What is the difference between emergency planning and emergency operations

A precursor activity to mitigation is the identification of risks. Physical risk assessment refers to the process of identifying and evaluating hazards. The higher the risk, the more urgent the need is to target hazard specific vulnerabilities through mitigation efforts.

One example of mitigation at University Hospital is the 96 Hour Business Continuity Plan, which includes mitigation strategies and plans that have been developed to ensure continuity of operations in areas such as utilities, communications, food, water, medication, staffing, and medical supplies when the community is unable to support the hospital due to an external disaster scenario.

Preparedness is a continuous cycle of planning, organizing, training, equipping, exercising, evaluation, and improvement activities that allows Upstate Medical University and Hospital to ensure effective coordination and the enhancement of capabilities to prevent, protect against, respond to, recover from, and mitigate against disaster events that have been identified within the Hazard Vulnerability Analysis HVA.

In the preparedness phase, the Emergency Management Department develops plans of action to manage and counter risks and takes action to build the necessary capabilities needed to implement such plans. The Response phase includes the mobilization of the identified emergency staff, including first responders, to an internal or external event which could have an impact on patient care operations or the campus. Response procedures are pre-determined by the university and hospital, and are detailed in disaster plans during the Preparedness phase.

Office of the Assistant Secretary for Preparedness and Response. Department of Health and Human Services. This page document describes the four capabilities that healthcare coalitions and individual healthcare facilities need to prepare for, respond to, and recover from emergencies. The capabilities are: foundation for healthcare and medical readiness; healthcare and medical response coordination; continuity of healthcare service delivery; and medical surge. For example, Capability 1, Objective 4 covers training and preparing the healthcare and medical workforce Objective 4, Activities also contain specific information about exercises within the HPP program and Capability 3, Objective 7 is focused on coordinating healthcare delivery system recovery.

Department of Veterans Affairs. This document is a must read for all hospital emergency managers. It is the best resource for the basis of healthcare emergency management programs and planning that is available. The authors explain emergency management concepts and how they can be applied in the healthcare system including detailed information on emergency operations planning, exercise planning, and program structure. This rule establishes consistent emergency preparedness requirements for health care providers participating in Medicare and Medicaid, increases patient safety during emergencies, and establishes a more coordinated response to natural and man-made disasters.

University of Toledo Medical Center. This is an emergency operations plan for an academic medical center that may be referenced and adapted for use by other facilities. Note that this document uses color codes as opposed to plain English, and also contains elements pertaining to the Emergency Management Program EMP , and users may wish to separate that information out when adapting this plan.

World Health Organization. Hospital Emergency Response Checklist. This tool is structured according to nine key components, each with a list of priority actions to support hospital managers and emergency planners in achieving: 1 continuity of essential services; 2 well-coordinated implementation of hospital operations at every level; 3 clear and accurate internal and external communication; 4 swift adaptation to increased demands; 5 the effective use of scarce resources; and 6 a safe environment for healthcare workers.

Emergency and disaster related program, policy, communication, training and exercise elements of regulatory and accreditation standards were mapped to the CMS Emergency Preparedness Conditions of Participation. Every effort was made to ensure that the mapped regulations and accreditation standards matched as closely as possible.

However, this document should be used only as a resource for reviewing and updating healthcare emergency preparedness plans and does not replace existing federal, local, or association guidance. Center for Domestic Preparedness. Framework for Healthcare Emergency Management. Emergency healthcare providers and planners can learn about development, implementation, maintenance, and administration of emergency management programs and plans for healthcare facilities.

The course includes lectures and guided discussions on topics such as emergency management issues for healthcare, personal protective equipment, decontamination, and isolation and quarantine. C: Emergency Planning. Michigan Primary Care Association. This webinar includes presentations from health centers describing how they have operationalized their emergency management plans into their daily work, as well as strategies and tools to assist health centers with creating a culture of preparedness to protect staff and patients during an emergency or disaster.

Emergency Management Readiness Series. This introductory-level series consists of four courses that explain the importance of advanced planning to ensure a robust emergency response. Lynch, T. Quality Management in Health Care. This article is a review of best practices for governmental accountability in health emergency management based on the British Columbia Ministry of Health Framework for Core Functions in Public Health.

The fieldwork was conducted in the fall of between hurricane Katrina and the South Asia earthquake. Greater New York Hospital Association. Key figures and graphics are shared separately on this webpage. Rose, D. American Journal of Public Health. The authors explain how the field of public health emergency management has changed in recent years to adapt to infectious disease outbreaks, natural disasters, industrial and environmental catastrophes, and conflict.

United States Senate. Sheltering in Danger. This report details findings from an investigation into the negative effects of the hurricane season on nursing homes and assisted living facilities. Part VI lists specific recommendations these types of facilities can take into consideration to improve emergency preparedness.

Vesely, R. Health Facilities Management. The authors examine emergency management programs in healthcare facilities and discuss the types of events that have required emergency plan activation, equipment stockpiles, facility changes, and most common advanced emergency program features. Association of Healthcare Emergency Preparedness Professionals. This resource provides links to guidance and templates that can help smaller hospitals implement the Hospital Incident Command System.

Backer, H. California Emergency Medical Services Authority. This latest version of the HICS guidebook meets the needs of all types of hospitals, regardless of location, size, or patient care capabilities and provides event-based templates and resources in addition to the system framework and job action sheet templates. Emergency Operations Plans. This webpage provides links to several resources that support planning for long-term care facilities, including an Emergency Operations Plan EOP template; facility profile sheet; plan evaluation checklist; and template for a letter to inform family members of residents of emergency plans.

Hospital Incident Command System. Emergency Management Accreditation Program. The Emergency Management Standard. The Emergency Management Accreditation Program EMAP is an independent non-profit organization, fosters excellence and accountability in emergency management programs, by establishing credible standards applied in a peer review accreditation process.

Comments 1. HCA Education and Research. This handbook can help homecare providers develop emergency plans. It also features New York-specific state regulations and resources. Lessons Learned Information Sharing.

Best Practice. It also emphasizess that an emergency management program should typically be managed by one individual, while a committee should provide guidance and overall direction for the program.

Michigan Department of Health and Human Services. This handbook was created to assist Michigan home care agencies in writing, augmenting, and evaluating their emergency preparedness plans, based on best practices. The document provides guidance for assessing the strength of preparedness plans; an in-depth discussion of plan development; and tools for ongoing evaluation of a plan's effectiveness. National Association of Community Health Centers. This webpage bulletin describes why health centers need to develop emergency operations plans, and also provides guidance on the planning process and plan content and links to related resources.

This standard establishes fire, explosion, and electrical risk criteria for healthcare services or systems regarding patients, staff, or visitors in healthcare facilities. The Joint Commission. Available for purchase. This publication available for purchase can help health care organizations through all aspects of emergency management planning, from conducting a hazard vulnerability analysis and developing an emergency operations plan EOP , through recovery. Emergency Management Resources.

The Joint Commission Emergency Management standards provide the baseline for which healthcare facilities seeking accreditation should prepare. This webpage includes links to case studies and other resources that can help facility staff adhere to standards which are available at a cost to the user.

This proposed rule requires Medicare- and Medicaid-participating providers and suppliers to plan for both natural and human-caused disasters, and coordinate with federal, state, tribal, regional, and local emergency preparedness systems. Media-briefing facilities : The EOC should have a conference room where information can he given to journalists, and interviews conducted for radio and television. Office space for reporters and communications facilities for the media may also be provided in some of the larger EOCs.

Instructional facilities : Some EOCs have lecture halls with blackboards, slide projectors, and overhead projectors. This means that they can be used for training sessions, seminars and planning meetings. At the least it is helpful to have a small committee room in which heads of emergency services, scientists, and political and community leaders can get together and confer on tactics as conditions change during emergencies. In addition, Quarantelli outlined six 6 primary functions of an EOC: coordination, policy making, operations, information gathering, public information, and visitor hosting.

It is a good idea, if possible, to let outsiders know where their friends and family are relative to impact, which reduces the need to telephone or visit the site. With radiological incidents, technical information needs to be given out to assure which publics are at risk and which are not, as large number of persons are likely to define themselves in danger when they are not.

A medical emergency has three 3 phases. Triage classifies injuries in terms of what benefit a patient can be expected to receive from immediate or short-term treatment, not the severity of the injuries. The correct response to the threat of disease epidemics is to establish an epidemiological surveillance system.

Its successful implementation requires prior planning. The first stage is to designate epidemiologists for the task. Next, a list of diseases and conditions to be monitored should be drawn up in relation to health risks associated with particular scenarios.

These fall into the following categories: A. When bioterrorism strikes, the epidemiological observation system should move into action within 24 hours of impact.

There are three 3 parts to the process: 1 data collection and interpretation, 2 medical investigation of apparent outbreaks, and 3 prophylaxis of confirmed emergencies. To know how to integrate the mass media into a disaster plan, it is first necessary to understand their role in disasters.

Generally, the media want to convey accurate information to the public. Collaboration between the media and the authorities can help stop rumors, dispel myths, avoid confusion, inform and educate the public, and convey official information efficiently to general recipients.

They can be persuaded to promote mitigation and public education efforts. The public- information component of the emergency plan should include some or all of the following:. Principles of Emergency Planning and Management. NY: Oxford Univ. Alexander, D. Broder, J. Risk Analysis and the Security Survey. NY: Butterworth Heinemann. Fire Command, 2e. Bullock, J. Introduction to Homeland Security.

Boston: Elsevier. Burgess, A. NY: Cambridge Univ. Gordon, J. Comprehensive Emergency Management for Local Governments.

NY: Rothstein Associates. Greene, R. Haddow, G. Introduction to Emergency Management. Klinenberg, E. Chicago: Univ. Nudell, M. The Handbook for Effective Emergency Management.

Lexington, MA: Lexington Books. Perry, R. Comprehensive Emergency Management. Posner, R. Catastrophe: Risk and Response. Quarentelli, E. Studies in Disaster Response and Planning. Newark: Univ.