Huron Medical Center 2012 Annual Mandatory Review Emergency - - PDF document

DIRECTIONS: At the end of this section/module, please complete the quiz

• nline with the corresponding topic. Results will be available to you at the

conclusion of each quiz. Please review, and if needed, arrange to meet with your manager to discuss any questions you may have.

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Huron Medical Center has an Education Policy (Number:831.800.02) that gives us guidance when developing and updating this Publication. The Purpose

• f this policy and the Education Grid is to help us ensure you have the information

and competency needed to perform your job functions safely and assure Huron Medical Center is compliant with regulatory requirements. Each department also has department specific education needs. Please re- view any departmental policies and procedures specific to your area for any top- ics covered in this newsletter. Thank you for your time and energy in completing the annual requirements! If you have any questions regarding anything that you have read, please refer them to your Manager. If they are unable to answer your question, they will help you find someone who can.

Thank you for reading this information! Your participation in the Annual Mandatory Safety Education is important for your safety and the safety of others at HMC.

Huron Medical Center 2012 Annual Mandatory Review Emergency Preparedness/NIMS

December 2012

An Emergency is any unplanned event that can cause deaths or signifi- cant injuries to patients, staff, or the public; or can shutdown the hospital, disrupt operations, cause physical or environmental damage or threaten the hospital’s financial standing or public image. Huron Medical Center’s Emergency Management Plan (Policy # 997.403.01) is located in the Safety

• Manual. Our plan is also part of a

much broader community-wide disas- ter plan. Every employee needs to know the plan and their role in a dis-

• aster. Each department must review

the emergency management policy specific to their department. Huron Medical Center may experience internal or external disasters. Internal disasters are disasters that originate from within our facility or directly in- volve our facility. External disas- ters are disasters that involve many people in our community. Drills are a part of our emergency management plan. Drills are held to keep everyone’s skills strong and

• current. During a drill, act as if an

actual emergency were underway. Ask questions if directions are un-

• clear. Whether it is a drill or a real

emergency – Stay Calm. Potential disasters may include: Infrastructure (Utility) Failure – Communications, Electrical, Gen- erator, HVAC, Medical Gases, Medical Vacuum, Sewer, Tele- phones, and Water. Thunderstorm, Tornado, Blizzard, Ice or Hail Storm Hazards Hazardous Materials (This also includes 5 types of weapons of mass destruction materials CBRNE – Chemical, Biological, Radiological, Nuclear, and Explo- sive Materials. Extreme Temperatures Public Health Emergencies (Epidemic, External or Internal) Fire, Explosion Bomb Threat Nuclear Attack Mass-Casualty Incident, Trans- portation Accident Infant Abduction Civil Disturbance Incident, Work- place Violence, Hostage Event Sabotage-Terrorism

Be Aware:

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External drills are disaster drills that involve many people in our community

Be aware and be prepared!

Drills are held to keep skills strong and current

BOMB THREAT Policy #997.403.33a 11-06 (Safety Manual) USE THE BOMB THREAT CALL CHECKLIST TO RECORD INFORMATION DURING THE CALL. Write the exact words of the caller and ask the caller to repeat the message. Questions to ask the caller: Where is the bomb? When will it explode? What kind of bomb is it? What does it look like? Will it hurt anyone? Who are you? Why did you do this? Where are you calling from?

2012 Huron Medical Center Annual Mandatory Module

HMC’s Disaster Codes can be found in the Emergency Management Plan and on the Emer- gency Kardex in each department. Every employee should know these codes and their role when a code is called.

Huron Medical Center utilizes the Incident Command System for management of disas- ters/incidents. The Emergency Toolbox con- tains vests for identification of command posi- tions and job action sheets for Incident Com- mand responsibilities. Information on the ICS is also found in the Emergency Management Plan (Safety Manual).

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When HMC is notified of a disaster, the person receiving notification will imme- diately notify the CEO or designee. In the event of: Fire, Tornado, Child Ab- duction, or Bomb Threat, the Operator promptly announces the appropriate Disaster code, then contacts the CEO or designee. CEO or designee will eval- uate the disaster to determine whether the Emergency Management Plan will be activated. If the plan is to be activated, the CEO or designee will notify the Switchboard Operator to call “CODE YELLOW” (Internal or External).

DISASTER CODES FOR HURON MEDICAL CENTER

CODE DISASTER Code Red Fire Code Blue Cardiac Arrest Code White Evacuation Code Green Lockdown of Medical Center Code Yellow Internal or External Disaster Alert to Hospital Staff of Mass Casualty, Activate Emergency Management Plan Code Orange Bomb Threat Code Black WATCH Tornado Watch Code Black WARNING Tornado Warning Code R Radiation Disaster Code CHARLIE Activate C-Section Team Code Dr. STRONG Situational Disturbance - (To provide team assistance for a staff member who requires immediate help in any area.) Code ADAM Infant/Child Abduction Code All Clear All Clear

EVACUATION OF PATIENTS Evacuate patients in immediate danger first, then the ambulatory, then others by wheel chair, stretcher, stairchair or supersled. MEMS is a community’s overarching system used for the manage- ment of large numbers of victims. Components of MEMS include: Dispensing Sites NEHC (Neighborhood Emergency Help Center) ACC (Acute Care Center) CTS (Casualty Transpor- tation Service) RMCC (Regional Medical Coordination Center) Community Outreach

2012 Huron Medical Center Annual Mandatory Module

The Hospital Incident Command System (HICS) is utilized to organize and unify multiple disciplines. The organization’s staff is built from a “top down” approach with responsibility and authority replaced initially with an incident commander who determines which resources will be utilized.

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Definition of Command Function

Responsibility for overall management of the incident. The only position that is always implemented is the Incident Commander (IC) IC is responsible for all non-delegated IMS functions A successful IC thoroughly understands the IMS and its flexibility. Rigid interpretation and application of the sys- tem may result in failure.

Command Responsibilities

Assess incident priorities. Determine strategic goals. Determine tactical objectives. Develop incident action plan. Develop appropriate organizational structure. Manage incident resources. Coordinate overall emergency activities. Ensure personnel safety/scene safety. Coordinate activities with outside agencies. Authorize release of information to the media.

Incident Commander

Safety Officer Liaison Officer Public Information Officer

Chief of Staff

Logistics Chief (Support & Materials for patient care) Material Management Plant Operations Nutrition Planning Chief (Resumption of Services) Medical Staff Labor Pool Nursing Staff Support Staff Finance/ Administration Chief (Tracking cost, paying the bills) Procurement Claims Cost Operations Chief (Patient Care) Inpatient Areas Treatment Areas Ancillary Services Human Services

2012 Huron Medical Center Annual Mandatory Module

National Incident Management Sys- tem (NIMS) is a comprehensive, nation- al approach to incident management that is applicable at all jurisdictions and across functional disciplines. The intent

• f NIMS is to:

Be applicable across a full spectrum

• f potential incidents and hazard sce-

narios, regardless of size or complex- ity. Improve coordination and coopera- tion between public and private enti- ties in a variety of domestic incident management activities. The main components of NIMS include: Command and management Preparedness Resource management Communications and information Supporting technologies Ongoing management and mainte- nance Command and management will in- clude our hospitals incident command system (ICS) If the incident involves more than one responding agency (HMC, HCHD, Law Enforcement) within a specific area such as Huron County or an incident crosses county lines and includes both Huron and Tuscola Coun- ty a Unified Command approach may be used. Area Command may be use- ful when a large number of incidents

• ccur in the same area or to oversee

large incidents that cross jurisdictional

• boundaries. Area Commands are par-

ticularly relevant to public health emer- gencies such as Pandemic Flu and oth- er incidents that are not contained to

• ne site or are geographically dispersed

such as a tornado striking multiple are- as of the county. Command and man- agement also includes Multiagency Coordination Systems such as our county’s Emergency Operations Center (EOC) or other multiagency coordina- tion entities. During emergencies, the public may receive information from a variety of sources. Public information must be provided to the command center and to the pub-

• lic. This information must be accurate,

timely and coordinated. Preparedness involves preparing our- selves, our agency and our jurisdiction for a disaster. Preparedness is imple- mented through a continual cycle of: Planning Training and equipping Exercising Evaluating and taking corrective or mitigating action Preparedness also includes considera- tion of personnel qualifications and cer- tification, equipment certification and Mutual Aid Agreements. Resource Management involves four primary tasks: Establish systems for describing, inventorying, requesting, and track- ing resources Activating those systems prior to, during, and after an incident Dispatching resources Deactivating and recalling resources The NIMS standards for Communica- tion, Information Management and Supporting Technology focuses on

• interoperability. NIMS helps with com-

munications for both the incident and with information management. Re- sponders and managers across all agencies must have the same picture of the disaster. The public must have use- ful information that is not confusing. Some of the equipment and resources that have been provided to hospitals and Medical Control Authorities in Re- gion 3 to assist with communications include the 800 mmhz MSPS Radios, EMSystem, and the MIHAN Alerts.

What is NIMS? NATIONAL INCIDENT MANAGEMENT SYSTEM

Huron

Tuscola S a n i l a c

More than one politi- cal jurisdiction (County) is involved in the incident

When would Unified Command be used?

HMC Law

Enforcement

HCHD Fire

Multiple agencies within one jurisdic- tion (County) are involved in the incident

Area commands are particularly relevant to public health

• emergencies. A Pan-

demic Flu outbreak

• r a widespread Bio-

logical outbreak such as Smallpox would require Area Com-

• mand. An Area

Command may be- come a Unified Area Command when inci- dents are multijuris- dictional (involve more than one coun- ty) or involve multi- ple agencies.

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2012 Huron Medical Center Annual Mandatory Module

Report any suspicious activities to State, Coun- ty or Local authorities. Many of following signs discussed below may occur months or even years apart. The 7 signs of Terrorism include:

• 1. Surveillance – Someone recording or monitor-

ing activities. This phase is used to watch to determine strengths or weaknesses of target and response time of emergency respondents. Routes to and from the target are usually estab- lished during this phase. Cameras (either still or video) Recording or monitoring activities Drawing diagrams Making notes on maps Using vision-enhancing devices (i.e., binoculars) Possessing floor plans or blueprints

• 2. Elicitation – People or organizations attempting

to gain information about an important place including what a building is used for, its opera- tion, deliveries and security information. Elicitation attempts may be made by mail, fax, telephone or in person.

• 3. Tests of Security – Any attempts to measure

reaction times to security breaches or to pene- trate physical security barriers or procedures in

• rder to assess strengths and weaknesses.

Walking or driving into secure areas to

• bserve security or law enforcement re-

sponse in order to assess strengths and weaknesses.

• 4. Acquiring Supplies – Purchasing or stealing

law enforcement or Military equipment (i.e., uni- forms, decals, identification badges). Also pur- chasing or stealing explosives, weapons, am- munition, etc.

• 5. Suspicious people that don’t belong – This is

someone in the workplace, building, neighbor- hood or business who are suspicious because

• f their behavior, the unusual questions they

ask or statements they make.

• 6. Dry runs/trial runs – Putting people in position

and moving them around according to their plan without actually committing the terrorist act. This can also include mapping out routes to de- termine traffic flow. This is especially true when planning a kidnapping, but it can also pertain to

• bombings. An element of this activity

could also include mapping out routes and determining the timing of traffic lights and flow.

• 7. Deploying assets or getting into position –

Placing people, equipment or supplies at or near the target. This is a person’s last chance to alert authorities before the terrorist act oc- curs.

Page 6 Source: Michigan State Police

2012 Huron Medical Center Annual Mandatory Module

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We’re on the Web: www.huronmedicalcenter.org

CDC HMC HAZCOM Program False Claims Act John Hopkins FEMA MIOSHA HIPAA Privacy Law MHA HIPAA Security Law OIG Compliance Guidance HMC Bloodborne Pathogens Plan Oklahoma State University HMC Emergency Preparedness Plan OSHA

Resources Newsletter Contributors

“Huron Medical Center is committed to providing excellence in healthcare to our communities in a caring, compassionate manner.”

Hospital Education/Community Outreach: Terry Atwell, Becky Forster and Heidi Walker Diagnostic Imaging: Matt Rick Human Resource Health Coordinator: Michelle Hammond Pharmacy: Martha VanBelle Rehabilitation Services: Matt Rick & Denise War- czinsky Quality and Risk Management, Compliance, Priva- cy: Carrie Franzel Safety Officer, Plant Operations: Dave Eilers and Jason Talaski

2012 Huron Medical Center Annual Mandatory Module