER Role of Hospitals in Disasters/ Mass Casualty Incident (MCI) MENTAL HEALTH WAYS MANAGE YOUR STRESS FRAMEWORK FOR HEALTH PROFESSIONALS DISASTER MANAGEMENT PLAN HOSPITAL NETWORKING INCIDENT COMMAND SYSTEM
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.
This document discusses disaster nursing. It begins by defining a disaster as any event that causes significant damage, loss of life, or deterioration of health beyond local capacity to respond. It then discusses types of disasters, recent disasters in India, and levels of disaster classification. Key elements of disaster nursing are identified as hazards, vulnerability, capacity, and risk. The document outlines principles of triage and its aims. Phases of disaster management are discussed including preparedness, response, recovery, and mitigation. International organizations involved in disaster relief are identified. The document emphasizes the goals and principles of disaster nursing in providing care and meeting needs during and after disasters.
This document provides information on disaster management and response. It defines a disaster as an event that exceeds available resources. The WHO defines a disaster as seriously disrupting a community's functioning, exceeding its ability to cope. Disasters can be man-made, like fires or explosions, or natural, like earthquakes or floods. The document outlines the challenges of providing necessities like food, water and medical care after a disaster. It emphasizes the importance of advanced planning, identifying resources, and having an effective response plan to facilitate recovery and save lives. The D-I-S-A-S-T-E-R paradigm is presented as a framework for detection, incident command, safety, assessment, support, surveillance, tri
This document outlines the definition, phases, principles, and roles of nurses in disaster management. It defines disaster management as planning for and responding to disasters to minimize their impact. The phases include prevention/mitigation, preparedness, response, and recovery. Nurses play key roles in each phase, such as educating the public, responding to disasters, providing medical care, and assisting in rehabilitation. Triage is used to prioritize patient treatment based on severity of condition. The document provides an overview of the disaster management process.
This document provides guidance for housing recovery in Pierce County, Washington after a disaster event. It outlines goals, objectives and strategies for emergency shelter (up to 14 days), interim housing (up to 12 months), and permanent housing. Potential housing recovery locations are identified in urban, suburban and rural areas of the county. The document also provides information on housing solutions for special needs populations and appendices with additional resources like pet shelter locations. The overall aim is to guide recovery efforts to restore communities and housing as quickly as possible while building back in a more resilient and sustainable manner.
SCPRSA June 2016 Event: Crisis Communication - Palmetto Health & Columbia FloodSCPRSA
Palmetto Health responds to 1,000-year flood
South Carolinians went to bed and woke up to the largest amount of water to hit the state in the last century. The 1,000-year flood presented challenges for the entire community but Palmetto Health’s hospital system’s needs were heightened. There wasn’t adequate water quality to care for patients and many couldn’t be discharged because they have nowhere to go. Palmetto Health’s Emergency management team went into action to determine the best way to meet the needs of the 1,100 bed health care system. Communications was at the center of each discussion with the Marketing and Communications leading the effort.
Palmetto Health’s Emergency Management Team went into action to determine the best way to meet the needs of the 1,100 bed health care system. Every discipline in the hospital system was being deployed to ensure patients could be cared for at the hospital and evacuation would only be considered when all other options had been exhausted.
The presentation will:
• Describe the challenges faced when a 1,000-year flood devastated many counties in South Carolina and caused a major disruption to the City of Columbia water supply
• Learn how Palmetto Health’s emergency planning, training and exercises aided in the response and recovery
• Learn how Palmetto Health’s Emergency Management Team coordinated with local, state and federal resources to secure resources they needed
• Describe lessons learned from this catastrophic flood event
• Discuss what communications vehicles were deployed to assist with the important role that communications played in the success of the hospital system to handle the disaster.
The document discusses emergency preparedness for water utilities. It notes that planning is based on what is imaginable and foreseeable, but disasters often exceed expectations. It summarizes a 2011 earthquake in Japan that caused over $20 billion in damages and left millions without power or water initially. Specific plans are needed for hazards like fires and power outages. Water districts are considered first responders. The document provides guidance on response, requesting mutual aid, communications, finance, and personal preparedness. It emphasizes starting response as if it is a disaster and having the right documentation for reimbursement.
Triage, natural disaster, biowar, pandemic: Role of anesthesiologist Dr. Ravikiran H M Gowda
Disasters can cause widespread damage, loss of life, and deterioration of health services. The document discusses different types of natural and man-made disasters and their impacts, including human suffering, property damage, and disruption of daily life. It also outlines the stages of a disaster cycle, from response and relief to rehabilitation, mitigation, and preparedness. Key aspects of disaster management include classification of disasters, triage of casualties, disease prevention strategies, and the roles of organizations like the National Disaster Response Force.
El cáncer de mama es el cáncer más común y la segunda causa principal de muertes por cáncer en las mujeres en las Américas. Puede ser detectado tempranamente y tratado con eficacia. Las personas deben hablar con su matrona o médico sobre los riesgos del cáncer de mama e infórmense.
El documento habla sobre el Día Internacional contra la Discriminación Racial. Señala que las desigualdades de salud tienen sus raíces en las desigualdades sociales relacionadas con el racismo. También indica que la mortalidad infantil y las necesidades básicas insatisfechas son mayores en las poblaciones indígenas y afrodescendientes.
Este documento describe la experiencia de Chile en la protección de la salud mental luego del terremoto y tsunami del 27 de febrero de 2010. Explica que los desastres pueden tener efectos negativos en la salud mental de la población afectada y que es importante abordarlos. También describe las acciones de preparación del Ministerio de Salud de Chile antes del desastre y las intervenciones realizadas durante las etapas crítica, post-crítica y de recuperación para proteger la salud mental de los afectados.
El documento describe la importancia de la coordinación de voluntarios en situaciones de desastre. Existe voluntariado no especializado y especializado, y es crucial asignar tareas apropiadas a cada grupo en función de su capacitación. Los voluntarios son una gran fuerza de trabajo, pero el "voluntariado autogestionado" carece de coordinación y puede obstaculizar la respuesta. La Cruz Roja Chilena ha coordinado efectivamente voluntarios tras un terremoto, pero se necesita mejorar la capacitación, recursos y coordinación interinstitucional.
Este documento describe las experiencias de Perú en la vigilancia epidemiológica y las salas de situación después de desastres. Explica el papel de estas salas en situaciones de desastre, incluyendo la evaluación inmediata del riesgo, la implementación del sistema de vigilancia y la investigación de brotes. También describe los determinantes del riesgo epidémico después de desastres y los ejemplos de inundaciones e terremotos en Perú.
Este documento resume la respuesta del sector salud chileno al terremoto de 2010, incluyendo el diagnóstico de daños a hospitales y centros de atención primaria, los costos de reconstrucción y recuperación de camas, pabellones e infraestructura, y los esfuerzos para restablecer las redes asistenciales.
El documento describe la respuesta humanitaria de las Naciones Unidas tras el terremoto de febrero de 2010 en Chile. Se activó la coordinación a nivel nacional e internacional, incluyendo la evaluación de daños, provisión de suministros de emergencia, y elaboración de proyectos de asistencia financiados por el Fondo Central de Respuesta a Emergencias de las Naciones Unidas. La ONU también realizó análisis de lecciones aprendidas para mejorar la preparación y respuesta a futuros desastres.
El documento resume la respuesta del Comité de Emergencia regional ante un desastre ocurrido el 27 de febrero. El Comité se reunió el 27 de febrero para coordinar los recursos disponibles, aunque las autoridades no adoptaron medidas inmediatas. El 28 de febrero, profesionales de salud elaboraron recomendaciones de saneamiento básico y alimentos que se difundieron por radio. El 1 de marzo, el Ejército de Chile asumió el mando del Comité y coordinó la distribución de ayuda y la vigilancia epidemiológ
El documento resume las acciones tomadas por el Comité de Emergencias y Desastres de la SEREMI de Salud de la Región del BioBio en respuesta al terremoto de magnitud 8.8 que afectó la región el 27 de febrero de 2010, causando 763 muertes y daños generalizados a la infraestructura. Las acciones incluyeron restablecer el suministro de agua potable, manejo de residuos, inspecciones sanitarias, campañas de comunicación de riesgos y vigilancia epidemiológica para prevenir brotes. El com
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Este documento resume las lecciones aprendidas y los desafíos futuros para fortalecer el programa de salud ambiental en emergencias y desastres en Chile. Se identificaron algunas fortalezas como el fortalecimiento permanente del programa desde 2008 y la participación activa de los equipos regionales durante el terremoto de 2010, pero también debilidades como la falta de coordinación y comunicación. Los desafíos incluyen mejorar la preparación, coordinación intersectorial y la incorporación de más áreas técnicas en los planes de emergencia.
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El documento describe el Plan de Acción para apoyar la respuesta a la emergencia provocada por el terremoto-tsunami en Chile en 2010 en el ámbito de la salud ambiental. El plan tuvo como objetivos fortalecer las acciones de prevención de riesgos para la salud y mejorar la capacidad de respuesta del sector salud. Se implementaron varias líneas de acción como control de calidad de agua, disposición de residuos, control de vectores e higiene de alimentos durante el período de marzo a junio de 2010.
Este documento describe los conceptos clave relacionados con el manejo de emergencias químicas, incluyendo el riesgo de desastres, los peligros químicos potenciales, las causas de accidentes y algunas estadísticas sobre emergencias químicas en la Región Metropolitana. También se analizan mecanismos para la gestión del riesgo como la identificación de zonas vulnerables, recursos y fuentes fijas y móviles de riesgos químicos. Finalmente, se discuten acciones futuras neces
El documento resume las lecciones aprendidas de Chile durante la pandemia de influenza A H1N1 de 2009. Chile se preparó bien con un plan nacional de preparación para pandemias que incluyó vigilancia, compra de antivirales y equipos de protección, y capacitación. La respuesta incluyó vigilancia temprana, flexibilidad en la red asistencial, medidas de salud pública adaptadas, y comunicación transparente. Planificar permitió una respuesta rápida y coordinada. Se identificaron áreas para mejorar como la vigilancia y la interacción con el personal de salud
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Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
5. Recommendations for
Post Disaster Recovery
1. Preparation is critical to success.
2. Response must be properly planned and practiced.
3. Reconstitution must start very quickly:
a. Soft sided shelters right now are the only “hours”
response.
b. Component construction can provide a meets all
standards healthcare facility in months, not years. This
step gets you out of tents, back to “meets standards”.
c. Long term earthquake resistant multi-story buildings can
then be constructed, using existing models, in 18-24
months if needed for the long term.
d. Once the multi-story is complete, you can dismantle the
component construction, put it in other areas of the country
that are under-served, use it daily, and then you have a
strategic reserve if another disaster occurs.
8. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
Steady State
Capability
Medical Capacity
Demand
“When Disaster Strikes”
Demand Driven
Demand
Disaste
r
Demand
exceeds
supply
Unmet demand = excess deaths
9. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
Steady State
Capability
Medical Capacity
Demand
“When Disaster Strikes”
Demand Driven
Demand
Disaste
r
Demand
exceeds
supply
Unmet demand =
excess deaths
10. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
Steady State
Capability
Medical Capacity
Demand
“When Disaster Strikes”
IF local facilities and people are
intact THEN they can respond
Demand Driven
Demand
Local Surge can fill
to a certain degree!
Disaste
r
Unmet demand = excess deaths
11. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
Steady State
Capability
Medical Capacity
Demand
“When Disaster Strikes”
IF local facilities and people are
intact THEN they can respond
Demand Driven
Demand
Local Surge
Disaste
r
Unmet demand = excess deaths
12. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
Steady State
Capability
Medical Capacity
Demand
“When Disaster Strikes”
IF local facilities and people are
intact THEN they can respond
Demand Driven
Demand
Local Surge
Disaste
r
Excess deaths
down to
steady state
from trauma.
Unmet demand = excess deaths
14. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
Steady State
Capability
Medical Capacity
Demand
“When Disaster Strikes”
IF local facilities and people are
intact THEN they can respond
Demand Driven
Demand
Local Surge
Disaste
r
Unmet Demands =
Excess Deaths
Increase due to lack of
food, clean water and
sanitation.
16. For Example- Chile
Preparation
Disaste
r
Chile as a country has been preparing for
such disasters since the last big
earthquake in the early 1960s.
I have been involved with them since
1995, bringing what the USA had learned
about disaster training and response.
The FACH ERSAM led the world in
disaster response capability since 1998!
They have deployed the ERSAM multiple
times over the past 12 years and saved
many lives!
They have also taught disaster response
courses to the region since 1996.
Time 2 8 16 24 32 40 48 56 64 72
I cannot imagine a better planned and
executed preparation phase anywhere
in the world!
17. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
NGO,
PVOs,
WHO, etc
Steady State
Capability
Medical Capacity
is gone!
Needs
Surge
Needs
Demand
20-
25%
“When Disaster Strikes”
Demand Driven
Demand
Regional
Response
International
Response
Preparation
19. If local facilities function
“When Disaster Strikes”
IF local facilities and people are
intact THEN they can respond
20. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
Steady State
Capability
Medical Capacity
Demand
“When Disaster Strikes”
IF local facilities and people are
intact THEN they can respond
Demand Driven
Demand
Local Surge can fill
to a certain degree!
Disaste
r
Unmet demand = excess deaths
21. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
Steady State
Capability
Medical Capacity
Demand
“When Disaster Strikes”
IF local facilities and people are
intact THEN they can respond
Demand Driven
Demand
Local Surge
Disaste
r
Unmet demand = excess deaths
Local Surge can fill to a
certain degree, but there
are limits!
22. Local Surge
1.Cancel elective surgery
2.Close all elective admissions
3.Call everyone in from home
4.Surge in place
If surge is only 20-25% of
normal demand, local
response can handle it
23. If local facilities destroyed
or damaged.
“When Disaster Strikes”
IF local facilities and people are not intact
THEN they cannot respond
24. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
Steady State
Capability
Medical Capacity
Demand
Demand Driven
Demand
Local Surge
Disaste
r
Excess deaths
down to steady
state from
trauma.
Unmet demand = excess deaths
“When Disaster Strikes”
IF local facilities and people are not intact
THEN they cannot respond
25. Now you have a two-fold
problem!
1. Must fill in for basic services
that have been lost.
2. Must meet all of the demand
equation OR have an excess
loss of life!
Disaster Equation
26. Now you have a two-fold
problem!
1. Must fill in for basic services
that have been lost.
2. Must meet all of the demand
equation OR have an excess
loss of life!
These are two very
different problems
to solve!
Disaster Equation
27. Time 2 8 16 24 32 40 48 56 64 72
in hours
Disaste
r
Local
Response
For Example- Chile
The Chilean
military
deployed
immediately to
the disaster
area to save
lives.
Regional
response came
to help quickly.
28. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
NGO,
PVOs,
WHO, etc
Steady State
Capability
Medical Capacity
is gone!
Needs
Surge
Needs
Demand
20-
25%
“When Disaster Strikes”
Demand Driven
Demand
Regional
Response
International
Response
Local
Response
29. COUNTRY FACILITY LOCATION
Chilean Army 25-bed medical facility with specialized services and hospitalization capacity. Talca
Chilean Army 25-bed medical facility with specialized services and hospitalization capacity. Curicó
Chilean Army 25-bed medical facility with specialized services and hospitalization capacity. Chillán
Chilean Army 25-bed military field hospital w/ med ward, laboratory, sterilization facilities. Talca
Chilean Army 25-bed military field hospital with hospitalization capacity. Constitución
Chilean Army Tent hospital with medical ward and hospitalization capacity. Curanilahue
“When Disaster Strikes”
30. Disaste
r
Basic Equation to Solve Disasters
Time 2 8 16 24 32 40 48 56 64 72
Regional
Response
1. Peru
40-bed facility with 2 medical wards, 4 ICU and
200 cots. Location: Penco
Lirquén
2. Cuba
Hospital facility with one surgical unit, ICU,
ultrasound, lab, med ward. Location:
Rancagua
3. Argentina
Medical facility and two medical wards
Location:
Parral, Cauquenes y Curicó
4. Spain
Hospital facility with one surgical unit,
medical ward. Location:
VIII Región
5. Brazil
400-bed hospital. Location:
Santiago
6. USA
10-bed med/surgical (EMEDS) field hospital.
Location: Angol
Regional
response was
rapid and had an
impact!
It was enough to
carry the load for
both immediate
trauma and re-
establishing the
basic healthcare
system.
31. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
NGO,
PVOs,
WHO, etc
Steady State
Capability
Medical Capacity
is gone!
Needs
Surge
Needs
Demand
20-
25%
“When Disaster Strikes”
Demand Driven
Demand
Regional
Response
International
Response
Regional
Response
I cannot imagine a better planned and
executed response phase anywhere in
the world!
33. Reconstitution
Disaste
r
For Example- Chile
This phase of the
response is to:
1.get out of
temporary, do not
meet standards for
daily healthcare,
2.and replace or repair
what has been
destroyed or
damaged.
3.This should occur
as quickly as
possible!
Time 2 8 16 24 32 40 48 56 64 72
34. Only then do you begin to address the
issues of reconstitution!
Modern construction methods can replace
damaged or destroyed medical facilities in
a short period of time!
“When Disaster Strikes”
37. Value equation
1.Cost- the same or less.
2.Quality- the same or better.
3.Time- is always shorter
because you are doing work in
two places, one of which is
unconstrained by weather!
Component Construction
38. • We have multiple
examples of
factory built
medical facilities
to share with you.
• We are talking
any type of
medical
construction
here- outpatient
or inpatient!
Component Construction
39. • We have multiple
examples of
factory built
medical facilities
to share with you.
• We are talking
any type of
medical
construction
here- outpatient
or inpatient!
Component Construction
40. Medical and Construction
Innovations
Three broad areas will be discussed:
1.Component construction
techniques- medical.
2.Mobile Medical Units.
3.Growing a Hospital concept.
41. • We have multiple
examples of factory
built medical
facilities to share
with you.
• Buck’s County, Pa.
was the first
component built
hospital. It is a
hybrid facility, part
site built and part
factory built.
Component Construction
42. Component Built Woman’s Health
Facility in Buck’s County, Pa.
This medical
facility was
completed in less
than one year! It
combines the
beauty of
traditional
architecture with
the functionality of
component
construction!
It is in Bensalem,
Buck’s County, Pa.
43. 90% in Factory
• Fully functional standard units constructed
in factories in USA.
• Inspected to meet all codes in the USA, then
split apart to ship.
• Quick connect fittings for electrical, medical
gases, computer connections and telephone
connections
• Standard fittings for water and sewer
• Erector set mentality to rejoin functional
units.
45. This is a 24 bed
ward that is
nearing
completion in
the factory in
the USA. It was
licensed and
certified as
meeting all
standards
before leaving
the factory!
Factory Site Construction
46. Components are
then split apart,
open areas covered,
and then loaded on
transporters for
movement to
permanent location.
Factory Site Construction
47. 10% On Site
• Site preparations, foundation of pier
and beam, and utilities.
• Erector set putting together the
functional standard units previously
split apart – numbered and sequence
for easy final construction
• These would be delivered in logical
sequence of construction to allow for
optimization of all utility interface
48. This is pier
and beam
construction
with piers
designed to
support the
component
weight.
On Site Building
49. This pier is
designed to
support its
corresponding
component, per
contract
specifications.
On Site Building
60. Component Built Woman’s Health
Facility in Buck’s County, Pa.
This medical
facility was
completed in less
than one year! It
combines the
beauty of
traditional
architecture with
the functionality of
component
construction!
It is in Bensalem,
Buck’s County, Pa.
61. You say, “Give me a break! That
looks exactly like any other
hospital construction!”
EXACTLY!
Component Built Woman’s Health
Facility in Buck’s County, Pa.
63. Component 50 Bed Hospital
Aspen Street Architects 21Jan10
These component architectural
plans are already completed!
This could be at a port in the
USA in three months!
64. Aspen Street Architects 21Jan10
Wings-16 rooms per wing,
two stories high= 126 single
rooms, 256 bed double
occupancy.
Core-4 OR, 16 bed ICU, 10
room ED, one trauma of 2
beds, 4 radiology suites,
two docking stations.
Component: 250 Bed Hospital
First Floor
65. Aspen Street Architects 21Jan10
Second
floor
patient
wings.
Second Floor
Component: 250 Bed Hospital
66. Value equation
1.Cost- the same or less.
2.Quality- the same or better.
3.Time- is always shorter
because you are doing work
in two places unconstrained
by weather!
Component Construction
67. Medical and Construction
Innovations
Three broad areas will be discussed:
1.Component construction
techniques.
2.Mobile Medical Units.
3.Growing a Hospital concept with
Portable Buildings.
68. Yahoo.com 10Dec07
Portable Buildings-Licensed
Medical Facility in USA
This portable
building is due
to be put in
use in
Michigan in
May 2008,
assembled on
top of a
traditional
hospital to
solve an acute
space problem.
It has been
fully certified
by the State for
hospital use.
78. Built platform from ED
to trucks and portable
building
Surgery unit Surgery unit ICU unit
Portable building
for Pharmacy
Galveston in Hurricane Ike
Sept 2008
79. Johnson Portables
This 24x32 ft
building of 768
sq ft was set
up in 1.5 days
in the parking
garage outside
the ED
entrance in
UTMB
Galveston to
function as
their pharmacy
after a
hurricane.
80. Johnson Portables
This 24x32 ft
building of 768
sq ft was set
up in 1.5 days
in the parking
garage outside
the ED
entrance in
UTMB
Galveston to
function as
their pharmacy
after a
hurricane.
81. Johnson Portables
This 24x32 ft
building of 768 sq ft
was set up in 1.5
days in the parking
garage outside the
ED entrance in
UTMB Galveston to
function as their
pharmacy. All
components are
steel or aluminum
and click together.
82. Johnson Portables
This 24x32 ft building
of 768 sq ft was set
up in 1.5 days in the
parking garage
outside the ED
entrance in UTMB
Galveston to function
as their pharmacy.
The only thing
temporary is the
foundation!
Note how easily it
copes with an uneven
surface!
83. Facility would cost from $110 to
$180 per square foot depending on
the amount of bathrooms, private,
semi-private, or ward style patient
care areas. Beaumont is all private
rooms with full bathrooms. Theirs is
closer to the $180/sf number.
Portable Buildings for
Medical Facilities
84. Hardsided Facility
Attach medical trailer so
that every facility
becomes the hospital that
is needed at the time-
configured daily!
Administration
CLINIC
Only requirement is to lay pad and connection for unit
Minimizes bricks
and mortar to
maximize flexibility
and save money
85. Johnson Portable Buildings
This building
was assembled
in 6 hours by
an
inexperienced
crew during
the hurricane
aftermath of
Katrina.
86. Mobile Surgical Unit Mobile Intensive Care Unit Mobile Diagnostic/Treatment Unit
Mobile Laboratory/Pharmacy Unit Mobile Laboratory/Pharmacy/
Patient Diagnostic Unit
Mobile Breast Care Unit
Mobile Medical Units
87. Mobile Women’s Diagnostic/
Treatment Unit
Mobile Cardiology Unit
Mobile CT Scan
Mobile Dental Unit
Mobile Dialysis Unit
Mobile Ophthalmology Unit
Mobile Medical Staff Unit
Mobile Personal Recovery Unit
Mobile Medical Units
88. Mobile Surgery Unit
•Operating room designed to U.S.
healthcare standards
•Pre-op / post-op recovery area
with capacity for two or three
patients (depending upon
configuration)
•Centralized nurses station
designed for easy visual and
electronic monitoring of all
systems
•Soiled utility room designed
separate from the “clean” area
•Clean utility room designed to
maintain proper sterilization of
instruments
•Integrated medical gases zoned
for activation with required shut-
off valves
In use around USA
89. Mobile Intensive Care Unit
•Standard configuration 6
beds
•Equipped with state of the
art medical equipment for
either triage and treatment
or intensive patient care
systems
•Can be utilized for
additional surge capacity
in large scale disasters
•Two utility rooms for
project specific needs; can
be readily equipped for a
variety of uses
91. Modular Hospital –
Small Clinic
Attach medical trailer so
that every facility
becomes the hospital that
is needed at the time-
configured daily!
Administration
CLINIC
Only requirement is to lay pad and connection for unit
Minimizes bricks
and mortar to
maximize flexibility
and save money
92. Modular Hospital –
Large Clinic
Minimizes
bricks
and
mortar to
maximize
flexibility
and save
money
95. 8.8 magnitude earthquake on 27 Feb 10
Death toll was 799
6 of Chile’s 13 regions were affected
Home to 80% of the population
Chile had 27,336 hospital beds (71% filled)
Area affected had 77% of the total hospital beds (20,950
of 27,336)
Hospital status in affected area:
4 severe, 6 minimal, 8 normal operation, 3 under evaluation
Chilean response: 6 field hospitals
Other assistance: Peru, Cuba, Argentina, Spain, Brazil,
USA
Earthquake In Chile
97. Angol’s 190-bed regional surgical/referral
hospital damaged beyond repair
Provided medical care over 63,000
80 inpatients, no deaths or serious injuries
Earthquake In Chile
98. Earthquake In Chile
Your earthquake
affected large areas of
your country!
Unfortunately, it was in
the most populated area
of the country!
Still have 11 field
hospitals running in
Chile, so reconstitution
is important!
99. For Example- Chile
Preparation
Time 2 8 16 24 32 40 48 56 64 72
in hours
Disaste
r
Chile as a country has been preparing for
such disasters since the last big
earthquake in the early 1960s.
I was involved with them since 1995,
bringing what the USA had learned about
disaster training and response.
Their ERSAM led the world in disaster
response capability since 1998!
They have deployed the ERSAM multiple
times over the past 12 years and saved
many lives!
They have also taught disaster response
courses to the region since 1996.
I cannot imagine a better planned and
executed preparation phase anywhere
in the world!
100. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
NGO,
PVOs,
WHO, etc
Steady State
Capability
Medical Capacity
is gone!
Needs
Surge
Needs
Demand
20-
25%
“When Disaster Strikes”
Demand Driven
Demand
Regional
Response
International
Response
Local
Response
Regional
Response
I cannot imagine a better planned and
executed response phase anywhere in
the world!
101. Reconstitution
Disaste
r
Time 2 8 16 24 32 40 48 56 64 72
in hours
For Example- Chile
This phase of the
response is to:
1.get out of
temporary, do not
meet standards for
daily healthcare,
2.and replace or repair
what has been
destroyed or
damaged.
3.This should occur
as quickly as
possible!
102. How do you get back to meets all standards healthcare and
not break the bank?
1.Go component now to replace what you have lost. This
could be up in 4-6 months.
2.Take down tent hospitals as soon as component facilities
are up and running.
3.Put up a more earthquake resistant multi-story
replacement facility over 18-24 months.
4.Once the earthquake resistant facility is up and running,
then take down the component facility.
5.Move the component facility to other locations in Chile,
use them daily, and you have a strategic reserve for future
events!
6.The components can be moved multiple times!
Earthquake In Chile
103. Reconstitution
Disaste
r
Time 2 8 16 24 32 40 48 56 64 72
in hours
For Example- Chile
This phase of the
response is to:
1.get out of
temporary, do not
meet standards for
daily healthcare,
2.and replace or repair
what has been
destroyed or
damaged.
3.This should occur
as quickly as
possible!
104. How do you get back to meets all standards healthcare and
not break the bank?
1.Go component now to replace what you have
lost. This could be up in 4-6 months.
2.Take down tent hospitals as soon as component facilities
are up and running.
3.Put up a more earthquake resistant multi-story
replacement facility over 18-24 months.
4.Once the earthquake resistant facility is up and running,
then take down the component facility.
5.Move the component facility to other locations in Chile,
use them daily, and you have a strategic reserve for future
events!
6.The components can be moved multiple times!
Earthquake In Chile
105. Aspen Street Architects 21Jan10
Wings-16 rooms per wing,
two stories high= 126 single
rooms, 256 bed double
occupancy.
Core-4 OR, 16 bed ICU, 10
room ED, one trauma of 2
beds, 4 radiology suites,
two docking stations.
First Floor
Component: 250 Bed Hospital
106. Aspen Street Architects 21Jan10
Second
floor
patient
wings.
Second Floor
Component: 250 Bed Hospital
107. How do you get back to meets all standards healthcare and
not break the bank?
1.Go component now to replace what you have lost. This
could be up in 4-6 months.
2.Take down tent hospitals as soon as component
facilities are up and running.
3.Put up a more earthquake resistant multi-story
replacement facility over 18-24 months.
4.Once the earthquake resistant facility is up and running,
then take down the component facility.
5.Move the component facility to other locations in Chile,
use them daily, and you have a strategic reserve for future
events!
6.The components can be moved multiple times!
Earthquake In Chile
108. Earthquake In Chile
The soft sided
shelter
system has
served well
for a short
period of time.
Then it is
time to fold it
up for future
use.
109. How do you get back to meets all standards healthcare and
not break the bank?
1.Go component now to replace what you have lost. This
could be up in 4-6 months.
2.Take down tent hospitals as soon as component facilities
are up and running.
3.Put up a more earthquake resistant multi-story
replacement facility over 18-24 months.
4.Once the earthquake resistant facility is up and running,
then take down the component facility.
5.Move the component facility to other locations in Chile,
use them daily, and you have a strategic reserve for future
events!
6.The components can be moved multiple times!
Earthquake In Chile
110. Earthquake Proof Hospitals!
The Time is Right!
Rees Brochure
USC University Hospital
Teaching Hospital
Los Angeles, California
1. Building Type
Healthcare
2. Size
350,000 square feet
3. Client
University of Southern
California University
Hospital
111. Earthquake Proof Hospitals!
The Time is Right!
Rees Brochure
Description
Failures are often more widely publicized than
successes. One exception is the USC Medical
Center Hospital designed by Rees Associates, Inc.
As the world’s first hospital designed and
constructed with base-isolation seismic
technology and the world’s first
“seismically isolated” hospital, the initial
construction costs were reduced and, the
repair costs typically caused by a 6.8
earthquake were virtually eliminated.
112. Earthquake Proof Hospitals!
The Time is Right!
Rees Brochure
REES’ unique success story has been widely
publicized. It is important to understand this
success story by investigating the different
behavior of two neighboring hospitals hit by the
Northridge, California earthquake of January
17, 1994, which measured a Moment Magnitude
(Mw) of 6.8 and damaged 31 Los Angles
hospitals, forcing 9 to fully or partially
evacuate. Content damage ran into billions of
dollars.
113. Earthquake Proof Hospitals!
The Time is Right!
Rees Brochure
Not only did the USC Medical Center hospital
suffer:
1.no structural damage,
2.but none of the equipment or key contents
were damaged in the earthquake,
3.and the facility remained in operation
throughout the crisis and beyond.
114. Earthquake Proof Hospitals!
The Time is Right!
Rees Brochure
The Los Angeles Hospital had been designed
and built according to:
1.traditional standards.
2.Damage to it was so severe it could not
continue to operate
3.and was eventually closed.
4.Another hospital, one kilometer away,
suffered $389 million in damage and had to
permanently close two wings.
115. Computational biology — Modeling of primary
blast effects on the central nervous system
NeuroImage 24Feb2009
An architecturally very
appealing building!
Beauty runs clear
through!
116. Earthquake Proof Hospitals!
The Time is Right!
Rees Brochure
The idea of seismic base-isolation is to
separate the structure from the shaking
earth. The 350,000 square foot, 283 bed
hospital rests on 68 lead-rubber isolators
and 81 elastomeric isolators which isolate
it from the full lateral force of an
earthquake. The foundation is a spread footing
and grade beams on rock.
117. Earthquake Building Protection
Base isolators in laboratory tests—(left) undeformed isolator, (right) deformed isolator with sizeable
horizontal displacement (see red arrow on right side of photo on right). Such displacement of
isolators prevents large displacements of floors of the building above.
118. Earthquake Proof Hospitals!
The Time is Right!
Rees Brochure
The USC Medical Center Hospital was instrumented by
the California Strong Motion Instrumentation Program
(CSMIP) soon after its completion, and digitized
acceleration, velocity, and displacement recordings
from the Northridge earthquake have been made
publically available.
The seismic performance of the REES designed
USC Medical Center Hospital are very encouraging
in that they represent the most severe test of an
isolated building to date.
119. Earthquake Proof Hospitals!
The Time is Right!
Rees Brochure
With this technology, USC Medical Center
Hospital is expected to:
1.withstand an earthquake of up to 8.2 on
the Richter scale,
2.while decreasing the amount of steel
needed to stabilize the structure.
3.By decreasing the amount of steel needed,
construction costs were substantially
reduced.
120. Earthquake Proof Hospitals!
The Time is Right!
Rees Brochure
With seven above-grade
and one below-grade
floor, USC Medical
Center Hospital is a full
service acute care
teaching hospital and
includes nuclear
medicine, research
laboratories, a 30 bed
psychiatric unit and
many other research
and treatment facilities.
121. How do you get back to meets all standards healthcare and
not break the bank?
1.Go component now to replace what you have lost. This
could be up in 4-6 months.
2.Take down tent hospitals as soon as component facilities
are up and running.
3.Put up a more earthquake resistant multi-story
replacement facility over 18-24 months.
4.Once the earthquake resistant facility is up and
running, then take down the component facility.
5.Move the component facility to other locations in Chile,
use them daily, and you have a strategic reserve for future
events!
6.The components can be moved multiple times!
Earthquake In Chile
122. They can be taken down as
easily as they were set up!
Taking a
component
building
down is as
easy as it
was to put
it up!
December 20, 2008
123. How do you get back to meets all standards healthcare and
not break the bank?
1.Go component now to replace what you have lost. This
could be up in 4-6 months.
2.Take down tent hospitals as soon as component facilities
are up and running.
3.Put up a more earthquake resistant multi-story
replacement facility over 18-24 months.
4.Once the earthquake resistant facility is up and running,
then take down the component facility.
5.Move the component facility to other locations in
Chile, use them daily, and you have a strategic
reserve for future events!
6.The components can be moved multiple times!
Earthquake In Chile
124. CapacityofMedicalCare
Time 2 8 16 24 32 40 48 56 64 72
NGO,
PVOs,
WHO, etc
Steady State
Capability
Medical Capacity
is gone!
Needs
Surge
Needs
Demand
20-
25%
Demand Driven
Demand
Regional
Response
International
Response
“When Disaster Strikes”
Only then do you begin to execute
the issues of reconstitution!
You should already have a long
term game plan in place!
125. Production – total of 3 hospitals in 6 ½ months
1 Component
Hospital
Built in 3
months
Full Production
each
component
hospital built in
6 weeks after
learning curve
2nd Component
Hospital
Built in 2 months
after
learning curve
Hospital Production (learning curve)
(single production facility)
126. 5 Component
Hospital
Built in 3
months
Full Production
each
component
hospital built in
6 weeks after
learning curve
5 Component
Hospitals
Built in 2
months after
learning curve
Hospital Production
(five production facilities)
Production – total of 15 hospitals in 6 ½ months
If 5 production facilities producing 1
hospital every 6 weeks then 25
additional hospitals could be ready for
delivery in approximately 8 months.
We could receive 50 hospitals ready for
set up in approximately 15 months.
128. How do you get back to meets all standards healthcare and
not break the bank?
1.Go component now to replace what you have lost. This
could be up in 4-6 months.
2.Take down tent hospitals as soon as component facilities
are up and running.
3.Put up a more earthquake resistant multi-story
replacement facility over 18-24 months.
4.Once the earthquake resistant facility is up and running,
then take down the component facility.
5.Move the component facility to other locations in Chile,
use them daily, and you have a strategic reserve for future
events!
6.The components can be moved multiple times!
Earthquake In Chile
132. Recommendations for
Post Disaster Recovery
1. Preparation is critical to success.
2. Response must be properly planned and practiced.
3. Reconstitution must start very quickly:
a. Soft sided shelters right now are the only “hours”
response.
b. Component construction can provide a meets all
standards healthcare facility in months, not years. This
step gets you out of tents, back to “meets standards”.
c. Long term earthquake resistant multi-story buildings can
then be constructed, using existing models, in 18-24
months if needed for the long term.
d. Once the multi-story is complete, you can dismantle the
component construction, put it in other areas of the country
that are under-served, use it daily, and then you have a
strategic reserve if another disaster occurs.
133. Questions?
Dr Paul K. Carlton, Jr.
Lt Gen, USAF, Ret
Director, Office of Innovations and Preparedness
The Texas A&M University System Health Science Center