Creating a State Medical Response System for Medical Disaster Management: The North Carolina Experience

Abstract

Function 1: Develop recovery processes for the healthcare delivery system 12 P1. Healthcare recovery planning 12 P2. Assessment of healthcare delivery recovery needs post disaster 13 P3. Healthcare organization recovery assistance and participation 13 Function 2: Assist healthcare organizations to implement Continuity of Operations (COOP) 13 P1. COOP planning assistance for healthcare organizations 14 P2. Healthcare organization COOP implementation assistance 14 P3. Healthcare organization recovery assistance 15 CAPABILITY 3: Emergency Operations Coordination 16 Function 1: Healthcare organization multi-agency representation and coordination with emergency operations 16 P1. Healthcare organization multi-agency coordination during response 16 P2. Healthcare organization and emergency operations decision coordination 17 Function 2: Assess and notify stakeholders of healthcare delivery status 17 P1. Healthcare organization resource needs assessment 17 P2. Incident information sharing 17 P3. Community notification of healthcare delivery status 18 Function 3: Support healthcare response efforts through coordination of resources 18 P1. Identify available healthcare resources 18 P2. Resource management implementation 18 P3. Public health resource support to healthcare organizations 19 P4. Managing and resupplying resource caches 19 E1. Inventory management system 19 Function 4: Demobilize and evaluate healthcare operations 19 Healthcare Preparedness Capabilities: National Guidance for Healthcare System Preparedness v CONTENTS P4. Healthcare information sharing with the public 26 E1. Healthcare information systems 26 P5. Bed tracking 26 E2. Bed tracking system 27 S1. Bed tracking system training 27 P6. Patient tracking 27 E3. Patient tracking system 27 P7. Patient record tracking 28 Function 2: Develop, refine, and sustain redundant, interoperable communication systems 28 P1. Interoperable communications plans 28 E1. Interoperable communication system 29 S1. Communication training 29 CAPABILITY 10: Medical Surge 30 Function 1: The Healthcare Coalition assists with the coordination of the healthcare organization response during incidents that require medical surge 30 P1. Healthcare Coalition preparedness activities 31 P2. Multi-agency coordination during response 31 Function 2: Coordinate integrated healthcare surge operations with pre-hospital Emergency Medical Services (EMS) operations 31 P1. Healthcare organization coordination with EMS during response 32 P2. Coordinated disaster protocols for triage, transport, documentation, CBRNE 32 S1. Training on local EMS disaster triage methodologies 32 S2. Coordinated CBRNE training 33 Function 3: Assist healthcare organizations with surge capacity and capability 33 P1. Medical surge planning 33 P2. Medical surge emergency operations coordination 34 P3. Assist healthcare organizations maximize surge capacity 34 P4. Assist healthcare organizations maximize surge capability 36 P5. Medical surge information sharing 37 P6. Healthcare organization patient transport assistance 37 P7....

A Scoping Review of the Essential Components of Emergency Medical Response Systems for Mass Casualty Incidents

“…Each identified 13, The evolving role of social media such as live Twitter feeds, Facebook updates, text messages, and chat rooms has been explored for their ability to contribute to situational awareness, communication with the victims and their loved ones, and information sharing among the media, key stakeholders, and frontline providers. 13,20,24,28,29,31,32,35,36,[39][40][41][42]46,50,51,55,[59][60][61][63][64][65][66] Pre-determined contacts for designated personnel, collaborating entities and other agencies, improves efficiency and the flow of information. 13,20,21,48,49,59,[67][68][69][70][71][72][73][74] Standard and ad-hoc channels of communication help provide situational awareness, clarify misinformation, address concerns, and facilitate response activities.…”

“…26,43,47,76,80,84,98,99,108,109 Advance contingency agreements between different organizations, institutions, and jurisdictions for resource and personnel sharing can help in recruiting individuals to deal with a large influx of victims over a short period of time. 13,20,26,27,33,43,44,46,47,51,54,74,87,96,101,104,110,118,[128][129][130] Keeping an active roster of available volunteers and required staff is often useful in rapidly building surge capacity by ensuring that personnel are both prepared and willing to participate in MCI response activities. 13,20,21,29,33,40,41,46,48,49,[68][69][70][71][72][73][74]…”

“…33,39,40,46,53,68,73,74,89,104,107,118,120,121,125,126,130,131,133,[135][136][137] Vendor agreements and inventory management policies may shorten the time to deploy essential materials and equipment to ensure their availability. 26,28,40,43,46,51,55,74,75,82,[98][99][100]103,111,118,120,129,136,[138][139][140] A post-MCI debriefing should be conducted during which participating organizations report their data and respond to questions fostering a culture of transparency, accountability, and community practice. [39][40][41]69,...…”

“…23,67,69,74,128,185,198 However, radiology has been recognized as a bottleneck for patient care. 30,51,69,91,102,125,141,198 Lean strategies are recommended, such as limiting radiologic capabilities to only high priority patients, using bedside ultrasound to facilitate rapid identification of operative pathology, stationing a radiologist with the radiology tech in the patient care area to aid in prompt diagnosis, and facilitating paper-charting or use of a simplified computerized electronic order entry to order a diagnostic study. 23,26,30,32,39,46,51,67,69,82,91,102,103,125,131,141,198…”