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EM.02.02.07 offers good framework of staff concerns during disaster responses

Every emergency is different from every other emergency, and every moment in every emergency is different from every other moment in an emergency, and each person’s situation is going to be different.

What it comes down to is organizations must strive to provide sufficient comfort for staff members to be able to show up at work and be productive.

It shouldn’t be difficult to figure out [more]

Disaster recovery steps may require a security aspect to them

There’s been a lot of flooding in the Northeast, and no doubt some hospitals there are suffering through water damage and related facilities issues. In many ways, because flooding can occur quickly in a building’s low points, such incidents become an exercise in recovery steps.

During the 4th Annual Hospital Safety Center Symposium May 6-7, emergency management expert Joe Cappiello, chair of Cappiello & Associates in Elmhurst, IL, will speak about business recovery strategies following a disaster.

A key point Cappiello will discuss is a greater need for [more]

Despite bigger influences, Joint Commission wants emergency prep to stem from staff’s abilities

The surveyor cadre is not particularly knowledgeable about the practical application (and implications, for that matter) of  federal level emergency management activities.

There is a broad-based Joint Commission requirement for organizations to comply with applicable local, state, and federal laws and regulations, but even the National Incident Management System and Hospital Incident Command System only truly become “requirements” when [more]

Embrace the ebb and flow of emergency management planning

When it comes to Joint Commission emergency management strategies and your hazard vulnerability analysis, there is room for imperfections within the confines of preparedness.

This is a constantly fluid process for which assessment and re-assessment are the order of the day, and, to be honest, the process should reflect:

  • Improvements made in your planning activities
  • Improvement opportunities
  • Any shifting variables that would impact the organization’s response capabilities

By the way, when communicating to organizational leadership as a function of the annual evaluation of your HVA, I like to prepare a summary of the HVA results in narrative form to focus attention on the key programmatic elements, vulnerabilities, etc.