Hospital Emergency Management Planning Paper Discussion Questions: -Where do you see hospital emergency management being in 10 years? -Will healthcare em

Hospital Emergency Management Planning Paper Discussion Questions:

-Where do you see hospital emergency management being in 10 years?

-Will healthcare emergency management be folded into municipal emergency management or into another hospital responsibility? If so, why?

– Kindly, answer all questions clearly.

– Use your critical thinking and experience not only summarize.

– APA Style.

– Two references at least.

– In the attachment, you will find the reading assignment. ORIGINAL RESEARCH
Financial Burden of Emergency
Preparedness on an Urban, Academic
Hospital
Bruno Petinaux, MD
Department of Emergency Medicine, George
Washington University, Washington, DC
USA
Correspondence:
Bruno Petinaux, MD
Department of Emergency Medicine
George Washington University
2150 Pennsylvania Ave, NW
Floor 2B
Burns Building
Washington, DC 20037 USA
E-mail: bpetinaux@mfa.gwu.edu
Keywords: cost; Emergency Management
Committee; emergency preparedness; financial
burden; hospital; salary
Abbreviations:
EMC = Emergency Management Committee
EOP = emergency operations plan
JC = Joint Commission
NIMS = National Incident Management
System
Received: 31 July 2008
Accepted: 10 September 2008
Revised: 05 December 2008
Web publication: 05 October 2009
Prehospital and Disaster Medicine
Abstract
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/training; 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 $36,000
would be incurred by the facility to meet this implementation activity. Meetings included the monthly EMC meetings, other internal planning and preparatory meetings, as
well as external planning and preparatory meetings with
outside agencies and partners.
Limitations
This was a single-site study; therefore, the results were
influenced by the study population as well as the characteristics of the facility, an urban, academic medical center.
Furthermore, the intensity of planning and preparatory
efforts, though baseline at all hospital facilities within the
US, may be driven differently at certain facilities due to
hazard and vulnerability analysis results. The study environment, being an urban, academic center in a major metropolitan area, might have inflated the preparedness efforts.
The Greater New York Hospital Association (GNYHA)
report found similar trends with academic hospitals outspending community hospitals three to one in their overall
preparedness efforts. Hence, direct applications of this
study must be viewed in the context of size and type of hospital, a hospital’s commitment to emergency preparedness
efforts, and probability and the likely impact of any given
disaster on the hospital.
Further, the study focused only on the members of the
EMC. It must be recognized that facility-wide education
and drilling occurs year round and such costs were not
included in this study. However, most of these activities
would not involve strict planning. The co-chair of the
EMC during most of the study period was the author of
the study, and therefore, did not participate. The author
estimates an additional $30,000 of salary costs that could
have been added to the total if included in the report.
Further costs, such as benefits of up to 28% per employee
were not included in the study. Indirect costs such as loss of
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September – October 2009
physician relative value units, productivity, malpractice,
travel costs, communication, and office costs also were not
included. Future research should focus on prospective salary
costs of emergency preparedness efforts at an institution.
As the level of preparedness and involvement within preparedness efforts may differ with hospital characteristics, a
multicenter research study may more accurately approximate costs. These costs also should not only be measured in
direct salary costs alone, but should include indirect costs
such as office support, costs of all drill/exercise participants,
and system-wide training, exercising, and planning costs.
Conclusions
Hospitals are committed to strong emergency management
programs due to the risks to which they are exposed. These
risks are measured by the impact of any given hazard on the
facility within its geographic locations including: proximity
to hazards, such as industrial and transportation centers,
and potential exposure to disasters of both natural and
human-made causes, both internal and external. In the participating institution’s staff, salary cost of such a commitment as demonstrated in this study totaled almost a quarter
of a million dollars. In light of such large sums of money,
the healthcare industry should strive to streamline emergency preparedness efforts by providing strong hospital
leadership support. By standardizing plans, developing local
and regional disaster protocols, integrated responses within
the community, and effective resource management across
competing hospital systems, hospitals would benefit from
synergy in their disaster preparation and responses.
Individual hospitals might be served better by establishing
one individual or a small group of individuals who develop
the NIMS compliant community, integrated, all-hazards
EOP and maintain it. It also would be this small group’s or
individual’s responsibility to train all employees on their roles
within the plan as well as meeting with departmental leadership to ensure plan accuracy.
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http://pdm.medicine.wisc.edu
Prehospital and Disaster Medicine

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