Joint Commission Resources Quality & Safety Network (JCRQSN) Resource Guide. When Disaster Strikes: Emergency Management Update

Transcription

1 Quality & Safety Network (JCRQSN) Resource Guide When Disaster Strikes: Emergency Management Update January 22, 2015

2 bout Joint Commission Resources Joint Commission Resources (JCR) is a client-focused, expert resource for healthcare organizations. It partners with these organizations, providing consulting services, educational services, and publications to assist in improving the quality, safety, and efficiency of healthcare services, and to assist in meeting the accreditation standards of The Joint Commission. JCR is a subsidiary of The Joint Commission, but provides services independently and confidentially, disclosing no information about its clients to The Joint Commission or others. Visit our web site at: Disclaimers Joint Commission Resources educational programs and publications support, but are separate from, the accreditation activities of The Joint Commission. ttendees at Joint Commission Resources educational programs and purchasers of Joint Commission Resources publications receive no special consideration or treatment in, or confidential information about, the accreditation process. The information in this Resource Guide has been compiled for educational purposes only and does not constitute any product, service, or process endorsement by The Joint Commission or organizations collaborating with The Joint Commission in the content of these programs. NOTE: Interactivation Health Networks is the distributor of the Joint Commission Resources Quality & Safety Network series and has no influence on the content of the series Joint Commission Resources. The purchaser of this educational package is granted limited rights to photocopy this Resource Guide for internal educational use only. ll other rights reserved. Requests for permission to make copies of this publication for any use not covered by these limited rights should be made in writing to: Department of Education Programs, Joint Commission Resources, One Renaissance Boulevard, Oakbrook Terrace, IL Joint Commission Resources 2 of 44

3 TBLE OF CONTENTS Program Summary...4 Program Outline...5 Continuing Education (CE) Credit...6 Emergency Management Chapter from The Comprehensive ccreditation Manual for Hospitals (CMH)...7 Slide Presentation: Conducting the Emergency Management Session...30 ppendix : dditional Resources...38 ppendix B: Faculty Biography...39 ppendix C: Continuing Education (CE) ccrediting Bodies...40 ppendix D: Discipline Codes Instructions...41 ppendix E: Post-Test...42 ppendix F: JCRQSN Contact Information Joint Commission Resources 3 of 44

4 Program Summary This page provides an overview of the program content and learning objectives. Please refer to the Table of Contents and Program Outline for a detailed list of the topics covered. The information included in this Resource Guide is intended to support but not duplicate the video presentation content. There may be additional information available online for this topic. Program Description In 2014, many people witnessed the Ebola epidemic, the Middle East Respiratory Syndrome (MERs) epidemic, the polar vortex in the Midwest, mudslides in Washington, and wild fires in California and rizona. Some people were lucky enough to only read about these events, while others experienced these events first hand. Many healthcare organizations will experience at least one natural or man-made disaster at some point in their existence, but the impact of these disasters can be sharply reduced if organizations assess their risks and develop and test contingency plans before a disaster happens. Through expert panel discussion, case studies, and mock surveys, this 60-minute activity examines existing emergency management strategies, identifies areas for improvement, and provides advice on developing a comprehensive, proactive, and practical emergency management strategy. The strategies focus on The Joint Commission's Emergency Management standards and how they provide a framework for emergency preparedness and management. Program Objectives fter completing this activity, the participant should be able to: 1. Implement The Joint Commission's Emergency Management standards and the framework for emergency preparedness and management. 2. List the four phases of emergency management: mitigation, preparedness, response, and recovery, and examine the hospital's role in each phase. 3. Identify the components of effective emergency management strategies. Target udience This activity is relevant to all hospital and medical staff, particularly those responsible for life safety-related activities, including safety officers and committees, emergency care providers, engineering staff, performance improvement (PI) staff, and risk managers Joint Commission Resources 4 of 44

5 Program Outline January 22, 2015 I. Introduction. Program Content B. Objectives C. Faculty II. The Joint Commission's Emergency Management Standards III. Case Study: Ebola and Emergency Preparedness IV. Ebola, Emergency Management, and the Survey Process V. Conclusion VI. Post-Program Live Question and nswer Session. udio only telephone seminar with program faculty for 30 minutes following the program. B. Call ; enter conference code: Or your questions or comments to: Program Broadcast Time Eastern: Central: Mountain: Pacific: 2:00 p.m. to 3:00 p.m. 1:00 p.m. to 2:00 p.m. 12:00 p.m. to 1:00 p.m. 11:00 a.m. to 12:00 p.m. Program Question and nswer Session During the live airing of this program on January 22, 2015, you may be able to talk directly with the faculty when prompted by the program s host. fter this date, your message will be forwarded to the appropriate personnel. Immediately following the program, we invite you to join in a live discussion with the program presenters. Call and enter Conference Code: to be included in the teleconference. To submit your question ahead of time or for additional details, please send an to questions@jcrqsn.com. If you submit your questions after this date, your message will be forwarded to the appropriate personnel. You can also receive answers to your questions by calling The Joint Commission s Standards Interpretation Hotline at , option Joint Commission Resources 5 of 44

6 Continuing Education (CE) Credit fter viewing the JCR Quality & Safety Network presentation and reading this Resource Guide, please complete the required online CE/CME credit activities (test and feedback form). The test measures knowledge gained and/or provides a means of self-assessment on a specific topic. The feedback form provides us with valuable information regarding your thoughts on the activity s quality and effectiveness. NOTE: Effective pril 1, 2012, the Learning Management System web site URL changed as noted below. Prior to the Program Presentation Day 1. Login to the JCRQSN Learning Management System web site at 2. Enroll yourself into the program Note: Your administrator may have already enrolled you in the program Select ll Courses from the courses menu. Select the course category for the current year, 2015 Programs. Select the course for this program, When prompted, choose Yes to confirm that you would like to enroll yourself. 3. Display and print the desire documents (Resource Guide, etc.). Online Process for CE/CME Credit 1. Read the course materials and view the entire presentation. 2. Login to the JCRQSN Learning Management System web site at 3. Select from the courses menu block. Note: This assumes you have already been enrolled in the program as described above. 4. If you didn t view the broadcast video presentation, view it online. 5. Complete the online post test (see ppendix E). You have up to three attempts to successfully complete the test with a minimum passing score of 80%. Physicians must take the post test to obtain credit. 6. Complete the program feedback form. 7. On the top right corner of the main course page, you will see your completion status in the Status block. 8. Select Print Certificate from within the Status block to print your completion certificate Joint Commission Resources 6 of 44

7 Emergency Management Chapter from The Comprehensive ccreditation Manual for Hospitals (CMH) Program: Hospital Chapter: Emergency Management Overview: Emergencies can be threats to any health care organization. single emergency can temporarily disrupt services; however, multiple emergencies that occur concurrently or sequentially can adversely impact patient safety and the hospital s ability to provide care, treatment, and services for an extended length of time. This is particularly true in situations where the community cannot adequately support the hospital. Power failures, water and fuel shortages, flooding, and communication breakdowns are just a few of the hazards that can disrupt patient care and pose risks to staff and the hospital. bout This Chapter: The Emergency Management (EM) chapter is organized to allow hospitals to plan to respond to the effects of potential emergencies that fall on a continuum from disruptive to disastrous. Planning involves those activities that must be done in order to put together a comprehensive Emergency Operations Plan (EOP). This planning results in the EOP document. fter the EOP is in place, it must be tested through staged emergency response exercises in order to evaluate its effectiveness. djustments to the EOP can then be made. The four phases of emergency management are mitigation, preparedness, response, and recovery. They occur over time; mitigation and preparedness generally occur before an emergency, and response and recovery occur during and after an emergency. The planning activities described in Standard EM help the organization to focus its strategy for mitigating the potential effects of emergencies, as well as the approach to preparedness that will help it to organize and mobilize its essential resources. The organization will use its EOP document (described in Standard EM and subsequent standards) to define its response to emergencies and to help position it for recovery after the emergency has passed. Hospitals should identify potential hazards, threats, and adverse events, and assess their impact on the care, treatment, and services they provide for their patients. This assessment is known as a Hazard Vulnerability nalysis (HV) and is designed to assist hospitals in gaining a realistic understanding of their vulnerabilities in order to help them mitigate and prepare to respond to emergencies and their impact. No hospital can predict the nature of a future emergency, nor can it predict the date of its arrival. However, hospitals can plan for managing the following critical areas of their organizations so that they can respond effectively regardless of the cause(s) of an emergency: Communications Resources and assets Safety and security Staff responsibilities Utilities Patient clinical and support activities When hospitals consider their capabilities in these areas, they are taking an all hazards approach to emergency management that supports a level of preparedness sufficient to address a range of emergencies, regardless of the cause. This approach lays the foundation for developing an Emergency Operations Plan that is scalable to emergencies that may escalate in complexity, scope, or duration. For the most extreme type of emergencies 2015 Joint Commission Resources 7 of 44

8 disasters additional human resources may be necessary. Organizations can choose to assign responsibilities to volunteer practitioners or to privilege volunteer licensed independent practitioners when such volunteers are essential for meeting patient care needs. Hospitals should evaluate their planning efforts and test their Plans through exercise scenarios so that they can use the lessons learned to improve the effectiveness of their response strategies. dditional standards in other chapters are integral to hospitalwide emergency preparedness, including processes for the following: Maintaining continuity of information (refer to Standard IM ) Responding to outbreaks of infectious disease (refer to Standard IC ) Identifying and mitigating impediments to patient flow (refer to Standard LD ) Chapter Outline: I. Foundation for the Emergency Operations Plan (EM ) II. The Plan for Response and Recovery. General Requirements (EM ). B. Specific Requirements 1. Communications (EM ) 2. Resources and ssets (EM ) 3. Security and Safety (EM ) 4. Staff (EM ) 5. Utilities (EM ) 6. Patients (EM ) 7. Disaster Volunteers i. Volunteer Licensed Independent Practitioners (EM ). ii Volunteer Practitioners (EM ). III. Evaluation (EM , EM ). Icon Legend: CMS CMS Crosswalk 1 EP Criticality level is 1 Immediate Threat to Health or Safety EP belongs to Scoring Category 2 EP Criticality level is 2 Situational Decision Rules C EP belongs to Scoring Category C 3 EP Criticality level is 3 Direct Impact M EP requires Measure of Success D Documentation is required ESP-1 EP applies to Early Survey Option NEW EP is new or changed as of the selected effective date 2015 Joint Commission Resources 8 of 44

9 Program: Hospital Chapter: Emergency Management EM : The hospital engages in planning activities prior to developing its written Emergency Operations Plan. Note: n emergency is an unexpected or sudden event that significantly disrupts the organization s ability to provide care, or the environment of care itself, or that results in a sudden, significantly changed or increased demand for the organization's services. Emergencies can be either human-made or natural (such as an electrical system failure or a tornado), or a combination of both, and they exist on a continuum of severity. disaster is a type of emergency that, due to its complexity, scope, or duration, threatens the organization s capabilities and requires outside assistance to sustain patient care, safety, or security functions. Rationale: n emergency in a health care organization can suddenly and significantly affect demand for its services or its ability to provide these services. Therefore, the organization needs to engage in planning activities that prepare it to form its Emergency Operations Plan. These activities include identifying risks, prioritizing likely emergencies, attempting to mitigate them when possible, and considering its potential emergencies in developing strategies for preparedness. Because some emergencies that impact an organization originate in the community, the organization needs to take advantage of opportunities where possible to collaborate with relevant parties in the community. Introduction: Not applicable Elements of Performance 1 The hospital s leaders, including leaders of the medical staff, participate in planning activities prior to developing an Emergency Operations Plan. 2 The hospital conducts a hazard vulnerability analysis (HV) to identify potential emergencies that could affect demand for the hospital s services or its ability to provide those services, the likelihood of those events occurring, and the consequences of those events. The findings of this analysis are documented. (See also EM , EP 1; IC , EP 4) Note 1: Hospitals have flexibility in creating either a single HV that accurately reflects all sites of the hospital, or multiple HVs. Some remote sites may be significantly different from the main site (for example, in terms of hazards, location, and population served); in such situations a separate HV is appropriate. Note 2: If the hospital identifies a surge in infectious patients as a potential emergency, this issue is addressed in the Infection Prevention and Control (IC) chapter (a) D 3 The hospital, together with its community partners, prioritizes the potential emergencies identified in its hazard vulnerability analysis (HV) and documents these priorities. Note: The hospital determines which community partners are critical to helping define priorities in its HV. Community partners may include other health care organizations, the public health department, vendors, community organizations, public safety and public works officials, representatives of local municipalities, and other government agencies (a) D 4 The hospital communicates its needs and vulnerabilities to community emergency response agencies and identifies the community s capability to meet its needs. This communication and identification occur at the time of the hospital's annual review of its Emergency Operations Plan and whenever its needs or vulnerabilities change. (See also EM , EP 1) 2015 Joint Commission Resources 9 of 44

10 482.41(a) 5 The hospital uses its hazard vulnerability analysis as a basis for defining mitigation activities (that is, activities designed to reduce the risk of and potential damage from an emergency). Note: Mitigation, preparedness, response, and recovery are the four phases of emergency management. They occur over time: Mitigation and preparedness generally occur before an emergency, and response and recovery occur during and after an emergency (a) 6 The hospital uses its hazard vulnerability analysis as a basis for defining the preparedness activities that will organize and mobilize essential resources. (See also IM , EPs 1 4) (a) 7 The hospital's incident command structure is integrated into and consistent with its community s command structure. * Note: The incident command structure used by the hospital should provide for a scalable response to different types of emergencies. Footnote *: The National Incident Management System (NIMS) is one of many models for an incident command structure available to health care organizations. The NIMS provides guidelines for common functions and terminology to support clear communications and effective collaboration in an emergency situation. The NIMS is required of hospitals receiving certain federal funds for emergency preparedness. 8 The hospital keeps a documented inventory of the resources and assets it has on site that may be needed during an emergency, including, but not limited to, personal protective equipment, water, fuel, and medical, surgical, and medication-related resources and assets. (See also EM , EP 6) (a) (a) (2) D Program: Hospital Chapter: Emergency Management EM : The hospital has an Emergency Operations Plan. Note: The hospital s Emergency Operations Plan (EOP) is designed to coordinate its communications, resources and assets, safety and security, staff responsibilities, utilities, and patient clinical and support activities during an emergency (refer to Standards EM , EM , EM , EM , EM , and EM ). lthough emergencies have many causes, the effects on these areas of the organization and the required response effort may be similar. This all hazards approach supports a general response capability that is sufficiently nimble to address a range of emergencies of different duration, scale, and cause. For this reason, the Plan s response procedures address the prioritized emergencies but are also adaptable to other emergencies that the organization may experience Joint Commission Resources 10 of 44

11 Rationale: successful response effort relies on a comprehensive and flexible Emergency Operations Plan that guides decision making at the onset of an emergency and as an emergency evolves. lthough the Emergency Operations Plan can be formatted in a variety of ways, it must address response procedures that are both applicable to the hospital s likely emergencies and adaptable in supporting key areas (such as communications and patient care) that might be affected by emergencies of different causes. Introduction: Not applicable Elements of Performance 1 The hospital s leaders, including leaders of the medical staff, participate in the development of the Emergency Operations Plan. 2 The hospital develops and maintains a written Emergency Operations Plan that describes the response procedures to follow when emergencies occur. (See also EM , EP 5) Note: The response procedures address the prioritized emergencies but can also be adapted to other emergencies that the hospital may experience. Response procedures could include the following: Maintaining or expanding services Conserving resources Curtailing services Supplementing resources from outside the local community Closing the hospital to new patients Staged evacuation Total evacuation (a) D 3 The Emergency Operations Plan identifies the hospital s capabilities and establishes response procedures for when the hospital cannot be supported by the local community in the hospital's efforts to provide communications, resources and assets, security and safety, staff, utilities, or patient care for at least 96 hours. Note: Hospitals are not required to stockpile supplies to last for 96 hours of operation (a) 4 The hospital develops and maintains a written Emergency Operations Plan that describes the recovery strategies and actions designed to help restore the systems that are critical to providing care, treatment, and services after an emergency (a) D 5 The Emergency Operations Plan describes the processes for initiating and terminating the hospital's response and recovery phases of an emergency, including under what circumstances these phases are activated. Note: Mitigation, preparedness, response, and recovery are the four phases of emergency management. They occur over time: Mitigation and preparedness generally occur before an emergency, and response and recovery occur during and after an emergency (a) 2015 Joint Commission Resources 11 of 44

12 6 The Emergency Operations Plan identifies the individual(s) who has the authority to activate the response and recovery phases of the emergency response. 7 The Emergency Operations Plan identifies alternative sites for care, treatment, and services that meet the needs of the hospital's patients during emergencies. 8 If the hospital experiences an actual emergency, the hospital implements its response procedures related to care, treatment, and services for its patients. FS Direct Impact EPs (a) 3 Program: Hospital Chapter: Emergency Management EM : s part of its Emergency Operations Plan, the hospital prepares for how it will communicate during emergencies. Rationale: The hospital maintains reliable communications capabilities for the purpose of communicating response efforts to staff, patients, and external organizations. The hospital establishes backup communications processes and technologies (for example, cell phones, landlines, bulletin boards, fax machines, satellite phones, mateur Radio, text messages) to communicate essential information if primary communications systems fail. Introduction: Not applicable Elements of Performance 1 The Emergency Operations Plan describes the following: How staff will be notified that emergency response procedures have been initiated. 2 The Emergency Operations Plan describes the following: How the hospital will communicate information and instructions to its staff and licensed independent practitioners during an emergency. 3 The Emergency Operations Plan describes the following: How the hospital will notify external authorities that emergency response measures have been initiated. 4 The Emergency Operations Plan describes the following: How the hospital will communicate with external authorities during an emergency Joint Commission Resources 12 of 44

13 5 The Emergency Operations Plan describes the following: How the hospital will communicate with patients and their families, including how it will notify families when patients are relocated to alternative care sites. 6 The Emergency Operations Plan describes the following: How the hospital will communicate with the community or the media during an emergency. 7 The Emergency Operations Plan describes the following: How the hospital will communicate with suppliers of essential services, equipment, and supplies during an emergency. 8 The Emergency Operations Plan describes the following: How the hospital will communicate with other health care organizations in its contiguous geographic area regarding the essential elements of their respective command structures, including the names and roles of individuals in their command structures and their command center telephone numbers. 9 The Emergency Operations Plan describes the following: How the hospital will communicate with other health care organizations in its contiguous geographic area regarding the essential elements of their respective command centers for emergency response. 10 The Emergency Operations Plan describes the following: How the hospital will communicate with other health care organizations in its contiguous geographic area regarding the resources and assets that could be shared in an emergency response. 11 The Emergency Operations Plan describes the following: How and under what circumstances the hospital will communicate the names of patients and the deceased with other health care organizations in its contiguous geographic area. 12 The Emergency Operations Plan describes the following: How, and under what circumstances, the hospital will communicate information about patients to third parties (such as other health care organizations, the state health department, police, and the Federal Bureau of Investigation [FBI]) Joint Commission Resources 13 of 44

14 13 The Emergency Operations Plan describes the following: How the hospital will communicate with identified alternative care sites. 14 The hospital establishes backup systems and technologies for the communication activities identified in EM , EPs The hospital implements the components of its Emergency Operations Plan that require advance preparation to support communications during an emergency. Program: Hospital Chapter: Emergency Management EM : s part of its Emergency Operations Plan, the hospital prepares for how it will manage resources and assets during emergencies. Rationale: The hospital that continues to provide care, treatment, and services to its patients during emergencies needs to determine how resources and assets (that is, supplies, equipment, and facilities) will be managed internally and, when necessary, solicited and acquired from external sources such as vendors, neighboring health care providers, other community organizations, state affiliates, or a regional parent company. The hospital should also recognize the risk that some resources may not be available from planned sources, particularly in emergencies of long duration or broad geographic scope, and that contingency plans will be necessary for critical supplies. This situation may occur when multiple hospitals are vying for a limited supply from the same vendor. Introduction: Not applicable Elements of Performance 1 The Emergency Operations Plan describes the following: How the hospital will obtain and replenish medications and related supplies that will be required throughout the response and recovery phases of an emergency, including access to and distribution of caches that may be stockpiled by the hospital, its affiliates, or local, state, or federal sources. 2 The Emergency Operations Plan describes the following: How the hospital will obtain and replenish medical supplies that will be required throughout the response and recovery phases of an emergency, including personal protective equipment where required. 3 The Emergency Operations Plan describes the following: How the hospital will obtain and replenish non-medical supplies that will be required throughout the response and recovery phases of an emergency Joint Commission Resources 14 of 44

15 4 The Emergency Operations Plan describes the following: How the hospital will share resources and assets with other health care organizations within the community, if necessary. Note: Examples of resources and assets that might be shared include beds, transportation, linens, fuel, personal protective equipment, medical equipment, and supplies. 5 The Emergency Operations Plan describes the following: How the hospital will share resources and assets with other health care organizations outside the community, if necessary, in the event of a regional or prolonged disaster. Note: Examples of resources and assets that might be shared include beds, transportation, linens, fuel, personal protective equipment, medical equipment, and supplies. 6 The Emergency Operations Plan describes the following: How the hospital will monitor quantities of its resources and assets during an emergency. (See also EM , EP 8) 9 The Emergency Operations Plan describes the following: The hospital's arrangements for transporting some or all patients, their medications, supplies, equipment, and staff to an alternative care site(s) when the environment cannot support care, treatment, and services. (See also EM , EP 3) 10 The Emergency Operations Plan describes the following: The hospital's arrangements for transferring pertinent information, including essential clinical and medication-related information, with patients moving to alternative care sites. (See also EM , EP 3) 12 The hospital implements the components of its Emergency Operations Plan that require advance preparation to provide for resources and assets during an emergency. Program: Hospital Chapter: Emergency Management EM : s part of its Emergency Operations Plan, the hospital prepares for how it will manage security and safety during an emergency. Rationale: Not applicable. Introduction: Introduction to Standard EM Joint Commission Resources 15 of 44

16 Controlling the movement of individuals into, throughout, and out of the hospital during an emergency is essential to the preservation of safety (freedom from accidental harm) and the security (freedom from intentional harm) of patients, staff, and critical supplies, equipment, and utilities. The hospital determines the type of access and movement to be allowed by staff, patients, visitors, emergency volunteers, vendors, maintenance and repair workers, utility suppliers, and other individuals when emergency measures are initiated. Factors influencing access and movement vary depending on the type of emergency and local conditions (for example, whether or not the hospital has decided to shelter staff families, the allowance for or prohibition against firearms, any mutual aid agreements with nearby facilities or vendors). During an emergency, the campus or immediate environment around the hospital may be under the authority of the local police or sheriff serving the larger community. ccess to and from the hospital on local roads and interstates could be subject to local, state, or even federal control. s an incident evolves, this responsibility and authority may shift from one agency to another. For this reason, it is important that the Emergency Operations Plan includes reference to any existing community command structure to provide for ongoing communication and coordination with this structure. In the absence of such a command structure, the hospital maintains direct contact with the agencies charged with community security. Elements of Performance 1 The Emergency Operations Plan describes the following: The hospital's arrangements for internal security and safety. 2 The Emergency Operations Plan describes the following: The roles that community security agencies (for example, police, sheriff, National Guard) will have in the event of an emergency. 3 The Emergency Operations Plan describes the following: How the hospital will coordinate security activities with community security agencies (for example, police, sheriff, National Guard). 4 The Emergency Operations Plan describes the following: How the hospital will manage hazardous materials and waste. 5 The Emergency Operations Plan describes the following: How the hospital will provide for radioactive, biological, and chemical isolation and decontamination. 7 The Emergency Operations Plan describes the following: How the hospital will control entrance into and out of the health care facility during an emergency. 8 The Emergency Operations Plan describes the following: How the hospital will control the movement of individuals within the health care facility during an emergency Joint Commission Resources 16 of 44

17 9 The Emergency Operations Plan describes the following: The hospital's arrangements for controlling vehicles that access the health care facility during an emergency. CMS 10 The hospital implements the components of its Emergency Operations Plan that require advance preparation to support security and safety during an emergency. Program: Hospital Chapter: Emergency Management EM : s part of its Emergency Operations Plan, the hospital prepares for how it will manage staff during an emergency. Rationale: To provide safe and effective patient care during an emergency, staff roles are well defined in advance, and staff are oriented in their assigned responsibilities. Staff roles and responsibilities may be documented in the Plan using a variety of formats (for example, job action sheets, checklists, flowcharts). Due to the dynamic nature of emergencies, effective training prepares staff to adjust to changes in patient volume or acuity, work procedures or conditions, and response partners within and outside the hospital. Introduction: Not applicable. Elements of Performance 2 The Emergency Operations Plan describes the following: The roles and responsibilities of staff for communications, resources and assets, safety and security, utilities, and patient management during an emergency. 3 The Emergency Operations Plan describes the following: The process for assigning staff to all essential staff functions. 4 The Emergency Operations Plan identifies the individual(s) to whom staff report in the hospital's incident command structure. 5 The Emergency Operations Plan describes how the hospital will manage staff support needs (for example, housing, transportation, incident stress debriefing) Joint Commission Resources 17 of 44

18 6 The Emergency Operations Plan describes how the hospital will manage the family support needs of staff (for example, child care, elder care, pet care, communication). 7 The hospital trains staff for their assigned emergency response roles. M C 8 The hospital communicates, in writing, with each of its licensed independent practitioners regarding his or her role(s) in emergency response and to whom he or she reports during an emergency. M D C 9 The Emergency Operations Plan describes how the hospital will identify licensed independent practitioners, staff, and authorized volunteers during emergencies. (See also EM , EP 3; EM , EP 3) Note: This identification could include identification cards, wristbands, vests, hats, or badges. 10 The hospital implements the components of its Emergency Operations Plan that require advance preparation to manage staff during an emergency. Program: Hospital Chapter: Emergency Management EM : s part of its Emergency Operations Plan, the hospital prepares for how it will manage utilities during an emergency. Rationale: Different types of emergencies can have the same detrimental impact on an organization s utility systems. For example, brush fires, ice storms, and industrial accidents can all result in a loss of utilities required for care, treatment, services, and building operations. Organizations, therefore, must have alternative means of providing for essential utilities (for example, alternative equipment at the hospital; negotiated relationships with the primary suppliers; provision through a parent entity; Memoranda of Understanding (MOU) with other organizations in the community). Hospitals should determine how long they expect to remain open to care for patients and plan for their utilities accordingly. Because some emergencies may be regional in scope or of long duration, organizations should not rely solely on single source providers in the community. Where possible, hospitals should identify other suppliers outside of the local community in case the communities infrastructure is severely compromised and unable to support the hospital. Introduction: Not applicable Joint Commission Resources 18 of 44

19 Elements of Performance 2 s part of its Emergency Operations Plan, the hospital identifies alternative means of providing the following: Electricity (a) (a)(2) 3 s part of its Emergency Operations Plan, the hospital identifies alternative means of providing the following: Water needed for consumption and essential care activities (a) (a)(2) 4 s part of its Emergency Operations Plan, the hospital identifies alternative means of providing the following: Water needed for equipment and sanitary purposes (a) (a)(2) 5 s part of its Emergency Operations Plan, the hospital identifies alternative means of providing the following: Fuel required for building operations, generators, and essential transport services that the hospital would typically provide (a) (a)(2) 6 s part of its Emergency Operations Plan, the hospital identifies alternative means of providing the following: Medical gas/vacuum systems (a)(2) 7 s part of its Emergency Operations Plan, the hospital identifies alternative means of providing the following: Utility systems that the hospital defines as essential (for example, vertical and horizontal transport, heating and cooling systems, and steam for sterilization) (a)(2) 8 The hospital implements the components of its Emergency Operations Plan that require advance preparation to provide for utilities during an emergency (a) (a)(2) 2015 Joint Commission Resources 19 of 44

20 Program: Hospital Chapter: Emergency Management EM : s part of its Emergency Operations Plan, the hospital prepares for how it will manage patients during emergencies. Rationale: The fundamental goal of emergency management planning is to protect life and prevent disability. The manner in which care, treatment, and services are provided may vary by type of emergency. However, certain activities are so fundamental to patient safety (this can include decisions to modify or discontinue services, make referrals, or transport patients) that the organization should take a proactive approach in considering how they might be accomplished. The emergency triage process will typically result in patients being quickly treated and discharged, admitted for a longer stay, or transferred to a more appropriate source of care. disaster may result in the decision to keep all patients on the premises in the interest of safety or, conversely, in the decision to evacuate all patients because the facility is no longer safe. Planning for clinical services must address these situations accordingly, particularly in the face of escalating events or in potentially austere care conditions. Introduction: Not applicable. Elements of Performance 2 The Emergency Operations Plan describes the following: How the hospital will manage the activities required as part of patient scheduling, triage, assessment, treatment, admission, transfer, and discharge (a) 3 The Emergency Operations Plan describes the following: How the hospital will evacuate (from one section or floor to another within the building, or, completely outside the building) when the environment cannot support care, treatment, and services. (See also EM , EPs 9 and 10) (a) 4 The Emergency Operations Plan describes the following: How the hospital will manage a potential increase in demand for clinical services for vulnerable populations served by the hospital, such as patients who are pediatric, geriatric, disabled, or have serious chronic conditions or addictions (a) 5 The Emergency Operations Plan describes the following: How the hospital will manage the personal hygiene and sanitation needs of its patients (a) 6 The Emergency Operations Plan describes the following: How the hospital will manage its patients' mental health service needs that occur during an emergency (a) 2015 Joint Commission Resources 20 of 44

21 7 The Emergency Operations Plan describes the following: How the hospital will manage mortuary services (a) 8 The Emergency Operations Plan describes the following: How the hospital will document and track patients clinical information (a) 11 The hospital implements the components of its Emergency Operations Plan that require advance preparation to manage patients during an emergency (a) Program: Hospital Chapter: Emergency Management EM : During disasters, the hospital may grant disaster privileges to volunteer licensed independent practitioners. Note: disaster is an emergency that, due to its complexity, scope, or duration, threatens the organization's capabilities and requires outside assistance to sustain patient care, safety, or security functions. Rationale: Not applicable. Introduction: Introduction to Standards EM and EM When the hospital activates its Emergency Operations Plan in response to a disaster and the immediate needs of its patients cannot be met, the hospital can choose to rely on volunteer practitioners to meet these needs. These practitioners may be volunteer licensed independent practitioners or volunteer practitioners who are not licensed independent practitioners but who are required by law and regulation to have a license, certification, or registration to meet these needs. Under these circumstances, if the usual credentialing and privileging processes cannot be performed because of the disaster, the organization may use a modified credentialing and privileging process on a case-by-case basis for eligible volunteer practitioners. While this standard allows for a method to streamline the process for determining qualifications and competence, safeguards must be in place to assure that the volunteer practitioners are competent to provide safe and adequate care, treatment, or services. Even in a disaster, the integrity of two specific parts of the usual process for determining qualifications and competence must be maintained: 1. Verification of licensure, certification, or registration required to practice a profession 2. Oversight of the care, treatment, and services provided number of state and federal systems engaged in pre-event verification of qualifications can help facilitate the assigning of disaster privileges to volunteer licensed independent practitioners at the time of a disaster. Examples of such systems include the Emergency System for dvance Registration of Volunteer Health Professionals (ESRVHP) and the Medical Reserve Corps (MRC). The ESRVHP, created by the Health Resources and Services dministration (HRS), allows for the advance registration and credentialing of health care professionals needed to augment a hospital or other medical facility to meet increased patient/victim care and 2015 Joint Commission Resources 21 of 44

22 increased surge capacity needs. MRC units are comprised of locally based medical and public health volunteers who can assist their communities during emergencies, such as an influenza epidemic, a chemical spill, or an act of terrorism. Elements of Performance 1 The hospital grants disaster privileges to volunteer licensed independent practitioners only when the Emergency Operations Plan has been activated in response to a disaster and the hospital is unable to meet immediate patient needs. 2 The medical staff identifies, in its bylaws, those individuals responsible for granting disaster privileges to volunteer licensed independent practitioners. (See also MS , EP 14) D 3 The hospital determines how it will distinguish volunteer licensed independent practitioners from other licensed independent practitioners. (See also EM , EP 9) 4 The medical staff describes, in writing, how it will oversee the performance of volunteer licensed independent practitioners who are granted disaster privileges (for example, by direct observation, mentoring, medical record review). D 5 Before a volunteer practitioner is considered eligible to function as a volunteer licensed independent practitioner, the hospital obtains his or her valid government-issued photo identification (for example, a driver s license or passport) and at least one of the following: current picture identification card from a health care organization that clearly identifies professional designation current license to practice Primary source verification of licensure Identification indicating that the individual is a member of a Disaster Medical ssistance Team (DMT), the Medical Reserve Corps (MRC), the Emergency System for dvance Registration of Volunteer Health Professionals (ESRVHP), or other recognized state or federal response organization or group Identification indicating that the individual has been granted authority by a government entity to provide patient care, treatment, or services in disaster circumstances Confirmation by a licensed independent practitioner currently privileged by the hospital or by a staff member with personal knowledge of the volunteer practitioner s ability to act as a licensed independent practitioner during a disaster FS Direct Impact EPs Joint Commission Resources 22 of 44

23 6 During a disaster, the medical staff oversees the performance of each volunteer licensed independent practitioner. 7 Based on its oversight of each volunteer licensed independent practitioner, the hospital determines within 72 hours of the practitioner s arrival if granted disaster privileges should continue. C 8 Primary source verification of licensure occurs as soon as the disaster is under control or within 72 hours from the time the volunteer licensed independent practitioner presents him- or herself to the hospital, whichever comes first. If primary source verification of a volunteer licensed independent practitioner s licensure cannot be completed within 72 hours of the practitioner s arrival due to extraordinary circumstances, the hospital documents all of the following: Reason(s) it could not be performed within 72 hours of the practitioner s arrival Evidence of the licensed independent practitioner s demonstrated ability to continue to provide adequate care, treatment, and services Evidence of the hospital s attempt to perform primary source verification as soon as possible D C 9 If, due to extraordinary circumstances, primary source verification of licensure of the volunteer licensed independent practitioner cannot be completed within 72 hours of the practitioner s arrival, it is performed as soon as possible. Note: Primary source verification of licensure is not required if the volunteer licensed independent practitioner has not provided care, treatment, or services under the disaster privileges. C Program: Hospital Chapter: Emergency Management EM : During disasters, the hospital may assign disaster responsibilities to volunteer practitioners who are not licensed independent practitioners, but who are required by law and regulation to have a license, certification, or registration. Note: While this standard allows for a method to streamline the process for verifying identification and licensure, certification, or registration, the elements of performance are intended to safeguard against inadequate care during a disaster. Rationale: Not applicable. Introduction: Introduction to Standards EM and EM When the hospital activates its Emergency Operations Plan in response to a disaster and the immediate needs of its patients cannot be met, the hospital can choose to rely on volunteer practitioners to meet these needs. These practitioners may be volunteer licensed independent practitioners or volunteer practitioners who are not licensed independent practitioners but who are required by law and regulation to have a license, certification, or registration to meet these needs. Under these circumstances, if the usual credentialing and privileging processes cannot be performed because of the disaster, the organization may use a modified credentialing and privileging 2015 Joint Commission Resources 23 of 44

24 process on a case-by-case basis for eligible volunteer practitioners. While this standard allows for a method to streamline the process for determining qualifications and competence, safeguards must be in place to assure that the volunteer practitioners are competent to provide safe and adequate care, treatment, or services. Even in a disaster, the integrity of two specific parts of the usual process for determining qualifications and competence must be maintained: 1. Verification of licensure, certification, or registration required to practice a profession 2. Oversight of the care, treatment, and services provided number of state and federal systems engaged in pre-event verification of qualifications can help facilitate the assigning of disaster privileges to volunteer licensed independent practitioners at the time of a disaster. Examples of such systems include the Emergency System for dvance Registration of Volunteer Health Professionals (ESRVHP) and the Medical Reserve Corps (MRC). The ESRVHP, created by the Health Resources and Services dministration (HRS), allows for the advance registration and credentialing of health care professionals needed to augment a hospital or other medical facility to meet increased patient/victim care and increased surge capacity needs. MRC units are comprised of locally based medical and public health volunteers who can assist their communities during emergencies, such as an influenza epidemic, a chemical spill, or an act of terrorism. Elements of Performance 1 The hospital assigns disaster responsibilities to volunteer practitioners who are not licensed independent practitioners only when the Emergency Operations Plan has been activated in response to a disaster and the hospital is unable to meet immediate patient needs. 2 The hospital identifies, in writing, those individuals responsible for assigning disaster responsibilities to volunteer practitioners who are not licensed independent practitioners. D 3 The hospital determines how it will distinguish volunteer practitioners who are not licensed independent practitioners from its staff. (See also EM , EP 9) 4 The hospital describes, in writing, how it will oversee the performance of volunteer practitioners who are not licensed independent practitioners who have been assigned disaster responsibilities. Examples of methods for overseeing their performance include direct observation, mentoring, and medical record review. D 2015 Joint Commission Resources 24 of 44

25 5 Before a volunteer practitioner who is not a licensed independent practitioner is considered eligible to function as a practitioner, the hospital obtains his or her valid government-issued photo identification (for example, a driver s license or passport) and one of the following: current picture identification card from a health care organization that clearly identifies professional designation current license, certification, or registration Primary source verification of licensure, certification, or registration (if required by law and regulation in order to practice) Identification indicating that the individual is a member of a Disaster Medical ssistance Team (DMT), the Medical Reserve Corps (MRC), the Emergency System for dvance Registration of Volunteer Health Professionals (ESRVHP), or other recognized state or federal response organization or group Identification indicating that the individual has been granted authority by a government entity to provide patient care, treatment, or services in disaster circumstances Confirmation by hospital staff with personal knowledge of the volunteer practitioner s ability to act as a qualified practitioner during a disaster FS Direct Impact EPs 6 During a disaster, the hospital oversees the performance of each volunteer practitioner who is not a licensed independent practitioner. 7 Based on its oversight of each volunteer practitioner who is not a licensed independent practitioner, the hospital determines within 72 hours after the practitioner s arrival whether assigned disaster responsibilities should continue. C 8 Primary source verification of licensure, certification, or registration (if required by law and regulation in order to practice) of volunteer practitioners who are not licensed independent practitioners occurs as soon as the disaster is under control or within 72 hours from the time the volunteer practitioner presents himor herself to the hospital, whichever comes first. If primary source verification of licensure, certification, or registration (if required by law and regulation in order to practice) for a volunteer practitioner who is not a licensed independent practitioner cannot be completed within 72 hours due to extraordinary circumstances, the hospital documents all of the following: Reason(s) it could not be performed within 72 hours of the practitioner's arrival Evidence of the volunteer practitioner s demonstrated ability to continue to provide adequate care, treatment, or services Evidence of the hospital s attempt to perform primary source verification as soon as possible D C Joint Commission Resources 25 of 44

26 9 If, due to extraordinary circumstances, primary source verification of licensure of the volunteer practitioner cannot be completed within 72 hours of the practitioner's arrival, it is performed as soon as possible. Note: Primary source verification of licensure, certification, or registration is not required if the volunteer practitioner has not provided care, treatment, or services under his or her assigned disaster responsibilities. C Program: Hospital Chapter: Emergency Management EM : The hospital evaluates the effectiveness of its emergency management planning activities. Rationale: The risks and hazards facing an organization or an area of the organization may change over time. The scope or goals of the hospital s planning activities may evolve in response to changes in the organization, its structure, patient population, community planning partners, or a number of other factors. Such changes can have an impact on the hospital s response capabilities, including decisions about its inventory of resources and assets needed during an emergency. The hospital conducts an annual review of its planning activities to identify such changes and support decision making regarding how the hospital responds to emergencies. Introduction: Not applicable Elements of Performance 1 The hospital conducts an annual review of its risks, hazards, and potential emergencies as defined in its hazard vulnerability analysis (HV). The findings of this review are documented. (See also EM , EPs 2 and 4) D 2 The hospital conducts an annual review of the objectives and scope of its Emergency Operations Plan. The findings of this review are documented. D 3 The hospital conducts an annual review of its inventory. The findings of this review are documented. D 4 The annual emergency management planning reviews are forwarded to senior hospital leadership for review. (See also LD , EP 25) Note: Senior hospital leadership refers to those leaders with responsibility for organizationwide strategic planning and budgets (vice presidents and officers). The hospital may determine that all senior hospital leaders participate in reviewing emergency management reviews, or it may designate specific senior hospital leaders to review this information Joint Commission Resources 26 of 44

27 Program: Hospital Chapter: Emergency Management EM : The hospital evaluates the effectiveness of its Emergency Operations Plan. Rationale: The organization conducts exercises to assess the Emergency Operations Plan s appropriateness; adequacy; and the effectiveness of logistics, human resources, training, policies, procedures, and protocols. Exercises should stress the limits of the plan to support assessment of the organization s preparedness and performance. The design of the exercise should reflect likely disasters but should test the organization s ability to respond to the effects of emergencies on its capabilities to provide care, treatment, and services. Introduction: Not applicable Elements of Performance 1 s an emergency response exercise, the hospital activates its Emergency Operations Plan twice a year at each site included in the plan. Note 1: If the hospital activates its Emergency Operations Plan in response to one or more actual emergencies, these emergencies can serve in place of emergency response exercises. Note 2: Staff in freestanding buildings classified as a business occupancy (as defined by the Life Safety Code *) that do not offer emergency services nor are community designated as disaster-receiving stations need to conduct only one emergency management exercise annually. Note 3: Tabletop sessions, though useful, are not acceptable substitutes for these exercises. Note 4: In order to satisfy the twice-a-year requirement, the hospital must first evaluate the performance of the previous exercise and make any needed modifications to its Emergency Operations Plan before conducting the subsequent exercise in accordance with EPs Footnote *: The Life Safety Code is a registered trademark of the National Fire Protection ssociation, Quincy, M. Refer to NFP for occupancy classifications (a) 2 For each site of the hospital that offers emergency services or is a community-designated disaster receiving station, at least one of the hospital s two emergency response exercises includes an influx of simulated patients. Note 1: Tabletop sessions, though useful, cannot serve for this portion of the exercise. Note 2: This portion of the emergency response exercise can be conducted separately or in conjunction with EM , EPs 3 and (a) 3 For each site of the hospital that offers emergency services or is a community-designated disaster receiving station, at least one of the hospital s two emergency response exercises includes an escalating event in which the local community is unable to support the hospital. Note 1: This portion of the emergency response exercise can be conducted separately or in conjunction with EM , EPs 2 and 4. Note 2: Tabletop sessions are acceptable in meeting the community portion of this exercise (a) 4 For each site of the hospital with a defined role in its community s response plan, at least one of the two emergency response exercises includes participation in a communitywide exercise. Note 1: This portion of the emergency response exercise can be conducted separately or in conjunction with EM , EPs 2 and 3. Note 2: Tabletop sessions are acceptable in meeting the community portion of this exercise Joint Commission Resources 27 of 44

28 482.41(a) 5 Emergency response exercises incorporate likely disaster scenarios that allow the hospital to evaluate its handling of communications, resources and assets, security, staff, utilities, and patients. (See also EM , EP 2) 6 The hospital designates an individual(s) whose sole responsibility during emergency response exercises is to monitor performance and document opportunities for improvement. Note 1: This person is knowledgeable in the goals and expectations of the exercise and may be a staff member of the hospital. Note 2: If the response to an actual emergency is used as one of the required exercises, it is understood that it may not be possible to have an individual whose sole responsibility is to monitor performance. Hospitals may use observations of those who were involved in the command structure as well as the input of those providing services during the emergency. 7 During emergency response exercises, the hospital monitors the effectiveness of internal communication and the effectiveness of communication with outside entities such as local government leadership, police, fire, public health officials, and other health care organizations. 8 During emergency response exercises, the hospital monitors resource mobilization and asset allocation, including equipment, supplies, personal protective equipment, and transportation. 9 During emergency response exercises, the hospital monitors its management of the following: Safety and security. 10 During emergency response exercises, the hospital monitors its management of the following: Staff roles and responsibilities. 11 During emergency response exercises, the hospital monitors its management of the following: Utility systems. 12 During emergency response exercises, the hospital monitors its management of the following: Patient clinical and support care activities Joint Commission Resources 28 of 44

29 13 Based on all monitoring activities and observations, including relevant input from all levels of staff affected, the hospital evaluates all emergency response exercises and all responses to actual emergencies using a multidisciplinary process (which includes licensed independent practitioners). 14 The evaluation of all emergency response exercises and all responses to actual emergencies includes the identification of deficiencies and opportunities for improvement. This evaluation is documented. D 15 The deficiencies and opportunities for improvement, identified in the evaluation of all emergency response exercises and all responses to actual emergencies, are communicated to the improvement team responsible for monitoring environment of care issues and to senior hospital leadership. (See also EC , EP 1; EC , EP 3; LD , EP 25) 16 The hospital modifies its Emergency Operations Plan based on its evaluation of emergency response exercises and responses to actual emergencies. Note: When modifications requiring substantive resources cannot be accomplished by the next emergency response exercise, interim measures are put in place until final modifications can be made. 17 Subsequent emergency response exercises reflect modifications and interim measures as described in the modified Emergency Operations Plan The Joint Commission, 2014 Joint Commission Resources E-dition is a registered trademark of The Joint Commission 2015 Joint Commission Resources 29 of 44

30 Slide Presentation: Conducting the Emergency Management Session By Lew Soloff, MD and Physician Surveyor What You Will Learn: t the completion of this session, you will be able to: Evaluate the organization s preparedness for emergencies and disasters. Evaluate the organization s degree of compliance with the relevant standards. ssess the organization s improvements in emergency preparedness. Share ideas and address concerns as they relate to the organization s emergency management activities. Share best practices with the organization to maximize survey process improvement. Changes in Our Planning Process Initially we planned for influx of large number or patients. From a rapidly occurring event, such as a plane crash, fire, or explosion. From a slowly developing, event such as pandemic influenza. fter hurricane Katrina, we started planning for hospital evacuations, not just a single hospital, but multiple hospitals. With the Joplin tornado, we realized we had to plan for evacuation; at the same time there may be an influx of patients. With H1N1 (swine flu), we realized that the influx of patients may be only to the emergency room (ER), with few admissions. fter super storm Sandy, planning for business continuity became an important part of EM planning. The urora Colorado movie theatre shooting and the Boston Marathon bombings reminded us of the damage a single person or small group can inflict, and that these events occur at night and on holidays. Now, Ebola has reminded us that a single patient can have a tremendous effects the operations of a hospital and that planning is so crucial. Planning and Document Review Prior to Session Review the following documents: Hazard Vulnerability nalysis (EM ) Emergency Operations Plan (EM ) Specific Requirements the six critical functions: 1. Communications (EM ) 2. Resources and ssets (EM ) 3. Security and Safety (EM ) 4. Staff (EM ) 5. Utilities (EM ) 6. Patients (EM ) 2015 Joint Commission Resources 30 of 44

31 Planning and Document Review Prior to Session (continued) Review the following documents (continued): nnual evaluation of planning activities (EM , EPs 1-3 including inventory) Emergency Management (EM) drills and after action reports for the last 12 months (EM ) Homeland Security Exercise and Evaluation Program (HSEEP) evaluation report (Secretary for Preparedness and Response [SPR] funded only) Review compliance with new standards that have recently been implemented and if needed educate the HCO on these. Review new Survey ctivity Guide (SG) guidance prior to conducting this session. Review EM-related issues observed in previous survey activities. Review the Documents and fter ction Reports Review Planning Process for the written Emergency Operations Plan (EOP). Review the content of the EOP, including the six critical functions and volunteer management. Review the effectiveness of planning. Review the Health Care Organizations (HCO) evaluation of the effectiveness of EOP. Hazard Vulnerability nalysis (HV) (EM ) (note, often three pages) HV ssessment Tool Naturally Occurring Events *Threat increases with percentage. Risk = Probability *Severity Joint Commission Resources 31 of 44