Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Emergency and crisis response plan
Emergency and crisis response plan
Emergency and crisis response plan
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Emergency and crisis response plan
Crisis Response Incident Leader Protocol Day 1 of Response: Incident Leader • The Administrator alerts the Mental Health Coordinator (CRC) when students/staff have been exposed to a crisis incident • Receives incident notification from Administrator or Mental Health Coordinator (CRC) • Incident Leader updates CRT/Administrator, and conducts on site assessment to determine the level and type of response that needs to be provided • Incident Leader prepares materials/bins for response • Incident Leader holds Team Information Session • Assigns and coordinates Crisis Team Responders • Members arrive on site for briefing within 24 hours (if possible) Day 2 Response: Incident Leader • Defuse/Debrief staff before school day with an
announcement • Designate central crisis response location(s) – individual/group/staff support • Assign Crisis Team Responder assignments and provide specific documentation forms • Customize Crisis Management Briefing (CBM) classroom announcements, and/or assist administration with parent/guardian notification announcement • Collaborate and coordinate with CRC on Crisis Team Responder schedule (length and scope of response, roles, breaks, etc.) • Begin student triage – large group response/individual/group/staff • Collect and review (colored file folders), document and assess for follow-up • Assess the need for further crisis response interventions • Designate a facilitator for Debriefing Protocol • Attend Debrief the Debriefer
I think the National Incident Management System is a model to be adapted based on the circumstances. It is a good foundation that can be built upon and tailored to each department based on their specific needs and
I would initially have a verbal conversation with whoever is in charge of the medical staff within the schools so that they may properly relay the message to the rest of the staff. Having this conversation via telephone would give them a chance to ask as many questions that they would like so that accurate information is passed along. Medical staff should be the first to make notes of all of the symptoms that occur after notification goes out. In order to provide the staff with speedy notification, I would also put together a brief memo to be sent out via email immediately. In understanding the nature of the concern the email would be informative, yet to the point. There would not be too many unnecessary details given because the priority would be placed on the staff understanding the informat...
Since the writing of this case, the American Red Cross (ARC) is on record as having conceptually addressed its infrastructure and operational hurdles. However, very few strides have been made to reverse stakeholder perception crisis response time, relief dispatch strategies, and the ethical dilemmas plaguing the organization. Governmental mandates that streamlined the board and that established accounting /reporting parameters have done little to modify the organizations operational culture.
Sophia Rizera is a 19 year old female who self referred herself to Mobile Crisis Management (MCM) at 8:37pm. Dispatcher reported to Qualified Professional (QP), Ms. Rizera expressed suicidal ideation without a plan, feeling overwhelmed, and a history of PTSD. Before arrival to Ms. Rizera residence QP contacted Sandhills Center (SHC) at 8:57pm. QP spoke with licensed professional Margret who informed QP, Ms. Rizera was not currently in SHC system. QP contacted Ms .Rizera at 9:01 pm and left a voicemail in regards to estimated time of arrival (ETA) time to her residence at 600 Eagle Rd. Greensboro, NC 27410. QP was able to get into contact with Ms. Rizera before arrival to communicate with her of ETA.
Contrary to the similarities of both models, The ABC Model of Crisis Intervention is used as an assessment consisting of three components: A- achieving contact, B-boiling the problem down to basics and C-coping (Kanel, 2010). Kanel (2010) suggest that the ABC Model of Crisis Intervention is designed for a client whose functioning level has decreased following a psychosocial stressor. It’s most effectively applied within 4 to 6 weeks of the crisis. The Seven Task of Assessment consists of the following seven tasks: (1) Initiating Contact, (2) Defining the Crisis, (3) Providing Support, (4) Examining Alternatives, (5) Re-establishing Control, (6) Obtaining Commitment, and (7) the Follow Up (James, 2013). The Seven Task Assessment is a more detailed assessment focusing solely on the difficulties faced by the client due to a severe crisis. It allows for a closer encounter with the client to evaluate the crisis’ severity, their current emotional status, alternative methods, support systems and coping
...nd incident response are the broad spectrum of activities organizations engage in to provide effective operations, coordination and support. Incident management includes directing acquiring, coordinating and delivering resources to incident sites and sharing information with the public.
My research focuses on the complexity of mental models associated with leaders in a crisis situation. In order to grasp the thought process during a catastrophic event, it is essential to analyze a conceptual model as it applies to a leader’s cognitive abilities, which is composed of two facets noted as the descriptive and prescriptive mental models, (Combe & Carrington, 2015). The descriptive metal model focuses on the interpretation of external changes that occur in a crisis, (Combe & Carrington, 2015). The prescriptive model concentrates on cause and effect and future actions that provide clarity in the midst of ongoing changes, (Combe & Carrington, 2015). According to the authors, Combe & Carrington, (2015) longitudinal research perspective
A Civil Support Team will not directly assume Command of an incident upon arrival to the scene. Their role is to support the requesting authorities. The Civil Support Teams primary mission while deployed is to identify, advise, assist, and assess while on scene. Identification occurs while the Recon Team implements their equipment to get preliminary findings and samples for analysis. The Operations Cell is responsible for assessing all information and providing a clear continuity of operation and information flow to the Incident Commander. The CST Commander will utilize all the information at hand to advise the incident Commander and help solidify their decisions. The entire unit will assist the Incident Commander by augmenting their response force as needed with specific task sets. During these four tasks the CST Commander will remain in constant contact with the Incident Commander keeping them abreast of any relevant information and continuously monitoring the
Necessary Behavioral Mental Health intervention does not end at the point first responders have successfully contained the actual crisis. The ongoing need for Behavioral Mental Health services will continue for an extended length of time when a traumatic event such as that depicted in the scenario occur. A copious number of individuals will have ...
...nt an organizational chart. This allows all personnel to understand what their roles are at time of incident, and whom you communicate sensitive information too. If no direction or communication is given, providing facilities run the risk of victims trying to enter their doors seeking care, which can over exhaust resources and oversaturate hospitals. Therefore, a hospital triage is implemented to assess if patient condition has worsened or remained stable, if there is a need for decontamination process, or if a person seeking assistance is a family member looking for victim. Having these procedures ensures that patients inside the hospital prior to incident are protected for potential harmful exposure to contamination agents and other measures. In addition, hospital and providing facilities are a source of information for victims, the media, and family members.
Over the past several years, there has been a rise in critical incidents on our college and university campuses, which has forced administrators to reevaluate the need to have effective campus safety. The National Incident Management System (NIMS) was developed by the Department of Homeland Security in March 2004 to “provide a systematic, proactive approach for all government agencies at all levels, nongovernment organizations, and private sector to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents- regardless of cause, size, location, or complexity- to reduce the loss of life, destruction of property, and harm to the environment” (Fazzini, 2009, p. 14). NIMS provides colleges and universities the aptitudes and ability to respond to critical incidents and offers campuses a considerable approach to protecting students.
Ulmer, RR, Sellnow, TL & Seeger, MW 2007, Effective crisis communication, Thousand Oakes: Sage Publications.
A nurse is almost always one of the first responders to a patient’s declining health status, In these critical situations, a nurse must use his or her detailed training, highly specialized skills and intuition to respond, and to identify the needs and the demands of the individualized circumstances. During these acute care situations, a rapid response team that is usually composed of nurses from the intensive care unit, resident physicians, and respiratory therapists, is utilized to prevent further deterioration of the patient. Rapid response team utilization steadily increased about eleven years ago when organizations such as the Institute for Healthcare Improvement and the Joint Commission incorporated the use of rapid response teams into
Contingency theory and situational view. Contingency theory, developed by Fiedler (1967), is similar to situational theory, in that the leader applies various leadership methods; however, the similarities end there. Rather than adapting to situations, the contingency leader adapts least favored-worker concept to draw the disinterested or less skilled worker into the environment (Fiedler, 1967). Contingent reward offers a kind of acknowledgement or feedback that motivates the quality of affiliation between transactional leaders and their followers. The contingent reward style delivers optimistic support by identifying or gratifying a follower when he or she achieves targeted objectives (Bass, 1985; Hater & Bass, 1988).
2. Detection of Incidents: It cannot succeed in responding to incidents if an organization cannot detect incidents effectively. Therefore, one of the most important aspects of incident response is the detection of incidents phase. It is also one of the most fragmented phases, in which incident response expertise has the least control. Suspected incidents may be detected in innumerable ways.