Presented by Lee Marshall, this training will give participants a working knowledge on the benefits of Planning, Preparing and Practicing for emergencies as well as an understanding of the importance in Responding to and Recovering from an emergency or disaster in a child care setting. Event details may change at any time, always check with the event organizer when planning to attend this event or purchase tickets. We're generating custom event recommendations for you based on Emergency Preparedness right now! The time within which an individual can pursue a personal injury compensation claim is strictly limited by law. Remarkably, a huge proportion of those who suffer personal injuries that are not their fault do not go on to pursue their right to compensation. Back pain and spinal cord injuries are extremely common amongst adults and can be debilitating for those afflicted.
Those who suffer with back and spinal cord problems will often find their injuries affecting their quality of life and requiring them to take large periods of time away from work. If we believe media reports then legal claims against negligent public bodies are a modern phenomenon and are on the increase every passing year.
Public Liability is a legal term often heard in connection with personal injury cases in advertisements for lawyers and in media reports following court cases and legal settlements – but what does the term actually mean?
In legal jargon public liability is part of the law of tort, which covers civil offences in which one party is responsible for an injury that has been suffered by an individual who proceeds to pursue a case against the responsible party.
Increasing numbers of us are using bicycles to get to work each day or as part of a fitness or leisure routine. We are constantly hearing about the so-called ‘compensation culture’ in the newspapers and on the television. A personal Injury claim must either be resolved within three years of the date of injury, or proceedings must have been commenced at court within that time period.
Some workplace accidents occur in obviously dangerous environments, like on a construction site or in a factory and perhaps, some professions are more susceptible to workplace accidents than others. Legal InformationPersonal Injury Claim Specialists is a trading style of Sydney Mitchell LLP a limited liability partnership. This section describes important activities that the HCRT may conduct during incident operations. As noted in Chapter 2, the HCRT position that performs the ICS “Command” function is more aptly referred to as an HCRT “Leader.” Key activities of this position during HCRT incident operations are described below. Establish initial objectives for the HCRT, then develop strategies and assign resources to achieve the objectives (Exhibit 3-7). Effective interface with other regional Healthcare Coalitions (other Tier 2s), if warranted. Interface with other response agencies that may be operating in parallel with the Jurisdictional Agency (Tier 3) that is directly supporting the Healthcare Coalition. Incident Action Planning is an important activity for any response organization and is well described in NIMS.[4] Essentially, it is the methodology that response organizations use to proactively manage an incident by establishing incident objectives, developing strategies and tactics, and assigning resources to accomplish the objectives. Incident action planning is often a formal process that involves a series of steps (including meetings) and documentation of the resultant action plan for dissemination.[5] Used appropriately, incident action planning can effectively coordinate the efforts of an organization and integrate those efforts with other response organizations. Incident response appears exceptionally complex, such as after a large-scale bioterrorism incident. Moreover, if the Coalition conducts formal action planning, much of the material that is required to develop the action plan may be available by incorporating elements of the individual action plans from Coalition member organizations (Tier 1). The organization of the HCRT Operations Section may vary based on the overall complexity of the Coalition and the specific incident requirements. A key response function of the HCRT could be to collect and process incident information for Coalition member organizations. Minor: patients expected to be treated and released, or who require very little medical or hospital resources.
Situation reports describing the hazard impact on the community and public sector response assets. Transportation disruptions, projected length of utility loss, EMS issues, and 911 call volumes. Specific public health information, such as case definitions, during an infectious disease outbreak. Other epidemiological data collected and analyzed by public health authorities to establish situational awareness. The Incident Action Plan generated by the Jurisdictional Agency (Tier 3) with command authority for the incident response.
Other updates, advisories, or alerts, such as an alert issued by the Centers for Disease Control and Prevention (CDC) or an “action plan” produced by a nearby Healthcare Coalition that may be dealing with a similar crisis.
Information provided by Coalition member organizations (Tier 1) may be aggregated or summarized into a usable format, then disseminated back to members and the relevant Jurisdictional Agency(s) (Tier 3). The HCRT Planning Section should archive all information or data collected during HCRT response and recovery.
The Operations Section can also promote situational awareness by conducting a Situation Update teleconference.
Depending on the robustness of the Coalition, another key function of the Operations Section is to facilitate resource support for responding healthcare organizations (Tier 1). Facilitating mutual aid: The HCRT can notify Coalition member organizations when assistance is needed or anticipated by one or several Coalition members. Facilitating outside assistance: Requests for assistance to entities outside of the Coalition membership can be expedited by HCRT actions. Facilitating requests to other regional Coalitions, whether assets are being sent to or received from these entities. Facilitating the placement of specialty patients: For example, after an incident with multiple burn patients, initial care can be started at local healthcare facilities while the HCRT assists hospitals and jurisdictional authorities (Tier 3) in locating burn beds in the region, State, or country.
Facilitating resource support from Coalition organizations to jurisdictional authorities (Tier 3): During incidents in which the jurisdictional response entities require healthcare assistance, such as a mass biological exposure of first responders, the HCRT Operations Section can facilitate assistance from available healthcare organizations. Certain incidents highlight the need for consistency in response actions across Coalition member organizations. The HCRT Operations Section may establish an iterative information sharing process to facilitate coordination between the incident management elements within the responding healthcare organizations. Elements of individual organization action plans, such as patient screening protocols, may be collected and compared. An aggregated report of specific items from healthcare organization action plans may be developed.
The information contained in the Coalition members’ action plans will help formulate the Healthcare Coalition’s Action Plan.
If the Coalition elects not to conduct formal action planning, it may still be valuable to establish regular reporting times and data categories for member organizations in order to maintain situational awareness and strategy consistency. For the Healthcare Coalition to support these activities it must have the ability to effectively send and receive information from Coalition member organizations (Tier 1) and Jurisdictional Agencies (Tier 3). In many emergencies, the services of the Healthcare Coalition Senior Policy Group may not be needed. The Coalition should define a process during preparedness planning for how the Senior Policy Group will make decisions during an emergency.
During response to the intentional release of anthrax, the Strategic National Stockpile has been distributed according to pre-established protocols within the jurisdiction.
During the meeting, which is facilitated by the HCRT Leader, a decision is made to redistribute the medications based on an agreed-upon projection of need.
Global assessments of the situation are the role of the Public Information Officer from the relevant Jurisdictional Agency. Department of Homeland Security, National Incident Management System (NIMS), December 18, 2008. Commonly known as “ICS forms,” there are numbered document templates that are used to form the basic Incident Action Plan. Healthcare Coalitions may find it helpful to work closely with local and State public health authorities to formally address these concerns.
Resource tracking may occur at the healthcare organization level; however, the HCRT should still confirm that the resource tracking is actually occurring. To place order online, select the Add to Cart button of the pamphlet package of 50 you would like to purchase, then specify language and quantity, then click the Add to Cart button.
To place your order by phone, call (888) 386-8226, e-mail , or visit our Order Information page for additional information. The Work Safe Work Smart curriculum (2012 edition) can be downloaded from this page and printed without charge or permission for educational use.

Information on this website is available in alternative formats to individuals with disabilities upon request. When it comes to supplementing food and water, you can buy food specifically made to be emergency food, or you can even just add a couple more liters of water per person, and a jar or two of peanut butter.  But whether you’re adding peanut butter or food designed for emergencies, always check the expiration dates!
Finally, remember that a BOB with a rating of 1.5 stars is still better than no BOB at all! Recommended Supplementation:  We recommend that you add additional food and water to this BOB. Rating: Another recommended pre-packed BOB that comes with a nice variety of items that comes close to fulfilling most of your needs.
Recommended Supplementation:  Added food and water as well as the inclusion of a hearty blade. Recommended Supplementation:  The addition of a tool and knife would greatly further this pack, as well as an extension of the initial water offerings.
Rating: This two person pack by Zippmo is a relatively affordable BOB that contains numerous items to help you survive an emergency or disaster in an urban environment. Rating: Here we have another BOB by Zippmo, except this 72hr pack is meant for four individuals. Rating: This deluxe survival kit by wise is meant to sustain one individual for 2 weeks, or two people for 1 week. Cons: This survival kit comes in a 27 lbs rolling duffel bag and not a back pack, which may make it more difficult to handle over the course of a week or two.
Recommended Supplementation: To help this BOB out, consider adding more water, a few home items like toothbrushes, a BIC lighter, and a wire saw.
Recommended Supplementation:  More food and water, a knife, a fire starter, a lighter, and if for use in a car, some road flares.
Cons:  There is not enough food or water, and there is very little equipment to assist you in an emergency. Recommended Supplementation:  More food and water, a knife, a multi-tool, a fire starter, a lighter, and if for use in a car, some road flares.
Rating: It should be noted that this BOB has NO food or water!  It does have some basic supplies that would be useful in a disaster or emergency.
Pros:  Has basic equipment that would be useful, such as a poncho, first aid kit, flashlight, hygiene kit, signaling mirror, and work gloves. Recommended Supplementation:  Some food and water, a knife, a multi-tool, a fire starter, and a lighter.
The Limitation Act of 1980 covers a wide range of timescales that dictate when an action must be brought to court. If you have been involved in an accident of some sort in which you received an injury which was the result of someone else’s negligence of the part of another individual or organisation then you have the right to pursue a claim for compensation. The Government likes to encourage all of us to go green and leave our cars at home whilst embracing two wheels rather than four. The myth has arisen that people are willing to take advantage of personal injury law by feigning or exaggerating the extent of injuries incurred in circumstances that were not their fault.
In certain claims, like clinical negligence and Industrial disease claims, the three year time limit runs from the date that you first became aware of the illness, disease or problem.
However, accidents at work can happen in any type of environment and at any time, from a simple fall caused as a result of a slippery surface to back pain caused by heavy lifting. These activities are relevant to the Healthcare Coalition regardless of whether the HCRT operates from a single physical location or via a distributed network.
Setting objectives for the HCRT, even if formal action planning is not conducted, fosters proactive team management and is important for overall response success. If a Safety Officer is not assigned to the HCRT, this responsibility falls to the HCRT Leader.
These will depend on the type of incident, but may include the use of Personal Protective Equipment (PPE) during a contagious disease outbreak, or addressing irregular sleep cycles for staff who are working during a prolonged incident. Collective issues related to response safety for Coalition member organizations should be addressed as well.
It is important to identify an individual who can be interviewed and appropriately answer questions. The public message may need to be coordinated across healthcare organizations, if this is not specifically addressed by the relevant Jurisdictional Agency (Tier 3). Depending on the complexity of the Healthcare Coalition and the demands of an incident, a liaison position may or may not be staffed in the HCRT during incident operations. For example, Federal Law Enforcement may be onsite at healthcare facilities to identify possible perpetrators among the incident victims. It is meant to be an iterative process that continuously evaluates the success of the organization and determines whether objectives, strategies, and tactics need to be revised. This “Healthcare Coalition Action Plan” only addresses the scope of its activities in supporting Coalition member organizations and facilitating interface with jurisdictional authorities.
This includes establishing a reporting cycle to provide situational awareness and HCRT performance information to the Senior Policy Group. The type of information processed by the HCRT may vary based upon the type and duration of an incident and by the response objectives that each Coalition seeks to achieve.
Pre-established patient categories may be used by all Healthcare Coalition members to standardize reports on the severity of patients receiving care at each facility (Exhibit 3-8). Coalition members may be affected directly by impacts on personnel and facilities or indirectly by impacts on utilities or road access.
Hospital Mutual Aid System established two simple patient categories (based upon projected resource needs) for use in reporting patient data during emergencies. These are valuable data for projecting resource need and identifying barriers to resource acquisition.
Case definitions provided early during an incident can be critical in helping healthcare organizations collect and report epidemiological data.
For example, data on work absenteeism or trends in the use of specific medications can be helpful to distribute to member organizations. These may be developed by expert personnel from Coalition member organizations using a consensus approach that incorporates public health recommendations. Relevant information from the Incident Action Plan should be conveyed to Coalition members, such as the projected schedule for restoring utilities or clearing debris from roadways. For example, individual experts or a task force formed from within the Coalition organizations may briefly review and clarify the information before it is disseminated.
It is important to note that the Coalition only facilitates the established processes for resource support.
The specific needs can be obtained from the requesting organization(s) and conveyed through the HCRT. Requests from member organizations may be rapidly aggregated and transmitted to the Jurisdictional Agency (Tier 3). This is often necessary during the response to an unusual infectious or toxic agent (evaluation and treatment protocols, case reporting, etc.).
Any differences in response tactics or actions between healthcare organizations can be identified and discussed.
The aggregated report is forwarded to relevant Jurisdictional Agency(s) (Tier 3) while simultaneously being returned to member organizations. A consensus among the organizations may be reached for incident and operational period objectives, strategies, and major tactics. In addition, the Coalition may want to conduct the equivalent of an operations briefing at least once during each operational period. The HCRT should be able to link its member organizations in real-time for teleconferences, web-based information sharing, and other activities. To keep the Coalition as lean as possible, these functions should only be staffed as necessary for the specific emergency (see Section 2.3).
However, when their services are needed, the Senior Policy Group will typically meet via teleconferencing. Personnel staffing the Senior Policy Group should be trained and exercised on this decision process. However, due to the pattern of release, Hospital X has been screening more patients than the larger Hospital Y.
A follow-up Senior Policy Group meeting is scheduled for further review and distribution revision, if indicated. ICS forms 202, 203, 204, 205, and 206 form the core components of the Incident Action Plan.

Mix and match pamphlet design packages, buy more than 50 packages (2,500 pamphlets) and get 1 dollar off each pack. While we have exhausted our supply of printed copies, we still have a large supply of posters (22" x 30"). For these recommendations we have listed the BOBs we feel are best, for a number of price ranges.  There are other bug-out bags that are in these price ranges, but we did not feel that they were as good as those listed. For a three day BOB It includes only 2.5 liters of water and 1 bottle of water purification tabs. Much like the pack we previously reviewed, this bag comes with many similar items except multiplied to help further a larger group. This pack also contains a sufficient supply of food including a couple of MRE’s and several fortified bars. With the addition of a good knife, multi-tool, extra water, a water filtration system, and a first-aid kit this bag would have been very tough to beat for the price.
Also glad to see that the bag includes a hand crank radio as well as a hand squeeze rechargeable flashlight.
Initially the contents of this bag look quite attractive simply because the description of the food included, but once we delve deeper how does it stack up?
Also the tantalizing food offered within this kit requires the addition of water therefore cutting short your initial water supplies.
The current Government is planning legislative measures to make compensation claims for whiplash tougher. Care must be taken to limit the message only to the Coalition’s activities.[3] The message should not attempt to address the activities occurring at individual healthcare organizations, unless requested to do so by those assets. While formal interface should occur through the Jurisdictional Agency (Tier 3), direct liaison with the agency that is operating at the healthcare organization is beneficial.
In addition, its intra-organizational benefits are most evident to organizations conducting tactical operations (as compared to coordinating entities like EOCs). This is usually the responsibility of the incident command authority directly managing the primary incident. To avoid confusion, the action plan should recognize activated entities such as the medical emergency support function in a local EOC or a Public Health Department Operations Center, and briefly describe how they interface. In addition, the HCRT Leader should receive strategic or policy direction from the Senior Policy Group and supervise the implementation of the Senior Policy Group’s decisions. The following major functions within the Operations Section are presented for consideration.
Ideally, a template developed during preparedness will standardize information provided to the HCRT so it can be efficiently aggregated by the HCRT.
A collective picture of the impact on healthcare delivery may offer stark evidence that priority assistance is needed through mutual aid or the Jurisdiction Agency (Tier 3).
The simplicity works well, especially during incidents where the exact needs of the individual patients may not be rapidly discernable. Rapid aggregation of these data and dissemination to Coalition members and relevant Public Health authorities may increase reporting compliance among Coalition member organizations.
This is valuable not just for unique infectious diseases, but also when traditional medical issues must be addressed in non-traditional (alternate care) facilities.
The objective is to provide a balanced understanding of what has occurred so healthcare organizations can make informed decisions and anticipate future actions. It does not direct or control these activities between member organizations or between healthcare organizations and jurisdictional response entities (Tier 3) unless specifically delegated this authority from the proper Jurisdictional Agency. Likewise, organizations that are able and willing to assist can respond through the HCRT so that offers of assistance can be rapidly aggregated. The HCRT may promote consistency across “Healthcare Organization Action Plans” by facilitating brief discussions among Coalition members and the sharing of draft action planning products as the incident evolves.
In this manner, healthcare providers will be better prepared to address issues related to consistency in the healthcare services provided to incident patients. For example, some hospitals conducted nasal swabbing as a diagnostic test despite evidence that it was useful only for epidemiological purposes. While specific tactics may vary somewhat at each organization, it is ideal to have general consistency across the Coalition. Ideally, these communication methods should be available independent of Jurisdictional Agencies or any Coalition organization to ensure they are available to the Coalition during any type of major emergency.
For example, a majority vote may be adequate in most cases; however, if there are multiple organizations within the Coalition owned by one parent company, then consideration may be given to “weighted” votes to maintain fairness across the Coalition. A request for re-distributing pharmaceuticals has met resistance by some Coalition member organizations.
As far as rations are concerned, this bag comes with 6 food bars that are listed at 400 calories each.
However much protective and fluorescent clothing cyclists wear, accidents are commonplace and rarely is it the fault of the cyclist. It is expected that other traditional ICS Command staff positions will be unassigned during most HCRT activations. Because the HCRT may evolve as the incident progresses, the structure should be updated as necessary. An essential liaison activity is with the Jurisdictional Agency (Tier 3) or regional Jurisdictional Agencies (multiple Tier 3s). The HCRT may prefer to use “Healthcare Coalition Action Plan” to distinguish this planning from both incident command authorities and planning conducted by individual healthcare organizations. In accordance with ICS guidance, the information is captured and archived by the HCRT Planning Section. The template should be somewhat flexible to capture specific information based on the incident. Reporting this aggregated information to incident authorities and back to Coalition members enhances situational awareness. For example, general guidelines for the first 24 hours of care for burn patients who are being treated in non-burn facilities may facilitate appropriate medical care until additional assets can be mustered. Participants may include HCRT personnel, Organizational Liaisons from Coalition members (Tier 1), and representatives from relevant Jurisdictional Agencies (Tier 3) and other regional Healthcare Coalitions (Tier 2s). The HCRT can also facilitate the application of mutual aid instruments between organizations (see Chapters 4 and 7). Any perceived or actual conflict in the intended response actions of the organizations can then be addressed directly by the involved entities, either by producing a joint explanation for the perceived conflict or by resolving the conflicting material before it is distributed or put into action. The resultant confusion led to “hospital shopping” by some patients until they found a facility that would conduct the test for them.
Participants should include the organizational liaisons to the HCRT and liaisons from relevant Jurisdictional Agencies (Tier 3). A record should be kept of the discussions and any directives from the proceedings should be disseminated to the Coalition member organizations.
The Senior Policy Group should have access to technical experts within the Coalition (Exhibit 3-10) to help them make informed decisions. This level of transparency is critical to integrating the HCRT with other response entities. These calls generally include an incident summary followed by short briefings from jurisdictional authorities, heavily involved Coalition members, and informed experts invited by the HCRT to participate.
Depending on how the Coalition has been constructed, assistance may include tracking resources shared between the organizations.[7] The HCRT must always keep Jurisdictional Agencies (Tier 3) managing the incident informed about resource requests and actions to meet the requests.
This is a facilitating function only and does not subvert the incident command authority of Jurisdictional Agencies or the autonomy of Coalition member organizations. Criteria to determine which patients received prophylaxis also varied between health facilities. At the invitation of the Senior Policy Group, representatives from Public Health, EMS, and other local Jurisdictional Agencies (Tier 3) may serve in an advisory capacity. The lack of a consistent approach further increased the anxiety of the public and led to speculation of “class disparities” in evaluation and treatment recommendations.

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