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The HICS workshop has sold out. CHA proposes to offer the HICS workshop throughout the state in 2011.
This intensive workshop provides an in-depth look into the connection of the Command Positions and each section of the Hospital Incident Command System (Operations, Logistics, Planning and Finance). This advanced workshop is for individuals who have strong knowledge of HICS and are most likely to be assigned a role in their Hospital Command Center. Earthquake Science and Resiliency Lucile Jones, PhD, Chief Scientist, Multi-Hazards Project, United States Geological SurveyRenowned seismologist and researcher Dr. Essentials of an Emergency Management Program Loni Howard, Hospital Preparedness Coordinator, California Hospital AssociationDesigned for those new to emergency preparedness, this session provides a “how to” approach on effective documentation of your Emergency Management Program.
Staff resilience is key to the overall success and sustainability in any disaster response and recovery.
Crucial Conversations: Crisis Standards of Care Dee Grimm, RN, JD, CEO, Emergency Management ProfessionalsDisasters require a critical shift in thinking when it comes to patient care. In the event of a community bombing or IED, any hospital could be faced with a trauma surge. We know that a hospital’s ability to respond and act in a disaster relies on its staff’s planning and preparedness at home.
Exercise Development and Evaluation Mary Massey, Hospital Preparedness Coordinator, California Hospital AssociationThis session provides a framework that can be used for hospital exercise planning and evaluation that includes The Joint Commission focus areas and integration of HSEEP models. Exhibit Show ReceptionMingle with colleagues, enjoy hors d’oeuvres, and learn about useful products and services that can help you with disaster preparedness and response. Shannon McDougall, Telecom & Interpreter Services Manager, Emergency Management Coordinator, St.
During a pandemic or bioterrorism event, emergency departments may be overwhelmed by an increase in patient visits and will foster an environment in which cross-infection can occur. Hospitals may use federal Hospital Preparedness Program (HPP) grant monies to help cover tuition and travel costs. Tuition includes continental breakfasts, lunches, education sessions, exhibit show and reception, program CD, and CEUs.
Cancellation PolicyA $75 non-refundable processing fee will be retained for each cancellation received in writing by August 27. A confirmation will be e-mailed to all registrants; directions and parking information will be included. CEUs will be offered and attendees must sign in at each session at the conference and include their state bar or professional license number, if required. Compliance—This program has been approved for up to 19.5 Compliance Certification Board (CCB) Continuing Education Units in Compliance Training and Education, and Auditing and Monitoring for Compliance. Risk Management—This meeting has been approved for up to 16.25 contact hours of Continuing Education Credit toward fulfillment of the requirements of the American Society for Healthcare Risk Management (ASHRM) designations of FASHRM (Fellow) and DFASHRM (Distinguished Fellow) and towards CPHRM renewal. Poster displays will be showcased in the exhibit hall and representatives from the hospitals will be on hand to discuss their best practice with attendees.
This program was developed with the advice and input from the conference committee members who gave generously of their time. The Sheraton Grand Hotel has rooms available at the rate of $167 for all nights during the conference. The Sheraton is conveniently located across the street from the Sacramento Convention Center.
Sheraton Grand DirectionsNOTE: Hospitals may use federal Hospital Preparedness Program (HPP) grant monies to help pay for travel costs. The conference and the exhibit show will be held at the Sacramento Convention Center,  located just across the street from the Hyatt Regency. On behalf of the California Hospital Association, we would like to thank our corporate sponsors for their support of the 2010 Disaster Planning for California Hospitals Conference. Sponsor our conferenceSponsorship opportunities are available with additional benefits including free booth space at the exhibit show, conference registrations, free color advertising in the conference program, plenty of face time with the attendees and much more. Showcase your product or service directly to hospitals by participating in the exhibit show. A recent full-scale earthquake exercise highlighted the need for this West Coast university to update its emergency operations center.
The campus had also developed the third generation of its Disaster Initial Response (DIRT) Plan, used to manage a large-scale earthquake disaster on the UCLA campus.
Participants in the exercise represented key officials and staff assigned to the campus EOC, the public information unit and the emergency management policy group (EMPG). A new exercise design team created the most realistic exercise experience ever conducted and planned to date for UCLA. With more than 30 years experience, David is a Certified Emergency Manager (CEM) currently administering the emergency management program at Santa Clara University in the heart of the San Francisco Bay Area's Silicon Valley. David is a subject matter expert in mass casualty incident management, emergency notification systems, comprehensive plan development, emergency organization, EOC design and operations, crisis communications, threat and vulnerability assessment, disaster recovery, grant administration and auditing.
Note: The views expressed by guest bloggers and contributors are those of the authors and do not necessarily represent the views of, and should not be attributed to, Campus Safety magazine. If you're responsible for protecting a campus — whether at a hospital, K-12 school, college or university — then Campus Safety magazine is a must-read, and it's free! Take advantage of a free subscription to Campus Safety today, and add its practical insights, product updates and know-how to your toolkit. The earthquake tested Peru’s health system, both at the central level and in the most seriously impacted regions and provinces. Myths about the after-effects of disasters flourish, despite the lessons of previous disasters. One of the most important lessons from this disaster is the need to reinforce disaster preparedness in the health sector, at the central level as well as in provinces and municipalities.
Area III, with the highest seismic activity, is the coastal zone indicated that includes cities with a high population density.
As a result of this event, strict building codes were introduced and have proved their worth in later earthquakes in the same area, such as the 1960 earthquake with a magnitude of 7.0. Information from such theoretical exercises should be incorporated into regional maps of risk, indicating strengths and weaknesses.
In 1985, an earthquake hit the ports of San Antonio and Valparaiso, as well as the cities of Santiago, Talca and ConcepciA?n. The magnitude of earthquakes, the financial limits of the health sector and the vulnerability of hospital structures have led to the development of preventive strategies defined to protect hospitals and their equipment in case of disasters. With the premise that proper construction and organization of hospitals can produce a high degree of protection, the Health Ministry of Chile and the Civil Engineering Department of the University of Chile, with the support of PAHO and ECHO-3, have started a project to develop a health care system with controlled risks. The Interior Affairs Ministry is the main support and the home for the civil defence system and responsibility for it falls on the Minister of Interior Affairs. Local coordination and planning are the responsibility of community emergency committees on which are represented all groups likely to be involved.
The Health Ministry's tasks within the national emergency plan must be applied throughout the system down to the primary care level.
This plan incorporates the different tasks that must be carried out in this domain by the regional health authorities and health services and by the primary care services.
Plan development at this level is considered very important because of the need to advise regional mayors in health matters and to coordinate the tasks and resources of local health services and primary health care activities. This plan should coordinate all health establishments that are under the responsibility of the regional health service and other organizations such as the Red Cross and the police. The hospital is the most important establishment when it comes to preparation for disaster. In regions with more than one hospital, it is necessary to define a process of triage of victims to the different health facilities. Create or purchase an emergency roadside kit to be prepared for any unforeseen circumstances you may face while driving. The most important items in your kit for accidents and breakdowns include a car battery charger, jacks, tire irons and a spare tire.
Create seasonal kits, including items like warm blankets for the winter and extra outerwear to stay dry during spring rain in case your windows are broken or damaged. Add sustainable food items and fresh water to any kit, no matter what circumstances you are preparing to face.
Jones will use science-based information to tell the story of what hospitals can expect in the first few minutes of a major earthquake to the subsequent hours, days, weeks and even months.
Pou shares her experience during Hurricane Katrina when she and her colleagues cared for patients under horrific conditions and the medical and ethical challenges they faced. Through the use of a pre-identified scenario and the guidance of the HICS tools, participants will explore strategies and tactics for improved incident management. Participants should have an in-depth understanding of the HICS command structure, forms and section functions.
Dave Lipin, Commander, DMAT CA-6There is much to be learned from the 2010 Haiti earthquake.
Identifying and correcting gaps are the only way to push your preparedness to the next level.
Learn what needs to be documented for mitigation, preparedness, response and recovery activities.


Share ideas with colleagues and learn practical considerations for implementing a total staff resilience plan before, during and after a disaster.
Hospitals and health care providers will be challenged to make difficult decisions that will ultimately determine who might live and who might die. In a disaster, hospitals may need to request additional resources from local, regional and state entities. Learn ways to motivate, educate and evaluate your staff’s personal preparedness so that they will be able work during a disaster.
Disgruntled employees, mentally ill patients, grieving family members and criminals looking for access to drugs are all potential Code Silver threats.
Put simply, California does not have enough pediatric beds to support a mass pediatric surge.
Hear lessons learned and the decision points encountered by two Southern California hospitals during the 2008 wildfires as they faced challenges in both evacuation and sheltering in place. Rapid, safe and effective triage, medical screening and treatment are key to a successful response.
Check with your HPP grant administrator (either the local health department or Emergency Medical Services agency) for details. Due to the interactive nature of this course, the workshop was limited to the first 150 registrants.
Onsite registrations and any unpaid registrations as of the date of the meeting will be charged an additional 10% fee. Granting of prior approval in no way constitutes endorsement by CCB of the program content or the program sponsor. The displays were conceived as a way for members to share innovative ideas and model programs that can be replicated by other hospitals.
Located in the heart of downtown Sacramento and directly across the street from the State Capitol, the Hyatt is close to numerous dining options, shopping and parks. For reservations, call (800) 325-3535 and mention the “CHA Disaster Planning Conference.” The deadline for discounted sleeping rooms is September 9. The California Department of Public Health Emergency Preparedness Office will allow reimbursement for lodging at the conference at actual cost, not to exceed the rate of $167 per night. 17, 1994, the University of California, Los Angeles (UCLA) established an emergency operations center (EOC) in the campus facilities management building. DIRT directed about 150 facilities staff to pre-designated assignments and rapid assessment of the campus following an earthquake.
Over the next 90 days, a formal after-action report (AAR) was developed, focusing on situational awareness, communication, EOC coordination and corrective actions. David managed the UCLA Office of Emergency Management for seven years and pioneered the development of the campus' award-winning "BruinAlert" system. As the only publication devoted to those public safety, security and emergency management personnel, issues cover all aspects of safety measures, including access control, video surveillance, mass notification, and security staff practices. Fourteen facilities, including three hospitals, were destroyed and 112 health facilities were damaged. Health personnel, along with local and national authorities, worked hard to assist the victims, with the support of international agencies. Health services, schools, and water and sanitation services should be rebuilt to safer standards. It has a continental surface of 756 000 km2, not including an Antarctic Territory, and is 4200 km long. The density is 150 inhabitants per hectare in Santiago and 40-60 inhabitants per hectare in other cities of this area which have frequently been seriously affected by earthquakes and tsunamis. In later earthquakes, however, some reinforced concrete buildings were partially affected because of poor construction quality.
Therefore there must be prior training by working in a mock emergency situation which includes the structural, organizational and social vulnerabilities. These should incorporate the environmental health risk, technological risks, natural risks, epidemiological indicators of chronic and acute pathologies, biodemographic structure of the population, and regional industry since all of these may affect the capacity to maintain a continuous response to population needs. We are concerned not just with protecting the buildings and the people in them but with ensuring that the hospital can continue to function when a disaster occurs.
Emergency education and treatment centres at primary level can help reduce much of the demand on higher levels of emergency care and are a significant help in disaster situations.
It involves civil administration, state resources, legislation, nongovernmental organizations, the scientific community and organized groups of the population. The system relies on a technical organism, the National Emergency Bureau (ONEMI), which by law is appointed "to plan, coordinate and execute the activities destined to prevent or to solve problems derived from earthquakes or disasters".
It must make adequate preparation to assist the victims of a disaster, it has to give medical assistance to the injured, it provides regular care to the non-affected population, and it has to make sure that the environment does not have a negative effect on people's health after the disaster has occurred. This plan has the capacity to mobilize regional resources to reduce the vulnerability of hospitals. In the preparation of an emergency plan, special importance is given to developing a map of risks and resources.
The objective of the hospital is to assist the victims of the disaster while continuing to care for patients hospitalized before the disaster occurred. For this purpose, two models of pre-hospital emergency care have been developed, one for the metropolitan and fifth-region area, essentially relying on ambulances to transport victims to hospitals and another one for the rest of the country using primary care emergency centres. This task requires intersectoral orientation, adequate technical resources, reliable sources of information and modem informatics approaches. Whether you frequently take long road trips or you mostly stick to local routes, you need an emergency kit to stay safe in case of an accident or breakdown, at least until help arrives. Add roadside flares to warn passing motorists of your presence, especially at night when the darkness adds another element of danger. Include bandages, alcohol swabs to cleanse wounds, and over-the-counter pain medication for both adults and children. Fill a backpack that you can grab instantly to bring with you into low-lying ditches during a tornado or to seek shelter during a hailstorm.
Check your supplies often to ensure that nothing is expired, and that there are enough portions to feed you and any passengers. She’ll help us explore what we can and can’t prepare for, what we haven’t even thought about, and what can make us more resilient. Learn how to gather and share information for successful integration into the Incident Action Plan. Gain an on-the-ground perspective of the devastation and aftermath as experienced by the DMAT CA-6.
Find out why Kaiser Permanente decided to conduct its own internal preparedness audit and learn how they turned the data into action and support from the top down and across all levels of the organization. Learn ways to utilize the CHA Emergency Management Program Checklist to organize and write your Emergency Operations Plan and Emergency Management Program description. Also hear about LA County’s innovative approach to creating the first county-wide disaster mental health triage and incident management system for victims, patients and staff.
It is imperative that hospitals engage in these difficult discussions before disaster strikes. Learn what to expect upon arrival of your first patients and how to train staff, physicians and nurses for this type of response. These events, typically only a few minutes in duration, often have a lasting impact on everyone involved. Learn what went wrong, what went right, and how each facility managed to survive as the flames roared just outside their doors. Yet, too often physicians are missing from the table and do not understand the disaster plan or even their role. Learn how “drive-thru” medical care, using the patients’ own vehicle as a self-contained isolation waiting and exam room mitigates the spread of infectious diseases while facilitating rapid, effective and less expensive triage, medical screening and treatment. By recognizing and highlighting the excellent work and unique contributions of our members, we celebrate our successes and support our ability to learn from each other. Quake 2010 was designed to establish a learning environment for players to exercise emergency response plans, policies and procedures as they pertain to response, coordination and recovery to a significant earthquake.
The plan was exercised in December 2009, and the 2010 EOC exercise would simulate a major quake about eight hours after the event; a very busy period. David championed development of emergency plans, policies and procedures in the aftermath of Virginia Tech in 2007 and consults higher education institutions on emergency management issues. There was damage in more than 20 provinces in southern Peru, especially the regions of Ica, Lima, and Huancavelica. In Pisco, a city of more than 100,000 people, both public hospitals and the majority of health centers were destroyed, leaving 95% of the existing hospital beds out of service. While most public attention focused on damage in urban centers, a large number of rural communities were badly hit.
Chile is one of the countries situated on the Pacific ring of fire and is therefore frequently affected by high intensity earthquakes of up to VII on the Mercali scale. Experience shows the value of the primary health care approach in communities, as well as in the interaction between public and private institutions. One of the elements of the civil defence system is the national emergency plan in which all ministries and state organisms have a role.


The participation of the armed forces, police, public works departments, civil defence, Red Cross, fire department, community organizations and businesses is fundamental to these committees so that risks, vulnerabilities, resources, inventories and coordinated responses can all be evaluated. The role of the Public Health Ministry in relation to the national emergency plan is elaborated in Fig. The hospital emergency plan is the responsibility of the local emergency committee which works with the local emergency service. With professional resources it provides help to trauma victims, and reduces excessive demand at referral hospitals. Also, ensure you have adequate supplies for injuries or illnesses, in case it takes a while for medical personal to arrive or for you to get to a hospital. Look into car battery chargers that allow you to safely stay in your vehicle, such as one that plugs into the car lighter.
Put in medical gloves to prevent the spreading of germs, tweezers for splinters and antibacterial ointment to help prevent infection. Have items in your kit to keep you comfortable in your vehicle during snowstorms or blizzards, since leaving to seek help would be too dangerous. Things like granola bars, trail mix, crackers and other items that won’t spoil easily are best. Join your California colleagues at the largest gathering of hospital responders—where preparedness and action meet. Pou’s experience demonstrates the need to create crisis care guidelines—the tough issues no one wants to talk about.
Course materials and tools will be available for participants to take back to their facilities and replicate the training. With 222,570 dead and 300,000 injured, response teams faced unprecedented challenges of providing medical care in a highly austere environment. Walk away with a roadmap for conducting a similar survey and sample tools that can be adapted for your own facility. Learn how it can be the cornerstone to enhancing your staff resiliency, and have the opportunity to provide feedback on how to revise it for your setting and locale. Key take-aways include discussion tools to use at your facility and suggestions on who to involve. Participants will be guided through a blast scenario and identify key planning considerations.
Roundtable discussions will further your ideas and key take-aways include templates and model plans to implement at your facility. Hear from law enforcement and hospital personnel who have dealt with real-life experiences and learn how to build a policy that promotes heightened awareness and situational response from frontline staff. If our children’s hospitals become pushed to capacity, other hospitals must be ready to help. Staffing structures, funding and lack of administrative support also pose challenges to obtaining their involvement. Stanford University Medical Center will share their comprehensive and novel plan that just may change how we all do business. The UCLA EOC facility had experienced some minor renovations in 2008 (new white boards, two television display monitors, and increased cabinetry to improve storage and readiness).
The National Civil Defense Institute (INDECI) reported that the death toll was 519; there were 1,211 people injured, and more than 300,000 affected. Two months after the earthquake, health service was being provided from tents or temporary facilities, while the population waited for permanent reconstruction of the health service network. Thousands of families moved immediately to improvised shelters in vacant lots near their homes, without water or public services.
The epidemiologic surveillance network worked properly, and there were no records of important outbreaks. From 1570 until today, more than 100 earthquakes of this severity have shaken the country, and in the last century alone more than 75 important earthquakes have happened.
These differences are explained by the displacement of the Nazca plate under the continent. To do this, we have considered various emergency scenarios involving people, hospital installations, public and private institutions, houses and industrial buildings. The civil defence system is based on the two fundamental principles of self-help and use of resources in phases.
At community level, social problems that result from disasters are often best taken care of within the context of primary health care.
Create an emergency roadside kit to wait out any natural disasters you may come across on your travels, especially if you spend a lot of time travelling in remote areas. Make sure to include extra cellphone batteries in the kit, as well, to ensure you have a safe way to call for help in rural areas.
Have an emergency roadside kit ready for any trip, whether it is short or long, so you can jump in your vehicle and enjoy the ride without worrying about being completely prepared for the worst.
Hear how she championed precedent-setting legislation that has now become law in Louisiana.
Hear about safety and security issues, the impact on the mental health of those deployed, and the difficult crisis care decisions that had to be made.
Learn about the many available practical tools, resources and innovative approaches to pediatric surge planning.
Hear how she championed precedent-setting legislation that has now become law in Louisiana. This session offers perspectives from various levels on how to facilitate physician involvement and make them an integral part of the disaster planning process.
This took a good amount of time (up to an hour) to configure, revise and document in each department facility. Dedicated EOC space is too valuable a commodity to be committed full-time to something that is rarely used (emergency operations), and where demand is high for staffing or storage. The disaster, not only in terms of physical damage to facilities, but the social impact on thousands of people who have had to be treated in unsafe conditions, will be felt for months to come. In the first two weeks of the emergency, 92 shelters were established, housing approximately 33,000 persons. Even with the high number of local health workers who were directly affected by the earthquake, basic health care services were provided by professionals from other provinces and from other countries.
The earthquake in Peru showed once again that even though the cameras and broadcasters are gone from a disaster site, conditions are far from normal.
The area with the lowest seismic activity is known as Area I and comprises the Andes Region.
The most severe earthquake was registered in Chillan City in 1939 (magnitude 9.0 on the Richter scale) and caused 30 000 victims. The objective of this procedure is to guarantee the capacity of the regions to help themselves in case of disaster, using a database of permanent stock and its locations throughout the country. Given the administrative decentralization of the country, this integrated and coordinated structure is of major importance. For instance, we do not expect an affected borough to ask for immediate help from the national level if it has not used the resources of non-affected boroughs at the regional level.
For example, put burn spray in the kit to take along camping or for if you accidentally touch a hot part of the motor when checking your car’s fluids. In contrast, to prevent heat stroke or hypothermia in extreme weather conditions, make sure that you have chemical ice packs with you.
This session is for those willing to talk about the things nobody wants to talk about, but must. Two months into the emergency the needs for latrines and drinking water supplies in shelters remained significant. Two months after the disaster thousands still need food, water and sanitation, and health care. In that city, situated in Area III, 62% of the houses were made of adobe and 70% of these were destroyed completely. Repair of the structural damage to hospitals required an extensive investment programme amounting to 18 800 million US dollars for rebuilding 31 500 m2 of hospital space and to repair 134 000 m2.
For instance, the role of the community with its city hall and its local authority is vital because this is at the level where the initial impact of a disaster is felt and it is here that an immediate response has to be made.
The emergency operations centers for health functioned in Pisco and Chincha, and there were situation rooms where experts in health, water, and sanitation processed information as it was available. Half of the brick buildings were also destroyed, but only 11 % of masonry buildings were damaged and 20% of reinforced concrete buildings were partially damaged. The 1995 earthquake which affected Antofagasta city led to economic losses of only US$ 600 000. Various institutions put together a program to strengthen mental health services in areas affected by the earthquake. Chillan City was almost completely rebuilt and today there is little of the old city remaining.



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