...challenged our medical infrastructures. The emergency medical preparedness programs evolved a lot in response to medical surge in these disasters. In our system, several characteristics should be clarified in the beginning: 1. In our multiple casualty incident plans require to send hospital doctors to the incidents immediately to save lives, disregarding what they can do or if the scene is under control. The emergency medical services system of Taiwan was established in 1995, and the fire fighters were trained to be emergency medical technicians (EMT) to provide pre-hospital medical care, people still believe that physicians at the scene can provide better medical care than the fire fighters/EMT. An experienced physician at the rescue scene may do a better job in triage and arranging definite medical care site, but not every hospital physician has street sense and proficiency in trauma care skills. When the personnel in emergency room of a smaller hospital were deployed to the scene, it jeopardized the capacity of hospitals for receiving patients. 2. The plans tend to call back all the personnel immediately. The first step of a response plan of an organization is usually to call back all the off duty personnel by all means. This procedure is self-depicted because it guarantee there will be adequate human resources for the following several hours. It may sometimes prematurely deplete the resources, for example the manpower for the next shift if the emergency extends for a while...
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...SWAT Standard For Law Enforcement Agencies National Tactical Officers Association Published September 2011 Dedicated to the memory of Sergeant Mark Renninger End of watch: November 29, 2009 NTOA SWAT Standard COPYRIGHT NTOA SWAT Standard Copyright 2008, 2011 National Tactical Officers Association Published September 2011 All rights reserved. This publication may not be reproduced, in whole or in part, in any form or by any means electronic or mechanical or by any information storage and retrieval system now known or hereafter invented, without prior written permission of the National Tactical Officers Association (NTOA), with the following exception: NTOA staff and training instructors are hereby given permission by NTOA to reproduce any or all of the contents of this manual for internal use within the organization or for training classes. All other individuals, private businesses and corporations, public and private agencies and colleges, professional associations, and law enforcement agencies, may not print or download this publication for non-commercial use without permission from the NTOA. Questions about this copyright information or about obtaining permission to use NTOAdeveloped publications may be addressed to the Executive Director at 1-800-279-9127. © 2008, 2011, NTOA. All rights reserved. 2 NTOA SWAT Standard CONTENTS Copyright .................................................................................................
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...Abstract In this paper, I will describe five (5) important elements of the governing board’s agenda for areas of improvement in core functions. Secondly, I will describe three (3) key performance dimensions and include specific measures that Religious Health Care could use to improve overall institutional performance. Then, I will determine the performance measures Religious Health Care could use to evaluate nursing staff performance in its Emergency Room. This would lead me to suggest the steps that should be taken next by Religious Health Care to get better at managing specific patient groups. Next, I will decide what strategies Religious Health Care could implement to enhance its public image and increase market share. Last, but not least, I will describe two (2) technology-based data-collection strategies that Religious Health Care could use to conduct an internal management audit. Religious Health Care The five important elements of governing board agenda for areas of improvement in the core functions include the following: (FACCT, 1997) Make sure that the services of nursing are planned, implemented and evaluated so they can maximize the quality of life of residents and have quality care. Make sure that the programs for social service are planned, implemented and evaluated so they can meet the psychological and social needs and the preferences of the residents and maximize their care and life quality. Make sure that the program for food service is planned, implemented...
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...class of her own; her many accomplishments sets the example for others to emulate - Competence and professionalism highlight this Airman’s character, duty performance and drive to excel - Top performer; duty performance and job knowledge continually set the example for his peers - Stellar performer for whom not task is too difficult--simply give him a goal or a challenge and get out of his way! - Talented professional for whom no task is too difficult, she sets the tone for excellence amongst her peers! - Exemplifies leadership--demonstrates the ability to handle the most difficult and challenging tasks - Dynamic, take-charge NCO inspiring and empowering his subordinates to realize their fullest potential -- Place his personnel in the path of inspectors and distinguished visitors, and wait for outstanding results! CLOSING ENDORSEMENTS - Robert's performance and conduct is characterized by unmatched professional excellence--promote! - A strong performer with a wealth of knowledge and experience to share, ready for promotion -...
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...and trendy stores this is their only Toledo location. It was expanded and renovated in May 2005 to increase the total square-footage of the mall by 40% to over 1.2 million square feet of selling space. Franklin Park also has a new 16-screen Cinema De Lux movie theatre, Borders, and several destination chain restaurants. While located in rural Toledo, Ohio it is neighbored by residential housing and several other business and has operational hours of Monday through Saturday 10:00am to 9:00pm and Sunday 11:00am to 6:00 pm. Some tenant store hours vary in relation to mall hours. III. State of Security The state of security is within acceptable working parameters. The security force is somewhat lax and complacent, but for its area of operation it is suitable. Key discussion points are as follows. * Perimeter Security The perimeter of the property has some landscaping to it. Covered by mostly small trees, that placed with voids between them. The property is visible from three major streets. There are multiple public entrances to the property. Outer parking area is well light, but is...
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...Operational Forces emphasizes the provision of far-forward, mobile, medical support in the stabilization and evacuation of casualties. The Aid Station is the HSS unit that will deliver these services to our Marine Corps Forces (MARFOR) in sustaining the combat power of the force. Throughout this lesson, the term Battalion Aid Station (BAS) is used to describe various Aid Stations. A true BAS is a term used to describe an Infantry Battalion Aid Station. Know that there are many different Aid Stations, i.e. BAS, Group Aid Station (GAS), Regimental Aid Station (RAS), etc., each with different numbers of personnel assigned. 2. MISSION OF THE AID STATION The Aid Station has a dual mission, one that will be fulfilled while in a field/combat environment, and the other fulfilled while in garrison. The mission of the aid station is to be the primary HSS source for a unit. While in a field/combat environment, the mission of the Aid Station is to minimize the effect wounds, injuries, and diseases have on a unit’s effectiveness, readiness and morale. Treatments such as surgical airways, administration of IV fluids and antibiotics, as well as stabilization of wounds and fractures are common. The mission of the Aid Station while in garrison is to keep the Marines assigned ready for deployment. As such, responsibilities include conducting sick-call, providing medical support during training, and undergoing continued medical training. 3. ORGANIZATION Aid stations throughout...
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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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...Vessel Emergency Contingency Plan An Update IAATO Vessel Emergency Contingency Plan 2006-2007 IAATO Operational Document Information Paper submitted by The International Association of Antarctica Tour Operators Introduction The following IAATO Vessel Emergency Contingency Plan was agreed to originally at IAATO’s 14th Annual General Meeting, May 2003. It was tabled as ATCM XXVI IP069 and has been in place for all subsequent seasons. At IAATO’s 17th Annual General Meeting, April 2006, the plan was reviewed first by IAATO’s Marine Committee and then presented to all ship operators for discussion and adoption. It was agreed by the membership that the plan was effective and only required additional supplemental text. The plan retains the flexibility to be amended should international shipping regulations be changed or operators find more efficient and practical ways to work. The plan is outlined below, and an IAATO Emergency Contingency Plan Flow Chart, is shown in Appendix A. This paper was originally prepared by Captain Leif Skog and reviewed and or updated each year since 2003. Captain Skog has been working in Antarctica for 27 years and is the Vice President of Marine Operations for IAATO member, Lindblad Expeditions. Background All IAATO vessels operating in Antarctica are required to operate under the ISM Code and consequently they must have a well-established Safety Management System (SMS) in place in addition to the IAATO emergency contingency...
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...Safety Implementations and Respond to Emergency Conditions Blackboard assignment 3.10 Dharmik Vora Embry-Riddle Aeronautical University ASCI 202 Nov 10th, 2013. Abstract This research paper discusses about the response action that any airline manager should take after the accident has taken place or safety implementation prior to the accident. The paper overall, is discussed on the basis of incident that took place at Sioux City Gateway airport with United Airline flight 232. The National Transportation Safety Board claimed aircraft maintenance as the main cause of the crash. Therefore this paper briefly analyze the proactive safety management system, proactive hazard identification system that any airline safety manager should implements to avoid accidents and make sure maintenance and inspections are conducted at regular intervals. Finally, it also summarize the duties of airport safety manager and the contingency plan that can be put into action after the plane crashes at the airport, to minimize the casualties and save as many lives as possible. Brief History United airline flight two three two was scheduled from Stapleton Airport (Denver) to O' Hare International airport (Chicago) on July 19th. The flight encountered power failure in its second engine and lost all its flight controls therefore crew members were able to save only ninety six lives. After NTSB investigation, it was found that engine failed because of the manufacturing defect in the fan disk which...
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...section outlines the Pandemic Influenza Preparedness Policy formalized by the Board of Directors of BANK on DATE. Topics covered in this policy are: Policy Statement Topic 2 Plan Overview Topic 3 Board of Directors and Senior Management Responsibilities Topic 4 Incident Response Team Responsibilities Topic 5 Business Impact Analysis Topic 6 Risk Assessment and Management Topic 7 Travel Impact and Alternatives Topic 8 Staff Training Topic 9 Employee Compensation and Leave of Absence Topic 10 Contact With Public Health Agencies Topic 11 Plan Testing Topic 12 Effective Date All employees of BANK, herein referenced to as the “Bank”, must comply with the terms of this policy immediately. Managers, employees and technical personnel must modify system configurations and procedures, if necessary, to comply with the terms of this policy within TIME PERIOD. 2. POLICY STATEMENT General It is the policy of the Bank to develop, implement and maintain a preparedness strategy with respect to the threat and potential impact of a pandemic influenza event. Pandemics are defined as epidemics or outbreaks of infectious diseases in humans that have the ability to spread rapidly over large areas, possibly worldwide. The United States Government has issued a National Strategy that discusses the threat and potential impact of a pandemic influenza event. The Implementation Plan for the National Strategy identifies roles and responsibilities for the federal government, the...
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...On site and offsite emergency plans on chemical disaster Why Emergency Planning is required? After the incident of Bhopal gas disaster, the Factories Act has been amended and a new chapter i.e. Chapter IVA – provision relating to hazardous processes has been added to the Factories Act with addition of new provisions sec 41A, 41B, 41C, 41D, 41E, 41G & 41H covering all hazardous process industries. Under the provision of Sec 41B(4) every occupier shall with the approval of the Chief Inspector of Factories draw up an On-site Emergency Plan and detailed disaster control measures for his factory and make known to the workers employed therein and to the general public living in the vicinity of the factory the safety measures required to be taken in the event of an accident taking place. This is the statutory provision laid down in the act for preparation of On-site Emergency Plan to control disaster in the factories. Major accidents may cause emergency and it may lead to disaster, which may cause heavy damage to plant, property, harm to person and create adverse affects on production. Many disasters like Bhopal gas tragedy, Chernobyl nuclear disaster etc. have occurred at many places in the world causing heavy loss of life and property. Emergency situation arises all on a sudden and creates havoc and damage to person, property, production and environment. Therefore such situations and risks should be thought in advance and it should be planned before hand to tackle...
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...ASSEMBLY SAFETY PERSONNEL (Premises related) © 08/2012 New York City Fire Department - All rights reserved ® TABLE OF CONTENT NOTICE OF EXAMINATION ....................................................................................... I STUDY MATERIAL AND TEST DECRIPTION ..................................................VII INTRODUCTION ............................................................................................................ 1 Requirements........................................................................................................................ 1 Definition................................................................................................................................ 3 Disasters at public gatherings ....................................................................................... 4 Proper responses, different results ............................................................................. 7 PART I. INDOOR PLACE OF ASSEMBLY SAFETY PERSONNEL ................ 8 1. THE DUTIES OF PLACE OF ASSEMBLY SAFETY PERSONNEL........... 8 1.1 Fire safety and evacuation plan ...................................................................... 8 1.2 Pre-event inspection............................................................................................. 8 1.3 During the event .................................................................................................. 10 2. SPECIAL FIRE SAFETY...
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...Telephone Numbers and Useful Information 2 1.0 Scope and application 3 1.1 General Objectives 3 1.2 Comprehensive safety programme 4 a. Programme Responsibilities 4 b. Implementation and Maintenance 6 1.4 Record Keeping 7 2.0 Standard Operating Procedures 8 2.1 General Safety Guidelines 9 2.2 Eating, Drinking, and Smoking 10 2.3 Housekeeping and Maintenance 10 2.5 Spills and Accident Reporting 11 Spills 11 2.6 Accident Reporting 12 2.7 Audits 12 3.0 Standard Laboratory Control Measures 13 3.1 Hygiene Practices 14 3.2 Ventilation 15 3.3 Safety Equipment 15 3.4 Hand wash Stations 16 3.5 Eyewash Stations 16 3.6 Fire Extinguishers 17 3.7 Flammable Storage Cabinets 17 4.0 Emergency And Medical Procedures 18 4.1 Basic Emergency Response 18 4.2 Controllable Release 19 4.3 Injury and illness 19 Preface The nature of the tasks being undertaken at the Ballistics Unit of the Institute of Forensic Science and Legal Medicine presents a number of hazards. The risks associated with these hazards can be greatly reduced if appropriate precautions and practices are adhered to. To manage these risks, the Ballistics Unit has developed this general safety manual. The intent of this manual is to provide the guideline for the development and implementation of a comprehensive safety programme which will assist staff in maintaining a safe working environment. Responsibility for the development, implementation and enforcement of the general safety...
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...November 14, 2014 The Pike Company One Circle Street Rochester, New York 14607 RE: Newark-Wayne Community Hospital Major Modernization Dear Mr. Dan Decarlo, In response to your Request for Proposal for the Newark-Wayne Community Hospital, dated November 14, 2014, we are pleased to present our Proposal and Statement of Qualification for your review. Enclosed you will find our qualifications and information regarding our services and expectations of this project. Buck Island Construction offers our understanding of the proposed project, key personnel information, and our safety plans specific to this project. Buck Island Construction is an award winning Construction Management firm with extensive experience in Hospital Renovations and Medical Office Buildings. We will be a resource for both the Pike Company and the Newark-Wayne Hospital Representatives, and offer advice on costs, schedules, and means and methods. Our goal is to provide a quality project, on time and within budget, to the highest expectations in order to allow the Newark-Wayne Community Hospital to reach their full potential. We believe in open and honest communication and transparency regarding cost, schedule, and coordination. We look forward to the opportunity to work with The Pike Company team in order to complete a successful and rewarding project that will benefit the Newark-Wayne Hospital and the community. Thank you for the opportunity to respond to your Request for Proposal. ...
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...materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2008, Ivey Management Services Version: (A) 2008-02-26 In a hangar near Calgary International Airport, three sleek red BK117 helicopters sat waiting to be dispatched to accident sites in southern Alberta. In an adjoining building overlooking a landing strip, dispatch staff quietly monitored multiple screens at a dozen workstations in the Emergency Link Centre. In the pilots’ lounge and surrounding offices, helicopter pilots, nurses and paramedics were on standby 24 hours a day, seven days a week. A myriad of other professionals, including experts in clinical operations, aviation, engineering, communications, disaster preparedness and base operations, to name only a few, comprised the support group of the STARS Air Ambulance service, or, as it was more formally known, the Shock Trauma Air Rescue Society (see Exhibit 1). According to Dr. Greg Powell, the STARS chief executive officer (CEO), the business of STARS was to “find patients, take care of patients, and...
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