1 / 38

Emergency Management Working Group 8 July 2013

Emergency Management Working Group 8 July 2013. Please remember to silence your cell phone. Emergency Management Working Group. Focusing on the Fundamentals July 2013. Emergency Management – the Phases. Mitigate Prepare Respond Recover

catori
Download Presentation

Emergency Management Working Group 8 July 2013

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Emergency Management Working Group8 July 2013 Please remember to silence your cell phone.

  2. Emergency Management Working Group Focusing on the Fundamentals July 2013

  3. Emergency Management – the Phases • Mitigate • Prepare • Respond • Recover • Most of our time is spent on preparedness and response concepts, which is why you often hear the term EP&R.

  4. Question 1 • How many phases are there in Emergency management doctrine? • 1 • 2 • 3 • 4

  5. Question 1 • How many phases are there in Emergency management doctrine? • 1 • 2 • 3 • 4

  6. The Unit Red Book • The foundation for our preparedness and response efforts. • Contains sections for emergency preparedness and response, infection control, environment of care, and security. • The Emergency Management Program specifically maintains the Emergency Response Sheets and EP&R Guide … these are essentially procedural guides for emergency management. • Emergency Response Sheets are one pagers, and designed to be placed near phones. • The EP&R Guide is in the Unit Red Book, adds to information in the Emerg Response Sheets, and provides prepare-respond (initial and secondary)-recover tasks for all types of hazards. • The Emerg Response Sheets and EP&R Guide is reviewed annually; updates sent in Nov-Dec time frame. • Replaced “Green” and “Red” sheets several years ago. • Maintained in binders and on the website; binders are essential in case we lose internet connectivity.

  7. Question 2 • The EP&R Guide contains several pages, is found in the Unit Red Book, adds to information in the Emerg Response Sheets, and outlines tasks for the following emergency management phases; • Mitigate, Prepare, Respond • Preempt, Respond, Evacuate • Prepare, Respond, Recover • Mitigate, Evacuate, Respond

  8. Question 2 • The EP&R Guide contains several pages, is found in the Unit Red Book, adds to information in the Emerg Response Sheets, and outlines tasks for the following emergency management phases; • Mitigate, Prepare, Respond • Preempt, Respond, Evacuate • Prepare, Respond, Recover • Mitigate, Evacuate, Respond

  9. Emergency Management Program Plans The difference between the Emergency Management Framework and the Emergency Operations Plan

  10. Question 3 • The Emergency Management Framework outlines the program’s components. Which item below is not one of those components? • Complete an annual Hazard and Vulnerability Analysis (HVA) • Develop and maintain an Emergency Operations Plan (EOP) • Organize and implement drills/exercises to prepare for, respond to, and recover from emergencies • Maintain a program to restrain patients (or employees) with behavioral disorders • Address JC elements of performance to meet or exceed standards • Provide educational opportunities for employees to ensure emergency response competencies

  11. Question 3 • The Emergency Management Framework outlines the program’s components. Which item below is not one of those components? • Complete an annual Hazard and Vulnerability Analysis (HVA) • Develop and maintain an Emergency Operations Plan (EOP) • Organize and implement drills/exercises to prepare for, respond to, and recover from emergencies • Maintain a program to restrain patients (or employees) with behavioral disorders • Address JC elements of performance to meet or exceed standards • Provide educational opportunities for employees to ensure emergency response competencies

  12. Question 4 • The EOP; • is the same as the Unit Red Book; took the place of the green sheet • outlines where we operate, how we organize, and emergency response levels • is useless • builds upon response guidelines outlined in the Unit Red Book and contains several annexes • b and d

  13. Question 4 • The EOP; • is the same as the Unit Red Book; took the place of the green sheet • outlines where we operate, how we organize, and emergency response levels • is useless • builds upon response guidelines outlined in the Unit Red Book and contains several annexes • b and d

  14. NIMS, ICS and How We Organize • NIMS is codified in Presidential Policy Directive 8 – National Preparedness. • NIMS is intended to standardize our nation’s approach to incident management. • NIMS includes several components, such as incident command, communications, resource management, preparedness, and continuous improvement. • Incident Command System (ICS) includes a standard approach to organize during preparedness, response, and recovery phases.

  15. NIMS, ICS and How We Organize • We apply NIMS and ICS, but have modified ICS slightly to support patient care operations. • Our ICS model includes a Command and General Staff • Our Command Staff includes an Incident Comander, PIO, Safety Officer, Liaison, Med/Tech Specialist • Our General Staff includes ClinOps, Logistics, Plans, Finance/Admin, and if needed a Family Care Center • Subordinate Incident Management Teams (Sub-IMT) are a way for us to strengthen our system of managing incidents.

  16. Break-out Group Task • Using the ICS chart, break out into your General Staff Section (ClinOps, Plans, Logistics, Finance/Admin) and discuss the Sub-IMTs we should formally recognize in our ICS structure. • Document your conclusions on the flip-chart paper provided. • Be prepared to report out in 10 minutes.

  17. Workplace Violence • http://www.youtube.com/watch?v=LmOS0MGR7tU

  18. Question 5 • Workplace violence incidents can range from low to high threat situations. To receive information from security or request a security assessment in a low threat situation; • Call 4-2012 • Call 911 • Dial 924-5048 or PIC 1647 • Google “security is my friend” and do your best

  19. Question 5 • Workplace violence incidents can range from low to high threat situations. To receive information from security or request a security assessment in a low threat situation; • Call 4-2012 • Call 911 • Dial 924-5048 or PIC 1647 • Google “security is my friend” and do your best

  20. Question 6 • Workplace violence incidents can range from low to high threat situations. • To “Call for Security”, “Call for BERT”, or respond to bomb threats, abductions, or actual physical events where a firearm is not present; • Call your emergency number (eg 4-2012 or 911) • Consult the Emergency Response Sheet or EP&R Guide for what number to call. • Implement the concentric circle approach • a, b, and c.

  21. Question 6 • Workplace violence incidents can range from low to high threat situations. • To “Call for Security”, “Call for BERT”, or respond to bomb threats, abductions, or actual physical events where a firearm is not present; • Call your emergency number (eg 4-2012 or 911) • Consult the Emergency Response Sheet or EP&R Guide for what number to call. • Implement the concentric circle approach • a, b, and c.

  22. Question 7 • When a tornado warning is issued; • Move to a predesignated safe area • Shelter in Place • Protect patients, staff, guests • Evacuate if directed by Emerg Mgt, Nsup/Admin on-call, or fire department • None of the above • All of the above

  23. Question 7 • When a tornado warning is issued; • Move to a predesignated safe area • Shelter in Place • Protect patients, staff, guests • Evacuate if directed by Emerg Mgt, Nsup/Admin on-call, or fire department • None of the above • All of the above

  24. Communications • Text paging is our primary means of communicating during the first 2 hours of an emergency. • Leaders should be on at least 1 of 3 emergency page groups; • 199: In-house pagers (24/7) • 299: Managers and Directors • 399: Administrators and Chiefs • Other ways we communicate; • Email • Health System Alerts • Overhead announcements • Twitter • Internet/Intranet • Instant Messaging • WebEOC • 800 and 900 mhz … walkie-talkies are becoming useful in local settings • “Snow Line” • GETS • Face-to-face

  25. Question 8 • As a member of the Emergency Management Working Group, I should; • Make sure I am on page group 199, 299, or 399 • Not worry about signing up for “Health System Alerts” if I am signed up for “UVa Alerts” • Consider joining the 21st century and getting a Twitter account. • Obtain a GETS card if I don’t have one. • Stop relying on face-to-face communication since the internet is no longer in beta test mode. • a, c, and d

  26. Question 8 • As a member of the Emergency Management Working Group, I should; • Make sure I am on page group 199, 299, or 399 • Not worry about signing up for “Health System Alerts” if I am signed up for “UVa Alerts” • Consider joining the 21st century and getting a Twitter account. • Obtain a GETS card if I don’t have one. • Stop relying on face-to-face communication since the internet is no longer in beta test mode. • a, c, and d

  27. After Action ReviewSnow Line Exercise 18 June 2013 Emergency Management

  28. Purpose and Objectives Purpose: To provide Emergency Managers and Incident Management Team representatives, such as Media Relations, the flexibility to customize “snow line” messages for two distinctly different populations within the University. Objectives: This exercise is designed to test the technology needed to: • Route telephone callers into two separate groups, UVa Academic and Medical Center • Determine whether the capacity exists to efficiently deliver a message to a high volume of callers within a short period of time.

  29. Plan • A goal of 150 participants was agreed upon by UVaMC, UVa ITC, and Siemens planners to ensure sufficient call volumes. • Members of the Emergency Management Working Group and the Medical Center Management Group were asked to support the exercise. • Constant Contact was used for participant registration. • A reminder email was distributed the day before to those who signed up. • A text page reminder was distributed 15 minutes before the exercise period.

  30. Response Exercise Call Volume On Tuesday June 18th from 06:00-06:30 am participants called the snow line extensions (434-243-7669 or 434-924-7669). Participants were instructed to stay on the line until the full message was complete. Participants were asked to call a second time if possible to fully stress the telephone system. 164 people registered. 323 calls were received by both lines combined. 4 percent abandonment rate (hung up before selecting 1 or 2). 55 calls made prior to the exercise start time. A survey was sent after the exercise to those who signed up through Constant Contact. 60 percent of those surveyed responded (98 of 164). Later in the day 37 calls were received during a tornado warning that went out in error. While not directly related to the planned exercise, it demonstrates relevance of this communication method for expanded use.

  31. Survey Results 99% of the callers were able to get an answer without receiving a busy signal.

  32. Survey Results Survey #2 Survey #1 62% waited less than one minute to hear the message. 31% waited 1-3 minutes 7% waited more than 3 minutes • 55% said it took 7-10 rings before the voice recording was delivered for listening. • 25% said it took b/w 1 and 6 rings. • 20% said it took more than 10 rings. 62% 55%

  33. Survey Results 70% found the wait time before hearing the message acceptable. 30% found the wait time unacceptable. Survey #2 Survey #1 • 37% found the number of rings before hearing the message was acceptable. • 63% found the number of rings before hearing the message was unacceptable. 70% 63%

  34. Survey Results 100% agreed that it is beneficial to provide Emergency Managers the opportunity to proactively record customized messages for two different populations (Academic and Medical Center)

  35. Survey Results – Summary of Comments Suggestions for New Name General Comments Too many rings (5-25) Unclear voice Include other info (e.g. Parking, Buses, Access, etc.) Educate staff to wait for numerous rings before hanging up • Emergency Event Line • Emergency Communications Line • 924-ALERT, 243-ALERT • E-Line • Emergency Information Line

  36. Suggestions for New Name 30% 35% 5% 10% 30%

  37. Conclusions • 62% of the 378 callers had wait times less than 1 minute to hear the message. • However, 75% said it took more than 7 rings before hearing the message. • 63% said the number of rings was unacceptable. • Survey results conclusively demonstrate support for an emergency line with Academic and Medical Center options. • Survey findings support changing “Snow Line” to something that covers a wider range of emergency incident types. • Make changes to the how calls are distributed to voice recording channels. • At the end of the recorded message, take callers back to the main menu in case they want to listen again or listen to the “academic” message. • Test the system again in late summer/early fall.

  38. Questions // Comments • Thank you or your time and participation! • Next meeting is 9 Sep 2013

More Related