Emergency department risk management,plan 9 emergency preparedness,wilderness survival podcasts,classic american scary movies - Step 1

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Clipping is a handy way to collect and organize the most important slides from a presentation. Everyone hopes that the current H1N1 2009 pandemic (swine flu) will remain mild, but the reality is that hospital providers must be prepared for unmitigated virus outbreak.
Federal guidelines allow jammed hospital emergency departments to set up alternate sites to screen influenza-like illness, stationing hospital personnel outside the ED to login and redirect patients seeking care. Architects and engineers must work together on the site plan for the area outside the building. Directional air flow: Directional air flow always goes from “clean” to “dirty” areas—clean denotes those areas for patients who are diagnosed or physicians, staff, and employees of the hospital, and dirty denotes areas for undiagnosed patients, reception and triage, or holding.
In today’s environment, architects, engineers, and hospital leaders must be proactive about figuring disaster planning into ED designs.
A key element of any ED design is the HVAC system including the airborne isolation infection rooms, which work in tandem to help prevent cross contamination. In the case of H1N1 2009 pandemic, too many patients entering the hospital at the same time could overwhelm the ED, therefore, an alternate location for triage and treatment must be preplanned.
The hospital ED must also be designed to support mass contagion scenarios through the use of tents, mobile units, or temporary pavilions, and supplying these structures with power, oxygen, heating and cooling, and water and sewer allows for a sustainable operation until the “event” has been contained and the risks mitigated.
All fields requiring your specific company information are easy to locate and contain helpful tips and information making the template simple to use. High quality content that will meet your organisations administrative, operational and audit requirements.
Save time with the pre-formatted template; fill-in the blanks and you’re ready to start your risk assessment! You will enjoy that our template is designed in a logical and flowing manner, making it simple to modify to your specific requirements. The objective of this assessment is to ensure that the overall risk to the organization and its operations is managed appropriately on an ongoing basis.
If you want to easily and quickly perform a high quality threat and risk assessment , this template is your solution! School councils must inform the Minister and the Departmental Head of known major risks to the effective operation of the school and the risk management systems that it has in place to address these risks (based on Section 81 (1b) of the Public Administration Act 2004). A critical element of  delivering effective risk management is to apply the standard process in all areas. Schools are to maintain a risk register detailing all risk to school visions objectives and goals as well as risks to governance and any other business activities. The leadership team and school council should regularly review the risk register to ensure controls remain effective, treatments are being implemented and residual risks remain tolerable.
A program of risk management training including an element in induction training will enhance risk management application and culture. Important: Risk management is about better planning and decision making to improve educational outcomes.
The often-spoofed, color-coded Homeland Security Advisory System may get an overhaul – moving from five colors to three in a bid to win the public trust. The Threat Level advisory system was set up in 2002 in the wake of the 2001 terror attacks and has changed 17 times — the last in 2006. That statement comes two weeks after Tom Ridge, the former Homeland Security secretary, wrote in a new book, the Test of Our Times, that former Defense Secretary Donald Rumsfeld and former Attorney General John Ashcroft unsuccessfully lobbied him to raise the threat level days before the 2004 elections, in a bid to seal President George W.
For more information, review the procedures established for emergency response and evacuation at Duke.
Planning for the continuity of instruction, student activities, research, and patient care at Duke University in response to an emergency is a complex task.
Promote a culture throughout the university and the health system that both enables effective response in an emergency and helps prevent them through an open exchange of information about potential emergencies. Emergency incidents that primarily impact the University (includes the School of Medicine and School of Nursing).
An event that significantly affects students, faculty, staff, visitors, or Board of Trustee members. Duke University has a tiered emergency response structure that encourages local management of incidents and coordinated communication involving senior leadership.
The tiered structure for Duke’s Emergency Management Plan allows for modular organization based on the size and scope of the incident, as well as specifics of the hazard environment created by the incident.
Emergency Coordinator (EC): is appointed by the President and is responsible for assessing incidents and elevating them, when necessary, to a higher level of management. The EC is responsible for convening the Initial Assessment Team (IAT) to assess and grade incidents as level 1, 2 or 3.
The Vice President for Administration serves as EC, and the Assistant Vice President for Communication Services serves as the backup EC. Initial Assessment Team (IAT): is a subset of the EMSC that provides the initial evaluation of an incident. Departmental Operations Team (DOT): local department or unit-based teams that are responsible for managing level 3 incidents and coordinating with the EC in level 1 and 2 incidents. Each DOT should have a Department Operations Center (DOC) location (and at least one alternate location) for the team to use during the management of an incident. Emergency Management Team: consists of all members of the Emergency Management Steering Committee, DOT Coordinators and others designated by the EC as key to the Emergency Management effort at Duke. The Emergency Management Team (EMT) will employ the Incident Command System (ICS) as the model for organization and communication flow. In the event that the primary EOC is unavailable in a level 1 activation, the backup location at Duke Regional Hospital will be used. As part of its emergency preparedness plans, Duke will test the DukeALERT mass notification system at least once during the fall and spring semester and once during the summer session. Duke Emergency Management Team also participates in regular exercises to walk through specific scenarios to provide practical experience to those with emergency management responsibilities for managing different issues.
If the President, Executive Vice President and Provost were simultaneously unable to perform their duties, who would perform their responsibilities? In the event of an emergency, a manager from the impacted location must call the Duke Police Control Center by using the Duke Police number (911 from a campus phone or 919-684-2444 from any mobile phone or off-campus phone).
The Control Center will then contact the Police Chief who will notify the Emergency Coordinator. The Emergency Coordinator and the Initial Assessment Team will convene in person or by telephone to receive a briefing. A fire emergency evacuation plan (FEEP) is a written document which includes the action to be taken by all staff in the event of fire and the arrangements for calling the fire brigade.

General Fire Notice For small premises this could take the form of a simple fire action sign posted in positions where staff and relevant persons can read it and become familiar with its contents. Staff Fire Notice High fire risks or large premises will need more detailed emergency evacuation plan which takes account of the findings of the risk assessment, e.g. In certain cases you should nominate persons to implement the fire action plan and give them adequate training in fire fighting and evacuation procedures.
You need to consider how you will arrange the evacuation of the premises in the light of your risk assessment and the other fire precautions you have or intend to put in place. In most premises, the evacuation in case of fire will simply be by means of everyone reacting to the warning signal given when a fire is discovered, then making their way, by the means of escape, to a place of safety away from the premises. In some larger complex premises, the emergency arrangements are designed to allow people who are not at immediate risk from a fire to delay starting their evacuation. This strategy may be considered in blocks of flats were each flat is a minimum 60 minutes fire resisting compartment. You should only plan to use defend in place or phased evacuation schemes, or a staff alarm system, if you have sought the advice of a competent person and the fire and rescue  service. On discovering a fire, it is the duty of every person to sound the nearest fire alarm immediately.
The plan should instruct all personnel upon on hearing the fire alarm to act in accordance with the agreed FEEP strategy and if a fire warden’s scheme is in force they, on hearing the alarm, should proceed to pre-determined positions to assist members of the public and staff to leave the building by the nearest safe route. Lifts and escalators should not be used due to possible electrical failure unless they are part of a Personal Emergency Evacuation Plan.
The Fire Service should also be informed immediately, either by switchboard operator or person discovering fire, dependant on conditions.
Work Time – Switchboard operator to be conversant with the emergency evacuation plan, also should ensure necessary extensions switched through, when switchboard is unattended. Other Times – Remainder of Staff (Cleaners, caretakers etc) also to be conversant with procedure.
In premises where members of the public or persons unfamiliar with layout of the premises are present there should be means available to identify the key escape routes. The Responsible Person where necessary to safeguard the safety of employees should nominate employees to implement certain fire safety measures which will include the fire evacuation. A senior official in each building [Chief Fire Warden] should be given the responsibility of maintaining a high standard of fire precautions and the overall responsibility for the action in the event of fire.
Procedure for nominated staff to assist employees and members of the public to nearest exits. Another consideration when selecting the location for an assemble site is to fully understand the fire emergence evacuation plan.
The assemble point should be far enough away from the building not to put staff in danger of radiated heat and falling debris.
Be close enough to ensure that the nominate person who is in charge of the assemble point; can communicate with the nominated fire liaison person who should be located near the main entrance. The area chosen should be larger enough to accommodate all the staff, if this cannot be found you may have to consider additional sites. It should not be in an enclosed area and the staff should be able to disperse without the need to pass close to the premises on fire. Inclement weather needs to be considered and some form of shelter or other weather protection may be necessary as the staff are most likely to have evacuated without collecting their out of doors clothing. A nominated fire team, if available, or any trained competent person should, where possible, attack fire with appropriate equipment however fire fighting is always secondary to life safety. The emergency evacuation plan should be the subject of frequent training so all employees are familiar with its contents and there should be regular evacuation drills.
The fire emergency evacuation plan must be included in the instruction and training you need to give your employees. In order to assist disabled or sensory-impaired people to escape from fire it may be necessary for staff to be trained in the correct procedures to cope with this eventuality.
You should arrange all the necessary contacts with external emergency services and make them familiar with your fire action plan. There should be senior person nominated to meet the fire and rescue service when they arrived to provide them with any information they require. In September 2009, doctors at Dell Children’s Medical Center in Austin, Texas, set up two tents, each capable of housing up to 16 beds, after being swamped with young patients over a weekend.
The need for alternate triage systems such as this requires careful planning and design, and must not be left to haphazard guesswork. Often architects are so focused on the interior design of the ED building, however, that the exterior site ends up being almost an afterthought, as they try to squeeze parking and an entrance drive into whatever space is left over.
Most hospitals have written standards listed in books and binders, but they may not have the physical implementation of the plan outlined as thoroughly as they should. The HVAC system maintains negative pressures in “dirty areas” (areas where potential contaminants could be present), which forces the contaminants through directional flow outward and in the same direction. If an alternate location is not available, contagious patients can overflow very quickly into other areas of the hospital, making a situation worse.
The design team should identify the size and types of any tents, temporary structures, and mobile decontamination trucks that might be coming to the site, and work with engineers to plan how to connect utility systems to these tents and mobile units. Step by careful step, word by word, paragraph by paragraph, and page by page, our template empowers you to effectively document and understand your business risks.
Listed in order of priority and aligned to the risk tolerance and objectives listed previously. Each treatment plan lists example potential causes, potential consequences, existing control measures, and suggested additional control measures.
Risk management maximises the ability to deliver on school objectives, promotes sound decision making, works to safeguard child, student and employee wellbeing and contributes to meeting community and Government expectations for accountable and responsible use of public resources.
The online module may assist in getting started, see: Risk Management - Online Risk Module.
Panel membership ranges from Miami Mayor Manny Diaz to Joe Shirley, president of the Navajo Nation. This Emergency Management Plan documents the framework, processes, and communications required for a successful response and recovery from an emergency incident.
The plan enables management of a broad range of emergencies, from small to complex incidents. The organization can be expanded easily from a very small size for routine operations to a larger organization capable of handling catastrophic events. Members of the Emergency Management Team are trained to bring incidents to the attention of the EC when there is the possibility of an incident requiring coordination at a higher level. The EC then coordinates with the Emergency Management Team to respond to inciddents in consultation with the Emergency Leadership Team (EMT).

During all levels the Vice President and University secretary serves as liaison between the Emergency Coordinator and University Leadership. Individual members will be called upon based on the type, scope and complexity of an incident. The Department Operations Teams are managed by DOT Coordinators, who serve as members of the Emergency Management Team. The group meets at least once a semester to review key developments in emergency management at Duke and to discuss current issues in emergency management.
The modular organization can be expanded easily from a very small size for routine operations to a larger organization capable of handling catastrophic events. In addition to testing the notification systems, the tests help Duke community members become more familiar with how they will be notified in an emergency and what they should do in response. In the event certain senior officers are traveling or not accessible, the following delegation of authority has been established. Events that are likely to cause an activation of the plan will be made known to Duke Police, Facilities, or OIT and representatives in those areas will then notify the Emergency Coordinator to initiate the assessment process. This is known as a simultaneous evacuation and will normally be initiated by the sounding of the general alarm over the fire warning system. It may be appropriate to start the evacuation by initially evacuating only the area closest to the fire and warning other people to stand by.
It may also be considered in hospitals or nursing homes were patients are connected to life supporting equipment and cannot be moved. In any case the senior official should ensure that Fire Service is called in the event of an outbreak of fire.
They could include schematic drawings and most importantly emergency escape and exit signs.
You may require one on each floor or department with a chief fire warden coordinating their actions to make sure all persons are accounted for in the event of a fire.
The person who is in charge of the assemble point should report to the person who as been nominated the fire service liaison person indicating all persons accounted for or whose missing and where they were last seen.
Calculate the number of staff that would need to assemble and if it was a multi-occupied building you would need to co-operate with the other occupants. Open areas are ideal like pedestrian areas also car parks could be considered but be aware of the dangers.
You are required to carry out this fire training and it is recommended that you keep a record of the results of that training. Advice on the specific needs of disabled and sensory-impaired people can be obtained from organisations representing the various groups. The tents were erected just outside the Emergency Department (ED) entrance and were used to triage patients with less severe flu symptoms. After the building is completed, beleaguered hospital facilities personnel may end up asking, “Where are we going to set up tents?
If architects, engineers, and the hospital design team fail to take these measures, what is outside the ED can negatively affect what happens inside. An airborne infection isolation room considered to be a “dirty area” draws air into the room and out through a dedicated hazardous exhaust system, thus preventing any contaminants from leaking back to uninfected areas. A sample register which can be edited and has automatic tools embedded is available, see: Risk Management in Schools – Risk Register. So, add us to your ad blocker’s whitelist or pay $1 per week for an ad-free version of WIRED.
Many factors determine the complexity of an incident, including, but not limited to, area involved, threat to life and property, political sensitivity, organizational complexity, jurisdictional boundaries, values at risk, weather, strategy and tactics, and agency policy. The structure for the ICS at Duke uses the model’s modular organization structure, which is based on the size and complexity of the incident, as well as the specifics of the hazard environment created. In addition notices giving clear and concise instructions of the routine to be followed in case of fire should be prominently displayed. This is normally done by immediately evacuating the floor where the fire is located and the floor above.
In such circumstances a staff alarm can be given (by fire records, personal pagers, discreet sounders or a coded phrase on a public address system etc). The concept allows the occupants to stay put and allow the fire service to extinguish the fire. They also require special training above the needs of the normal employee, this training could be in house or by an external fire training organisation. Regular drills should be carried out using varying escape routes assuming the normal evacuation route is not available. The material on this site may not be reproduced, distributed, transmitted, cached or otherwise used, except with the prior written permission of Conde Nast. Incident complexity is considered when making incident management level, staffing, and safety decisions. In level 2 and 3 activations, the EMT may also meet via conference call using the Emergency Management conference bridge number. Following the staff alarm, a more general alarm signal can be given and a simultaneous or phased evacuation started. They should be competent in the use of fire extinguishers and be capable of extinguishing small fires.
The general alarm may be activated automatically if manual initiation has not taken place within a pre-determined time. In the case of patients connected to life supporting equipment then a decision would have to be made which option is the best, stay or move, either way the patient would be at serious risk. They should have some knowledge of fire prevention and be able to identify possible fire hazards to prevent fire from occurring. The fire warning system should be capable of  giving two distinctly different signals (warning and evacuation) or give appropriate voice messages. Finally they should have an in depth knowledge of the FEEP and their role in implementing it. Horizontal Phased EvacuationIn hospitals, and care homes the floor maybe divided into a number of fire resisting compartments and the occupants are moved from the compartment involved in fire to the adjacent compartment and if necessary moved again. Depending onto the fire situation it may eventually be necessary to consider vertical evacuation. Because of the extra time this type of evacuation takes, other fire precautions maybe be required.

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