Health and Safety in Emergency Management
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Why prepare for emergencies
• Power blackout of 2003
• Peterborough flood of 2004
• SARS 2003
• Pending pandemic
• Some health care and community care organizations are more ready than others to respond to emergencies.
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Emergency Management
• Emergency Management is a cyclic approach
• Plan should be dynamic to adapt to change
• Faster recovery and fewer losses with a plan in place
RecoveryMitigation
Response Preparedness
Prevention
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Natural hazards
Emergencies caused by Natural hazards
• Windstorm
• Flood
• Tornado
• Landslide
• Hurricane
• Forest fire
• Winter/ice storm
• Epidemic/pandemic
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Man-made hazards
Emergencies caused by man-made hazards (human acts or omissions)
• Building fire• Explosions• Bomb threats• Major transportation accident• Power failure (black out or other system failure)• CBRN disasters (chemical, biological,
radiological, nuclear)
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Injuries to People
• Burns, bleeding
• Injuries to muscles, joints, bones
• Concussion
• Emotional trauma
• Infection
• Poisoning
• Death
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Property Damage
• Compromised building structure
• Building collapse
• Inoperable equipment or loss of equipment
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Impact on the Environment
• Air contaminants
• Soil contamination
• Water contamination
• Destruction of wildlife and vegetation
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Business Interruption
• Service disruption
• Loss of business
• Loss of customers/patrons
• Poor public image
• Financial loss
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Emergency Management Plan
Acts Regulations Codes Standards Directives
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• Ontario Occupational Health and Safety Act, RSO 1990
• Health Care and Residential Facilities Regulations
• Ontario Fire Code
• CSA Z731-03 Emergency Preparedness and Response
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Directives
• MoHLTC Emergency Management Unit
• Health Canada
• Other (as applicable to the workplace)
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Hazard Identification Risk Assessment (HIRA)
• Initial and ongoing risk assessment to refine safe work practices
• After each drill or incident, review the HIRA for accuracy and continuous quality improvement.
Recognition
Evaluation Control
Assessment
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Identify Threats to Staff Health and Safety
• Complete a hazard identification and risk assessment. Use it to formulate the emergency management plan.
• Include:• Likelihood and consequence of harm to staff health
and safety• Threats of both internal and external emergencies• A risk rating to prioritize action plans and allocate
resources
• Share the outcome with the JHSC/H&S representative.
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Risk Management Steps
Identify all loss exposures
Evaluate the risk in each exposure
Develop a Plan
Implement the Plan
Monitor the System
Source: Frank BirdPractical Loss Control Leadership
Revised Edition.
Risk InventoriesTasks AnalysisInspections etc.
SeverityFrequencyProbability
Terminate TreatTrain etc.
Goals/objectivesResponsibilitiesAccountabilitiesFollow-through
MeasureEvaluateCommand/Correct
I
D
I
M
E
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Identify internal threats
• Floor plans
• Material Safety Data Sheets
• Job Safety Analysis
• Workplace inspection reports
• Accident investigation reports
• First Aid incident tracking
• Unusual occurrence reports
• Surveillance reports
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Identify external hazards
• Aerial view
• Location of railways, airports/flight paths, water ways, industrial plants, etc
• Potential risks from local business operations
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Risk Assessment
• What is the likelihood of an emergency if the hazard is not controlled?
• What is the severity of the outcome if the emergency occurs?
• Estimate the number of people or physical assets that are likely to be threatened, as well as probable consequences of the emergency.
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Assess Resources and Capabilities
• facilities
• equipment and supplies
• capabilities of the workforce (expertise, experience)
• training
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Emergency response equipment and personnel
• Appropriate and on-site emergency response equipment
• Current inventory of emergency equipment and supplies
• Maintenance and inspection program for equipment including personal protective equipment (PPE)
• Trained personnel available to provide on-site emergency response
• Contracted specialists available where required
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Medical or first aid
• Medical or first-aid capabilities
• Agreements with neighboring facilities (mutual aid support)
• Capabilities of mutual aid partners to provide service
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Evacuation
• Emergency evacuation of staff, clients/residents, family members, and the public, including casualties
• Staff are trained in evacuation procedures
• A procedure is in place to account for all personnel and clients/individuals supported
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Communication
• Clearly defined internal and external lines of communication
• Strategies for communicating critical information to employees and their families, the joint health and safety committee, etc.
• Communication and back-up systems available
• Staff are educated in communication strategies and trained to use the equipment
• Fan out system established and tested
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Liaison
• Community partners (healthcare and other service providers) have been identified and included in developing and testing emergency plans
• Mutual aid agreements identify available resources
• Established procedures for site representatives to co-ordinate activities with local government officials
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Review Plans
• Review existing policies and procedures • Use older plans only as a foundation • Liaise with community partners in the development,
implementation, review and revision of your emergency management plan
• After each drill or emergency, review the hazard identification and risk assessment for accuracy
• Identify any gaps and revise the assessment for continuous improvement
• Share the outcome of any H&S assessment with the JHSC/H&S representative(s).
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Impact of the Emergency
• Human resources
• Food and water provisions
• Shelter provisions
• Health care/support services
• Transportation services
• Psychosocial support (elder care, child care, pet care etc.)
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PEMEP
Consider the impact on:
• People
• Equipment
• Materials
• Environment
• Process
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Hazard Control
• The development, documentation and implementation of the emergency management plan are critical in controlling risks to staff, clients/individuals supported, other occupants/visitors and the workplace.
• With a common language and approach to emergency management a more cohesive and efficient response can occur particularly in a community wide or multi-organization response.
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S a fe ty L iason
C o m m u n ica tio ns
P la nn ing A d m in is tra tio n /F in a n ce O p e ra tio ns L o g is tics
In c ide n t C om m a nd
Incident Management System Framework
• Occupational Health and Safety
• All hazards approach
• IMS assumption
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Hazard Control
• At the source
• Along the path
• At the worker
• Identify and implement these control strategies for specific hazards identified in the HIRA on which the plan is based.
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Emergency Management Policy
• indicates a commitment to establishing an emergency management plan to eliminate or minimize risks
• includes the responsibilities and accountabilities of all workplace parties
• is signed by the most senior management level
• is communicated to all staff on an ongoing basis at orientation, during training, at staff meetings etc.
• is evaluated for operational expectations
• is reviewed and revised at least once a year in consultation with the JHSC/H&S representative(s)
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Procedures
• Each organization should develop procedures for the types of emergencies identified in the hazard identification/risk assessment.
• Procedures provide details on the application of the policy.
• General procedures may be applicable to all hazards (“all hazards approach” to emergency management) (i.e. communications)
• Specific procedures for the type of hazard and resulting emergency (i.e. decontamination)
• Emergency codes should be supported by specific written procedures
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Occupational Health and Safety in the Emergency Management Plan
Safety Lia ison
C om m unications
Tra in ing/education
Evacuation/M ock D rills
P lann ing
H um an R esources
Psychosocia l Support Service s
Adm inistration/F inance
D econtam ination
Laboratory service s
O pera tions
Security
Transportation
Food Services
Environm enta l Service s
PPE
Logistics
Incident C om m and
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Emergency Management Plan
• Identify threats to staff health and safety based on the hazard identification and risk assessment (HIRA)
• Use the HIRA in the writing of the plan
• In the plan, outline safe work practices
• Communicate your written policy on emergency management to all staff
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Emergency Management Plan
• Determine the roles, responsibilities and accountabilities of all workplace parties in the Incident Management System (IMS)
• Communicate a written process for your Incident Manager to receive recommendations or directions from an external body
• Include in the plan a process for evacuating all or part to the workplace
• Evaluate all occupational health and safety aspects of the emergency management plan at least once per year
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Safety Function
• Designate a Safety Officer in the IMS
• Involve the Safety Officer in an ongoing process of HIRA for occupational health and safety
• Have a written policy and procedure for workplace accident or incident investigation
• Have a written policy and procedure to deal with work refusal and work stop orders
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Communications
• Clearly define internal and external lines of communication
• Establish strategies for communicating critical information to staff and their families
• Make sure that communication equipment is available for use
• Train staff in communication strategies and the operation of equipment
• Establish and test a written emergency fan-out system
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Liaison
• Designate a Liaison Officer in the IMS
• Identify community partners and include them in the development and testing of the plan
• Develop written mutual aid agreements with community partners
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Administration-Human Resources
• Designate a Human Resources Unit Leader to coordinate human resources
• Determine staffing levels needed to respond safely in an emergency
• Develop a contingency plan for increasing and relieving your workforce
• Maintain a data bank of information on available and reserve employees and volunteers
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Administration- Psychosocial Support Services
• Set up psychosocial support services for staff or communicate availability of resources in the community
• Educate staff to recognize psychosocial stress in themselves and others
• Establish a critical incident stress management program to assist staff or source community service providers for this function
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Planning Function- Drills, Exercises, Training
• Designate someone to coordinate training, education and mock drills
• Assess training needs for staff based on the HIRA and learning needs assessment
• Develop or access curriculum to meet identified needs• Provide different modes of training, education and mock drills• Provide general and specific training• Clearly define the frequency of drills • Conduct drills and training on all shifts• Evaluate training needs annually and maintain all records
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Logistics- Security
• Identify and assess all security threats to staff and the workplace
• Develop written policies and procedures for security measures; test the procedures
• Write procedures for the proper use, maintenance and operation of security systems
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Logistics- PPE
• Assign someone to procure PPE for staff
• Use the HIRA to aid in the selection of type and quantity of PPE
• Train staff in the use, care and maintenance of PPE
• Write policies and procedures for the use of respirators (if required in an emergency)
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Continuous Quality Improvement
The annual evaluation reviews:• The scope, functionality, execution and effectiveness of
the plan as it affects staff health and safety
• The responsibilities of the workplace parties (employers, managers, charge person(s), and staff), volunteers and students, etc. In the IMS, and to whom they are accountable
• The hazard identification and risk assessment upon which the plan was originally developed
An emergency management plan must be a dynamic tool.
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Action Plan
• Review and revise existing emergency management policies and procedures for OHS
• Identify requirements for training and education to protect staff during an emergency
• Identify resources and support that staff will need before, during, and after an emergency
• Develop the plan in consultation with the JHSC
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• When the next emergency hits will you be ready?
• Group exercise: Identifying our strengths and opportunities for improvement.
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