...Disaster preparedness is a process of ensuring that an organization has complied with the preventive measures and is in a state of readiness to contain the effects of a predicted disastrous event to minimize loss of life, injury, and damage to property. Disaster preparedness can also provide rescue, relief, rehabilitation, and other services in the aftermath of the disaster, as well as have the capability and resources to continue to sustain its essential functions without being overwhelmed by the demand placed on them. The American Nursing Association is helping to ensure that disaster preparedness and response is robust in this country to be personally and professionally prepared for a disaster. Being in a prepared profession can help cope and help the communities recover from disaster better, faster and stronger (Brewer, 2010). According to the Maricopa Integrated Health System (MIHS) at Maricopa Medical Center, they have a specialized disaster preparedness plan to fit their current top three hazards. Maricopa Medical Center conducts a Hazard Vulnerability Assessment (HVA) annually. The current top three hazards K.F., Manager of Fire Safety and Disaster Preparedness, at Maricopa Medical Center has identified include: Mass Causality Incidents (trauma, burns, pandemic, etc.), Small Casualty Hazardous Materials Response (less than five patients), and Severe Weather Incidents (monsoonal action, thunderstorms, and haboobs). This organization has a comprehensive Emergency Operations...
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...|Table of Content | Table of Content Chapter Page 1. WHAT IS THE PROVINCIAL INCIDENT MANAGEMENT SYSTEM? 4 2. INTRODUCTION 5 3. CONCEPTS AND PRINCIPLES 5 4. OVERVIEW OF PIMS COMPONENTS 6 4.1. PREPAREDNESS 6 4.2. COMMUNICATIONS & INFORMATION MANAGEMENT 6 4.3 RESOURCE MANAGEMENT 6 4.4 COMMAND & MANAGEMENT 7 4.5 ONGOING MANAGEMENT & MAINTENANCE 7 5. COMPONENT 1: PREPAREDNESS 8 1) UNIFIED APPROACH 8 2) LEVELS OF CAPABILITY 9 6. COMPONENT 2: COMMUNICATION AND INFORMATION MANAGEMENT 16 7. COMPONENT 3: RESOURCE MANAGEMENT 23 a) CONCEPTS AND PRINCIPLES 23 1) Concepts 23 2) Principles 23 a) Planning 24 b) Use of Agreements 24 c) Categorizing Resources 24 d) Resource Identification and Ordering 24 e) Effective Management of Resources 24 8. COMPONENT 4: COMMAND & MANAGEMENT 25 a) INCIDENT MANAGEMENT SYSTEM 25 b) MANAGEMENT CHARACTERISTICS 26 9. PIMS AND ITS RELATIONSHIP TO THE PROVINCIAL DM FRAMEWORK 28 |Distribution | At this stage limited to GPG OPS Workgroup members |WHAT IS THE PROVINCIAL INCIDENT MANAGEMENT SYSTEM? ...
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...in meeting the organization objectives and providing services to the community the organization serves. Patients’ health care information are expected to be kept confidential and protected, there is a legal and ethical responsibility binding health care organization to protect and to develop a plan within the organization to protect patients’ medical records. There is always a privacy concern when patients’ medical data information are not protected and secured during a natural disaster. In this paper natural disaster scenario case of a small town on Gulf Coast that was struck by a hurricane will be discuss, also management detailed plan for patients’ medical record privacy and security will be discussed. The implementation of management plan for staff training and code of conduct will be discussed. A disaster is an adverse event as a result of natural processes of the Earth. It can cause losses of life, property damage, and electronic damage. Examples of natural disaster are flood, volcanic eruption, earthquakes, tsunamis, and other geologic processes. Actions to take when patients ask for their records Patients health care records serves many purposes to patients, it provides patients with accurate summary of patient’s health, patients have legal right to demand for his or her medical records at any time, but in a situation when an unexpected natural disaster destroyed patient files, and patients are requesting for his or her medical records, the...
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...experiences earthquake regularly ranging from moderate to severe in intensity. We have been suffering from drought like situation of varying degrees from many years and the coastal areas are prone to cyclones. There is no comprehensive, integrated disaster management policy at national level for dealing with major disasters like earthquake of 2005 and floods of 2010 and 2011 partially due to limited resources, economic instability and partially due to absence of well trained and equipped disaster management infrastructure. We also lack proper system for disaster prevention and preparedness that could ensure effective mitigation to reduce the loss of life and property damage in the face of a natural disaster. 2. Disaster management is unfortunately seen as provision of relief rather than the management of all of its phases and long term management of risk. We therefore need a comprehensive preparedness, prevention and mitigation strategy with a view to better manage and coordinate activities of various line ministries, departments and civil society. Pakistan has a traditional relief and response oriented disaster management system, however over a short period of time it is experiencing constructive changes. Present system to respond to medium level disasters is fairly structured and it is quite in place to handle disasters. Nevertheless, our disaster management system to respond small to large scale disasters needs capacity building and...
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...• Strongly linked and fully aligned to “Powering Up to Success” • Focus and ma1. Rural/Missionary Electrification Isolated segments of the Meralco franchise remain still deprived of the benefits and conveniences of legal electricity service. These include (1) informal settlers in certain public lands or private properties; (2) portions of resettlement areas where informal settlers such as families formerly residing along the Pasig River, railroad tracks and privatized government properties; (3) isolated communities; and (4) families unable to meet the minimum legal requirements to apply for and secure legal electricity connections. The thrust of rural/missionary electrification is to develop feasible alternatives to provide these communities with electricity through workable socialized schemes that are suitable to these potential beneficiaries in partnership with Local Government Units (LGUs), Non- Government Organizations (NGOs), and multilateral or bilateral financing institutions. As the leading electric distribution utility company in the country, Meralco also extends support and assistance to other distribution utilities and cooperatives in restoring electricity service to their customers in urban and rural areas particularly in times of emergencies. 2. Grassroots Partnership (Local Government/Barangay) Meralco recognizes the importance of local government units, government agencies and barangays play in uplifting the lives of the people, improving the environment...
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...idea that a zombie apocalypse might manifest. The proliferation associated with this unique theory has encouraged scores of citizens to contemplate, “How do I ready for a zombie apocalypse?” Even though zombies are hype, they effortlessly link within our imagination of disaster and emergency preparedness as seen in the Centers of Disease Control and Prevention advertising maneuver in 2011. The agency trusted it to be an excellent stimulus to get the public to pull together for an emergency. One must be prepared for terrorist/zombie attacks, natural disasters or pandemics. This paper will target the communication plan employed in a health care organization during a crisis management. Moreover, it will include how communication dynamics differ in times of disaster, three solutions to reduce stress during a crisis and three approaches to resolve potential communication challenges. Disasters are the ultimate test of emergency response capability (The Centers for Disease Control and Prevention, 2011). A health care organization needs a crisis communications plan to successfully handle unexpected and unstable conditions of extreme danger. No matter what the role is, nurse, physician, emergency preparedness coordinator or facilities manager — everyone has a part in ensuring the continuance of care for patients already in the hospital and be a community resource for the reception, treatment and stabilization of victims in a health care setting during a catastrophe. A disaster may be...
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...adequate support. B. New challenges and planning of a health care facility would involve the humanitarian coordination, concerns over accountability and standards. This new challenge and the new planning of a new healthcare facility will ensure responses ensure the well-functioning, global disaster management system is in place to addresses the needs of vulnerable people who would be affected by disasters. The new planning of the healthcare facility would consider of The Disaster Management support of management resources, responsibilities and organization for dealing with humanitarian. C. This outline will clearly describe the overview of the Disaster Management impact issue along with examining the local, state, and federal legal and regulatory requirements. This outline will also address the Certificate of Need program in the state as well the issues to consider when meeting the International Building Code for a facility. This outline will describe the measurement done in advance for a new plan and a list of stakeholders that play a role in the development of Disaster Management. II. Environmental Impact Issues on Disaster Management A. Disaster Management can be man-made or natural disasters, but most often unpredictable, and are capable of causing devastation throughout communities which can affect the regional economics. The environmental impact issues on...
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...Emergency Preparedness Planning Guidelines Version 3, October 2006 Table of Content Foreword 4 Part 1 - Introduction to Emergency Preparedness Planning 5 CARE Approach to Emergency Preparedness 5 Measurement of Preparedness 6 Emergency Preparedness and Contingency Planning 6 Emergency Preparedness Planning Steps 8 Writing and Distributing the Plan 8 Monitoring and Updating the Plan 8 Part II – The Written Plan 10 Executive Summary 10 1. Formation of Emergency Response Team 10 2. Information Collection 11 3. Country Office Capacity Inventory 12 3.1. Country Office Organization Chart 13 3.2. Country Office Human Resources 13 3.3. Country Office Physical Resources 13 3.4. Country Office Key Staff Contact Information 13 3.5. RMU, CARE Lead Member, and CARE International Key Contacts 13 3.6. In Country Coordination Mechanisms and Contacts 13 4. Risk Analysis 13 5. Scenario Development 15 5.1. Scenario 1 16 5.1.1. Scenario Description 16 5.1.2. Impact Analysis 16 5.1.3. Identification of Risk Reduction Measures 17 5.1.4. CARE Prevention and Mitigation Measures 19 5.1.5. CARE Response Strategy 19 5.1.5.1. Criteria for Engagement 20 5.1.5.2. Partnership Analysis 20 5.1.5.3. Geographical Focus 21 5.1.5.4. Objectives of CARE Interventions 21 5.1.5.5. Trigger Indicators 21 5.1.5.6. Key Interventions/Actions 22 5.1.5.7. Entry and Exit/Transition Strategy 24 5.1.6. Local Considerations 24 ...
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...Incident Command System, Multiagency Coordination Systems, and Public Information * A set of preparedness concepts and principles for all hazards * Essential principles for a common operating picture and interoperability of communications and information management * Standardized resource management procedures that enable coordination among different jurisdictions or organizations * Scalable so it may be used for all incidents (from day-to-day to large-scale) * A dynamic system that promotes ongoing management and maintenance | * A response plan * Only used during large-scale incidents * A communications plan * Only applicable to certain emergency management/incident response personnel * Only the Incident Command System or an organization chart * A static system | Correct. Review the feedback below. When you are ready to proceed, click on the Next button. Review the correct answers below: CONSISTENT WITH NIMS: A jurisdiction is inventorying and categorizing resources (e.g, personnel, equipment, supplies, and facilities) to establish and verify levels of capability prior to an incident. Explanation: Inventorying and categorizing of resources is a critical element of preparedness because it: * Establishes and verifies the levels of capability needed based on risk and hazard assessments prior to an incident. * Identifies and verifies that emergency response resources possess the needed qualifications during an incident. NOT CONSISTENT WITH...
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...Iowa State and Local Laws Name Class Name Section Number Date Abstract Emergency management is organized planning, analysis, and decision-making concerning the coordination of resources to contain an emergency situation decisively. This can include minimizing of economic loss, saving lives or avoiding injury. There are various phases of emergency management. They include preparedness, response, recovery, and mitigation. In Iowa, each county has its emergency department or commission which suit the particular needs of the various regions. Emergency management services face several challenges. Amongst these challenges are legal constraints. In Iowa, several laws affect emergency services regarding sexual harassment, pregnancy discrimination, and religious accommodation. Sexual harassment can be categorized under sexual discrimination. It is defined as different treatment of a person as a result of the individual’s sex. This form of discrimination normally affects women most. In Iowa, The Iowa Civil Rights Commission gives free provision of legal aid to Iowans, who have been sexually harassed. Employment discrimination based on a person’s sex is prohibited by Federal laws and Equal Employment Opportunity Commission (Stanley, 2006). “Quid Pro Quo” is a major type of sexual harassment that is prevalent or recognizable in Iowa. This occurs when a sexual favor or request is exchanged for the job offer, raise, reward or promotion. Denial of opportunity based on this is another...
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...A CRITICAL ANALYSIS OF THE BP OIL SPILL RESPONSE AND PREPAREDNESS PLAN FOR THE DEEP HORIZON – WHY DID IT FAIL? Toni Josina Elfrieda Beukes* May 2012† ABSTRACT: Based on events that unfolded in the U.S. in the weeks and subsequently months of the Macondo well blow-out, it is clear that neither industry nor government was equipped to deal with a spill the scale and complexity of the Deepwater Horizon disaster. As one of its key recommendations to President Obama for addressing the causes and consequences of the spill, the National Commission on the BP Deepwater Horizon Oil Spill in its final report, stated the need for “strengthening oil spill response, planning and capacity”. Industry best practice dictates that quickness and accuracy are key requirements for effective oil spill response and preparedness planning (OSRPP); yet it took nearly three months to seal the Macondo well. This paper is accordingly concerned with the reasons for the apparent failure of the BP oil spill response plan. This failure will be considered in light of current international environmental regulations on OSRPP and applicable United States legislation, whilst assessing the BP oil spill response plan’s compliance therewith. The study will also consider some theory in the development of OSRPP by looking specifically at risk assessment tools and applying key criteria to the BP oil spill response plan to determine its adequacy and appropriateness for its operations in the GOM. What...
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...Fundamentals of Emergency Management Independent Study 230.a January 14, 2010 FEMA COURSE OVERVIEW Unit 1: Course Introduction Introduction How to Complete This Course Unit 1 Objectives Course Objectives Case Study: Tornado in Barneveld, Wisconsin Your Place in the Emergency Management System Case Study: Hazardous Chemical Release Activity: Where Do I Fit? Unit 2: Overview of the Principles of Emergency Management and the Integrated Emergency Management System Introduction and Unit Overview FEMA Mission and Purpose Response Authorities History Principles of Emergency Management Recent Changes to Emergency Planning Requirements Why an Integrated Emergency Management System? Emergency Management Concepts and Terms Partners in the Coordination Network Activity: Partners in the Coordination Network Emergency Management in Local Government Activity: Where Is Emergency Management in My Community? Unit 3: Incident Management Actions Introduction and Unit Overview Introduction to the Spectrum of Incident Management Actions Prevention Preparedness Response Activity: Response Operations Recovery Mitigation Unit 4: Roles of Key Participants Introduction and Unit Overview The Role of the Local Emergency Program Manager State Emergency Management Role How the Private Sector and Voluntary Organizations Assist Emergency Managers Federal Emergency Management Role The National Response Framework Activity: Emergency Management...
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...in Emergency Management This paper, examination, report, or the section thereof for which I have indicated responsibility, is my own work. Any assistance I received in its preparation is acknowledged within the report or examination, in accordance with academic practice. For any data, ideas, words, diagrams, pictures, or other information from any source, quoted or not, I have cited the sources fully and completely in footnotes and bibliographical entries, as required. Furthermore, I certify that the material was prepared by me specifically for this class and has not been submitted, in whole or significant part, to any other class in this university or elsewhere, or used for any purpose other than satisfying the requirements of this class, except that I am allowed to submit this material to a professional publication, peer reviewed journal, or professional conference. In adding my name following the word 'Signature', I intend that this certification will have the same authority and authenticity as a document executed with my hand-written signature. A Historical Perspective of Government Training in Emergency Management In the field of disaster response when the public demands assistance from emergency providing organizations that maintains various forms of aid and delivers relief, preparation is the critical component that drives the effectiveness of subsequent outcomes. An important aspect of preparation that has a tremendous influence on the outcome of emergency response...
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...PrinciPles and rules for red cross and red crescent Humanitarian assistance www.ifrc.org Saving lives, changing minds. The International Federation of Red Cross and Red Crescent Societies (IFRC) is the world’s largest volunteer-based humanitarian network, reaching 150 million people each year through our 187 member National Societies. Together, we act before, during and after disasters and health emergencies to meet the needs and improve the lives of vulnerable people. We do so with impartiality as to nationality, race, gender, religious beliefs, class and political opinions. For more information, please visit www.ifrc.org. © International Federation of Red Cross and Red Crescent Societies, Geneva, 2013 Any part of this document may be cited, copied, translated into other languages or adapted to meet local needs without prior permission from the International Federation of Red Cross and Red Crescent Societies, provided that the source is clearly stated. Requests for commercial reproduction should be directed to the IFRC at secretariat@ifrc.org. Principles and Rules for Red Cross and Red Crescent Humanitarian Assistance 1263500 10/2013 E 250 PrinciPles and rules for red cross and red crescent Humanitarian assistance adopted by the XXi international conference of the red cross (istanbul, 1969) – revised by the XXii, XXiii, XXiV, XXV and XXVi international conferences, tehran (1973), Bucharest (1977), manila (1981), Geneva (1986, 1995 noted)1 2 > PrinciPles and...
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...ATENEO DE MANILA UNIVERSITY GRADUATE SCHOOL OF BUSINESS #20 Rockwell Drive, Rockwell Center, Makati City, 1200 Philippines Corporate Social Responsibility Subject: Principles of Management Submitted to: George C. Fong, Ph.D Submitted by: Caparas, Harney Dela Cruz, Rafael Espejo, Belle Salva, Perth May 18, 2015 Background of the Company Incorporated in 1919, Manila Electric Company (MERALCO) is the largest electric distribution utility in the Philippines. It is engaged in the distribution and sale of electric energy through its distribution network facilities in its franchise area. Its market is categorized into four sectors such as residential, commercial, industrial, and streetlights. The franchise area of MERALCO covers over 9, 337 km2, covering 35 cities and 76 municipalities. This includes the cities and municipalities of Bulacan, Cavite, Metro Manila, and Rizal and certain cities, municipalities, and barangays in the provinces of Batangas, Laguna, Pampanga, and Quezon. The Company organized several subsidiaries to provide unregulated electricity-related or other value-added services, which contributed to the efficiency and profitability of the core business. These subsidiaries also provide services to third parties. MERALCO’s subsidiaries include Corporate Information Solutions, Inc., Meralco Energy, Inc., eMERALCO Ventures, Inc., Meralco PowerGen Corporation, Meralco Financial Services...
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