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R³ Report \| Requirement, Rationale, Reference
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Issue 34, Issue date
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Page 2
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New and Revised Standards in Emergency Management
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should be designed to respond to any type of emergency (all-hazards approach) because of the wide array of possible emergencies and the impossibility of predicting all emergencies that could occur at an organization.
Reference* • Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual Appendix Z. https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf. • Ready.gov. (2021, February 19). Planning. https://www.ready.gov/planning. • Veterans Health Administration Office of Emergency Management. (2021, May 5). U.S. Department of Veterans Affairs. https://www.va.gov. • NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019 edition. • NFPA® 99: Health Care Facilities Code, 2012 edition.
Requirement Standard EM.10.01.01: Hospital leadership provides oversight and support of the emergency management program.
Rationale The oversight of senior leaders, leaders of the medical staff, and department leaders in the development and implementation of the EM program is necessary as they are ultimately responsible for maintaining safe operations during an emergency and often need to make significant and timely decisions. The identification of a qualitied EM program coordinator is important to ensure that critical components of the program are addressed in the mitigation, preparedness, response, and recovery phases and integrated throughout the organization and within the larger community response network. A multidisciplinary approach makes certain that the emergency management program, the operations plan, policies and procedures, and education and training include the insights across disciplines and departments.
Reference* • Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual Appendix Z. https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf. • The American College of Healthcare Executives. (2020, November). Healthcare executives role in emergency management. https://www.ache.org/about-ache/our-story/our-commitments/policy-statements/healthcare-executives-role-in-emergency-management. • NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019 edition. • NFPA® 99: Health Care Facilities Code, 2012 edition. • The Assistant Secretary for Preparedness and Response (ASPR): Technical Resources, Assistance Center, Information Exchange (TRACIE). (2021, April). Leadership during a disaster. https://files.asprtracie.hhs.gov/documents/leadership-during-a-disaster.pdf.
Requirement Standard EM.11.01.01: The hospital conducts a hazard vulnerability analysis utilizing an all-hazards approach.
Rationale Organizations should continually evaluate their known risks and prioritize them to understand their vulnerabilities and prepare to respond to emergencies. The risk assessment includes an evaluation of the natural hazards, human-caused hazards, technological hazards, hazardous materials, and emerging infectious diseases that could impose a significant risk to a health care organization and its off-site locations. The risks are prioritized to determine which of these presents the highest likelihood of occurring and the impacts those hazards will have on the operating status of the hospital and its ability to provide services.
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© 2021 The Joint Commission
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The Joint Commission
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R³ Report \| Requirement, Rationale, Reference
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Issue 34, Issue date
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Page 5
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New and Revised Standards in Emergency Management
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Requirement Standard EM.12.02.05: The hospital has a plan for providing patient care and clinical support during an emergency or disaster incident. Note: The hospital considers its prioritized hazards identified as part of its hazard vulnerability analysis when developing a plan for patient care and clinical support.
Rationale A well-thought-out plan that maintains a hospital’s ability to provide critical services during emergencies or disasters can be a matter of life and death for its patients and the community it serves. Planning for patient clinical support focuses on equipment and resources that play a direct role in an incident response. The hospital’s emergency operations plan addresses patient care and clinical support activities, including transfer plans, continuity of care, and rapid acquisition of patient care supplies and health care records, especially when evacuation is imminent.
Reference* Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual Appendix Z. https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf. World Health Organization. Making health facilities safe in emergencies and disasters. https://www.who.int/activities/making-health-facilities-safe-in-emergencies-and-disasters. NFPA® 99: Health Care Facilities Code, 2012 edition. The Assistant Secretary for Preparedness and Response (ASPR): Technical Resources, Assistance Center, Information Exchange (TRACIE). (n.d.). Innovations in COVID-19 patient surge management. https://files.asprtracie.hhs.gov/documents/innovations-in-covid-19-patient-surge-management-final-508.pdf.
Requirement Standard EM.12.02.07: The hospital has a plan for safety and security measures to take during an emergency or disaster incident. Note: The hospital considers its prioritized hazards identified as part of its hazard vulnerability analysis when developing a plan for safety and security.
Rationale Emergencies and disasters often create new and rapidly changing safety and security concerns. An emergency response plan should include the possible need for heightening security measures; tracking and accountability of patients, staff, and families; and minimizing exposures to hazards. Safety and security measures include partnering with community security agencies (for example, police, sheriff, National Guard) and coordinating security activities that may be outside the span of control of the hospital’s security team.
Reference* Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual Appendix Z. https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf. NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019 edition. NFPA® 99: Health Care Facilities Code, 2012 edition.
Requirement Standard EM.12.02.09: The hospital has a plan for managing resources and assets during an emergency or disaster incident. Note: The hospital considers its prioritized hazards identified as part of its hazard vulnerability analysis when developing a plan for resources and assets.
Rationale Access to resources can often be difficult when the needs in a community or region is greater than what is available locally; therefore, the hospital’s plan includes continual assessment on how to obtain, allocate, mobilize, replenish, and conserve its resources and assets during and after an emergency or disaster incident.
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© 2021 The Joint Commission
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The Joint Commission
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EST D 1845 QUEEN'S UNIVERSITY BELFAST
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Artificial Intelligence, Big Data, and mHealth: The Frontiers of the Prevention of Violence Against Children
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Hunt, X., Tomlinson, M., Sikander, S., Skeen, S., Marlow, M., du Toit, S., & Eisner, M. (2020). Artificial Intelligence, Big Data, and mHealth: The Frontiers of the Prevention of Violence Against Children. Frontiers in artificial intelligence, 3, 543305. Advance online publication. https://doi.org/10.3389/frai.2020.543305
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Frontiers in artificial intelligence
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Document Version:
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Publisher's PDF, also known as Version of record
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Queen's University Belfast - Research Portal:
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Link to publication record in Queen's University Belfast Research Portal


Publisher rights
Copyright 2020 the authors.
This is an open access article published under a Creative Commons Attribution License (https://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium, provided the author and source are cited.
General rights
Copyright for the publications made accessible via the Queen's University Belfast Research Portal is retained by the author(s) and / or other copyright owners and it is a condition of accessing these publications that users recognise and abide by the legal requirements associated with these rights.
Take down policy
The Research Portal is Queen's institutional repository that provides access to Queen's research output. Every effort has been made to ensure that content in the Research Portal does not infringe any person's rights, or applicable UK laws. If you discover content in the Research Portal that you believe breaches copyright or violates any law, please contact openaccess@qub.ac.uk.
Open Access
This research has been made openly available by Queen's academics and its Open Research team. We would love to hear how access to this research benefits you. – Share your feedback with us: http://go.qub.ac.uk/oa-feedback
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Download date:06. Jan. 2024
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frontiers in Artificial Intelligence
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REVIEW

R³ Report | Requirement, Rationale, Reference

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Issue 34, Issue date

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Page 2

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New and Revised Standards in Emergency Management

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should be designed to respond to any type of emergency (all-hazards approach) because of the wide array of possible emergencies and the impossibility of predicting all emergencies that could occur at an organization.

Reference* • Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual Appendix Z. https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf. • Ready.gov. (2021, February 19). Planning. https://www.ready.gov/planning. • Veterans Health Administration Office of Emergency Management. (2021, May 5). U.S. Department of Veterans Affairs. https://www.va.gov. • NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019 edition. • NFPA® 99: Health Care Facilities Code, 2012 edition.

Requirement Standard EM.10.01.01: Hospital leadership provides oversight and support of the emergency management program.

Rationale The oversight of senior leaders, leaders of the medical staff, and department leaders in the development and implementation of the EM program is necessary as they are ultimately responsible for maintaining safe operations during an emergency and often need to make significant and timely decisions. The identification of a qualitied EM program coordinator is important to ensure that critical components of the program are addressed in the mitigation, preparedness, response, and recovery phases and integrated throughout the organization and within the larger community response network. A multidisciplinary approach makes certain that the emergency management program, the operations plan, policies and procedures, and education and training include the insights across disciplines and departments.

Reference* • Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual Appendix Z. https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf. • The American College of Healthcare Executives. (2020, November). Healthcare executives role in emergency management. https://www.ache.org/about-ache/our-story/our-commitments/policy-statements/healthcare-executives-role-in-emergency-management. • NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019 edition. • NFPA® 99: Health Care Facilities Code, 2012 edition. • The Assistant Secretary for Preparedness and Response (ASPR): Technical Resources, Assistance Center, Information Exchange (TRACIE). (2021, April). Leadership during a disaster. https://files.asprtracie.hhs.gov/documents/leadership-during-a-disaster.pdf.

Requirement Standard EM.11.01.01: The hospital conducts a hazard vulnerability analysis utilizing an all-hazards approach.

Rationale Organizations should continually evaluate their known risks and prioritize them to understand their vulnerabilities and prepare to respond to emergencies. The risk assessment includes an evaluation of the natural hazards, human-caused hazards, technological hazards, hazardous materials, and emerging infectious diseases that could impose a significant risk to a health care organization and its off-site locations. The risks are prioritized to determine which of these presents the highest likelihood of occurring and the impacts those hazards will have on the operating status of the hospital and its ability to provide services.

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The Joint Commission

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R³ Report | Requirement, Rationale, Reference

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Issue 34, Issue date

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Page 5

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New and Revised Standards in Emergency Management

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Requirement Standard EM.12.02.05: The hospital has a plan for providing patient care and clinical support during an emergency or disaster incident. Note: The hospital considers its prioritized hazards identified as part of its hazard vulnerability analysis when developing a plan for patient care and clinical support.

Rationale A well-thought-out plan that maintains a hospital’s ability to provide critical services during emergencies or disasters can be a matter of life and death for its patients and the community it serves. Planning for patient clinical support focuses on equipment and resources that play a direct role in an incident response. The hospital’s emergency operations plan addresses patient care and clinical support activities, including transfer plans, continuity of care, and rapid acquisition of patient care supplies and health care records, especially when evacuation is imminent.

Reference* Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual Appendix Z. https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf. World Health Organization. Making health facilities safe in emergencies and disasters. https://www.who.int/activities/making-health-facilities-safe-in-emergencies-and-disasters. NFPA® 99: Health Care Facilities Code, 2012 edition. The Assistant Secretary for Preparedness and Response (ASPR): Technical Resources, Assistance Center, Information Exchange (TRACIE). (n.d.). Innovations in COVID-19 patient surge management. https://files.asprtracie.hhs.gov/documents/innovations-in-covid-19-patient-surge-management-final-508.pdf.

Requirement Standard EM.12.02.07: The hospital has a plan for safety and security measures to take during an emergency or disaster incident. Note: The hospital considers its prioritized hazards identified as part of its hazard vulnerability analysis when developing a plan for safety and security.

Rationale Emergencies and disasters often create new and rapidly changing safety and security concerns. An emergency response plan should include the possible need for heightening security measures; tracking and accountability of patients, staff, and families; and minimizing exposures to hazards. Safety and security measures include partnering with community security agencies (for example, police, sheriff, National Guard) and coordinating security activities that may be outside the span of control of the hospital’s security team.

Reference* Centers for Medicare and Medicaid Services. (2021, April 16). State Operations Manual Appendix Z. https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/Downloads/som107ap_z_emergprep.pdf. NFPA® 1600: Standard on Continuity, Emergency, and Crisis Management, 2019 edition. NFPA® 99: Health Care Facilities Code, 2012 edition.

Requirement Standard EM.12.02.09: The hospital has a plan for managing resources and assets during an emergency or disaster incident. Note: The hospital considers its prioritized hazards identified as part of its hazard vulnerability analysis when developing a plan for resources and assets.

Rationale Access to resources can often be difficult when the needs in a community or region is greater than what is available locally; therefore, the hospital’s plan includes continual assessment on how to obtain, allocate, mobilize, replenish, and conserve its resources and assets during and after an emergency or disaster incident.

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The Joint Commission

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EST D 1845 QUEEN'S UNIVERSITY BELFAST

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Artificial Intelligence, Big Data, and mHealth: The Frontiers of the Prevention of Violence Against Children

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Hunt, X., Tomlinson, M., Sikander, S., Skeen, S., Marlow, M., du Toit, S., & Eisner, M. (2020). Artificial Intelligence, Big Data, and mHealth: The Frontiers of the Prevention of Violence Against Children. Frontiers in artificial intelligence, 3, 543305. Advance online publication. https://doi.org/10.3389/frai.2020.543305

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Published in:

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Frontiers in artificial intelligence

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Document Version:

--------------------------------------------------- Unstructured Sub-Title End

Publisher's PDF, also known as Version of record

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Queen's University Belfast - Research Portal:

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Link to publication record in Queen's University Belfast Research Portal

Publisher rights

This is an open access article published under a Creative Commons Attribution License (https://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium, provided the author and source are cited.

General rights

Copyright for the publications made accessible via the Queen's University Belfast Research Portal is retained by the author(s) and / or other copyright owners and it is a condition of accessing these publications that users recognise and abide by the legal requirements associated with these rights.

Take down policy

The Research Portal is Queen's institutional repository that provides access to Queen's research output. Every effort has been made to ensure that content in the Research Portal does not infringe any person's rights, or applicable UK laws. If you discover content in the Research Portal that you believe breaches copyright or violates any law, please contact openaccess@qub.ac.uk.

Open Access

This research has been made openly available by Queen's academics and its Open Research team. We would love to hear how access to this research benefits you. – Share your feedback with us: http://go.qub.ac.uk/oa-feedback

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Download date:06. Jan. 2024

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frontiers in Artificial Intelligence

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REVIEW