CE Record
Contents
Healthcare Leadership for Mass Casualty Incidents
Advanced Cardiac Life Support
Healthcare Leadership for Mass Casualty Incidents
A week in September of 2012 was spent training on the base of the U.S. Department of Homeland Security under the Center for Domestic Preparedness. The course was Healthcare Leadership for Mass Casualty Incidents. Half of the time was spent in rigorous classroom instruction that provided the blueprint for management of mass casualty incidents. This plan highlights the duties to be performed by each aspect of the management team and the corresponding expectations. The two key components of this process are concise communication and appropriate allocation of resources. The remainder of time was spent performing these duties in a mock hospital that had state-of-the-art technology and actors portraying victims. The entire practice situation was perceived as authentic by the level of reality that was created. We ran threw nearly every conceivable scenario possible, including a plane crash, gun shots fired in the hospital, hostage situation, bomb threats, an earthquake, and chemical/biological weapon exposure, just to name a few. One day I was a physician in the Emergency Department and another day I was the Incident Commander. This training provided me with a greater understanding of the significant role healthcare leadership plays in the event of a disaster. I also gained critical skills and confidence to respond effectively to a disaster or an incident that may occur in my community.
Contents
Healthcare Leadership for Mass Casualty Incidents
Advanced Cardiac Life Support
Healthcare Leadership for Mass Casualty Incidents
A week in September of 2012 was spent training on the base of the U.S. Department of Homeland Security under the Center for Domestic Preparedness. The course was Healthcare Leadership for Mass Casualty Incidents. Half of the time was spent in rigorous classroom instruction that provided the blueprint for management of mass casualty incidents. This plan highlights the duties to be performed by each aspect of the management team and the corresponding expectations. The two key components of this process are concise communication and appropriate allocation of resources. The remainder of time was spent performing these duties in a mock hospital that had state-of-the-art technology and actors portraying victims. The entire practice situation was perceived as authentic by the level of reality that was created. We ran threw nearly every conceivable scenario possible, including a plane crash, gun shots fired in the hospital, hostage situation, bomb threats, an earthquake, and chemical/biological weapon exposure, just to name a few. One day I was a physician in the Emergency Department and another day I was the Incident Commander. This training provided me with a greater understanding of the significant role healthcare leadership plays in the event of a disaster. I also gained critical skills and confidence to respond effectively to a disaster or an incident that may occur in my community.
I was able to place my newly acquired knowledge into action when I was working as Hospital Manager one night when an apartment fire occurred close to campus. Aurora Fire Department communicated that there could be 20 or more victims. I initiated an incident command center and prepared the
Emergency Department to receive disaster victims. The Safety Officer
was notified to be the Emergency Department liason and a message was sent out to all the Charge Nurses to prepare to receive Emergency Department admissions and Burn Intensive Care Unit (BICU) transfers. I communicated
directly with the BICU Charge Nurse to determine which patients could be
downgraded and transferred. We were able to admit Emergency Department
patients and transfer some BICU patients to create space for the victims. In the end, we were able to treat all the victims, despite the hospital being near capacity.
Advanced Cardiac Life Support (ACLS)
Emergency Department to receive disaster victims. The Safety Officer
was notified to be the Emergency Department liason and a message was sent out to all the Charge Nurses to prepare to receive Emergency Department admissions and Burn Intensive Care Unit (BICU) transfers. I communicated
directly with the BICU Charge Nurse to determine which patients could be
downgraded and transferred. We were able to admit Emergency Department
patients and transfer some BICU patients to create space for the victims. In the end, we were able to treat all the victims, despite the hospital being near capacity.
Advanced Cardiac Life Support (ACLS)
ACLS was not required in my position as Permanent Charge Nurse on the
Pulmonary Unit when this recertification took place. Since then, my manager has made ACLS mandatory for all Permanent Charge Nurses. This certification and the Trauma Certification (TNCC) are the two requirements for me to work in the Emergency Department (ED) and take care of actual ED patients. I have been known to pick up shifts in the ED when they are busy or short on staff for the shift.
Pulmonary Unit when this recertification took place. Since then, my manager has made ACLS mandatory for all Permanent Charge Nurses. This certification and the Trauma Certification (TNCC) are the two requirements for me to work in the Emergency Department (ED) and take care of actual ED patients. I have been known to pick up shifts in the ED when they are busy or short on staff for the shift.