EMERGENCY & DISASTER NURSING
MODULE 4- DISASTER MANAGEMENT | REVIEWER | BATCH 2023
REFERENCES:
•
Veenema, T. (2019) Disaster Nursing and
Emergency Preparedness for Chemical,
Biological, and Radiological Terrorism and
Other Hazards 4th Edition, 2019.
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Lecture Notes
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NUR 1221 – EDN Team AY 2021-2022
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II. CLASSIFICATION OF DISASTER
1.
TOPIC OUTLINE
I. Introduction to Disaster Management
a. Three types of Advance Planning
II. Classification of Disaster
a. Internal Disaster
b. External Disaster
c. Combined
III. Disaster Management Programs
a. 5 Basic Phases
b. Essential Elements for Hospital Disaster
Management
c. Leadership Role
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I. INTRODUCTION TO DISASTER
MANAGEMENT
Disaster management of the 21st century goes
beyond incident response and post event
activities. It includes risk assessment,
prevention, mitigation, response, and recovery
activities.
In the hospital setting, the primary purpose for
an emergency management plan is to maintain
a safe environment so that patient care can
continue to be delivered effectively and staff are
not exposed to undue risks during times of
emergency or disaster response.
Advance planning requires the cooperative
efforts of the hospital, community agencies, and
local government officials (Waeckerle, 1991).
THREE TYPES OF ADVANCED PLANNING
STRATEGY PLANNING (all hazards approach)
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These are planning activities that focus on
preparing the organization for any type of
threat.
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Strategic planning is done to prepare the
hospital for any type of emergency or
disaster
2. CONTINGENCY PLANNING
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These are planning activities related to a
site-specific threat that may occur at any
time
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Done after a risk assessment has been
completed and the vulnerabilities of the
organization are identified (Geographic
location, geological features, industries in
the community, demographics of the
population served, and age)
3. FORWARD PLANNING
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These are planning activities for a known
imminent disaster or event.
It focuses on plans for activation of the
existing strategic and possibly the
contingency plans.
2.
3.
INTERNAL DISASTER
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occurs when there is an event within the
facility that poses a threat to disrupt the
environment of care 9ex. fire, loss of
utilities, labor strike)
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the management goal is to maintain a safe
environment for the patients, continue to
provide essential services, ameliorate the
problem, and restore normal services
EXTERNAL DISASTER
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becomes a problem for a facility when the
consequences of the event create a
demand for services that tax or exceed the
usual available resources (ex. trauma
patients, victims of chemical, HAZMAT
incident)
COMBINED DISASTER
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external disasters can trigger internal
disasters for an organization. (ex.
earthquake, severe typhoons that can
create problem also in the hospitals)
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Short staffs because can’t come due to
severe typhoon, or structural damage like
roads, mass casualties but increased
patients because of the disaster event
III. DISASTER MANAGEMENT PROGRAMS
1.
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3.
5 BASIC PHASES
PREPAREDNESS/ RISK ASSESSMENT
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Evaluate the facility’s vulnerabilities or
inclination for disasters.
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Issues to consider include weather
patterns; geographic location; expectations
related to public events and gatherings;
age, condition, and location of the facility;
and industries near the hospital
MITIGATION
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These are steps that are taken to lessen the
impact of a disaster should one occur and
can be considered as prevention measures
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Ex. installing and maintaining backup
generator power to mitigate the effects of a
power failure or cross training staff to
perform other tasks to maintain services
during a staffing crisis
RESPONSE
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the actual implementation of the disaster
plan
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these are routinely practiced and are
modified when needed
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This should be continuously monitored and
adjusted depends on current situation
ALVAERA, M.E.
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EMERGENCY & DISASTER NURSING
MODULE 4- DISASTER MANAGEMENT | REVIEWER | BATCH 2023
4.
5.
RECOVERY
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the organization and staff need to recover.
Invariably, services have been disrupted
and it takes time to return to routines
EVALUATION
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this phase of disaster planning and
response receives the least attention.
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It is essential that a formal evaluation be
done to determine what went well (what
really worked) and what problems were
identified.
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A specific individual should be charged with
the evaluation and follow-through activities
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ESSENTIAL ELEMENTS FOR HOSPITAL
DISASTER MANAGEMENT
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The essential elements for any disaster
management system include the following:
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An appropriate infrastructure to support the
disaster
response,
which
includes
maintaining services for preexisting
patients as well as the new arrivals.
•
An appropriately trained staff who are
competent to perform their disaster
response functional roles and able and
willing to report to work during any sort of
disaster.
•
A clearly defined, executable, practiced
emergency
response
plan.
A strong foundation of preexisting
relationships with partnering organizations
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and agencies that can be called on to
provide mutual aid and support when
needed
INFRASTRACTURE
During response current patients need to be
cared for at the same time as the new
arrivals. It is the disaster manager’s
responsibility to ensure that this is done
Assign one individual with the specific
responsibility for directing the care to the
pre-existing patients and ensuring for their
safety
Making provisions for rapid procurement
during these times can help to improve the
disaster response
Staff need to be sure that the environment
of care remains safe and essential services
are provided to all patients and are
functional
STAFF COMPETENCIES
Assuring that all levels of staff are
competent to perform during disaster
response
The best method to evaluate competence is
direct
observation.
This
can
be
accomplished through drills or during actual
response activities
Emergency preparedness competencies
are cross cutting knowledge, skills, and
abilities that all hospital workers must be
able to demonstrate, and there are
additional competencies for hospital
leaders.
DISASTER PLAN
The staff in any health care organization
should be fully conversant with the
emergency response plan.
Employees should know their emergency
response functional roles, and these should
have been practiced beforehand.
Each agency needs to have an emergency
response plan that is specific to that
agency, and consistent with the underlying
mission of the organization
PREEXISTING RELATIONSHIPS AND
PARTNERSHIPS
With the decreased surge capacity of most
hospitals (i.e., fewer staffed beds, little or no
extra staff, and so forth) the need to
establish mutual aid agreements, plans to
share resources, and ability and willingness
to provide and receive support from local
agencies
The best method to establish such
emergency response relationships is to
plan and drill/exercise with other
organizations and agencies
ALVAERA, M.E.
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EMERGENCY & DISASTER NURSING
MODULE 4- DISASTER MANAGEMENT | REVIEWER | BATCH 2023
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Each hospital or health care facility must
have a plan in place that provides for
procurement of local assistance or mutual
aid, before reaching out to the state or
government agencies
RESPONSE
It is at this point that the disaster manager
must change leadership styles.
During disaster response, group decision
making/consensus style management is
replaced with structured and focused
direction style
Staff who have been involved in the
planning process will recognize the need for
this style of leadership and will cooperate.
LEADERSHIP ROLE
To be effective, disaster managers need to
be able to match the management style with
the phase of disaster operations (Cuny,
2000).
Such styles usually span a spectrum of
varying degrees of control—directive,
supportive, participative, or achievementoriented.
During the non-crisis phase, participative
and achievement-oriented management
styles work best
Involvement of the staff during disaster
planning activities serves several functions,
staff who are involved in the planning have
a vested interest in seeing it succeed and
are more likely to follow the plan and
cooperate during times of crisis than no
staff involvement
During the response phase of a disaster,
a more directive style of leadership is
required
Leader must act quickly and decisively, and
there is usually little time for extended
consultation thus the most experienced
manager should be sought for the task.
During the acute phase of a disaster, use of
an incident command structure will assist
the manager with directing disaster
operations
Transitions to the recovery and evaluation
phases, the leader can become less
directive and more supportive. Staff may
have been traumatized by the event and
require support from the leader
ALVAERA, M.E.
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