Disaster planning, Part I. Overview of hospital and emergency department planning for internal and external disasters

The Impact of Exposure to Previous Disasters on Hospital Disaster Surge Capacity Preparedness in Finland: Hospital disaster surge capacity preparedness

OBJECTIVE

As disasters are rare and high-impact events, it is important that the learnings from disasters are maximized. The aim of this study was to explore the effect of exposure to a past disaster or mass casualty incident (MCI) on local hospital surge capacity planning.

METHODS

The current hospital preparedness plans of hospitals receiving surgical emergency patients in Finland were collected (n = 28) and analyzed using the World Health Organization (WHO) hospital emergency checklist tool. The surge capacity score was compared between the hospitals that had been exposed to a disaster or MCI with those who had not.

RESULTS

The overall median score of all key components on the WHO checklist was 76% (range 24%). The median surge capacity score was 65% (range 39%). There was no statistical difference between the surge capacity score of the hospitals with history of a disaster or MCI compared to those without (65% for both, P = 0.735).

CONCLUSION

Exposure to a past disaster or MCI did not appear to be associated with an increased local hospital disaster surge capacity score. The study suggests that disaster planning should include structured post-action processes for enabling meaningful improvement after an experienced disaster or MCI.

Preparations of Dutch emergency departments for the COVID-19 pandemic: A questionnaire-based study

Background

The onset of the COVID-19 pandemic was characterized by rapid increases in Emergency department (ED) patient visits. EDs required an appropriate transformation. The main challenges were: adapting capacity to respond to surges in the number of patient visits, protection of high risk (frontline) staff and the segregation of suspect-COVID-19 patients. To date, only a few studies have assessed the nation-wide response of EDs to the COVID-19 pandemic. This study was designed to review the preparations of Dutch EDs during the initial phase of this public health crisis.

Methods

The study was designed as a nation-wide, cross-sectional, questionnaire-based study of Dutch hospital organizations having one or more EDs. One respondent completed the questionnaire for each hospital. The questionnaire was conducted between the first and the second COVID-19 wave in the Netherlands. It contained close-ended and open-ended questions on changes in ED infrastructure, ED workforce adaptions and the role of emergency physicians (EPs) in each hospital crisis management team.

Results

The questionnaire was completed by 58 respondents. This represented 80% of the total number of EDs. All respondents had made preparations in anticipation of a COVID-19 patient surge. Treatment capacity was expanded in 70% of EDs, with a median increase of 49% (IQR 33–73%). Suspect-COVID-19 was segregated from non-COVID-19 patients in 89% of EDs. Alternative locations (such as outpatient departments) were more often used to assess non-COVID-19 patients, than for suspect-COVID-19 patients. Staff was expanded in 82% of EDs. This largely concerned nursing staff. A formal role for Emergency Physicians (EPs) in the hospital’s crisis management team was reported by 94% of hospital organizations employing EPs.

Conclusion

All Dutch EDs responded to the COVID-19 pandemic in a very short time span despite much uncertainty. Preparations predominantly concerned expansion of treatment capacity and segregation of COVID-19 ED care. EPs played a prominent role, both in direct COVID-19 care and in the hospital crises management team. It is vital for EDs to adapt to community needs swiftly. The ability of EDs to respond to the pandemic varied considerably.

A scoping review of internal hospital crises and disasters in the Netherlands, 2000-2020

BACKGROUND

Internal hospital crises and disasters (IHCDs) are events that disrupt the routine functioning of a hospital while threatening the well-being of patients and staff. IHCDs may cause hospital closure, evacuations of patients and loss of healthcare capacity. The consequences may be ruinous for local communities. Although IHCDs occur with regularity, information on the frequency and types of these events is scarcely published in the medical literature. However, gray literature and popular media reports are widely available. We therefore conducted a scoping review of these literature sources to identify and characterize the IHCDs that occurred in Dutch hospitals from 2000 to 2020. The aim is to develop a systematic understanding of the frequency of the various types of IHCDs occurring in a prosperous nation such as the Netherlands.

METHODS

A systematic scoping review of news articles retrieved from the LexisNexis database, Google, Google News, PubMed and EMBASE between 2000 and 2020. All articles mentioning the closure of a hospital department in the Netherlands were analyzed.

RESULTS

A total of 134 IHCDs were identified in a 20-year time period. Of these IHCDs, there were 96 (71.6%) emergency department closures, 76 (56.7%) operation room closures, 56 (41.8%) evacuations, 26 (17.9%) reports of injured persons, and 2 (1.5%) reported casualties. Cascading events of multiple failures transpired in 39 (29.1%) IHCDs. The primary causes of IHCDs (as reported) were information and communication technology (ICT) failures, technical failures, fires, power failures, and hazardous material warnings. An average of 6.7 IHCDs occurred per year. From 2000-2009 there were 32 IHCDs, of which one concerned a primary ICT failure. Of the 102 IHCDs between 2010-2019, 32 were primary ICT failures.

CONCLUSIONS

IHCDs occur with some regularity in the Netherlands and have marked effects on hospital critical care departments, particularly emergency departments. Cascading events of multiple failures transpire nearly a third of the time, limiting the ability of a hospital to stave off closure due to failure. Emergency managers should therefore prioritize the risk of ICT failures and cascading events and train hospital staff accordingly.

Triage

This review provides an overview of triaging critically ill or injured patients during mass casualty incidents due to events such as disasters, pandemics, or terrorist incidents. Questions clinicians commonly have, including "what is triage?," "when to triage?," "what are the types of disaster triage?," "how to triage?," "what are the ethics of triage?," "how to govern triage?," and "what research is required on triage?," are addressed.

Personnel response during an internal emergency-unexpected release of an irritant gas in a hospital

Internal emergencies can occur at any time and location in a hospital. Planning, training, and exercises can prepare personnel to respond effectively to internal emergency situations. All hospital staff should be trained to recognize an internal incident and activate the hospital emergency management system. Maintaining the health and safety of patients, employees, and visitors is paramount. Training and exercises also encourage staff to act with competence and confidence during an untoward incident to mitigate or avert possible catastrophe. This article describes an incident in which 12 hospital employees presented to the emergency department after exposure to a potent pulmonary irritant gas, chlorine, following an unfortunate accident. These cases are used to illustrate how planning, training, and exercises assisted health care personnel in responding to a potentially catastrophic internal emergency.

Personnel Response during an Internal Emergency—Unexpected Release of an Irritant Gas in a Hospital

Internal emergencies can occur at any time and location in a hospital. Planning, training, and exercises can prepare personnel to respond effectively to internal emergency situations. All hospital staff should be trained to recognize an internal incident and activate the hospital emergency management system. Maintaining the health and safety of patients, employees, and visitors is paramount. Training and exercises also encourage staff to act with competence and confidence during an untoward incident to mitigate or avert possible catastrophe. This article describes an incident in which 12 hospital employees presented to the emergency department after exposure to a potent pulmonary irritant gas, chlorine, following an unfortunate accident. These cases are used to illustrate how planning, training, and exercises assisted health care personnel in responding to a potentially catastrophic internal emergency.

Hospital Responses to Acute-Onset Disasters: A Review

Introduction:

Hospitals the world over have been involved in disasters, both internal and external. These two types of disasters are independent, but not mutually exclusive. Internal disasters are isolated to the hospital and occur more frequently than do external disasters. External disasters affect the community as well as the hospital. This paper first focuses on common problems encountered during acute-onset disasters, with regards to hospital operations and caring for victims. Specific injury patterns commonly seen during natural disasters are reviewed. Second, lessons learned from these common problems and their application to hospital disaster plans are reviewed.

Methods:

An extensive review of the available literature was conducted using the computerized databases Medline and Healthstar from 1977 through March 1999. Articles were selected if they contained information pertaining to a hospital response to a disaster situation or data on specific disaster injury patterns. Selected articles were read, abstracted, analyzed, and compiled.

Results:

Hospitals continually have difficulties and failures in several major areas of operation during a disaster. Common problem areas identified include communication and power failures, water shortage and contamination, physical damage, hazardous material exposure, unorganized evacuations, and resource allocation shortages.

Conclusions::

Lessons learned from past disaster-related operational failures are compiled and reviewed. The importance and types of disaster planning are reviewed.

Financial Burden of Emergency Preparedness on an Urban, Academic Hospital

This study assessed the direct human resource costs of a hospital's emergency preparedness planning (in 2005) by surveying participants retrospectively. Forty participants (74% of the identified population) were surveyed. Using the self-reported hourly salary of the participant, a direct salary cost was calculated for each participant. The population was 40% male and 60% female; 65% had a graduate degree or higher; 65% were administrators; 35% were clinicians; and 50% reported that their job description included a reference to emergency planning activities. All participants spent a combined total of 3,654.25 hours on emergency preparedness activities, including 20.1% on personal education/train-ing; 11.6% on educating other people; 39.3% on paperwork or equipment maintenance; 22.2% on attendance at meetings; 5.6% on drill participation; and <1% on other activities. Considering the participants' hourly salary, direct personal costs spent on emergency preparedness activities at the institution totaled US$232,417. Ten percent, all of whom were physicians, reported no compen-sation for their emergency preparedness efforts at the hospital level.

As much as these results illustrate the strong commitment of the institu-tion to its community, they represent a heavy burden in light of the oftenunfunded mandate of emergency preparedness planning that a hospital may incur. Such responsibility is carried to some extent by all hospitals.

Using a joint triage model for multi-hospital response to a mass casualty incident in New York city

This paper defines a specific plan which allows two separate institutions, with different capabilities, to function as a single receiving entity in the event of a mass casualty incident. The street between the two institutions will be closed to traffic and a two-phase process initiated. Arriving ambulances will first be quickly screened to expedite the most critical patients followed by formal triage and directing patients to one of the two facilities. Preparation for this plan requires prior coordination between local authorities and the administrations of both institutions. This plan can serve as a general model for disaster preparedness when two or more institutions with different capabilities are located in close proximity.

Assessing hospital emergency management plans: a guide for infection preventionists

BACKGROUND

Hospital emergency management plans are essential and must include input from an infection preventionist (IP). Multiple hospital planning documents exist, but many do not address infection prevention issues, combine them with noninfection prevention issues, or are disease/event specific. An all-encompassing emergency management planning guide for IPs is needed.

METHODS

A literature review and Internet search were conducted in December 2008. Data from relevant sources were extracted. A spreadsheet was created that delineated hospital emergency management plan components of interest to IPs.

RESULTS

Of the sources screened, 49 were deemed relevant. Eleven domains were identified: (1) having a plan; (2) assessing hospital readiness; (3) having infection prevention policies and procedures; (4) having occupational health policies and procedures; (5) conducting surveillance and triage; (6) reporting incidents, having a communication plan, and managing information; (7) having laboratory support; (8) addressing surge capacity issues; (9) having anti-infective therapy and/or vaccines; (10) providing infection prevention education; and (11) managing physical plant issues.

CONCLUSION

Infection preventionists should use this article as an assessment tool for evaluating their hospital emergency management plan and for developing policies and procedures that will decrease the risk of infection transmission during a mass casualty event.

[Primary care hospital for a mass disaster MANV IV. Experience from a mock disaster exercise]

BACKGROUND

In Hannover and in nationwide contingency plans there are clear instructions for the medical care of mass casualties which are designed to cope with 50 to a maximum of 200 patients. Disaster simulations and practical exercises in Hannover regarding EXPO 2000 and the FIFA World Cup 2006 showed a very good and effective prehospital treatment and management up to a number of about 200 patients. Due to infrastructural settings a scenario with up to 1,000 (MANV IV) patients in the region of Hannover was beyond the capacity of existing concepts for the management of mass casualties, which comprised initial medical care at the on-site treatment area and subsequent transport to local or regional hospitals for definitive management. A new practicable and well trained model was necessary to improve the hospital admission and primary treatment capacity (Erstversorgungsklinik--EVK). In the case of MANV IV it was proposed that the tasks of on-site treatment area should be concentrated on triage and the stabilization of severely injured victims with immediate transport to special primary care hospitals. The main task of these hospitals was further stabilization of patients for inhospital care or further transport to other special facilities.

METHODS

The main aim of the study was, after the initial trauma scenario, to provide the logistical and personal background for the fastest possible advanced life support and the further treatment of more than 60 severely injured patients at a city hospital with trauma centre level I experience. The timescale from the first alarm until the hospital was ready for action was approximately 60 min. To gain knowledge about the regional implementation of the whole logistic scenario in the case of MANV IV and to practice detailed questioning, a major casualty training was needed. This resulted in a large targeted disaster medical training with a realistic situation simulation on the 25.03.2006 including the Diakoniekrankenhaus Friederikenstift under the aspect of a special primary care hospital (EVK) working at full capacity.

RESULTS

The AWD arena in Hannover was the site of a simulated major casualty event resulting in 620 patients with various penetrating or blunt trauma injuries. Within 60 min of the first alarm call the admission and casualty treatment capacity at the Diakoniekrankenhaus Friederikenstift was increased up to approximately 60 patients including 30 ventilated patients. After initial inspection of 78 patients according to the ATLS criteria advanced life support was performed (airway management, volume resuscitation, basic diagnostic and surgical techniques) by flexible treatment teams (including physicians of all other faculties) in 3 treatment corridors within 135 min. Of the patients 69 were admitted to the wards and intensive care units, 5 were discharged after ambulant treatment and 3 patients were transferred to an eye and ENT hospital. Of the patients 10 had already been intubated on arrival, another 6 patients were intubated in the treatment corridors. Simulations of 4 urgent laparatomies, 2 trepanations, 1 artery seam, osteosynthesis of 3 perforating fractures was performed in the operating theatre. A total of 6 extremity fractures were immobilized by a fixateur externe, 7 chest tubes were placed and 43 surgical wound dressings were performed in the treatment corridors. There was no significant shortage of logistical or personal resources.

CONCLUSION

In a major disaster with more than 200 seriously injured patients the EVK model is a practicable and regional well tried solution that could increase the capacity of hospital admissions and advanced trauma life support, regardless of the type of casualty, season or weather conditions. It is possible to reduce the interval to advanced trauma life support, temporary fracture stabilization (damage control) and definitive surgical care by means of rapid and targeted utilization of resources and manpower. Physicians involved in the initial treatment play a key role and have to be highly trained (ATLS). The EVK model is variable and can easily be established and adapted to regional conditions at basic regional hospitals as well as at level I trauma centers.

Implementing the Hospital Emergency Incident Command System: an integrated delivery system's experience

INTRODUCTION

Hospital disaster manuals and response plans often lack formal command structure; instead, they rely on the presence of key individuals who are familiar with hospital operations, or who are in leadership positions during routine, day-to-day operations. Although this structure occasionally may prove to be successful, it is unreliable, as this leadership may be unavailable at the time of the crisis, and may not be sustainable during a prolonged event. The Hospital Emergency Incident Command System (HEICS) provides a command structure that does not rely on specific individuals, is flexible and expandable, and is ubiquitous in the fire service, emergency medical services, military, and police agencies, thus allowing for ease of communication during event management.

METHODS

A descriptive report of the implementation of the HEICS throughout a large healthcare network is reviewed.

RESULTS AND CONCLUSIONS

Implementation of the HEICS provides a consistent command structure for hospitals that enables consistency and commonality with other hospitals and disaster response entities.

A hospital response to a soccer stadium stampede in Zimbabwe

OBJECTIVES

When a soccer stadium stampede occurred in Zimbabwe on 9 July 2000, the hospital disaster (medical emergency) plan failed. This report describes the use of the audit technique to change the hospital's disaster preparedness.

METHOD

A literature review was done to establish international standards of best practice in major medical incident response. The hospital disaster plan (major medical incident plan) was reviewed and used as local standard. Written submissions and unstructured interviews technique were used to collect information from staff present on the day and involved in the care of the stampede victims and from staff specified in the hospital disaster plan. This was presented as a report to the Hospital Clinical Audit and Quality Assurance Committee (CAQAC), with recommendations.

RESULTS

The hospital's response to the disaster was suboptimal. The initial recommendations were accepted. Implementation is ongoing while discussion is drawing in other people and agencies. An integrated prehospital care system is required. The casualty department needs to develop into a modern accident and emergency department. Individual departments need to develop their own disaster plans that link into the hospital plan. A system for future audits of the hospital's performance after a disaster need to be put in place. Implementation of these recommendations is changing disaster preparedness in and out of the hospital.

CONCLUSIONS

The exercise was very useful in raising awareness and the value of audit and specific issues were defined for improvement. Long term and short term goals were set. Despite the shortage of resources, change was felt to be necessary and possible.

Counting crises: US hospital evacuations, 1971-1999

OBJECTIVES

To investigate the relative distribution of hazards causing hospital evacuations, thereby to provide rudimentary risk information for hospital disaster planning.

METHODS

Cases of hospital evacuations were retrieved from newspaper and publication databases and classified according to hazard type, proximate and original cause, duration, and casualties. Both partial and full evacuations were included. The total number of evacuation incidents for all hazards were compared to the total number of hospital incidents for the one hazard, fire, for which national data is available.

RESULTS

There were 275 reported evacuation incidents from 1971-1999, with an annual average of 21 in the 1990s, the period for which databases were more reliable. The most, 33, were recorded in 1994, the year of the Northridge Earthquake. Of all incidents, 63 (23%) were attributable primarily to internal fire, followed by internal hazardous materials (HazMat) events (18%), hurricane (14%), human threat (13%), earthquake (9%), external fire (6%), flood (6%), utility failure (5%), and external HazMat (4%).

CONCLUSIONS

More than 50% of the hospital evacuations occurred because of hazards originating in the hospital facility itself or from human intruders. While natural disasters were not the preponderant causes of evacuations, they caused severe problems when multiple hospitals in the same urban area were incapacitated simultaneously. Clearly, as hospitals are vulnerable to many hazards, mitigation investments should be assessed not in terms of single-hazard risk-cost-benefit analysis, but in terms of capacity to mitigate multiple hazards. In view of the many qualifications and limitations of the dataset used here, but value of such data for disaster planning, hospitals should be asked to submit standardized incident reports to permit national data gathering on major disruptions.

Quality improvement data analysis of a mass casualty event

Trauma auditing is important for monitoring the process of trauma care and outcome prediction. This pilot study was conducted to evaluate quality improvement (QI) data following a mass casualty event and discuss its impact on the trauma care process and outcome. A pre-designed trauma quality improvement data set was used for all 103 injured patients admitted to Asir Central Hospital, Saudi Arabia, who were involved in a single motor vehicle crash. Most of the trauma management variations from norms occurred during the initial assessment and resuscitation phase of care, and these had the greatest impact on morbidity and mortality. Trauma management variations throughout all phases of care were associated with 10% and 9% incidence of preventable morbidity and mortality, respectively. Efforts including rigorous educational programs should be made to stress the initial assessment and resuscitation phase of care. Successful regionalized trauma care systems involving quality improvement programs report significant reduction in morbidity and mortality rates from trauma.