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User: A key benefit of resource typing to describe specific resources is that it allows resource managers to: A. Locate and mobilize resources. Reduce the cost of emergency resources. Anticipate resource needs.
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Create a personalised ads profile. Select personalised ads. Apply market research to generate audience insights. Measure content performance. Develop and improve products. List of Partners vendors. During floods, fires, hurricanes, earthquakes, man-made emergencies , threats , or even planned events, hospitals have to respond in a way that meets the needs of patients , staff, and visitors.
Hospital Incident Command System HICS gives them a framework on which to build a response quickly and scale it to fit the magnitude of the situation. It's important because managing a large scale incident is not something most nurses , doctors, or administrators do on a day-to-day basis. HICS is simply a standardized approach to managing complex incidents.
Each hospital that adopts this process is agreeing to follow common principles and use standardized terminology in the event of a large-scale emergency or event. ICS standardized the response to fires, which made everyone more efficient and safer. Even within a single hospital, each department might do things differently. Just like during a wildfire, HICS allows the hospital to standardize its approach to an event globally, even if each department does things their own way during normal operations.
In the fire service, adopting ICS led to a lot of command structure standardization across individual fire departments, which is also beginning to happen in the hospital industry. This is good; people understand HICS concepts better if they are using them all the time. ICS has been around since the s.
HICS became popular about 20 years later, mostly in areas familiar with wildland fires and comfortable with the use of ICS. Since then, HICS has become much more common across the nation and worldwide. HICS has five main elements that work together and allows a hospital to effectively manage an incident:. Best practices to make HICS work start with planning. Ideally, the HCC will have multiple, dedicated phone lines and internet connectivity.
In a modern facility, the HCC should have redundancies to ensure that it can continue to operate even if the facility loses power.
HICS encourages the use of a manageable span of control, meaning that no one person should have too many direct reports. Usually, the recommendation is to keep teams between three to seven people. In other words, if the task can be done with five people, one leader should do it.
If the task takes 14 people, there should be at least two teams, each with its own leader to direct the work. During day-to-day operations at almost any business, leaders often oversee teams much larger than seven people. That works because workers and team members are typically experts at the tasks they perform on a routine basis.
Oversight in this situation is limited to extraordinary circumstances and most workers are capable of completing tasks without intervention by a team leader. An emergency incident or special event is different. This is a unique situation in which people are going to be asked to perform tasks they don't usually do.
Some tasks could be similar to what they do every day, but often those come with a slew of questions that need to be answered as an incident progresses. It's important not to burden leaders with unmanageably large teams. HICS addresses span of control through a flexible organizational command structure. For example, if a medical gas leak in a single part of the hospital required a department to evacuate until maintenance could turn it off, the hospital might activate HICS with an Incident Commander see below and a couple of command staff members to direct the department on how to respond.
If the leak grows to the point where there are multiple departments evacuating, now the number of leaders increases to a point that one Incident Commander can't effectively keep track of everything that's happening. Those two people are then able to direct their own teams and respond to the incident, freeing up the Incident Commander to address other things such as public information messaging and notification of additional hospital leadership.
Depending on how complex the incident is, each HICS section can be further divided into branches, units, and teams, led by branch directors, unit or team leaders. The title of "manager" is reserved for tasks that might cross multiple other divisions, such as a staging manager or a patient tracking manager. One of the ways that leaders in HICS are identified is by wearing color-coded vests with their titles clearly visible. The colors associated with each section are included below.
The Incident Commander IC is responsible for everything that happens when he or she is in charge of the incident. The IC will guide and support the four section chiefs to set objectives and meet them. In the event of confusion or disagreement, the Incident Commander makes the final decision. The size of the Incident Commander's staff is driven by the size and complexity of the incident.
Since incidents happen at all hours, day or night, it is also quite reasonable to assume that a nursing supervisor or an on-call administrator might need to fill the role until a higher-ranking administrator can get there. In many cases, there will be multiple people with responsibility for the overall response to an incident fires, violence, or natural disasters, for example.
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