A pandemic is a thread of disease which is contagious in nature and can cause serious illness. Proper planning and handling of pandemic disaster is often more grave than traditional natural disaster like earthquake, fire, floods, etc. To have a control over such type of pandemic disaster, it becomes essential for healthcare facilities to formulate a proper and effective disaster plan addressing all types of hazards, including pandemics and other infectious-disease disasters. Another excellent resource for library managers who are preparing for the worst is Disaster Planning, a How-To-Do-It Manual for Librarians (Halsted, Jasper & Little 2005).
This work contains a detailed step-by-step guide for creating a disaster preparation strategy, including a section on writing a disaster plan.
It is almost impossible to imagine what ensues when disaster strikes; therefore, it's very important to imbue a newly-formed disaster team with a sense of the myriad of details it will be confronted with in an actual disaster and a grasp of the urgency it will face when the collection is under siege. Like the M25 Consortium of Academic Libraries website, it offers a customizable disaster plan template as well as a Disaster Mitigation Web Site Kit which allows managers to build an online version of the disaster plan (allowing for offsite access and easy revision and propagation) (Halsted, Jasper & Little, p.xx). We are just about a week into National Preparedness Month and already a number of informative articles, social media posts, and even contests have been published providing many great ideas and resources for building, or updating, your preparedness plan. Being prepared for a natural disaster, infectious disease outbreak or other emergency where many injured or ill people need medical care while maintaining ongoing operations is a significant challenge for local health systems. During the H1N1 pandemic, for example, some coalitions developed plans to distribute supplies in advance. 11, 2001, terrorist attacks, many health care providers have adopted emergency-preparedness plans, including participation in such activities as community-wide drills and tabletop exercises, to strengthen their ability to respond to a disaster. In some hospital systems, the system’s preparedness plan directly encompassed physician practices owned by the hospital system.
However, most attention has focused on population-level management of obesity or chronic illness rather than disaster preparedness and response. While there is limited funding for preparedness activities, hospitals are not subsidized to keep beds empty and supplies stockpiled for a disaster, and it is impractical for trained staff to sit idle until a disaster strikes.
Each of these factors may affect how planning responsibilities, staff and information are most efficiently shared in preparation for and during a disaster.


The focus on hospitals reflects their historic importance in providing staff, space for planning and response, and treatment of emergency victims, including such specialized services as decontamination or burn care.
Listed below are some of the pandemic disaster plan templates that will jumpstart your pandemic Disaster plan within a short span.
Team members should be encouraged to focus on specific areas pertinent to their designated roles and to become resident experts in these domains, perhaps authoring individual sections of the official disaster plan.
This will enable an intelligent response to the many offers of assistance that will doubtlessly come in the case of disaster from a variety of sources, including overtures from those who wish simply to profit from the library's misfortune. However, such stakeholders as schools and employers can and do influence medical treatment during disasters. Nearly all hospitals working with both hospital-employed physicians and independent community-based physicians reported that hospital-employed physicians are easier to engage, suggesting that markets with larger physician groups and more hospital employment of physicians would be better positioned to build integrated surge-capacity plans. First, preparedness activities, such as planning, training and participating in drills, do not generate revenue for health care providers but have costs in staff time and materials. It is important to note that collaborations based on existing affiliations and less-formal relationships would still require some oversight to avoid situations where disparities in market position may leave some providers at a disadvantage in securing needed information and supplies during a disaster.
And, unlike other events that health care organizations must prepare for, such as Joint Commission inspections, there are no predictable, short-term consequences for failing to engage in collaborative, community-level disaster planning.
Some health systems did expect employed physicians in community practices to work collaboratively in disaster planning. Even in a disaster where victims seek care at hospitals, community-based clinicians can play a role. Establishing a continuity and disaster recovery plan is an essential part of any long-term strategy for maintaining continuous business operations. It’s not something implemented at the time of a disaster (too late!) – it refers to those tasks you should perform daily to maintain service, consistency, and recoverability.
Other opportunities might include incorporating community-level preparedness activities into care-coordination activities that can count toward patient-centered medical home certification or encouraging electronic health record vendors to include features that facilitate electronic submission of important data to local, state and federal authorities during a disaster. Few communities involve independent practitioners other than maintaining a list of those willing to volunteer in the event of a disaster, for which no special training or expertise in disaster response is required.


Policy makers could encourage groups whose participation is currently limited in most communities, such as independent physician practices, to join traditional preparedness coalitions that meet regularly to develop joint plans or coordinate responses. We spent 100+ hours planning, researching, and gathering emergency supplies to share ideas with others. Lack of time, training and sometimes simply awareness that they have a role in disaster response also are important factors.
It is having said that organizations that are not prepared for the next pandemic disaster will suffer a lot in terms of financially and human losses. A comprehensive business risk analysis is the primary tool for gathering this information and is therefore the first step to developing your business continuity plan. Nonmedical stakeholders, such as police, fire, coroners, school systems and employers, have varying degrees of involvement in medical emergency planning collaboration. For example, programs that offer extra payment to primary care practices to coordinate care of patients with specific chronic conditions might also encourage and reward coordination related to emergency preparedness or the creation of business continuity plans.
Regional or specialty-based medical societies may maintain similar lists and can provide basic training in disaster planning through continuing medical education. Along with the Pandemic Disaster plan template documents, we will provide you Getting Started Guide, which act as a quick reference guide to introduce the different steps for identifying essential processes, developing pandemic response plans, identifying risk and so on. For example, in a disaster, hospitals generally try to discharge as many inpatients as possible, and community-based providers could help by seeing or contacting discharged patients to ensure they are receiving needed follow-up care.
Other respondents reported frequent communication among competing hospitals on shared pandemic plans and hospital policies for emergencies.



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