Paper -Group Practice Operations Plan Part

GROUP PRACTICE OPERATIONS PLAN PART 2

Group Practice Operations Action Plan Part 2

Ronda Peacock

Dr. K. Mezu

Physicians Practice Management

February 13, 2022

Public safety, health, and security are critical for improved patient outcomes, quality of life, and longevity, notably in hospitals. Unfortunately, disasters are common occurrences in organizations, especially in health care facilities. Thus, appropriate mitigation and response measures should be in place to handle and manage such unfortunate incidents before they escalate to unimaginable and hard-to-manage proportions (Goniewicz et al., 2020). That is why experts recommend emergency operation plans, EOP to address hazards adequately. An emergency operation plan typically entails what an agency or health care facility would do whenever a disaster occurs to reduce morbidity and mortality rates. Hence, this prevents possible damages and harm to property and life.

Therefore, elaborate disaster preparedness and response plan should be in place to safeguard humankind, especially patients, properties, facilities, equipment, and vital records, from unnecessary destruction. Consequently, there is a need to incorporate all primary stakeholders, especially the administrative staff, including private physicians, in an emergency operations response plan for effective mitigation, response, and ultimate service delivery. In this scenario, an emergency operation plan would focus on primary issues, such as staff responsibilities, resources and assets, communications, safety and security, and clinical support activities (Paganini et al., 2016).

To begin with, assembling material resources and assets in advance in preparation for an unfortunate eventuality, such as a fire outbreak, would form a significant part of the emergency operations or preparations plan for the hospital in question. For instance, standby firefighting equipment, several wheelchairs to evacuate critically ill bile patients’, ambulances to transport fire casualties to a nearby health care facility for specialized treatment are necessary. Similarly, training sessions, such as fire drills for all staff regarding how to behave when an emergency occurs, are also essential (Goniewicz et al., 2020).

Aside from resources and assets, communications systems and structures are a practical disaster preparedness plan worth considering by this organization as a strategy. Indeed, as a subset of disaster response and management, the communication plan would entail prompt and accurate disseminating of crucial information concerning the unfortunate incident to all the primary stakeholders, including the concerned public (Paganini et al., 2016). That would defuse patients’ tension and anxiety from building in the neighborhood. Therefore, the company’s public relations department, in liaison with the CEO, would be in charge of disseminating periodic, prompt, and accurate information to the public, including the media fraternity.

Additionally, staff duties and responsibilities are other primary elements that this emergency preparedness operation would entail as a strategy. Assigning and incorporating staff roles and responsibilities after appropriate training sessions concerning disaster mitigation and response is essential in this organization to advance emergency operational plans (Goniewicz et al., 2020). Indeed, staffs are the first responders to an emergency in an organization; hence, adequately preparing them is significant in managing disastrous incidents, such as accidental fire outbreaks and much more.

Moreover, clinical support programs or activities are also necessary for this organization to consider an emergency operations plan. For instance, they ensure that enough health care personnel to handle casualties, such as those offering first aid and psychosocial support, are necessary to prevent unnecessary injuries and fatalities following an emergency (Paganini et al., 2016). In essence, focusing on the areas above would eventually see the firm adequately mitigate and respond successfully to an underlying disaster.

References

Goniewicz, K., Goniewicz, M., Burkle, F. M., & Khorram-Manesh, A. (2020). The impact of experience, length of service, and workplace preparedness in physicians’ readiness in response to disasters. Journal of clinical medicine, 9(10), 3328. https://pdfs.semanticscholar.org/a7aa/6fbd13cf2650a2d2b8b221e9cd00b4fbea08.pdf

Paganini, M., Borrelli, F., Cattani, J., Ragazzoni, L., Djalali, A., Carenzo, L., ... & Ingrassia, P. L. (2016). Assessment of disaster preparedness among emergency departments in Italian hospitals: a cautious warning for disaster risk reduction and management capacity. Scandinavian journal of trauma, resuscitation, and emergency medicine, 24(1), 1-8.