Still, the need to prepare before a disaster cannot be overemphasized, he says.
Ochsner now has two teams of pre-selected physicians, including hospitalists, dedicated to working through specific types of crises. Having the list of essential personnel online at all times is intended to prevent last-minute scurrying around to find the right people, he says.
In addition, providing balanced scheduling—especially in long-lasting crisis situations like Katrina—is important, says Dr. Deitelzweig. “Timing for release must be included, and having more staff on hand than necessary can help alleviate stress,” he advises.
Lessons of Katrina
Neal Axon, MD, an assistant professor at the Medical University of South Carolina, says he and his colleagues learned from those who went through Katrina as they prepared for the most likely disaster in Charleston: a severe hurricane.
Dr. Axon, a senior hospitalist in his group, says the facility has a system that generates e-mail, pages, text messages, and cell phone calls to keep hospital staff informed about potential crises. He also says the preparedness plan provides for relief of staff working for extended periods.
In addition, the hospital has trailers and inflatable tents to extend its facilities if there is a surge in patients. It also has a facility to provide decontamination for exposure to chemicals and radiation.
Brian Bossard, MD, director of Inpatient Physician Associates and medical staff quality designee at BryanLGH Medical Center in Lincoln Neb., says preparedness plans should be tested and updated regularly—especially the systems used to call in staff.
Dr. Bossard strongly believes hospitalists should be involved in disaster planning: “Every day hospitalists work hospital systems. We have a broad scope and perspective. That’s what you need in a disaster.” TH
Karla Feuer is a journalist based in New York.