[Second victim : Critical incident stress management in clinical medicine]

BACKGROUND Critical incidents in clinical medicine can have far-reaching consequences on patient health. In cases of severe medical errors they can seriously harm the patient or even lead to death. The involvement in such an event can result in a stress reaction, a so-called acute posttraumatic stress disorder in the healthcare provider, the so-called second victim of an adverse event. Psychological distress may not only have a long lasting impact on quality of life of the physician or caregiver involved but it may also affect the ability to provide safe patient care in the aftermath of adverse events. METHODS A literature review was performed to obtain information on care giver responses to medical errors and to determine possible supportive strategies to mitigate negative consequences of an adverse event on the second victim. An internet search and a search in Medline/Pubmed for scientific studies were conducted using the key words "second victim, "medical error", "critical incident stress management" (CISM) and "critical incident stress reporting system" (CIRS). Sources from academic medical societies and public institutions which offer crisis management programs where analyzed. The data were sorted by main categories and relevance for hospitals. Analysis was carried out using descriptive measures. RESULTS In disaster medicine and aviation navigation services the implementation of a CISM program is an efficient intervention to help staff to recover after a traumatic event and to return to normal functioning and behavior. Several other concepts for a clinical crisis management plan were identified. CONCLUSIONS The integration of CISM and CISM-related programs in a clinical setting may provide efficient support in an acute crisis and may help the caregiver to deal effectively with future error events and employee safety.

Emergency medical disaster plan.

Cover title.

Management of major accidents with on-site 144 dispatcher

Introduction: An excellent coordination between firefighters, policemen and medical rescue is the key to success in the management of major accidents. In order to improve and assist the medical teams engaged on site, the Swiss "medical command and control system" for rescue operations is based on a binomial set up involving one head emergency doctor and one head rescue paramedic, both trained in disaster medicine. We have recently experimented an innovative on-site "medical command and control system", based on the binomial team, supported by a dedicated 144 dispatcher. Methods: A major road traffic accident took place on the highway between Lausanne and Vevey on April 9th 2008. We have retrospectively collected all data concerning the victims as well as the logistics and dedicated structures, reported by the 144, the Hospitals, the Authority of the State and the Police and Fire Departments. Results: The 72-car pileup caused one death and 26 slightly injured patients. The management on the accident site was organized around a tripartite system, gathering together the medical command and control team with the police and fire departments. On the medical side, 16 ambulances, 2 medical response teams (SMUR), the Rega crew and the medical command and control team were dispatched by the 144. On that occasion an advanced medical command car equipped with communication devices and staffed with a 144 dispatcher was also engaged, allowing efficient medical regulation directly from the site. Discussion: The specific skills of one doctor and one paramedic both trained for disaster's management proved to be perfectly complementary. The presence of a dispatcher on site with a medical command car also proved to be useful, improving orders transmission from the medical command team to all other on- and off-site partners. It relieved the need of repeated back-and-forth communication with the 144, allowing both paramedic and doctor to focus on strategy and tactics rather than communication and logistics.

University Hospital Struck Deaf and Silent by Lightning: Lessons to Learn.

We describe how an electromagnetic wave after a lightning strike affected a university hospital, including the communication shutdown that followed, the way it was handled, and the lessons learned from this incident.

Capacidad de respuesta hospitalaria distrital en Bogotá ante un evento con múltiples victimas

Los hospitales son el pilar fundamental para la atención de las víctimas de situaciones de emergencia o desastre. Las instituciones de salud son consideradas indispensables para la población, por lo que deben estar preparadas para funcionar no solo en condiciones normales sino en situaciones de alerta, como suele suceder en desastres de origen natural como los sismos. La relevancia de la problemática, radica en que de acuerdo con la amenaza sísmica de Colombia, Bogotá se encuentra en una zona de amenaza sísmica intermedia, los actuales eventos naturales como el terremoto de Haití con un saldo de 300.000 muertos y más de 700.000 mil heridos, y el de Chile, nos hace pensar en la importancia de la preparación hospitalaria ante un evento con múltiples víctimas como lo es un sismo. El Objetivo general del estudio es identificar la capacidad de respuesta hospitalaria distrital en Bogotá ante un evento con múltiples víctimas (terremoto). Además se identificaran las oportunidades de mejora para optimizar la respuesta hospitalaria de acuerdo a su nivel de atención. La Investigación se realizó por medio de un estudio de corte transversal, en donde se tomó una muestra de la red hospitalaria Distrital por conveniencia, bajo la aplicación de una encuesta dirigida. Los resultados fueron recopilados en una base de datos de Excel 2013, y fueron analizados bajo un software estadístico, STATA 12.0, donde se evaluaron variables, categóricas, nominales y cuantitativas. Como resultados se encontraron un porcentaje de ocupación de más del 100% en el 25% de los hospitales. Los 16 hospitales encuestados cuentan con comité hospitalario de emergencias, así como también con la elaboración de planes de emergencia y la revisión e implementación de estos. El 50% de los hospitales contemplan dentro su estructura de plan de emergencias, el sistema comando de incidentes; Sólo el 18.8% de los hospitales cuentan con reforzamiento estructural, y el 81,2% de los hospitales refieren tener una cooperación con organizaciones locales o externas. Solo 4 de los 16 hospitales cuentan con protocolos de diagnóstico y tratamiento médico en desastres. El plan de contingencia para un Sismo, es el plan bandera de todos los hospitales dado el esfuerzo por parte de la secretaria de salud y de FOPAE en información y capacitación en todo el Distrito, es por eso que el 93,85 de todos los hospitales cuentan con este plan. Al realizar el análisis general, la red hospitalaria no está en capacidad de una adecuada respuesta en caso de un evento con múltiples víctimas, en el escenario de un sismo de gran magnitud, teniendo en cuenta el porcentaje de ocupación actual donde el 25% de la red hospitalaria distrital cuenta con sobrecupo y el 50% se encuentra a tope de su capacidad instalada. En cuanto a la capacidad de respuesta, no se cuenta con protocolos de atención; Haciendo una evaluación según los niveles de atención, solo los hospitales de III nivel estarían medianamente preparados y con capacidad de respuesta ante un evento con víctimas en masa.

Resiliencia organizacional y capital psicológico

Desde la noción universal sobre la empresa como un sistema de interacción con un entorno determinado para alcanzar un objetivo, de manera planificada y en función de satisfacer las demandas de un mercado mediante la actividad económica, su viabilidad, sostenibilidad y crecimiento dependerán, por supuesto, de una serie de estrategias adecuadas no solo para tales fines, sino también para enfrentar diversidad de agentes endógenos y exógenos que puedan afectar el normal desempeño de su gestión. Estamos hablando de la importancia de la resiliencia organizacional y del Capital Psicológico. En un escenario tan impredecible como el de la economía mundial, donde la constante son los cambios en su comportamiento —unos propios de su dinámica e interdependencia, naturales de fenómenos como la globalización, y otros derivados de eventos disruptivos— hoy más que nunca es necesario implementar el modelo de la empresa resiliente, que es aquella entidad capaz de adaptarse y recuperarse frente a una perturbación. Al mismo tiempo, más allá de su tamaño, naturaleza u objeto social, es indispensable reconocer básicamente que toda organización está constituida por personas, lo cual implica la trascendencia que para su funcionamiento tiene el factor humano-dependiente, y por lo tanto se crea la necesidad de promover el Capital Psicológico y la resiliencia a nivel de las organizaciones a través de una cultura empresarial.

Biological warfare and terrorism : the military and public health response : student material /

"Satellite broadcast, September 21-23, 1999."

[A million football fans in a city of 120,000 inhabitants--a nightmare for emergency medicine and disaster management? Euro 2008 and the "Orange wonder of Berne"]

The 2008 European Football Championship 2008 (Euro 08) is the largest sporting event ever organized in Switzerland. One million visitors came to the city of Berne during the event and the local airport in Bern/Belp registered 261 extra flights. For each football game there were 33,000 fans in the stadium and 100,000 fans in the public viewing zones.The ambulance corps and the Department of Emergency Medicine (ED) at Inselspital, University Hospital Berne, were responsible for basic medical care and emergency medical management. Injuries and illnesses were analyzed by a standardized score (NACA score). The preparation strategy as well as costs and patient numbers are presented in detail.A total of 30 additional ambulance vehicles were used, 4,723 additional working days (one-third medical professionals) were accumulated, 662 ambulance calls were registered and 240 persons needed medical care (62% Swiss, 28% Dutch and 10% other nationalities). Among those needing treatment 51 were treated in 1 of the 4 city hospitals. No injuries with NACA grades VI and VII occurred (NACA I: 4, NACA II: 17, NACA III: 16, NACA IV: 10 and NACA V: 4 patients). The city of Berne compensated the Inselspital Bern with a total of 112,603 Euros for extra medical care costs. The largest amount was spent on security measures (50,300 Euros) and medical staff (medical doctors 22,600 Euros, nurses 29,000 Euros). Because of the poor weather and the exemplary behavior of the fans, the course of events was rather peaceful.

Short report: historical analysis of a near disaster: Anopheles gambiae in Brazil

Attributed to human-mediated dispersal, a species of the Anopheles gambiae complex invaded northeastern Brazil in 1930. This event is considered unique among the intercontinental introductions of disease vectors and the most serious one: "Few threats to the future health of the Americas have equalled that inherent in the invasion of Brazil, in 1930, by Anopheles gambiae." Because it was only in the 1960s that An. gambiae was recognized as a species complex now including seven species, the precise species identity of the Brazilian invader remains a mystery. Here we used historical DNA analysis of museum specimens, collected at the time of invasion from Brazil, and aimed at the identification of the Brazilian invader. Our results identify the arid-adapted Anopheles arabiensis as being the actual invading species. Establishing the identity of the species, in addition to being of intrinsic historical interest, can inform future threats of this sort especially in a changing environment. Furthermore, these results highlight the potential danger of human-mediated range expansions of insect disease vectors and the importance of museum collections in retrieving historical information

Swiss DVI at the tsunami disaster: expect the unexpected.

The conclusions reached while considering various aspects of the implemented strategy in the identification procedures in the wake of the tsunami disaster of December 26, 2004 are outlined. The lessons to be learned are discussed.

Disaster Behavioral Health Response Training, 2010

Participants will learn how the Disaster Behavioral Health Response Team will function in disaster settings, including factors affecting individual responses to disaster, phases of disaster, "at risk" groups, concepts of loss and grief, post-disaster stress, and the disaster recovery process

Iowa Disaster Behavioral Health Response Team, 2010

Mission: To lessen the adverse mental health effects of trauma for victims, survivors, and responders of traumatic events, whether natural or man-made.

Disaster Behavioral Health Response Team Member Qualities, 2010

This document states the qualities that is desired for team members that would be on the disaster behavioral health response teams. Produced by the Iowa Department of Human Services.