Health and Safety in Emergency Management. © Copyright 2006 Ontario Safety Association for...

Health and Safety in Emergency Management

2© Copyright 2006 Ontario Safety Association for Community & Healthcare. All rights reserved/tous droits réservés. Reproduction in whole or in part by any means without express written consent of Ontario Safety Association for Community & Healthcare is prohibited by law.

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.


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


Natural hazards

Emergencies caused by Natural hazards

• Windstorm

• Flood

• Tornado

• Landslide

• Hurricane

• Forest fire

• Winter/ice storm

• Epidemic/pandemic


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)


Injuries to People

• Burns, bleeding

• Injuries to muscles, joints, bones

• Concussion

• Emotional trauma

• Infection

• Poisoning

• Death


Property Damage

• Compromised building structure

• Building collapse

• Inoperable equipment or loss of equipment


Impact on the Environment

• Air contaminants

• Soil contamination

• Water contamination

• Destruction of wildlife and vegetation


Business Interruption

• Service disruption

• Loss of business

• Loss of customers/patrons

• Poor public image

• Financial loss


Emergency Management Plan

Acts Regulations Codes Standards Directives


• Ontario Occupational Health and Safety Act, RSO 1990

• Health Care and Residential Facilities Regulations

• Ontario Fire Code

• CSA Z731-03 Emergency Preparedness and Response


Directives

• MoHLTC Emergency Management Unit

• Health Canada

• Other (as applicable to the workplace)


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


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.


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


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


Identify external hazards

• Aerial view

• Location of railways, airports/flight paths, water ways, industrial plants, etc

• Potential risks from local business operations


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.


Assess Resources and Capabilities

• facilities

• equipment and supplies

• capabilities of the workforce (expertise, experience)

• training


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


Medical or first aid

• Medical or first-aid capabilities

• Agreements with neighboring facilities (mutual aid support)

• Capabilities of mutual aid partners to provide service


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


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


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


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).


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.)


PEMEP

Consider the impact on:

• People

• Equipment

• Materials

• Environment

• Process


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.


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


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.


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)


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


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



• 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



• 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


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


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


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


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


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


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


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


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)


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.


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


• When the next emergency hits will you be ready?

• Group exercise: Identifying our strengths and opportunities for improvement.


Questions?

Comments?

Health and Safety in Emergency Management. © Copyright 2006 Ontario Safety Association for...

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