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Rapid Response System: A Practical Guide provides a practical approach to the evaluation, differential diagnosis, and management of common medical and surgical emergencies such as cardiac arrest, acute respiratory failure, seizures, and hemorrhagic shock occurring in hospitalized patients. Less common and special circumstances such as pediatric, obstetric, oncologic, neurologic and behavioral emergencies as well as palliative care for terminally ill patients encountered in the context of rapid response team events are also discussed. An overview of commonly performed bedside emergency procedures by rapid response team members complements the clinical resources that may need to be brought to bear during the course of the rapid response team event. Finally, an overview of organization, leadership, communication, quality and patient safety surrounding rapid response team events is provided. This book is written with medical students, junior physicians and nursing staff in mind working in both academic and community hospital settings. Both a novice and an experienced healthcare provider involved in a rapid response system will find this handbook to be valuable supplement to the clinical experiences gained though active engagement in the system. Hospital administrators and senior management staff will also find this book to be useful in the evaluation of quality and performance of the rapid response system, management of staff attitudes and behavior, performance of peer review, care for second victims and implementation of countermeasures for patient safety problems discovered in the course of rapid response system reviews.
Hospital Emergency Response Teams aims to provide authoritative training for hospital personnel in the emergency department, as well community-level medical service personnel, assisting them in times of disaster and emergency. Comprised of six chapters, the book covers various aspects of emergency response. Some of the aspects are the National Incident Management System (NIMS) implementation activities for hospitals and health care systems and the Hospital Incident Command System (HICS) IV missions. The book also explains the implementation issues, requirements, and timelines in establishing an internal HICS IV program. It presents the assessment of likely mass casualty events and potential hospital impact. The book also features appendices for emergency response team checklists, PPE donning and doffing guide, ambulatory and non-ambulatory decontamination setup, ETA exercises, and ETA drills.The book is intended to provide understanding of emergency response to first emergency medicine professionals, first responders, security staff, community-level disaster planners, and public health and disaster management researchers. - Common sense approach shows what really works, not what is theoretically achievable - Forms, checklists, and guidelines can be used to develop concrete response plans, validate existing operations, or simply expand knowledge base - The latest from OSHA, Joint Commission and NIMS (National Incident Management System) - Cross-disciplinary author team ensures material is appropriate for all member of this important collaboration
Successor to the editors' groundbreaking book on medical emergency teams, Textbook of Rapid Response Systems addresses the problem of patient safety and quality of care; the logistics of creating an RRS (resource allocation, process design, workflow, and training); the implementation of an RRS (organizational issues, challenges); and the evaluation of program results. Based on successful RRS models that have resulted in reduced in-hospital cardiac arrest and overall hospital death rates, this book is a practical guide for physicians, hospital administrators, and other healthcare professionals who wish to initiate an RRS program within their own institutions.
Building Trust in Diverse Teams supports humanitarian practitioners, human-resource departments and regional and head-office emergency professionals as they improve team effectiveness during an emergency and ultimately improve their ability to save lives.
The Framework for a Public Health Emergency Operations Centre (PHEOC framework) document is intended to be used by practitioners of public health; health policy makers; and authorities and agencies responsible for managing emergencies, incidents, or events where the health of populations is at risk. This document provides high-level methodical guidance for designing, developing, and strengthening of public health emergency operations centers. This interim document outlines the key concepts and essential requirements for developing and managing a public health EOC (PHEOC). The overall approach is generic and based on widely acknowledged elements of all-hazards emergency management. It provides an outline for developing and managing a PHEOC to achieve a goal-oriented response to public health emergencies and unity of effort among response agencies. The document will be revised as necessary. Practical guidance on specific aspects of the PHEOC framework will be developed and published separately. A public health emergency is here defined as an occurrence, or imminent threat, of an illness or health condition that poses a substantial risk of a significant number of human fatalities, injuries or permanent or long-term disability. Public health emergencies can result from a wide range of hazards and complex emergencies. Experience has shown that timely implementation of an EOC provides an essential platform for the effective management of public health emergencies. Public health emergencies involve increased incidence of illness, injury and/or death and require special measures to address increased morbidity, mortality and interruption of essential health services. For such emergencies, a multi-agency, multi-jurisdictional response is often required, working with the national disaster management organization. When normal resources and capacities are exceeded, support from outside the affected areas will also be required. External assistance could include national, cross-border, regional or international resources.
This guidance is an update of WHO global influenza preparedness plan: the role of WHO and recommendations for national measures before and during pandemics, published March 2005 (WHO/CDS/CSR/GIP/2005.5).
This issue of Critical Care Clinics focuses on Rapid Response Systems and Fluid Resuscitation, with topics including: RRS Now; Triggering Criteria: Big Data; Triggering Criteria: Continuous Monitoring; Measuring instability; Surgery/Trauma RRT; Obstetric RRT; Difficult airway rapid response teams; and Sepsis rapid response teams.
The National outbreak response handbook by the Global Outbreak Alert and Response Network (GOARN) provides national public health agencies, ministries of health and partners with practical guidance as they respond to outbreaks in their country or territory. The Handbook can be used to inform outbreak preparedness and response plans at the national and subnational levels, including to ensure complementarity with existing national outbreak response plans. It summarizes effective organizational structures that can be implemented during national outbreak response, highlights best practices based on GOARN partners’ collective experiences, and references key technical and operational resources that have been developed by GOARN and its partners. This version (2024) of Handbook has been developed following extensive consultation across multidisciplinary GOARN partners and WHO technical teams, including collective response experiences. It is accompanied by an online portal version on the GOARN Knowledge Platform.
Why Critical Care Evolved METs? In early 2004, when Dr. Michael DeVita informed me that he was cons- ering a textbook on the new concept of Medical Emergency Teams (METs), I was surprised. At Presbyterian-University Hospital in Pittsburgh we int- duced this idea some 15 years ago, but did not think it was revolutionary enough to publish. This, even though, our fellows in critical care medicine training were all involved and informed about the importance of “C- dition C (Crisis),” as it was called to distinguish it from “Condition A (Arrest). ”We thought it absurd to intervene only after cardiac arrest had occurred,because most cases showed prior deterioration and cardiac arrest could be prevented with rapid team work to correct precluding problems. The above thoughts were logical in Pittsburgh, where the legendary Dr. Peter Safar had been working since the late 1950s on improving current resuscitation techniques, ?rst ventilation victims of apneic from drowning, treatment of smoke inhalation, and so on. This was followed by external cardiac compression upon demonstration of its ef?ciency in cases of unexpected sudden cardiac arrest. Dr. Safar devoted his entire professional life to improvement of cardiopulmonary resuscitation. He and many others emphasized the importance of getting the CPR team to o- of-hospital victims of cardiac arrest as quickly as possible.
Since the 2014 Ebola outbreak many public- and private-sector leaders have seen a need for improved management of global public health emergencies. The effects of the Ebola epidemic go well beyond the three hardest-hit countries and beyond the health sector. Education, child protection, commerce, transportation, and human rights have all suffered. The consequences and lethality of Ebola have increased interest in coordinated global response to infectious threats, many of which could disrupt global health and commerce far more than the recent outbreak. In order to explore the potential for improving international management and response to outbreaks the National Academy of Medicine agreed to manage an international, independent, evidence-based, authoritative, multistakeholder expert commission. As part of this effort, the Institute of Medicine convened four workshops in summer of 2015 to inform the commission report. The presentations and discussions from the Workshop on Research and Development of Medical Products are summarized in this report.