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NORTHERN COCHISE COMMUNITY HOSPITAL
EMERGENCY PLAN
DEPARTMENT: Safety
SUBJECT: Emergency Plan
Reviewed By:
| Review Date:
| Safety Committee
| 07/20/17
| Med Staff
| 08/28/17
| Governing Board
| 09/26/17
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I. Purpose
Northern Cochise Community Hospital (NCCH) shall provide for the continuance of patient care during emergencies and respond to the needs of the victims caused by a mass casualty incident. This program is established so that we may further respond to events within and outside the hospital and nursing home that may affect the care and safety of patients.
II. Mission/Vision
Hospitals and nursing homes are critical links in the chain to provide medical and custodial care to the public. They must continue those services during emergencies and events that may adversely impact the ability to provide services to those patients and residents. Effective contingency planning provides tools to identify the needs and to plan for their fulfillment during an emergency. They also provide the framework to prepare materials and staff for appropriate response and provide training to staff responsible for managing this activity during emergency situations. Regular drills are used to test plans and staff knowledge to assure NCCH is as ready for emergencies as is practical. Drill critiques and evaluations identify opportunities to improve and verify improvement and correction of previous problems.
III. Fundamentals
Emergencies will occasionally occur in the community and at NCCH. Effective planning reduces the impact of those emergencies on patients and on the ability of NCCH to provide the needed care.
The most likely types of emergencies a facility will experience are usually identified from previous events, from evaluation of known conditions and potential activities. Planning for emergencies should include response to the most likely and predictable events and situations with the idea that these plans can also be applied to unlikely situations should they occur.
NCCH follows the Hospital Incident Command System (HICS) 2014 edition. The Hospital Incident Management Team (HIMT) and the Hospital Command Center (HCC) will follow HICS and be in compliance with National Incident Management System (NIMS).
Planning should include provisions for necessary changes in use of the hospital, facilities, supplies, communications, and treatment areas.
Planning will include modifications necessary in normal staff management and logistics. Plans will include accessing the need for more and specialized staff in key areas (call lists), for establishment of pools and resource personnel (staff pools), and for establishment of Disaster Controls for direct and timely management of the hospital response to emergency.
Emergency planning will include plans for modifications to patient care, including clinical interventions necessary during loss of key utility systems, discontinuation of services in response to those conditions, plans for patient movement, discharge or transfer, and special patient needs during emergencies.
Drills will be conducted often enough to maintain staff skills, but with enough time between drills to allow for evaluation of results, necessary modifications to the plan, and training to respond to problems identified.
Each drill will be observed, documented, and the results evaluated to identify problems and key areas to improve. The actions taken for each problem/opportunity should be documented, and as practical, tested during subsequent drills. Results of drill implementation and evaluation should be reported to the Safety Committee and the Governing Board.
IV. Goals and Objectives of the Emergency Preparedness Planning Process
Training for Emergency Compliance includes a multi-year Homeland Security Exercise and Evolution Plan (HSEEP). As well as an annual training plan.
Drills are scheduled 4-6 months apart, and there are at least two drills or implementations each year, which are documented and evaluated.
The Emergency management Plan (EMP) includes planned responses (contingency plans) to all events that are considered predictable emergencies and for which plans are practical.
Implementation of the EMP is documented. The critique and review process is used to identify opportunities for improvement in the planning process, the plan, training, and equipment available to staff for response to emergency situations.
V. Organization and Responsibility
1. The Board of Directors receives regular reports about Emergency Plan implementations and issues raised as a result of evaluation of those implementations. The Board reviews the reports, as appropriate, communicates concerns about identified issues. The Board is also informed of budget expenses necessary to replace, upgrade, or purchase equipment or systems that will better prepare the health center for response to emergency situations.
2. The overall authority and direction of the EMP rests in the CEO in cooperation with the Medical Staff. The CEO receives regular reports on the current status of the program. The CEO reviews the reports and, as appropriate, communicates concerns about key issues and opportunities to improve. The CEO/CFO collaborates, as needed, with the Risk/Safety Officer and Emergency Department Committee to establish operating and capital budget for managing the Emergency Preparedness program.
3. The Safety Committee manages the Emergency Preparedness program. The committee develops the plans, plans drills, observes and reviews drills and implementations, prepares documented critiques, identifies need for change and opportunities to improve the plan, defines training objectives, and manages the contingency planning process for patient care. Utility contingency plans are managed by the Plant Operations Department.
4. Department managers are responsible for orienting new employees to their department emergency response and preparedness procedures. Managers are responsible for plans for notification of staff, if more staff is needed, and to assure that staffing is adequate in the areas they manage.
5. Individual staff members are responsible for learning and following the departmental and hospital/nursing home procedures for notification of emergencies, and for knowledge of their role and responsibilities during such emergencies.
VI. Technical Management Programs
1. Program Assessment. The Risk/Safety Officer and the Safety Committee review changes in law, regulations, standards, and conditions. They assure that regular drills, critiques, and inspections are conducted to assess the need to change the equipment, procedures, or activity used to implement the Emergency Preparedness Management Plan.
2. Policy and Procedure Development. The Risk/Safety Officer and the Safety Committee work with the department managers of all departments to develop contingency procedures for response to various types of emergencies, both external and internal.
3. Orientation and Training.
4. All new employees are provided with an orientation to the emergency preparedness policies and procedures that affect them.
- Department Managers are responsible for assuring employees receive departmental training for tasks they will perform during emergency plan activation.
- The Risk/Safety Officer and Human Resources Director facilitate and manage documentation of the facility-wide safety training program, which includes emergency preparedness training. Department managers are responsible for assuring all of their staff is included in the training.
5. Measurement. The Risk/Safety Officer and Safety Committee conduct or participate in drills, exercises, and safety surveillance rounds to measure staff and equipment performance relative to emergency preparedness. Knowledge and be measured through questions and answers during surveillance rounds and participation in drills.
VII. Declaring a Disaster
The disaster plan is implemented when there is notice or strong presumption that there will be an influx of patients that will exceed the normal capacity of the Emergency Department to manage or there is an internal situation that severely disrupts the operations of the facility. This may be the result of an emergency defined by the area-wide disaster plan, or from other sources, or because of patient influx. The CEO, On-Call Administrator, Charge Nurse on Duty, or On-Call Physician can invoke the mass casualty plan. Use of the internal or external disaster check-list may assist in determining the need or what type of disaster to call. The announcement of the plan is made by the code phrase: "CODE BLACK - LEVEL (1, 2, 3, 4)".
1. Calling in Staff. Upon receipt of notice from the Disaster Command Post, or by hearing the "CODE BLACK" announcement (see attached information of levels of disaster), departments and services will evaluate their staffing according to protocol and determine whether existing staff are adequate for their needs.
If necessary departmental call-trees are used to notify additional staff. Normally, implementations during the evenings, midnight, and weekends will involve notification of additional staff. The CEO or Administrator On-Call is responsible for calling the department managers. The Charge Nurse will designate a person to activate the call-list for nursing and medical staff.
2. Practitioners Emergency Privileging During Disasters. Local practitioners (MD, DO, NP, PA) may be requested or volunteer to assist in disaster situations. Although these practitioners may have privileges at the facility, not all are currently privileged to provide services in the Emergency Department. The following process shall be observed:
- The practitioner may be granted Emergency Privileges for the Chief Executive Officer (or designee) and/or the Chief of Staff by completing the request for privileges form (attached).
- The practitioner shall be added to NCCH's Professional Liability Insurance. The Chief Executive Officer (or designee) shall notify the insurance company of the requested addition as soon as possible.
3. Obtaining Resource Information. Upon notification of a mass casualty emergency, patient care units and support resources will assess their resources, and report key information such as available beds, blood supply, potential patient discharges or transfers, and other key data to the Disaster Command Post. Runners from the Command Post will come to the units to pick-up resource information and return to Command Post.
4. Modifications in Use of Space and Facilities. As necessary for the needs of the emergency, arrangements have been made to expand certain patient care and treatment functions to deal with the additional demand. Disaster Registration packets can be found in the ER and at the front registration desk. Non-medical personnel from the Manpower Pool will be assigned to obtain extra supplies as needed. Security arrangements for control of vehicle and people include limiting access to the facility to a minimal number of entrances, and assigning patrolling tasks to staff from non-medical staff pool. In addition, close liaison with local police will provide additional security.
5. Response of Other Functions. Where deemed necessary by the Administrative Person In Charge, elective surgery and other elective procedures will be postponed or rescheduled. The Chief Nursing Officer, Nurse Manager, or Charge Nurse On-Duty will assign available medical and nursing staff to areas of need. The Manpower Pool Coordinator will assign all non-nursing, non-medical personnel from the Manpower Pool. In addition, specific functions (such as food service, laboratory, and radiology) have departmental plans for maintenance of their functions, and for providing additional services as needed. See Disaster Designation and Responsibilities attachment.
6. Disaster Command and Control. A disaster command post will be established to provide for centralized control of the necessary emergency processes, coordination with other facilities, and assist with staffing needs. The Administrative Person In Charge will coordinate with the Chief Nursing Officer or Charge Nurse to ensure all areas are provided with necessary support staff. The Incident Command Center acts as an information center and controls the response to the emergency.
7. Patient Triage and Treatment. Patient Triage is done at the Emergency Department Hallway. Patients are moved to treatment and holding areas based on their condition and needs. Under most conditions, patients will be diagnosed and stabilized in the Emergency Department and moved to other areas for treatment, further diagnostic procedures, waiting transfer, and monitoring as required.
VIII. Weather Emergency
Weather conditions may have an adverse impact on normal facility operations, both directly on the facility itself, and indirectly, in terms of staff availability.
1. Snow: While this area may not experience extreme snowfall, significant snowfall for even a day may impede access to the facility both by patients and staff. Plant Operations will ensure necessary arrangements to remove snow from key access areas to the Emergency Department and parking areas. Plans will include keeping these areas free of snow and ice. Plans also include arrangements for feeding and housing staff that cannot get home, when necessary.
2. Wind Threat/Storms/Floods: Threats and forecasts of severe wind or weather situations will be used to predict the need for additional building protection, and such forecasts will be evaluated as received. Severe wind threats often cause traffic casualties due to blowing dust and reduced vision. ER staff may be retained in these events to assist with emergency patient influx. Storms may also cause flooding in the area. Watches and Warnings are part of the planning process and when appropriate, staff may need to move patients from affected areas. Treatment areas will be expanded to care for casualties as needed.
3. Heat Emergencies: Prepare for additional influx of patients. If influx becomes severe, the disaster plan may be implemented.
For Any Suspected Bio-Terrorism Event:
Local emergency response systems should be activated.
The following should be notified in such an event:
INTERNAL CONTACTS:
(See Disaster Notification Plan)
EXTERNAL CONTACTS:
WILLCOX PUBLIC SAFETY DISPATCH: 384-4673
COCHISE COUNTY HEALTH DEPARTMENT: 1-520-432-9434
STATE HEALTH DEPARTMENT: 1-602-542-1025
FBI FIELD OFFICE: 1-602-279-5511
BIO-TERRORISM EMERGENCY NUMBER, CDC Emergency Response Office: 1-770-488-7100
IX. Utility System failure or Malfunction
Failure Of:
| What To Expect:
| Whom To Contact:
| Responsibility Of User:
| Computer System.
| System Down.
| Information Systems.
| Use manual/paper system as back-up.
| Blood Bank.
| Alarm sounds at Nursing Station.
| Laboratory or on-call staff.
| Be prepared to transfer blood to Lab refrigerator.
| Electrical Power - Emergency Generator Operational.
| Emergency outlets functional, magnetic doors will be closed generator light flashes at Nurse's Station.
| Maintenance.
| Switch medical equipment to emergency outlets, use flashlights and lanterns.
| Electrical Power - Failure (Total)
| Power failure of all systems. Generator alarm sounding.
| Maintenance to call power service.
| Use flashlights, run IV's by Buretrol and Dial-a-Flow drip. Provide flashlights or lanterns to areas needing light. Reassure patients.
| Fire Alarm System.
| No fire alarms or sprinklers, enunciator will light up.
| Maintenance and fire department. Inform fire department there is NO FIRE and we are having system trouble. Maintenance will notify the Safety Officer.
| NFPA-101 Section 9.6.1.8 - When a required fire alarm is out of service for more than 4 hours in a 24-hour period, the Willcox Fire Department (520-384-4673) and Arizona Department of Health Services (602-364-2690) must be notified, an approved Fire Watch every 15 minutes shall be provided for all parts of the building left unprotected by the shutdown until Fire Alarm System has been restored to normal operation.
| Medical Gases.
| Gas alarm bell sounds, on wall O2 in ER.
| Maintenance.
| Use portable O2, call vendor for additional cylinders.
| Medical Vacuum.
| No wall suction. Vacuum system failure alarm sounding.
| Maintenance.
| Obtain portable suction units from crash cart, ER, or clinic as needed.
| Natural Gas/Fuel - Failure or Leak.
| Odor, no flames on burners, etc.
| Maintenance.
| Open windows to ventilate, turn off gas equipment and institute a fire watch. DO NOT use any devices that produce a spark. Move patients from affected areas if needed.
| Nurse Call System.
| No contact between Nurse's Station and patient rooms.
| Maintenance.
| Use bedside patient telephone or bells. Check patients more frequently, move as necessary.
| Sewage Stoppage
| Drains backed-up.
| Maintenance.
| Do not flush toilets or use water until cleared. Use bottled water from dietary for drinking only. Use red bio-hazard bags in toilets when using the restroom.
| Sprinkler System.
| Alarm on fire indicator sounds and will show zone 7 and a tamper light may flash on the panel.
| Maintenance and fire department. Inform fire department there is NO FIRE and we are having system trouble. Maintenance will notify the Safety Officer.
| NFPA-101 Section 9.7.6.1 - When a required fire alarm is out of service for more than 4 hours in a 24-hour period, the Willcox Fire Department (520-384-4673) and Arizona Department of Health Services (602-364-2690) must be notified, an approved Fire Watch every 15 minutes shall be provided for all parts of the building left unprotected by the shutdown until Fire Alarm System has been restored to normal operation.
| Communications Systems.
| No telephone service. No internet services.
| IT Department/CEO.
| Use overhead paging, phones attached to fax-line, runners as needed. Consider cell phones, and 2-way radios.
| Water Loss.
| Sinks and toilets inoperative.
| Maintenance.
| Institute fire watch (see Sprinkler System above). Conserve water. Use bottled water (from dietary). Use red bio-hazard bags in toilets when using the restroom.
| Water Non-Potable.
| Tap water unsafe to drink.
| Maintenance/Infection Control.
| Place "Danger - Do Not Drink Water" signs at all drinking fountains and washbasins. Obtain drinking water from dietary.
| Ventilation/HVAC.
| No ventilation, air conditioning, or heating.
| Maintenance.
| Open windows or obtain blankets if needed. Restrict use of odorous/hazardous materials. Be prepared to move patients/residents if necessary.
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CODE BLACK LEVELS OF SEVERITY AND EXPECTED RESPONSES
Problem:
| Description:
| Initial Response:
| Secondary Response:
| Follow-Up:
| Level 1
| General activation notification of actual or potential incident.
| Review current personnel and material resources, and complete a disaster status report.
| Send representative to Incident Command Center for briefing when notified.
| Maintain normal work duties or as directed.
| Level 2
| Normal facility services may be impacted due to actual or potential incident.
| Initiate Incident Command Center.
| Transfer/relocate/discharge patient and call for support as appropriate. Prepare to recall selective staff as necessary.
| Return to normal work duties or as directed.
| Level 3
| Most non-direct inpatient care areas have stopped normal working duties to fully support the incident. Aggressive patient discharge is in effect.
| Initiate aggressive staff recall, as necessary.
| Assist in patient transfer to other facilities and prepare to assist in partial evacuation. Take records as safety permits, and move to your designated area.
| Return to normal work duties unless otherwise directed.
| Level 4
| Facility resources are clearly overwhelmed. Battlefield type conditions prevail throughout.
| Ration services and supplies. prepare for possible evacuation taking records as safety permits.
| Move to designated department assembly area. Account for missing individuals.
| Report missing or unaccounted for individuals to supervisor.
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XI. DESIGNATED DISASTER LOCATIONS AND RESPONSIBILITIES
DESIGNATED LOCATIONS/LEADERS
| RESPONSIBILITIES
| Incident Command Center - East Wing Conference Room/CEO.
| 1. Notify community agencies as needed to assure coordination of efforts.
2. Maintain information regarding bed availability, blood availability, number of victims, etc.
3. Deal with problems requiring administrative action or external support.
4. Coordinates information released to news agencies through PR staff.
5. Contacts other area health care facilities for assistance in the event of a Level 4 disaster.
6. Coordinates the security of the hospital and surrounding area.
| Public Information Room (Officer) - Incident Command Center (Operations Officer).
| 1. The Public Information Officer follows that Job Action Sheet.
2. The Public Information Officer acts as liaison with news media and relays press releases from the Command Post.
3. All information released to the news media must be authorized by the Incident Command.
| Labor Pool - Dinning Room, Ext. 295.
| 1. All unassigned off-duty personnel arriving at the hospital are to report to the manpower pool and sign-in.
| Labor Pool/Time Unit - Manager (Director of Human Resources).
| 1. The Labor Pool/Time Unit Coordinator follows the Job Action Sheet for: Labor Pool and Time Unit Leader.
2. The Labor Pool Coordinator assigns manpower pool personnel to priority areas as required. Duty assignments include:
- Two runners for Incident Command.
- Two runners for Triage Area.
- Personnel to unload victims and to transport from triage to designated priority areas, as requested.
- One runner for Materials Supply.
- One runner for Pharmacy.
- One runner for each priority area (1-4).
- Maintenance personnel will assist with traffic and crowd control until PD can take over the duties.
- One runner to X-Ray.
- RN to X-Ray for triage.
- One runner to Lab to transport specimens to and from priority areas.
3. All personnel whose assignments have been completed should report to the Labor Pool for reassignment.
4. All personnel are to sign-out before leaving the hospital.
| Medical Staff Director (On-Duty ER Physician).
| 1. Medical Staff Director follows the Medical Staff Director Job Action Sheet.
2. Assist with triage and priority assignments.
3. Determines if other area hospitals and facilities need to be contacted as to their bed availability and contacts Command Post.
4. Assist with the care of priority 1 patients.
5. Determines which inpatients can be discharged to increase bed availability. Provides the necessary orders to move patients in other patient rooms to allow expanded services.
6. Reports to the Incident Commander.
| Treatment Areas Unit Manager - (Charge Nurse)
| 1. The Treatment Areas Unit Manager is in charge of the Triage and Immediate Care areas and will assist with care of patients as available.
2. Briefly evaluate all incoming victims and assign them priority designations.
3. Assigns an Admitting Person to log and tag patients.
4. Directs utilization and assignment of physicians to priority areas/patients.
5. Works closely with Medical Staff Director and keeps them updated as necessary.
6. In charge of priority levels 1-5 and will designate assignments as needed.
| Triage Area - Emergency Room Hallway
Disaster Box
Tags
Registration Information
Forms
Triage Levels
| 1. All victims are to check into the triage area to be evaluated by the triage officer.
2. All patients are logged and tagged by Admitting Personnel.
3. Patients are placed in proper Priority Area (1-5) with corresponding Disaster Registration Packets.
| Priority 1 - Emergency Room - Main Area:
Immediate Care Unit
| 1. Type of injuries include those that are life threatening.
- Uncorrected Respiratory Problems.
- Cardiac Arrest.
- Severe Blood Loss.
- Unconsciousness.
- Severe Shock.
- Severe Burns.
- Spinal Cord Injuries.
- Open Chest or Abdominal Wounds.
- Burns Involving Respiratory Tract.
- Several Major Fractures.
2. Priority 1 victims are transported from the triage area to the Emergency Room for treatment and stabilization.
3. Patients in need of immediate transport will be either transferred to the floor until transportation arrives or maintained in the ER.
4. The decision regarding the patients deposition will be the responsibility of the practitioner treating the patient.
5. The on-call physician and first physician on scene will report directly to Priority 1 area.
| Tagging and Logging of Patients -
| 1. Tagging and logging of patients is done in the Triage Area. The completion of the Disaster Registration Packets in the Priority Area are the responsibility of the admitting staff.
2. Admitting staff provides the Command Post with updated patient log sheets for each priority area.
3. Ready-To-Use Disaster Packets will be available in the ER and are specific for each priority area.
- Priority 1 - Emergency Room Record, Physician Charge Sheet, discharge instructions, discharge statement, trauma flow sheet, x-ray requisitions, lab requisitions, (chemistry, UA, ABG, 2 type and cross match).
- Priority 2 - Emergency Room Record, Physician Charge Sheet, discharge instructions, discharge statement, trauma flow sheet, x-ray requisitions, lab requisitions, (hematology, chemistry, UA).
- Priority 3 - Emergency Room Record, Physician Charge Sheet, discharge instructions, discharge statement.
- Priority 4 - Emergency Room Record, Physician Charge Sheet, trauma flow sheet.
4. A patient registration disaster box will be used at the triage area to expedite tagging and distribution of Disaster Registration Packets.
| In-Patient Areas Supervisor -
| 1. The In-Patient Areas Supervisor is in charge of Areas 2.
2. Follows the Job Action Sheet for: In-Patient Area Supervisor, Surgical Services Unit Leader, General Nursing Care Unit Leader, Out-Patient Services Unit Leader.
3. Reports directly to the Medical Staff Director.
| Priority 2 - North End of Emergency Room
| 1. Type of injuries include those that are non-life threatening and treatment can be delayed or those that require preparation procedures.
- Mild to Moderate Burns.
- Moderate Blood Loss.
- Conscious with Head Injury.
- Abdominal Pain.
2. Priority 2 victims are transported from the triage area to ER bed #5 or #6, or Chapel Hall.
| Priority 3 - Minor/Walking Wounded Awaiting Treatment - Respiratory Therapy Area.
| 1. Types of injuries include those that are minor and require minimal treatment.
- Minor Fractures.
- Minor Burns.
- Contusions/Abrasions.
2. Priority 3 victims are transported from the triage area to the Respiratory Therapy hallway.
| Priority 4 - Morgue - Boiler Room.
| 1. Deceased victims are transported to the Boiler Room to await mortuary personnel.
2. One manpower pool person will be assigned to the Boiler Room for intake and security purposes.
| Priority 5 - Endoscopy Suite.
| 1. Type of injuries include those that are expected to cause imminent death.
2. Victims are transported to the Emergency Room for observation and treatment.
3. Once Priority 1 and 2 victims are treated, available physicians and nursing personnel will report to Priority 5.
| Security/Identification.
| 1. The Incident Commander will coordinate this function.
2. maintenance personnel and the police department are delegated to secure entrances as needed and assist with visitor and traffic control. They will maintain a safe and secure area for all patients, staff, and visitors.
3. During a disaster situation, employees are to park in the back parking lot and enter through the side-door next to medical records. Employees must have their name tag with them to enter the building.
4. If security is needed for any area, notify the Command Post.
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XII. STAFF DUTIES AND RESPONSIBILITIES
TITLE/DEPARTMENT
| CALLED BY
| DUTIES/FUNCTIONS
| Incident Commander
(Chief Executive Officer)
Administrator on call will assume responsibility if CEO is not available.
| CNO/Charge Nurse.
| 1. The Incident Commander follows the Emergency Incident Commander Job Action Sheet.
2. Sets up Incident Command Center.
3. Control and coordinate disaster response.
4. Maintain runner service to all departments and priority areas to receive and update reports.
5. Coordinates external support from other community agencies.
6. Coordinates all information released to news media and other third parties.
7. Facilitates post disaster review.
| Finance Chief
(Chief Financial Officer)
| Incident Commander (or Designee)
| 1. The Finance Section Chief follows the Job Action Sheets for: Finance Section Chief, Planning Section Chief, and Situation-Status Unit Leader.
2. Report to Incident Command.
3. Assist in operation of Incident Command Center as directed by CEO or administrator on-call. May act as the designated Incident Commander.
4. Establish a Financial Section Operations Center (Business Office).
5. Assist with material management in providing supplies to the floor and ER.
6. Assist Business Office Manager and Admitting Staff with admitting patients and reporting to the Command Post.
| Operations Chief
(Chief Nursing Officer)
Nurse Manager shall assume responsibility if CNO is not available.
| Nurse Manager/Charge Nurse.
| 1. The Operations Chief follows the Job Action Sheets for: Operation Chief and Ancillary Services Unit Leader.
2. Report to Incident Command for update on disaster situation.
3. Establish an Operations Section Operations Center (Doctor's Station).
4. Develop a labor pool of nursing personnel and assign staff to appropriate areas.
5. Available to Incident Command to assist in assigning personnel to help disaster efforts.
6. Advise Incident Command on availability of beds, nursing personnel, and supplies.
7. Assist Treatment Areas Unit Leader Manager and other patient care staff in treating the patients as available.
| Communications Unit Leader
(Network Administrator)
| Finance Chief (or Designee)
| 1. The Network Administrator reports to the Financial Section Operations Chief, and follows the Job Action Sheets for: Communications Leader.
| Facility Unit Leader
(Director of Plant Operations)
| Finance Chief (or Designee)
| 1. Reports to Financial Section Operations Center for update on disaster situation.
2. The Facility Unit Leader follows the Job Action Sheets for: Facility Unit Leader, Sanitation Systems Officer, Damage Assessment.
3. Reports directly to Finance Chief.
4. Assign housekeeping staff to assist in keeping treatment areas clean.
5. Assign other maintenance and housekeeping staff to security.
| Claims Unit Leader
(Director of Patient Services)
| Finance Chief (or Designee)
| 1. The Claims Unit Leader reports to the Financial Section Operations.
2. Follows the Job Action Sheets for: Claims Unit Leader and Cost Unit Leader.
| Patient Tracking/Patient Information
(Health Information Management)
| Finance Chief (or Designee)
| 1. The Director of Health Information management follows the Job Action Sheets for: Patient Tracking and Patient Information Officer.
2. Report to Labor Pool Financial Section Operations Center.
3. Assist Nursing and Admitting in gathering patient information.
| Material Supply/Procurement Unit Leader
(Materials Management)
| Finance Chief (or Designee)
| 1. Material Supply/Procurement follows the Job Action Sheets for: Materials Supply Unit Leader, and Procurement Unit Leader.
2. Reports directly to the Finance Chief.
| Laboratory Unit Leader
(Lab Manager)
| Operations Chief (or Designee)
| 1. Reports to Operations Section Operations Center.
2. Follows the Job Action Sheets for: Laboratory Unit leader.
3. Call in back-up staff to insure services can be provided.
4. Coordinate laboratory services with Treatment Areas Unit Manager.
5. Advise Operations Chief of work load.
| Nutritional Supply
(Nutritional Services Manager)
| Financial Section Operations Center.
| 1. Report to Financial Section Operations Center for update on disaster situation.
2. Follows Job Action Sheet for: Nutritional Supply Unit Leader.
3. Provide Finance Chief (or Designee) an inventory of food and water supply (if required).
4. Prepare coffee, snacks, and meals for staff in hospital.
5. Continue to meet meal needs of the patients.
| Pharmacy Unit Leader
(Director of Pharmacy - when available)
| Operations Chief (or Designee)
| 1. Report to Operations Section Operations Center for an update on disaster situation.
2. Follow Job Action Sheet for: Pharmacy Unit Leader.
3. Inform Operations Chief (or Designee) of arriving and arrange to restock floor and ER as needed.
4. Call Pharmacy Clerk for assistance.
| Radiology Unit Leader
(Radiology Manager)
| Operations Chief (or Designee)
| 1. Report to Operations Section Operations Center.
2. Follow Job Action Sheet for: Radiology Unit Leader.
3. Call additional staff to assist with patient care.
4. Coordinate x-ray procedures with Triage Officer.
| Cardiopulmonary Unit Leader
(Respiratory Therapy Manager)
| Operations Chief (or Designee)
| 1. Report to Operations Section Operations Center.
2. Follow Job Action Sheet for: Cardiopulmonary Unit Leader.
3. Call additional staff to assist with patient care.
4. Coordinate patient care with Treatment Areas Unit Manager.
| Liaison/Safety Officer
(Patient Safety/I.C.)
| Incident Commander (or Designee)
| 1. The Liaison follows the Job Action Sheet for: the Liaison Officer and the Safety/Security Officer, and reports to the Incident Commander.
2. Secure Triage, patient care, morgue, and other sensitive or strategic areas from unauthorized access.
| Human Services Unit Leader
(Social Services)
| Operations Chief (or Designee)
| 1. The Human Services Director follows the Job Action Sheets for: Human Services Director, Staff Support Unit Leader, Psychological Support Unit Leader, and Dependent Care Unit Leader.
2. Report to Human Services Area.
3. Assist Incident Command to arrange notification of families and other community agencies.
| Administrative Assistant
| Incident Commander (or Designee)
| 1. Report to the hospital and assist the Incident Command.
| Ambulatory Clinics Staff
| Operations Chief (or Designee)
| 1. Report to Nurse Executive for assignment to priority area.
| Back-Up Phsicians
| Medical Care Director
| 1. Report to hospital and take assignments for patient care from Treatment Areas Manager or Medical Care Director.
2. Remain at the hospital until the Incident Commander ends the disaster operations.
| Business Office/Admitting
| Finance Chief (or Designee)
| 1. Report to Financial Section Operations Center or Labor Pool as needed.
2. Call-in additional staff to help with admitting process and assist where assigned form the Manpower Pool.
3. Assume responsibility of switchboard during disaster.
| Case Manager
| Operations Chief (or Designee)
| 1. Report to Operations Section Operations Center for update and assignment.
| Nursing Home Administrator
| Operations Chief (or Designee)
| 1. Report to the Operations Chief for update on disaster situation.
2. Coordinate the assignment of staff to care for residents.
3. Establish a Manpower Pool from nursing home staff to assist where directed by the Command Post.
4. Assist in providing patient/resident care as needed.
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This plan serves as a guideline for a general disaster plan. Each department coordinates their plans to work with the general plan. In any disaster, employees are expected to have a calm, controlled, and flexible attitude.
SAFE-PLAN-007-4
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