Case: Yale New Haven Center for Emergency Preparedness and Disaster Response: Contingency Planning
The Yale New Haven Center for Emergency Preparedness and Disaster Response was established by the Yale New Haven Health System (YNHHS) in 2002. The Center’s mission is to develop and deliver services that improve healthcare planning, preparedness, and response for emergency events and disasters. It is responsible for identifying the status of emergency preparedness within the three YNHHS member hospitals (Yale-New Haven Hospital, Bridgeport Hospital, and Greenwich Hospital); preparing YNHHS to respond effectively to emergency preparedness and disaster response issues; providing leadership to healthcare delivery organizations (e.g., acute care hospitals, skilled nursing facilities, community health centers, home health agencies, urgent care centers, emergency medical service providers, and community medical practices) and their workforce regarding emergency preparedness and disaster response issues; serving as a model for emergency preparedness and disaster response initiatives at the national and international levels; and advising statewide and national legislative and nongovernmental organizations on the development of standards and policies for emergency preparedness and disaster response in healthcare delivery organizations. These objectives are achieved through a complex of web of partnerships with healthcare delivery organizations, professional health associations, and agencies on the local, state, regional, national, and international levels. This case study focuses on the intricacies of contingency planning and disaster recovery planning
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1.. Why are education and training important parts of contingency planning?
2. Why are Strategic National Stockpile resources not available during the first seventy-two hours of a disaster? Why is a coordinated stockpiling strategy better than having each hospital stockpile enough equipment, supplies, and pharmaceuticals to meet its own needs?
1. Without proper education and training, contingency planning becomes ineffective – the respondents do not know how to react in an emergency situation – by proper training, education and practice, people can get to safety in the first five minutes of a disaster like a fire accident in a multi storey building – for example. Hence education and training are the vital components of the contingency planning.
Contingency planning involves expecting the unexpected – what will happen or what could possibly go wrong?
How we shall respond to such situations? Can we do something well ahead of the time to stay prepared for such unexpected events or calamities?
Having a look up table and guide will be handy to cater for such unexpected situations.
2. By protocols, they (the Strategic National Stockpile) are supposed to be supplied with in the first 12 hours of a strike of a disaster like chemical war fares, terrorist attack involving bio wars, chemical weapons, epidemic spread of deadly diseases, due to issues in logistics and other unforeseen circumstances, it gets delayed.
It is named as 12 push 12 – there are about 12 confident or secret locations around US that stores the medications required that will reach in the first 12 hours – but it only gets to the state in the first 12 hours – but the local state facilities consume another 36 to 48 hours to get the medications to the people in need – hence 48 + 24 = 72 hours in total
Having a centralized and coordinated stock pile is better than each hospital stocking its own individual supply of stockpiles – as in the case of centralized storage, the supplies like antibiotics, antidotes, antibiotic ointments, injections, and other medical supplies can be more effectively and efficiently used for the needy. The stock pile rushes the supplies to the location of the emergency hit area in the vehicles or trucks – this is practically more convenient and effective than each hospital stocking their own – hence a centralized stock pile is better.