Preparation of disaster contingency plan wikipedia,southern california earthquake preparation,good canned food for emergency number,emf shield wall rep - PDF 2016

METHODS: A committee of members from hospital administration, clinical, diagnostic and supportive departments worked on an initial document prepared according to the Act and gave their inputs to frame a final disaster manual. RESULTS: The prepared departmental standard operating procedures involved 116 people (doctors and paramedical staff), and were then synchronized, in 12 committee meetings, to produce the final hospital disaster manual. CONCLUSIONS: The present disaster manual is one of the few comprehensive plans prepared by the stakeholders of a government hospital in India, who themselves form a part of the disaster response team.
Disasters pose unique challenge for every medical care facility in terms of infrastructure, capacity and preparedness. The objectives of the present study were to prepare a disaster manual of a tertiary care hospital with 1 900 beds involving all stakeholders and to execute the contingency plan during disaster drill to observe and analyze the shortcomings.
The 116 hospital staff, including senior and junior consultants, technicians, nurses and residents were involved in preparing the final disaster manual.
The SOPs were presented by the respective department stakeholders in the committee meetings and further structured, streamlined and synchronized by inputs from the committee members. A comparison of key information, as provided in the disaster manual, of few international hospitals[3,4] and those formulated by Indian government hospitals[5,6] was also made with the present manual.
The present disaster manual is one of the few comprehensive disaster response plans prepared by the stakeholders of a government hospital in India, who themselves form a part of the disaster response team. The present study also included the assessment and overview of the hospital disaster plan by mock disaster drills. The manual was also updated with information regarding the key internal and external personnel contacts, details of safety cabinet supplies, details of emergency equipments as to their number and distribution areas, evacuation routes in case of internal disasters, contacts and addresses of regional and state hospitals and forensic labs and patient information cards.
In conclusion, the hospital disaster manual should be subject to continuous review and update for effective implementation.
We are grateful to all the members of the Hospital Disaster Control Committee and the stakeholders involved in the planning and designing of the manual.
1 An introduction to the vulnerability atlas of India: A tool to natural disaster prevention, preparedness and mitigation for housing and related infrastructure.
8 Safe hospitals in emergencies and disasters: Structural, nonstructural and functional indicators. SIPTECH has world class infrastructure to support software development, testing and maintenance services.
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Our infrastructure management teams provide dedicated 24x7 support to ensure uninterrupted client connectivity and seamless engagement execution across locations. In keeping with the clients concerns on the IP and information security, different types of physical and access restrictions have been imposed within the development center so that our clients can be absolutely certain that their data, systems and processes and other confidential information, including IPRs(Intellectual Property Rights) do not get circulated, inadvertently or on purpose. In order to ensure a level of readiness to maintain the continuity of its critical business and services to customers, SIPTECH has put together a business continuity management framework, which encompasses its key functions, projects and systems. SIPTECH has made sustained investments in developing and implementing an effective business contingency plan, along with mitigation measures for recovery of IT infrastructure and operations, in the event of a disaster.
First response teams are equipped to handle industrial accidents, environmental disasters and all types of fuel releases including tanker wrecks, leaking tanks, overfills, and spills. Clean Tank Inc., is equipped to handle all sizes of fuels releases from small saddle diesel spills to fuel tanker accidents and all kinds of fuels from common combustables and flammables to unique liquids and fuel additives. Clean Tank Inc.'s disaster response teams are trained to respond to hurricane, tornado, fire and flood events, providing rescue teams to help those immediately affected by disasters, as well as site inspections, hazard assessments and complete cleanup and decontamination operations during recovery.

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Any area can experience a natural or man-made disaster that can effect lives and local busineses. We are experienced in cleaning up contaminated soil so that the area is usable again without risk to health. Clean Tank Inc.Stand-by Rescue teams are equipped to respond during disaster relief efforts. This study aimed to prepare a disaster manual of a 1 900 bed tertiary care hospital, in consultation and involvement of all concerned stakeholders.
From the hospital's point of view, a disaster exists when the patient load far exceeds the capabilities of a emergency department to provide emergency care and the hospital is forced to apply additional resources for providing care to a large number of victims. The most important component of the cycle is proactive with a contingency plan to deal with the disaster, and in hospitals it includes preparation of a disaster manual that addresses the action plan.
They included 10 members each from 5 clinical departments, 6 members each from 6 diagnostic departments, 2 officers each from 12 support services and 7 members from the administration (Table 2). Constitution of the Hospital Disaster Control Committee: The committee is chaired by the medical superintendent (MS) of the institute, who also acts as the chief of operations during disaster. Laying down of objectives to be achieved: The main goals are to document a plan to enable all designated personnel to enact their roles and responsibility in a smooth and coordinated manner with the goal to achieve maximum efficiency. The office will keep the disaster duty roasters and job action sheets of all departments and support services of the institute. They will be composed of at least two senior residents, staff nurses, nursing interns and hospital and sanitary attendants. The exits should be kept free of any obstructions and the duty of fire officers to ensure their functioning and maintenance.
A separate cabin to be kept as a disaster cabinet within emergency complex for storage of vital drugs, injectables, personal protective equipments, dressings, gowns and other related material, under direct supervision of deputy nursing superintendent incharge of emergency. These were then incorporated into the main common disaster draft and a final disaster manual was prepared. It was noted that all the plans addressed both important internal and external disasters, had detailed outlines of roles and responsibilities of all departments and services and were subjected to a system of review and updating. The main issues during the process of planning included irregular representation by committee members of clinical and surgical departments because of their clinical, academic and personal reasons, lack of awareness of the importance of disaster address and usually delayed among support service staff, erratic and uncoordinated meetings of the committee.
The hospital disaster manual should be prepared with involvement of all concerned stakeholders and should be widely circulated and made available to all concerned individual officials, offices and departments. Building materials and technology promotion council, Ministry of housing and urban poverty alleviation, government of India (First revision), 2006. Along with the preparation of BCP and DR plans, regular disaster recovery trials and mock drills are carried out across all customer projects. When an emergency situation arises, our first response team can mobilize directly from the field. Our professional disaster response team can help you develop a contingency plan that will reduce business disruption times and overall recovery costs. However, before preparation of a disaster manual, it is important to remember a few key elements of the disaster plan (Table 1).
A total of three committee meetings in the strategic planning phase and nine in the designing phase were held to finalize the hospital disaster manual.
The other members include deputy medical superintendents as member conveners, senior faculty representatives from the departments of neurosurgery, general surgery, internal medicine, orthopedics and anesthesia.

Patients to be prioritized, as per tags, by the triage team in a separate area within emergency complex and then assessed by the resuscitation or treatment teams. The final manual was placed before the committee for approval and it was suggested to review the same based on outcomes from mock drill disaster tests. However, the disaster plans of Indian hospitals, including our plans failed to properly address chemical, biological and nuclear disasters.
The process, however, streamlined on intervention and active involvement of MS and issuance of instructions on importance of disaster control by repeated reminders.
Mock drills should be routinely conducted to assess the hospital preparedness and adequate measures should be taken to address the gaps in contingency plan. Backup copies of essential business data and software are taken regularly and stored offsite.
Clean Tank handles a range of liquids and semi-solids, including flammable, non flammable and corrosive materials. In addition, the committee comprises chief security officer (CSO), chief nursing officer (CNO), sanitation officer (SO) and head engineer services. A total of two disaster mock drills were conducted after framing the manual and the analysis revealed shortcomings in the areas of relay of information according to line of command, communication gap between different response teams and lack of awareness of complete contingency plan amongst the stakeholders. In addition, our disaster manual is a more comprehensive manual in terms of well defined SOP plans, in form of flow charts, of each department (both clinical and basic) and support service of the institute. The committee meetings were allowed to be attended by any other concerned departmental nodal officer if the active member of the committee was a senior faculty and was unavailable to attend all routine meetings. The supportive staff and hospital administration department was however proactive in controlling the situation to a certain extent.
Ojha developed the intellectual content of the manuscript and participated in writing, reviewing and editing. The main responsibility of the committee is to decide and document the prevention & mitigation tactics as per the threat perception, situational and SWOT analysis of the organizational capability. To address these shortcomings, the hospital administration department designed three comprehensive flow charts to detail the roles and responsibilities of concerned staff during external, internal and epidemic (infectious disease) disasters (Figures 1–3). The issues during designing phase included lack of expertise on part of most departmental and support service staff on preparation of SOPs in form of structured flow charts.
These problems lead the disaster control committee to review its contingency plan by doing a SWOT analysis of the disaster manual after the first drill (Table 3), and create awareness in the concerned staff as to their roles and responsibilities during the event of a disaster. As a result, easy to follow and practice flow charts, addressing internal, external disasters and epidemics were prepared by the hospital administration department for information to the concerned stakeholders.
The updating of key information about contact numbers, vital equipment details, etc was assigned to chief nursing officer.
The presentation of SOPs during committee meetings was not timely done by few of departments and services and hence extra meetings had to be called for.
The second drill was quiet effective in terms of level of response, communication and proactiveness of the concerned staff and only minor issues needed addressal.
After their final approval, the changes were suggested to be incorporated into the main manual.

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