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Role of the pulmonary provider in a terrorist attack: resources and command and control issues.

Hospital-based pulmonologists, intensivists, respiratory therapists, and others are trained in the triage of limited ICU assets and function well in the chaos this environment often entails. Additionally, many intensivists and other providers often participate in hospital disaster planning and drills. Their education, training, and utility outside this setting are often limited,however. Managing the turbulence surrounding a disaster outside an ICU requires special training and skills to optimize safety, security, and effectiveness of the response effort. Failure to orchestrate the many parties that arrive at the scene risks having various types of providers independently seeking to do good but failing to cooperate or share limited resources of people and equipment. The result may be endangerment of personnel and the in-completion of critical tasks. Health care providers who normally work in a health care facility must participate in disaster planning activities to prepare themselves and the irinstitutions better for disasters that may occur. Critical to that preparation is an understanding of the organizational framework of disaster management, both inside and outside the hospital. This preparation ensures safety if the individual leaves the hospital to support the disaster scene (an action that is not recommended, as discussed previously) and quality care. Understanding whom to ask for resources and the constraints surrounding multidisciplinary disaster response can only improve the care ultimately provided at the bedside.

Bioterrorism↗

Implementation of state assistance program for training and education in emergency management--Federal Emergency Management Agency. Final rule.

This rule sets forth a description of the FEMA training and education assistance program to the States. The program functions through State Cooperative Agreements and is designed to further comprehensive emergency management training including emergency preparedness planning, hazard mitigation, and disaster response and recovery. In response to State and local expressed needs, FEMA was formed to coordinate and manage all disaster planning and response in one Agency. The combined training responsibilities of predecessor agencies are now being administered by the Training and Education Office of FEMA using the State Cooperative Agreements and Regional Support Contracts as the vehicle to meet individual State training needs. This rule defines the objectives and elements of the program, the funding approach, and the State application/proposal.

Disaster Planning↗

Practical suggestions for helping emergency nurses handle mass casualties.

Disaster plans need practical approaches to ensure that all staff function well. This article describes how a disaster plan was customized within a department. Decision trees have been created for each staff position (manager, supervisor, resource nurse, staff nurse) as well as for key processes (triage and supplies). Simplicity is the key because it decreases confusion before and during the disaster. These templates and processes can be easily understood and applied in any ED or setting.

Adult↗

Counting crises: US hospital evacuations, 1971-1999.

OBJECTIVES: To investigate the relative distribution of hazards causing hospital evacuations, thereby to provide rudimentary risk information for hospital disaster planning. METHODS: Cases of hospital evacuations were retrieved from newspaper and publication databases and classified according to hazard type, proximate and original cause, duration, and casualties. Both partial and full evacuations were included. The total number of evacuation incidents for all hazards were compared to the total number of hospital incidents for the one hazard, fire, for which national data is available. RESULTS: There were 275 reported evacuation incidents from 1971-1999, with an annual average of 21 in the 1990s, the period for which databases were more reliable. The most, 33, were recorded in 1994, the year of the Northridge Earthquake. Of all incidents, 63 (23%) were attributable primarily to internal fire, followed by internal hazardous materials (HazMat) events (18%), hurricane (14%), human threat (13%), earthquake (9%), external fire (6%), flood (6%), utility failure (5%), and external HazMat (4%). CONCLUSIONS: More than 50% of the hospital evacuations occurred because of hazards originating in the hospital facility itself or from human intruders. While natural disasters were not the preponderant causes of evacuations, they caused severe problems when multiple hospitals in the same urban area were incapacitated simultaneously. Clearly, as hospitals are vulnerable to many hazards, mitigation investments should be assessed not in terms of single-hazard risk-cost-benefit analysis, but in terms of capacity to mitigate multiple hazards. In view of the many qualifications and limitations of the dataset used here, but value of such data for disaster planning, hospitals should be asked to submit standardized incident reports to permit national data gathering on major disruptions.

Databases as Topic↗

How does casualty load affect trauma care in urban bombing incidents? A quantitative analysis.

BACKGROUND: The aim of this modeling study was to examine how casualty load affects the level of trauma care in multiple casualty incidents and to define the surge capacity of the hospital trauma assets. METHODS: The disaster plan of a U.S. Level I trauma center was translated into a computer model and challenged with simulated casualties based on 223 patients from 22 bombing incidents treated at an Israeli hospital. The model assigns providers and facilities to casualties and computes the level of care for each critical casualty from six variables that reflect the composition of the trauma team and access to facilities. RESULTS: The model predicts a sigmoid-shaped relationship between casualty load and the level of care, with the upper flat portion of the curve corresponding to the surge capacity of the trauma assets of the hospital. This capacity is 4.6 critical patients per hour using immediately available assets. A fully deployed disaster plan shifts the curve to the right, increasing the surge capacity to 7.1. Overtriage rates of 50% and 75% shift the curve to the left, decreasing the surge capacity to 3.8 and 2.7, respectively. CONCLUSION: This model defines the quantitative relationship between an increasing casualty load and gradual degradation of the level of trauma care in multiple casualty incidents, and defines the surge capacity of the hospital trauma assets as a rate of casualty arrival rather than a number of beds. The study demonstrates the value of dynamic computer modeling as an important tool in disaster planning.

Blast Injuries↗

Ready or not, disasters happen.

The New York State Nurses Association was--as was the entire country--plunged into disaster response mode by 9:30 am on the morning of Tuesday, September 11, 2001. Although the association had engaged in limited disaster planning prior to this event, that planning was in terms of an internal disaster such as a fire in our headquarters building. There was no plan for responding to a community catastrophe of the magnitude being experienced. The association faced unique challenges--including the fact that our New York City offices are located near ground zero--but was fortunate in having expert resource persons on staff and available to organize a response. Since September, the association has applied the lessons learned from this experience and developed a comprehensive disaster plan for the future. The purpose of this article is to share those lessons learned with the community of nursing associations in the hope that others can use the information to build effective disaster plans of their own.

American Nurses' Association↗

Disaster preparedness in Virginia Hospital Center-Arlington after Sept 11, 2001.

True disaster readiness and preparedness are not really measured until put to the test of a real disaster. The attacks of Sept 11, 2001, put 1 community hospital and its disaster plan to the ultimate test. The process the hospital used to review, evaluate, and change its former disaster plan and then implement a new plan on the basis of the response to Sept 11 terrorists attacks is described. Specific challenges faced by this community hospital, the importance of participation in a regional response effort, and how the hospital has readied itself in a new threat environment are addressed. Disasters affect hospitals of all sizes and geographic locations. Health care facilities need a strong framework with which to function independently, if only for a short time, until additional resources can be implemented.

Aircraft↗

'Dirty bomb' threat puts spotlight on unprepared EDs: do you have a plan?

Almost half of hospitals lack a plan for nuclear terrorism; however, disaster management experts say it's not difficult to add this to an existing disaster plan. Screen all incoming patients for radiation if a disaster involves the use of explosives. Provide staff with training in radiologic monitoring. Use a dirty bomb scenario for your next disaster drill.

Decontamination↗

A terrorism response plan for hospital security and safety officers.

Security and Safety managers in today's healthcare facilities need to factor terrorism response into their emergency management plans, separate from the customary disaster plans and the comparatively recent security plans. Terrorism incidents will likely be security occurrences that use a weapon of mass destruction to magnify the incidents into disasters. Facility Y2K Plans can provide an excellent framework for the detailed contingency planning needed for terrorism response by healthcare facilities. Tabbed binder notebooks, with bulleted procedures and contact points for each functional section, can provide security and safety officers with at-a-glance instructions for quick 24/7 implementation. Each functional section should focus upon what activities or severity levels trigger activation of the backup processes. Network with your countywide, regional, and/or state organizations to learn what your peers are doing. Comprehensively inventory your state, local, and commercial resources so that you have alternate providers readily available 24/7 to assist your facility upon disasters.

Disaster Planning↗

The experience at St. Vincent's Hospital, Manhattan, on September 11, 2001: preparedness, response, and lessons learned.

St. Vincent's Hospital in New York City was the primary recipient of patients after the 1993 bombing of the World Trade Center. This experience prompted the drafting of a formal disaster plan, which was implemented during the terrorist attack on the World Trade Center on September 11, 2001. Here, we outline the Emergency Management External Disaster Plan of St. Vincent's Hospital and discuss the time course of presentation and medical characteristics of the critically injured patients on that day. We describe how the critical care service adapted to the specific challenges presented and the lessons that we learned. We hope to provide other critical care systems with a framework for response to such large-scale disasters.

Adult↗

Bushfires, 2003. A rural GP's perspective.

BACKGROUND: Extensive bushfires in January and February of 2003 had a major impact on many communities in northeast Victoria, East Gippsland, southern New South Wales and Canberra. These fires eventually engulfed an area roughly equivalent to the entire area of Germany. OBJECTIVE: This article describes the impact of the fires and the role of the general practitioner in the emergency response, and presents recommendations for the role of general practice in future disaster planning. DISCUSSION: General practitioners have critical roles in the provision of round the clock general medical services to their communities in times of bushfire or natural disaster. They also act as gatekeepers to mental health services, psychiatric referral and counselling alongside other community based programs. Divisions of general practice have a pivotal role to play in disaster plans, particularly in coordinating the maintenance of ongoing medical services, facilitating communication between GPs and essential services, and integrating general practice into postdisaster recovery.

Australia↗

System issues for psychiatrists responding to disasters.

Psychiatric response to disasters over the last 50 years has been sporadic and inconsistent. Psychiatrists have advocated for a place in the disaster response system, and at times they have demonstrated the unique contribution they can add to disaster preparedness and response. Still, it is likely that psychiatrists are overlooked in disaster planning and response. A psychiatrist's ability to respond to disasters requires a knowledge base in the operations of the emergency management system, the responsibilities of the public health system, and the role of voluntary agencies in disaster response. This article provides the foundation for the elements involved in US disaster response and highlights the key organizations, agencies, and disaster response systems to outline the framework in which psychiatrists may bring their professional skills to the people who need them most.

Disaster Planning↗

Telecommunications systems in support of disaster medicine: applications of basic information pathways.

Disaster events have always been a fact of life. Success or failure of a disaster response is often determined by timely access to communication and reliable information. The rapid progress and future course in telecommunications indicate that lack of communications need no longer be the paralyzing factor in a disaster scenario. This is especially important for medical response where time is of essence to save lives. This article explores various telecommunications tools that can enhance medical response in a disaster and includes those associated with telemedicine (providing medical care from a distance through telecommunications). Disaster telemedicine systems need not be special or sophisticated-the challenge is to match the right systems with a given disaster plan or scenario. A brief history of telemedicine use for disaster relief and humanitarian assistance is presented together with a discussion of advantages, disadvantages, and near-future potential of telecommunication systems to gain a better perspective of which tools might best fit disaster medicine needs today and into the new millennium.

Disaster Planning↗