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How Hospital Emergency Preparedness Model Can Test Your Business’ Health

How Hospital Emergency Preparedness Model Can Test Your Business’ Health. NEDRIX Annual Conference 2009. Challenges & Opportunities. Tendency to “plan for everything” Subjectivity that is inherent in contingency planning Finding the “slice of time”: demands on time Staff education

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How Hospital Emergency Preparedness Model Can Test Your Business’ Health

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  1. How Hospital Emergency Preparedness Model Can Test Your Business’ Health NEDRIX Annual Conference 2009

  2. Challenges & Opportunities • Tendency to “plan for everything” • Subjectivity that is inherent in contingency planning • Finding the “slice of time”: demands on time • Staff education • 13,000 employees • 3 main campus inpatient buildings • 4 off campus clinical sites • 30 plus leased off sites • Small steps, success stories, confidence building • Substantial increase of performance measures attributed to Emergency Management / Preparedness

  3. Focus of importance towards Preparedness

  4. What does this mean to non-healthcare organizations? • Examples of Accreditation Standards • Existing model • Joint Commission standards • Adds Relevance • Opportunities to tie into actual occurrences • Not all relevant to other business models or not-for-profits

  5. Requirements • Performance Measures • Standards • Elements of Performance • Identifies Six Critical Functions • Communications • Resources and Assets • Security and Safety • Utilities • Patients • Staff • Exercises and real life event • Survey methodology

  6. Example • Hospital-wide exercise • Linked to a Hazard-Vulnerability Analysis • Influx of Infectious Patients • Involve all critical functions of the organization • Tests functionally four phases of emergency management • Debriefing • After Action Report • Improvement Action Plan • Tracking of measures of success

  7. Current Events • Application of Emergency Operations Plan • Actual Events • H1N1 • Hospital’s Incident Command System • Evaluate effectiveness of planning (spring) • Apply lessons learned to date • Continuous Improvement Actions

  8. Preparedness • Needs to be part of the organizational culture • Senior leadership commitment • Staff education • All-hazard approach • Building blocks • Critical competencies • Inclusion across the organization • Not just the “emergency” types • Readiness teams • Mock surveys • FAQ’s • Fault free walk-a-rounds

  9. Conclusions • Not a “one-size” fits all concept • Challenges when not a “requirement” or a financial incentive • Does have connections to other industry standards or guidelines • Can offer a model • Has applications in other industries • Applies common Emergency Management, Disaster Recovery and Business Continuity practices

  10. Questions Or Comments? Barry Wante CEM Director, Emergency Management Center for Emergency Preparedness BWANTE@PARTNERS.ORG 617-525-6679

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