Journal of Emergency Management最新文献

Background: A business continuity plan (BCP) facilitates the performance of primary functions during emergencies or other situations that can disrupt normal operations. If risk management is done analytically, a business impact analysis (BIA), according to ISO 22301 certification, makes it possible to define the best strategy for supporting the company's assets and image, optimizing the operational efficiency of service recovery and redesigning spaces for health. Since 2015, our healthcare company has embarked on a certification process for all sectors and activities through the implementation and development of diagnostic and therapeutic paths for operational diagnos-tic-therapeutic-assistance pathways (PDTAs). PDTA processes are all certified by the ISO 9001:2015 management system hospital. Our hospital is the first healthcare company to have obtained ISO 22301:2019 certification concerning PDTA processes, offering patients the highest standards of quality and safety of care in emergency medical services.

Methods: The formal BCP process includes several steps prior to the creation of a BCP: create a BCP team, conduct a BIA, determine the continuity plan by using the results of the analyses, and conduct training and exercises to educate staff and improve the BCP.

Results: From the BIA analysis, the team identified the time-employee PDTAs in company paths under emergency and urgency: acute ST-elevation myocardial infarction (STEMI), TRAUMA, and STROKE, providing for a planning path that took advantage of the duration of approximately 12 months. This path included the creation of structural procedures, the redefinition and updating of the PDTA in the light of the BCP, the preparation of exercises aimed at guaranteeing the business continuity objectives, and, finally, the awareness of our stakeholders regarding its correct application.

Conclusions: With a business continuity management (BCM) system, companies take preventative measures to ensure they can start operations again quickly in an emergency. An exhaustive BIA in a hospital company reveals the effects when processes fail, how critical each process is for the company, and the amount of time required to get up and running again, thus providing the organization with important information for risk management. The measures for handling risks derived from this analysis are incorporated into a BCM system where the emergency plans are defined, too, so that business operations continue even in the event of an emergency.

The coronavirus disease 2019 (COVID-19) pandemic highlighted the disproportionate negative health outcomes faced by racial and ethnic minority communities as a result of various factors that affect health equity. In response to the COVID-19 pandemic and the overwhelming disparities within communities, public health agencies have aimed to establish partnerships with community-based organizations (CBOs) to distribute information about COVID-19 to populations expressing vaccine hesitancy, recognizing that they are necessary partners in ensuring and maintaining equitable distribution of resources. In line with the National Foundation for the Centers for Disease Control and Prevention (CDC Foundation)'s Health Equity Strategy, the CDC Foundation's Response, Crisis and Preparedness Unit (RCPU) team is responsible for managing the portfolio of more than 110 grants to CBOs across 14 grant opportunities by private and federal funding that supports the COVID-19 response. The goal is to promote activities, including support for sharing of accurate, culturally appropriate vaccine information to address concerns and the development and strengthening of strategic partnerships to support effective community outreach and vaccination. Most, if not all of the CBOs use similar techniques to address equitable vaccine uptake and distribution by partnering or becoming vaccine providers via mobile or pop-up clinics, engaging community health workers, door-to-door canvasing, conducting listening sessions, providing incentives, and hosting community events and communications campaigns. As of June 23, 2022, the funded CBOs have collectively reached over 14.8 million individuals with COVID-19 safety and vaccine education messaging, administered 288,197 COVID-19 vaccinations within their communities, and partnered with 416 public health jurisdictions and 853 community organizations. Two case studies are provided to share specifics on strategies and activities done toward providing equitable information and vaccine distribution. This rapid and flexible grant management process al-lowed CBOs to focus on the areas of greatest need in their community and select strategies that would be well-received by community members.

Objective: This study aimed to evaluate the Jordanians' compliance rates in terms of personal hygiene habits in response to the coronavirus disease 2019 (COVID-19) pandemic.

Methods: A descriptive cross-sectional design was utilized to collect data from 651 Jordanians via an electronic self-report questionnaire. Data was analyzed using Statistical Package for Social Sciences software Results: The overall compliance rate for personal hygiene habits among Jordanians was 79 percent (11.85/15, SD = 9). Personal hygiene practices differ significantly across age groups (F = 2, 89, p = .04), gender (t = 5.18, p = .003), marital status (F = 3.09, p = .029), and being a member of a healthcare specialty (t = -2.20, p = .028). Gender, educational level, occupation, and living place were statistically significant predictors for compliance with personal hygiene habits. Compliance rates increased drastically (82 percent) in response to the COVID-19 pandemic.

Conclusion: Compliance with personal hygiene habits among Jordanians was encouraging in response to the COVID-19 pandemic. Still, there is a chance for more improvement to reach optimum levels of safe and healthy per-sonal hygiene habits. Healthcare authorities shall adopt change management programs and theories to target personal hygiene habits where opportunities for improvement are found.

Hurricane Laura began as a disorganized tropical depression in August 2020. Early forecast guidance showed that the tropical cyclone could either completely dissipate or strengthen to a major hurricane as it approached the United States Gulf Coast. While this uncertainty was known by meteorologists, it was not necessarily communicated to the public in a direct manner. As it turned out, the worst-case scenario was the correct one. The tropical depression rapidly intensified and made landfall near Cameron, Louisiana, with sustained winds of 150 mph, making Laura a Category 4 hurricane on the Saffir-Simpson scale. Laura's rapid intensification caught some people off guard. Ideally, weather forecasts would have begun warning Louisiana residents to prepare for the possibility of a devastating hurricane in the early stages of tropical cyclone development. No one is suggesting that meteorologists did anything wrong. However, with the benefit of hindsight and decades of scholarly research in risk communication, we can speculate how an ideal forecast would have been written. This paper demonstrates that there are some simple considerations that could be made that might better alert the public to future hurricane worst-case scenarios, even in uncertain situations.

This study explores disaster responses across the United States for Winter Storm Jaxon in 2018 by utilizing demographic and sentiment analysis for Twitter®. This study finds that people show highly fluctuated responses across the study periods and highest natural sentiment, followed by positive sentiment and negative sentiment. Also, some sociodemographic and Twitter variables, such as gender and long text, are strongly related to human sentiment, whereas other sociodemographic and Twitter variables, such as age and the higher number of retweets, are not associated with it. The results show that governments and disaster experts should consider a multitude of sociodemographic and Twitter variables to understand human responses and sentiment during natural disaster events.

Integrating behavioral health (BH) into disaster preparedness and response is essential to mitigate and address the BH impacts of disasters, support incident response personnel well-being, and to integrate disaster BH concepts into response strategies and communications. This article describes the development, implementation, and lessons learned from a statewide BH response to this disaster by the COVID-19 Behavioral Health Group (COVID-19 BHG). Operating within the Washington State Department of Health (WA DOH), the BHG is comprised of psychologists and psychiatrists with expertise in disaster BH and response, BH epidemiologists, data analysts, systems specialists, emergency managers, and other DOH staff. The wide array of expertise on the team allowed the COVID-19 BHG to build response functions to match the demands created by the pandemic. This included an Impact & Capacity Assessment function, which developed and distributed monthly impact forecasts and weekly BH situational reports. A Training and Guidance team then collaborated with partners to develop and deliver trainings, resource documents, and public messaging. Additionally, the COVID-19 BHG worked closely with the Health Care Authority (HCA) and BH organizations statewide to maintain the ability of the BH system to deliver care and expand services to meet additional needs. This article describes the development and deployment of an innovative and unique statewide BH response, within the WA DOH during the COVID-19 pandemic.

Understanding disasters as socially constructed events represents a departure from current and historic ways in which disasters are characterized, requiring a focal shift in thinking from forces of nature toward social order. Changing societal reactions to evolving natural occurrences restores disasters within the social order, introducing law as an essential framework in approaching disasters as injustices as opposed to misfortunes. International attention is starting to shift strategies intended to reduce risks to natural or man-made hazards and increasing attention on methods toward minimizing their impact known as disaster risk reduction (DRR). DRR is "a policy aimed at preventing new and reducing existing disaster risk and managing residual risk, all of which contribute to strengthening resilience and therefore to the achievement of sustainable development." The development of normative frameworks to reinforce disaster governance is a significant component in enhancing disaster management systems. Disaster law is an emerging tool to regulate "governance, ethics, and decisions on the demands of a sustainable, inclusive, and healthy planet." International legal frameworks heavily influence disaster prevention and preparedness with an increased central focus on implementing International Human Rights Law in DRR practices. Legal structures protecting human rights in DRR initiatives positively obligate states to take proper and necessary actions to prevent harm from future disasters. The application of human rights standards fosters the paradigm shift from evaluation of the hazards impact toward assessments of states' negligence of risks. Interactions among the natural environment, socio-demographics, and the built environment are strong predictors for disaster losses, thus "the regulatory potential for avoiding disasters and reducing their consequence is obvious." Preventative action becomes a crucial element if the catalyst of the disaster event is failure to adequately prepare and social vulnerability. Disaster law encompasses participation, damage control, and local habitat management as mandatory conditions of governance, assigning criminal liability to public administrators' negligence toward disaster planning and/or enforcement. Disaster law produces a "sustainable, reliable, and cost-effective model for addressing disasters," empowering communities to participate in disaster management efforts, one of the strongest methods of building resilience and reducing risk to disasters.

In the public health portfolio of disaster tools, rapid needs assessments are essential intelligence data mining resources that can assess immediate needs in almost all hazard scenarios. Following prolonged and unusual seismic activity that caused significant structural damage, mainly in the southwest part of the island of Puerto Rico, thousands of area residents were forced to leave their homes and establish improvised camps. The austere environmental exposure and limited access to safety and hygiene services prompted public health authorities to request assistance with conducting a rapid needs assessment of those encampments. This report summarizes the design, organization, and execution of a rapid needs assessment of improvised camps following a strong sequence of earthquakes in Puerto Rico.

Continuity planning prepares organizations to maintain essential functions despite disruptions to critical infrastructure that occur during crises. Continuity planning is especially important for Public-Safety Answering Points (PSAPs), which must prepare to answer 911 calls and dispatch first responders in all-hazard environments, including public health crises such as the COVID-19 pandemic. However, continuity planning typically focuses on disruptions to cyber-physical infrastructure rather than social infrastructure disruptions that occur when outbreaks of communicable disease limit the ability of essential personnel to perform an organization's essential functions. Reporting findings from interviews with US officials, this study examines how PSAPs decentralized essential personnel by designing redundant workplaces during the COVID-19 pandemic. Realizing existing continuity plans prepared PSAPs to relocate and recentralize essential personnel in a single, shared workplace, officials developed new plans to protect and decentralize telecommunicators across multiple, separate workplaces. To do so, PSAPs achieved passive, standby, and active workplace redundancies that recommend continuity planning objectives and requirements for organizations preparing for future public health crises.

Aim: This study was conducted to investigate the relationship between the hospitalizations and backgrounds of patients with coronavirus disease 2019 to identify specific risk factors.

Methods: This retrospective study used health observation records to analyze the relationship between certain risk factors and the subsequent hospitalization of 321 patients who were discharged from a residential care facility between January 16 and February 8, 2021. The usefulness of a hospitalization prediction score, created based on the presence of comorbidities and sex, was examined.

Results: Being older, male, and having a history of high blood pressure or vascular disease were all risk factors. A multivariate analysis with age and hospitalization predictive score as independent variables and hospitalization as the dependent variable showed that age (odds ratio: 1.07, 95 percent confidence interval: 1.03-1.11, p < 0.01) significantly increased hospitalization risk by 7 percent for every 1-year age increase. The median time from illness onset to hospitalization for all patients was 9 days (interquartile range: 8-10). Hypoxia was the most common cause of hospitalization. However, hypoxia and other symptoms, such as cough and dyspnea, were not correlated.

Conclusion: Given the pandemic, there may come another time when hospitals are not able to accommodate all patients who require care. In such instances, age, sex, the presence of comorbidities, and checking oxygen saturation regularly using a pulse oximeter around 9 days after the onset of the disease should all be considered important, as it may lead to improved and safer operation of overnight care facilities.