response week 11

Hi, I have 2 of my classmate posts. I need you to respond to each one separately. , one source at least for each one of them.

about
how good their posts or how bad.

need
to do is to choose one point of the post and explore it a little bit with one source support for each response. The paper should be APA style


the
question was:

Develop a hospital emergency management committee. How is it structured?

What

is their
purpose and responsibilities?

Who should be on your EMC and why?



this
is the first post from my

calssmate
FUNYEISS NEED TO RESSPONSE

:

The Emergency Security Committee belongs to a group of people involved in

development
of processes, policies and procedures, conserving the necessary resources and providing personnel training to ensure faster speed, cooperation and an effective response to disaster relief in the hospital. Emergency management committees focus on six strategic planning issues, including communication, services and equipment, work, patient, medical services and support, and safety and protection. These six areas are considered as the basis for responding to natural disasters or catastrophes. This article reflects the development of the Hospital Emergency Committee in analyzing the structure and responsibilities of the committees. It also emphasizes people who will be on the Hospital Management Committee.

(
Canton, 2019)

The Emergency Management Committee is a provincial committee composed of representatives from ten different provincial hospitals. The committee’s goal is to protect the community by integrating and integrating activities necessary for

development
, care and skills development for training, responding, reducing and losing natural disasters, terrorist acts and other human disasters. A committee will have a director general who will be the head of each committee, and committee members will report on this matter. From the Director General, the next level will be the management response team, then the task force, and finally the tactical group.

The CEO will be the general coordinator and head of the disaster or response and recovery. The whole committee will report to the director and is expected to make a high decision on the issues concerning the committee. It is expected that the Director-General will actively promote the universal observance of the needs of all members of the committee. The administrator will be the face of the community center.

A tactical team is a team that responds to emergencies. This group will use the strategies of the strategic response team and will be directed to the application.

The operations team will be responsible for the services that have been allocated for budget execution. The team will also coordinate the allocation of resources. The team will also be responsible for tying the tactical team when working in the field.

The next level team, which is the Strategic Response Team, will be responsible for organizing the strategies used in the field. The construction process will be used for the tactical squad in the field. In addition to developing strategies, the Strategic Response Team provides guidance and helps lower-level committee members what they should do and how to perform actions. The core response team will monitor the actions of the members of the subcommittee and provide support for the questions asked by the lower level members.

Responsibilities of the committee typically include analyzing all the risks that expose the hospital to its potential intervention, to help develop emergency repair and emergency response systems, act as emergency response teams, and review existing emergency management plans in an attempt to improve the situation. The committee needs to take certain step to ensure that they work fine and according to the needs.

Canton, L. G. (2019). Emergency management: Concepts, strategies for effective programs. Wiley.

This is the second post

from
IBRAHIM need

to
response

:

In a hospital, the Emergency Management Committee is a group gathering medical staff from different disciplines with the aim of preparing the hospital to properly handle disasters or any other emergency cases. In concrete terms, the Emergency Management Committee is in charge of developing the processes, policies, and procedures which will guide the reaction of the entire medical facility during emergency cases (Leider et al., 2017). The main purpose of the Emergency Management Committee is making sure that the hospital is ready at all levels to face any type of foreseeable emergencies. Thus, the most important part of the committee’s actions takes place upstream, before the emergency situations. The committee is in charge of the integration of all the aspects of the emergency plan. This suggests that they conduct frequent exercises aimed at assessing the ability of the medical staff to properly react to emergencies (Leider et al., 2017). Such exercises are always followed by a report stating the current organizational performances along with the opportunities for improvement. The Emergency Management Committee concentrates its efforts on six strategic fields for more efficient actions during emergencies. These fields are communications, resources and assets, safety and security, staff responsibility, utilities, and patient clinical and support activities (Fountain, 2016).

The Emergency Management Committee is made of members of several departments of the hospital. The designated members must be the key administrators of the selected departments. This will ensure that the right decisions are taken at the right time, without delays due to hierarchical organization. First of all, the committee should include a member of the hospital security. In fact, emergency situations involve important risks of additional injuries, thefts, and other negative consequences because of the prevailing state of panic. Hospital security will help take the appropriate measures to avoid worsening the situation (Leider et al., 2017). Facilities Services represent another department whose contribution within the committee is essential (Leider et al., 2017). In fact, emergency situations suggest that the hospital accommodates more patients than before. Thus, the need for available facilities will be more important than ever before. The member of the facilities service will make sure that the available installations are properly used without delays, and that critical cases are prioritized. The human resources department has to be included in the committee (Fountain, 2016). With guaranteed security and several available installations, the committee has to ensure that the admitted patients will be properly treated. The need of available specialists will be important during a crisis. Thus, the human resources department has to make sure that all available doctors are mobilized and available. In addition, the human department resources will assess the need for additional resources during the preparatory stage of the plan (Fountain, 2016). The next department to integrate to the committee is the information technology service. During disasters, communications are limited because most of the local infrastructures are damaged. However, the medical staff needs to communicate and even access online medical data. At this stage, the information technology service has to develop a plan aimed at creating backup networks and infrastructures in order to properly assist the medical staff. In addition, the department of sciences and analyses which is generally represented by the laboratory plays a key role in the committee (Fountain, 2016). Usually, in the medical setting, analyses require important deadlines that some medical facilities cannot afford during disasters. Thus the laboratory has to establish the appropriate protocols in order to deliver timely analyses. Other departments such as the financial service, the risk management department, and the safety department are also members of the committee (Leider et al., 2017). Generally, the chairman of the emergency management committee is the General Manager (GM) of the hospital. However, under some circumstances, the most experienced specialist can be appointed to this position.

References

Fountain, R. (2016). Mass care and the University of British Columbia: A new approach to disaster response. Journal of Business Continuity & Emergency Planning, 9(4), 329–337. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=116748962&site=ehost-live

Leider, J. P., DeBruin, D., Reynolds, N., Koch, A., & Seaberg, J. (2017). Ethical Guidance for Disaster Response, Specifically Around Crisis Standards of Care: A Systematic Review. American Journal of Public Health, 107(9), e1–e9.https://doi.org/10.2105/AJPH.2017.303882

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