Disaster management persistently poses greater challenges to organization in a global perspective. The degree of the existing level of preparedness to counteract such hazardous events has remained an unanswered question in every hospital. The major challenge here is inability of hospitals to install a proactive strategy at workplaces but opt to being reactive. The vital concept that many hospitals fail to appreciate is the significance of a disaster plan. Many dissenting argument have hence cropped up on what to be spent in the process of establishing a disaster planning (Kramer, 2009). In essence, hospitals have continuously suffered major setbacks during disaster occurrence.
Subsequently the report aims at shading light on what to put in place to mitigate disasters. The report further appreciates that the size and type of any hospital would determine the inputs required against particular hazard and the number of admissions. The report reveals the need to put a communication center for disaster management and what staff to contact during disaster occurrence. The report will identify and appreciate the role played by other external hospitals.
The report is to focus on Valero Hospital which has a capacity to admit a hundred patients and are also able to treat a maximum of thirty outpatients in a day. The hospital is only specialized in treatment of emergencies resulting from fire and accidents and not any other illness (Kramer, 2009). In this regard the hospital has a well installed intensive care units and also sufficient medical services for up to 130 patients. Within this locality in addition to Valero hospital, there is only one similar Hospital called Venn Fire Hospital which can only reserve 20 vacancies for Valero Hospital. Valero Hospital usually transfers some of its patients to Venn Fire hospital as one of the disaster management plans put in place but only limited to 20 patients.
Valero disaster command staff
This consists of both the medical staff and the administrative staff. Valero hospital has a total of 20 persons with each being assigned a specific duty to perform including the security personnel. The management has incorporated every departmental representative into this command group for easier mitigation of the emergencies arising from the fire and accidents such road carnage (Ramroth, 2007). This command staff is in a nutshell composed of every stake holder and hence is proactive to any uncertainty.
Central communication point
Valero Hospital has a 24 hour working customer care service where two employees with excellent communication skills are attached to offer and receive any calls from a disastrous event and such communication centers are also connected to Venn Fire Hospital for coordination. This point serves to connect the Hospital internal disaster to external help as well.
Intensive care unit, pharmacy and reception
This hospital has furnished intensive care units for those seriously hurt during the fire out breaks and a reception where patients are received and direct on where to be attended.
Transfers and evacuation
In case of any uncertainty, the hospital has put in place several measures including siren vans to transfer patient externally to Venn Fire hospital and have also connections via the communication center to reach other external help (Ramroth, 2007). The company has also well installed via extinguishes equipment installed in the institution premises and have the fire assembly point strategically stationed. Internal transfers also are catered for where patients are moved to and from wards to intensive care units depending on the urgency.
Valero hospital is indeed a typical institution that is seen to develop and implemented a proactive disaster plan. The Hospital has an elaborate command staff which is inclusive and has the necessary equipment put in place in readiness for any eventuality. This has assisted the hospital significantly to keep its patient and every stakeholder in a safe environment.
Kramer, W. M. (2009). Disaster planning and control. Tulsa, Okla: PennWell/Fire Engineering.
Ramroth, W. G. (2007). Planning for disaster: How natural and manmade disasters shape the built environment. Chicago: Kaplan.