1 The Joint Commission Approach to Evaluation of Emergency Management New Standards (Effective January 1, 2008) EC through EC Revised EC Emergency Management Drill Standard Lewis Soloff MD Sr. Medical Coordinator Healthcare Emergency Preparedness Program NYC DOHMH Note: Major changes are in red text
2 New EC Standards 1/1/2008 Over the past five years, The Joint Commission has studied a variety of disasters that impacted health care organizations, including floods, widespread electrical utility outages, the terrorist attacks of September 11, the four back-to-back Florida hurricanes of 2004, and the Katrina and Rita hurricanes that struck the Gulf Coast in 2005.
3 New EC Standards 1/1/2008 In formulating these standards changes, The Joint Commission was debriefed by health care organizations affected by these disasters, engaged emergency management experts, served on national emergency management panels, and reviewed the current literature on emergency management. From these studies, The Joint Commission concluded that it is not sufficient to require that health care organizations plan for a single event; they should be able to demonstrate sufficient flexibility to respond effectively to combinations of escalating events.
4 New EC Standards 1/1/2008 The proposed revisions were vetted for field comment in January 2007; responses were received from 397 hospitals, 66 critical access hospitals and 18 long term care organizations. In addition, interviews were conducted with selected organizations in order to fully understand the impact that the proposed requirements would have on them. Based on this input, changes were made to the proposed revised standards, specifically in relation to concerns about organizations ability to comply with some requirements. In addition, some expectations were clarified and some redundant and overly-prescriptive expectations were eliminated.
5 New EC Standards 1/1/2008 Effective January 1, 2008, the emergency management standards (EC.4.10 and EC.4.20) for hospitals, critical access hospitals and long term care facilities have been revised to reflect an all-hazards approach to emergency preparedness that permits appropriately flexible and effective responses. The revised standards emphasize a scalable approach that can help manage the variety, intensity and duration of the disasters that can affect a single organization, multiple organizations or an entire community. They also stress the importance of planning and testing response plans for emergencies during conditions when the local community cannot support the health care organization.
6 Specific revisions to the emergency management standards for January 2008 include the following: Standard EC.4.10 has been replaced by standards EC.4.11 through EC The addition of requirements for managing the following six critical areas regardless of the cause(s) of an emergency situation: 1. Communication (see Standard EC.4.13) 2. Resources and assets (see Standard EC.4.14) 3. Safety and security (see Standard EC.4.15) 4. Staff responsibilities (see Standard EC.4.16) 5. Utilities management (see Standard EC.4.17) 6. Patient clinical and support activities (see Standard EC.4.18)
7 Six Critical Areas Of Emergency Management Communication (see Standard EC.4.13) In the event that community infrastructure is damaged and/or an organization s power or facilities experience debilitation, communication pathways, whether dependent on fiber optic cables, electricity, satellite, or other conduits, are likely to fail. Organizations must develop a plan to maintain communication pathways both within the organization and to critical community resources.
8 Six Critical Areas Of Emergency Management Resources and assets (see Standard EC.4.14) A solid understanding of the scope and availability of an organization s resources and assets is as important, and perhaps more important, during an emergency than during times of normal operation. Materials and supplies, vendor and community services, as well as state and federal programs, are some of the essential resources that organizations must know how to access in times of crisis to ensure patent safety and sustain care, treatment, and services.
9 Six Critical Areas Of Emergency Management Safety and security (see Standard EC.4.15) The safety and security of patients are the prime responsibility of the organization during an emergency. As emergency situations develop and parameters of operability shift, organizations must provide a safe and secure environment for their patients and staff.
10 Six Critical Areas Of Emergency Management Staff responsibilities (see Standard EC.4.16) During an emergency, the probability that staff responsibilities will change is high. As new risks develop along with changing conditions, staff will need to adapt their roles to meet new demands on their ability to care for patients. If staff cannot anticipate how they may be called to perform during an emergency, the likelihood that the organization will not sustain itself during an emergency increases.
11 Six Critical Areas Of Emergency Management Utilities management (see Standard EC.4.17) An organization depends on the uninterrupted function of its utilities during an emergency. The supply of key utilities, such as power or potable water, ventilation, and fuel, must not be disrupted or adverse events may occur as a result.
12 Six Critical Areas Of Emergency Management Patient clinical and support activities (see Standard EC.4.18) The clinical needs of patients during an emergency are of prime importance. The organization must have clear, reasonable plans to address the needs of patients during extreme conditions when the organization s infrastructure and resources are taxed.
13 Specific revisions to the emergency management standards for January 2008 The addition of requirements for evaluating the performance of these six critical areas during planned exercises. When an organization has a good understanding of these six critical areas of Emergency Management, they have developed an all hazards approach that supports a level of preparedness sufficient to address a range of emergencies, regardless of the cause The addition of a requirement for escalating at least one exercise per year to evaluate how effectively the organization performs when it cannot be supported by the local community.
14 Scoring of Standards Category A EPs relate to the presence or absence of the requirement(s) and are scored either yes (2) or no (0). If an A EP has multiple components designated by bullets, an organization must be compliant with all the bullets to receive a score of 2 (satisfactory compliance). If an organization does not meet one or more requirements in the bullets, it will receive a score of 0 (insufficient compliance). A score of 0 generates an RFI which must be addressed within 45 days (10 days in lower scoring facilities >2.5 SD from the mean)
15 Scoring of Standards Category B EPs are scored in two steps: As with category A EPs, category B EPs relate to the presence or absence of the requirement(s). If an organization does not mee the requirement(s), the EP is scored 0; there is no need to assess compliance with the principles of good process design. If an organization meets the requirement(s), but there is concern about the quality or comprehensiveness of the effort, the surveyor will ask the organization to demonstrate that the principles of good process design were applied in the situation under discussion. Good process design has the following characteristics: Is consistent with the organization s mission, values, and goals Meets the needs of patients Reflects the use of currently accepted practices (doing the right thing, using resources responsibly, using practice guidelines) Incorporates current safety information and knowledge such as sentinel event data and National Patient Safety Goals Incorporates relevant performance improvement results If there are questions about the comprehensiveness of the efforts, this will score as a supplemental requirement If there is inconsistent compliance, this will score as a supplemental requirement
16 Specific Environment Of Care Standards 1/1/2008 With scoring of EPs
17 Standard EC.4.11 The organization plans for managing the consequences of emergencies. Rationale for EC.4.11 An emergency in a health care organization or in its community can suddenly and significantly affect demand for its services or its ability to provide those services. Therefore, it is important that organizations define a comprehensive approach to identifying risks and mobilizing an effective response within the organization as well as in collaboration and co-ordination with essential response partners in the community.
18 Elements of Performance for EC.4.11 B EP 1. The organization s leaders (including those of the medical staff) actively participate in emergency management planning. B EP 2. The organization conducts a Hazard Vulnerability Analysis (HVA) to identify events that could affect demand for its services or its ability to provide those services, the likelihood of those events occurring, and the consequences of those events. Note: The HVA is evaluated at least annually as part of EP 11. A EP 3. The organization (together with its community partners) prioritizes those hazards, threats and events identified in its HVA. A EP 4. When developing its emergency operations plan (see Standard EC.4.12), the organization communicates its needs and vulnerabilities to community emergency response agencies and identifies the capabilities of its community in meeting their needs.
19 Elements of Performance for EC.4.11 For each emergency identified in its HVA, the organization defines (EPs 5 8): A EP 5. Mitigation activities designed to reduce the risk of and potential damage due to an emergency A EP 6. Preparedness activities that will organize and mobilize essential resources A EP 7. Response strategies and actions to be activated during the emergency A EP 8. Recovery strategies and actions designed to help restore the systems that are critical to resuming normal care, treatment and services A EP 9. The organization keeps a documented inventory of the assets and resources it has on-site that would be needed during an emergency (at a minimum, personal protective equipment, water, fuel, staffing, medical, and pharmaceuticals resources and assets). Note: The inventory is evaluated at least annually as part of EP 11. B EP 10. The organization establishes methods for monitoring quantities of assets and resources during an emergency. B EP 11. The objectives, scope, performance, and effectiveness of the organization s emergency management planning efforts are evaluated at least annually.
20 Standard EC.4.12 The organization develops and maintains an Emergency Operations Plan. Rationale for EC.4.12 A successful response relies upon planning around the management of six critical areas: communications; resources and assets; safety and security; staffing; utilities; and clinical activities. It is important for organizations to develop a comprehensive Emergency Operations Plan (EOP) as documentation to help guide the organization in its emergency response and recovery efforts. While the EOP can be formatted in a variety of ways, it must address these six critical areas to serve as a blueprint for managing care and safety during an emergency. Some emergencies can escalate unexpectedly and strain the organization and the entire community. An organization cannot mitigate risks, plan thoroughly, and sustain an effective response and recovery without preparing its staff and collaborating with the community, suppliers and external response partners as well. Such an approach will aid the organization in developing a scalable response capability and in defining the timing and criteria for decisions that involve sheltering in place, patient transfer, facility closings, or evacuation.
21 Elements of Performance for EC.4.12 The organization develops and maintains an Emergency Operations Plan. B EP 1. The organization develops and maintains a written Emergency Operations Plan (EOP) that describes an all hazards command structure for coordinating six critical areas (see EC.4.13.through EC.4.18) within the organization during an emergency. B EP 2. The EOP establishes an incident command structure that is integrated into and consistent with its community s command structure. A EP 3. The EOP identifies to whom staff report in the organization s incident command structure. The EOP describes processes for initiating and terminating the response and recovery phases, including the following (EPs 4 and 5): A EP 4. Who has the authority to activate the phases A EP 5. How the phases are to be activated B EP 6. The EOP identifies the organization s capabilities and establishes response efforts when the organization cannot be supported by the local community for at least 96 hours in the six critical areas. Note: An acceptable response effort would be to temporarily close or evacuate the facility, consistent with their designated role in their community response plan. A EP 7. The EOP identifies alternative sites for care, treatment or service that meet the needs of its patients during emergencies
22 Standard EC.4.13 The organization establishes emergency communications strategies. Rationale for EC.4.13 The organization maintains reliable surveillance and communications capability to detect emergencies and communicate response efforts to organization response personnel, patients and their families, and external agencies. The organization plans for backup communications processes and technologies (for example, cell phones, land lines, bulletin boards, fax machines, satellite phones, ham radio, text messages) if primary communications systems fail. It is important that responders and incident managers use common terminology; there simply is little or no room for misunderstanding in an emergency situation.
23 Elements of Performance for EC.4.13 (The organization establishes emergency communications strategies) B EP 1. The organization plans for notifying staff when emergency response measures are initiated. B EP 2. The organization plans for ongoing communication of information and instructions to its staff once emergency response measures are initiated. B EP 3. The organization defines processes for notifying external authorities when emergency response measures are initiated. B EP 4. The organization plans for communicating with external authorities once emergency response measures are initiated. B EP 5. The organization plans for communicating with patients and their families during emergencies, including notification when patients are relocated to alternative care sites. B EP 6. The organization defines the circumstances and plans for communicating with the community and/or the media during emergencies.
24 Elements of Performance for EC.4.13 (The organization establishes emergency communications strategies) B EP 7. The organization plans for communicating with purveyors of essential supplies, services, and equipment once emergency measures are initiated. The organization plans for communicating in a timely manner with other health care organizations that together provide services to a contiguous geographic area (for example, among health care organizations serving a town or borough) regarding the following (EPs 8 11): B EP 8. Essential elements of their command structures and control centers for emergency response B EP 9. Names and roles of individuals in their command structures and command center telephone numbers B EP 10. Resources and assets that potentially could be shared in an emergency response B EP 11. Names of patients and deceased individuals brought to their organizations in accordance with applicable law and regulation, when requested
25 Elements of Performance for EC.4.13 (The organization establishes emergency communications strategies) B EP 12. The organization defines the circumstances and plans for communicating information about patients to third parties (such as other health care organizations, the state health department, police, Federal Bureau of Investigation). B EP 13. The organization plans for communicating with identified alternative care sites. B EP 14. The organization establishes backup communication systems and technologies for the activities identified above.
26 Standard EC.4.14 The organization establishes strategies for managing resources and assets during emergencies. Elements of Performance for EC.4.14 The organization plans for the following (EPs 1 11): B EP 1. Obtaining supplies that will be required at the onset of emergency response (medical, pharmaceutical and non-medical) B EP 2. Replenishing medical supplies and equipment that will be required throughout response and recovery, including personal protective equipment where required B EP 3. Replenishing pharmaceutical supplies that will be required throughout response and recovery, including access to and distribution of caches (stockpiled by the organization or its affiliates, local, state or federal sources) to which the organization has access B EP 4. Replenishing non-medical supplies that will be required throughout response and recovery (for example, food, linen, water, fuel for generators and transportation vehicles)
27 Standard EC.4.14 The organization establishes strategies for managing resources and assets during emergencies. B EP 5. Managing staff support activities (for example, housing, transportation, incident stress debriefing); B EP 6. Managing staff family support needs (for example, child care, elder care, communication) B EP 7. Potential sharing of resources and assets (for example, personnel, beds, transportation, linens, fuel, personal protective equipment, medical equipment and supplies) with other health care organizations within the community that could potentially be shared in an emergency response B EP 8. Potential sharing of resources and assets with health care organizations outside of the community in the event of a regional or prolonged disaster
28 Standard EC.4.14 The organization establishes strategies for managing resources and assets during emergencies. B EP 9. Evacuating (both horizontally and, when required by circumstances, vertically) when the environment cannot support care, treatment, and services B EP 10. Transporting patients, their medications and equipment, and staff to an alternative care site or sites when the environment cannot support care, treatment, and services B EP 11. Transporting pertinent information, including essential clinical and medication-related information, for patients to an alternative care site or sites when the environment cannot support care, treatment, and services
29 Standard EC.4.15 The organization establishes strategies for managing safety and security during emergencies Elements of Performance for EC.4.15 B EP 1. The organization establishes internal security and safety operations that will be required once emergency measures are initiated. B EP 2. The organization identifies the roles of community security agencies (police, sheriff, national guard) and defines how the organization will coordinate security activities with these agencies. B EP 3. The organization identifies process that will be required for managing hazardous materials and waste once emergency measures are initiated. B EP 4. The plan identifies means for radioactive, biological, and chemical isolation and decontamination. The organization establishes processes for the following (EPs 6 8): B EP 6. Controlling entrance into and out of the health care facility during emergencies B EP 7. Controlling the movement of individuals within the health care facility during emergencies B EP 8. Controlling traffic accessing the health care facility during emergencies
30 Standard EC.4.16 The organization defines and manages staff roles and responsibilities. Elements of Performance for EC.4.16 B EP 1. Staff roles and responsibilities are defined in the Emergency Operations Plan for all six critical areas (communications, resources and assets, safety and security, utilities and clinical activities). B EP 2. Staff are trained for their assigned roles during emergencies. B EP 3. The organization communicates to Licensed Independent Practitioners their roles in emergency response and to whom they report during an emergency. B EP 4. The organization establishes a process for identifying care providers and other personnel (such as identification cards, wrist bands, vests, hats, badges, computer print-outs) assigned to particular areas during emergencies.
31 Standard EC.4.17 The organization establishes strategies for managing utilities during emergencies. Elements of Performance for EC.4.17 Organizations identify an alternative means of providing for the following utilities in the event that their supply is compromised or disrupted (EPs 1 5): B EP 1. Electricity B EP 2. Water needed for consumption and essential care activities B EP 3. Water needed for equipment and sanitary purposes B EP 4. Fuel required for building operations or essential transport activities B EP 5. Other essential utility needs (for example, ventilation, medical gas/vacuum systems)
32 Standard EC.4.18 The organization establishes strategies for managing [patient] clinical and support activities during emergencies. Elements of Performance for EC.4.18 The organization plans to manage the following during emergencies: B EP 1. the clinical activities required as part of patient scheduling, triage, assessment, treatment, admission, transfer, discharge, and evacuation; B EP 2. clinical services for vulnerable populations served by the organization, including patients who are pediatric, geriatric, disabled, or have serious chronic conditions or addictions; B EP 3. personal hygiene and sanitation needs of its patients;
33 Standard EC.4.18 The organization establishes strategies for managing patient clinical and support activities during emergencies. The organization plans to manage the following during emergencies: B EP 4. the mental health service needs of its patients; B EP 5. mortuary services. B EP 6. The organization plans for documenting and tracking patients clinical information.
34 Standard EC.4.20 The organization regularly tests its emergency operation plan. Elements of Performance for EC.4.20 Number and Types of Exercises A EP 1. The organization tests its Emergency Operations Plan twice a year, either in response to an actual emergency or in a planned exercise. Note: Tabletop sessions, though useful, are not acceptable substitutes for exercises. A EP 3. At least one exercise a year is escalated to evaluate how effectively the organization performs when it cannot be supported by the local community. Note: Tabletop sessions are acceptable in meeting the community portion of this exercise. A EP 4. Organizations that have a defined role in the community-wide emergency management program participate in at least one community-wide exercise a year. Note 1: Community-wide may range from a contiguous geographic area served by the same health care providers to a large borough, town, city, or region. Note 2: Tabletop sessions are acceptable in meeting the community portion of this exercise.
35 Standard EC.4.20 The organization regularly tests its emergency operation plan. Scope of Exercises B EP 6. Planned exercise scenarios are realistic and related to the priority emergencies identified in the organization s Hazard Vulnerability Analysis. A EP 8. During planned exercises, an individual whose sole responsibility is to monitor performance (and who is knowledgeable in the goals and expectations of the exercise) documents opportunities for improvement.3
36 Standard EC.4.20 The organization regularly tests its emergency operation plan. During planned exercises, the organization monitors, at a minimum, the following six critical areas (EPs 9 14): A EP 9. Communication, including the effectiveness of communication both within the organization as well as with response entities outside of the [organization], such as local governmental leadership, police, fire, public health, and other health care organizations within the community A EP 10. Resource mobilization and allocation, including responders, equipment, supplies, personal protective equipment, and transportation A EP 11. Safety and security A EP 12. Staff roles and responsibilities A EP 13. Utility systems A EP 14. Patient clinical and support care activities
37 Standard EC.4.20 The organization regularly tests its emergency operation plan. B EP 15. Exercises are critiqued to identify deficiencies and opportunities for improvement based upon monitoring activities and observations during the exercise. B EP 16. Completed exercises are critiqued through a multi-disciplinary process that includes administration, clinical (including physicians), and support staff. B EP 17. The organization modifies its emergency operations plan in response to critiques of exercises. B EP 18. Planned exercises evaluate the effectiveness of improvements that were made in response to critiques of the previous exercise. Note: When improvements require substantive resources that cannot be accomplished by the next planned exercise, interim improvements must be put in place until final resolution. B EP 19. The strengths and weaknesses identified during exercises are communicated to the multidisciplinary improvement team responsible for monitoring environment of care issues. (See Standard EC.9.20)
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Version 3.1 November 22, 2004 TABLE OF CONTENTS PART 1: DISASTER RECOVERY EXPECTATIONS... 3 OVERVIEW...3 EXPECTATIONS PRIOR TO AN INCIDENT OCCURRENCE...3 EXPECTATIONS PRIOR TO A DISASTER OCCURRENCE...4
BUSINESS CONTINUITY AND DISASTER RECOVERY The purpose of this Guidance Note The main points it covers To assist participants to understand the disaster recovery and business continuity arrangements they