Relevant bibliographies by topics / Major Incident Medical Managemnt and Support

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Academic literature on the topic 'Major Incident Medical Managemnt and Support'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Major Incident Medical Managemnt and Support"

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Nilsson, H., R. Lundin, E. Bengtsson, L. Gustafsson, C. Jonsson, and T. Vikström. "(P2-14) Support System for Medical Command and Control at Major Incidents." Prehospital and Disaster Medicine 26, S1 (May 2011): s140. http://dx.doi.org/10.1017/s1049023x11004584.

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IntroductionCommunication and information are cornerstones of management during major incidents and disasters. To support medical command and control, the Web-based support system called Paratus Major Incident can be used. The Paratus Major Incident system can provide management staff with online information from the incident area, and support management and patient handling at both single and mass-casualty incidents. The purpose of the Web-based information technology (IT) system is to ensure communication and information between the medical management at the scene, hospital management, and regional medical command and control (gold level).ExperiencesIn the region of Östergötland, Sweden, Paratus Major Incident system is used in operating topics such as: (1) information dissemination from the incident area; (2) communication between prehospital, regional, and hospital management; (3) continuous updates between the dispatch centre and medical commanders at all levels; (4) digital log-files for medical management and patient records; (4) database used for follow-up studies and quality control.ResultsDuring 2,161 incidents, 746 “first incident reports” from ambulance on scene were sent to regional medical command and control within 2 minutes. Four hundred and fifty-six “verification reports” were sent within 10 minutes. During 15 incidents, the designated duty officer on regional level confirmed “major incident” directly via the digital system, thereby notifying all arriving ambulance resources and involved medical managements.ConclusionThis Web-based IT system successfully has been used daily within prehospital management since 2005. The system includes medical command and control at the regional level and all involved hospitals in a major incident.
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Noon, Adrian. "Book review: Major Incident Management System. The scene aid memoire for major incident medical management and support." Trauma 4, no. 2 (April 2002): 127. http://dx.doi.org/10.1191/1460408602ta232xx.

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Morgan, Helen. "Major incident medical management and support: The practical approach at the scene Kevin Mackway-Jones Major Incident Medical Management and Support: The Practical Approach at the Scene Wiley-Blackwell £41.99 196pp 9781405187572 1405187573." Emergency Nurse 20, no. 3 (June 12, 2012): 9. http://dx.doi.org/10.7748/en.20.3.9.s2.

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Gyllencreutz, Lina, Sofia Karlsson, and Britt-Inger Saveman. "Evaluating Full-Scale Exercises to Optimize Patient Outcome in an Underground Mine." Prehospital and Disaster Medicine 34, s1 (May 2019): s128. http://dx.doi.org/10.1017/s1049023x19002784.

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Introduction:Major incident exercises are expensive to plan and execute, and often difficult to evaluate objectively. There is a need for a generic methodology for reporting results and experiences from major incidents so that data can be used for analysis, to compare results, exchange experiences, and for international collaboration in methodological development. Most protocols use data describing the incident hazards, prehospital and hospital resources available and alerted transport resources, and communication systems. However, the successful management of a rescue response during a major incident also demands a high level of command skills.Aim:The aim of this study was to analyze the command and collaboration skills among the emergency service on-scene commanders and the mine director for safety and security during a full-scale major incident exercise in an underground mine.Methods:The commander functions were observed during a full-scale major incident exercise. Audio and video observations and notes were analyzed using a study-specific scheme developed through a Delphi study, including inter-agency collaborative support and efforts of early life-saving interventions; relevant resources and equipment; and shared and communicated decisions about safety, situation awareness and medical guidelines for response. After the exercise additional interviews were made with those responsible for the command functions.Results:Preliminary results indicate that most decisions were not taken in collaboration. Elaborated results will be presented at the conference.Discussion:Command and collaboration skills can benefit from objective evaluations of full-scale major incident exercises to identify areas that must be improved to optimize patient outcome.
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Hylander, Johan, Britt-Inger Saveman, and Lina Gyllencreutz. "A Sense of Trust, the Norwegian Way of Improving Medical On-Scene Managing Major Tunnel Incidents: An Interview Study." Prehospital and Disaster Medicine 34, s1 (May 2019): s166. http://dx.doi.org/10.1017/s1049023x19003790.

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Introduction:Norway is a country with many road tunnels and therefore also has experience with rescue operations in tunnel environments. Major incidents always challenge involved emergency services’ management skills. Oslo, Norway has a specially trained medical on-scene commander, a function already existing in police and rescue service. Intra-agency communication and management of personnel are essential factors for a successful rescue effort.Aim:To investigate the medical management provided by the specially trained Norwegian medical on-scene commander in relation to tunnel incidents.Methods:Interviews were conducted with six of the seven medical on-scene commanders in Oslo. The collected data were analyzed using qualitative content analysis.Results:An overarching theme emerged: A need for mutual understanding of the tunnel incident. The medical on-scene commanders established guidelines for response in collaboration with the other emergency services. By creating a sense of trust, the collaboration between the emergency services became more fluent. Socializing outside of work resulted in improved reliance on their counterparts in the other services. The management also included that the medical on-scene commander supervised his personnel on site by providing support using knowledge of the risk object and surrounding area.Discussion:A forum for the emergency services on-scene commanders where they share ideas and knowledge, improve the on-scene intra-agency communication, and trust is desirable. A culture of trust between the organizations is needed for a mutual understanding. Further research on this subject is needed in other contexts and countries.
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Sammut, John, Denys Cato, and Tony Homer. "Major Incident Medical Management and Support (MIMMS): A practical, multiple casualty, disaster-site training course for all Australian health care personnel." Emergency Medicine Australasia 13, no. 2 (June 2001): 174–80. http://dx.doi.org/10.1046/j.1442-2026.2001.00206.x.

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Khorram-Manesh, Amir, Jakob Yttermyr, Josef Sörensson, and Eric Carlström. "The Impact of Disasters and Major Incidents on Vulnerable Groups: Risk and Medical Assessment of Swedish Patients With Advanced Care at Home." Home Health Care Management & Practice 29, no. 3 (March 16, 2017): 183–90. http://dx.doi.org/10.1177/1084822317699156.

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In this study, we assessed the overall risks that influence advanced care at home (ACH) patients enrolled in 8 municipalities in the western region of Sweden. We also conducted a medical assessment of a limited number of ACH cases based on the registered information from the university hospital in Gothenburg, with regard to survival after a disaster. Two different questionnaires were distributed, and the results were collected separately and analyzed using descriptive statistical analysis. The results indicate that there is a low level of preparedness among the health care service providers for addressing the needs of ACH patients following a major incident or disaster. For this group, the impact of a disaster depends on their vulnerability, specific diagnosis, the medical support required, and the duration of the incident or disaster.
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Wachira, Benjamin W., Ramadhani O. Abdalla, and Lee A. Wallis. "Westgate Shootings: An Emergency Department Approach to a Mass-casualty Incident." Prehospital and Disaster Medicine 29, no. 5 (September 10, 2014): 538–41. http://dx.doi.org/10.1017/s1049023x1400096x.

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AbstractAt approximately 12:30 pm on Saturday September 21, 2013, armed assailants attacked the upscale Westgate shopping mall in the Westlands area of Nairobi, Kenya. Using the seven key Major Incident Medical Management and Support (MIMMS) principles, command, safety, communication, assessment, triage, treatment, and transport, the Aga Khan University Hospital, Nairobi (AKUH,N) emergency department (ED) successfully coordinated the reception and care of all the casualties brought to the hospital.This report describes the AKUH,N ED response to the first civilian mass-casualty shooting incident in Kenya, with the hope of informing the development and implementation of mass-casualty emergency preparedness plans by other EDs and hospitals in Kenya, appropriate for the local health care system.WachiraBW, AbdallaRO, WallisLA. Westgate shootings: an emergency department approach to a mass-casualty incident. Prehosp Disaster Med. 2014;29(5):1-4.
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Schwartz, Thomas J. "Model for Pre-Hospital Disaster Response." Prehospital and Disaster Medicine 2, no. 1-4 (1986): 80–82. http://dx.doi.org/10.1017/s1049023x00030417.

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I will present a process by which many of the prehospital providers in this country are trying to organize effective and efficient response plans for major medical incidents which could in fact include a disaster response.Many people in the emergency medical services community, including myself, have been involved in a planning process for voluntary national EMS standards, the program being coordinated by the American Society of Testing & Materials (ASTM) F30 Emergency Medical Services Standards Committee. I chair a subtask group on Disaster Management. The committee has prepared a document containing elements, suggestions, processes and procedures from MCI/disaster response plans from EMS agencies around the country. These places include the cities of Los Angeles, New York, Chicago, Washington, D.C. area, Phoenix, Arizona and other urban places. The intent of this task group is not to prepare a document as a rigid standard to cover every detail on an individual task response plan. Instead, the intent of our task group is to provide an overview of expectations of what an individual mass casualty plan should include; focusing on such topical areas as Incident Command Management, communications, triage, transportation, logistical support issues, mutual aid and ancillary support services and many other topical areas that agency planners must address in developing their respective operational response plans.
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Hunt, Paul. "Lessons identified from the 2017 Manchester and London terrorism incidents. Part two: the reception and definitive care (hospital) phases." BMJ Military Health 166, no. 2 (May 21, 2018): 115–19. http://dx.doi.org/10.1136/jramc-2018-000935.

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The provision of medical care during the reception and definitive care phases of a terrorist incident will likely take place in designated receiving hospitals such as Major Trauma Centres. There is a need for an enhanced capability in such units to receive, initially manage and hold casualties with more serious injuries. Also, even less severely injured casualties may require significant time and clinical input such as risk management in potential bloodborne viruses.The distribution of casualties from the incident scene requires advance consideration of the injury pattern and regional network organisation of specialist services, such as maxillofacial, neurosurgery or severe burns care. Paediatric centres are also more sparsely distributed and often only in large city networks which represents a significant challenge for planners and responders in other regions. An effective response relies on a coordinated multidisciplinary approach including emergency and front-of-house teams, surgical, medical and clinical support services.
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Dissertations / Theses on the topic "Major Incident Medical Managemnt and Support"

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Cato, Denys, and mikewood@deakin edu au. "An examination of the 'all hazards' approach to disaster management as applied to field disaster management and pre-hospital care in Australia." Deakin University. School of Health Sciences, 2002. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20051017.140738.

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Disasters, emergencies, incidents, and major incidents - they all come back to the same thing regardless of what they are called. The common denominator is that there is loss of life, injury to people and animals and damage and destruction of property. The management of such events relies on four phases: 1. Prevention 2. Preparation 3. Response 4. Recovery Each of these phases is managed in a different way and often by different teams. Here, concentration has been given to phases 2 and 3, with particular emphasis on phase 3, Response. The words used to describe such events are often related to legislation. The terminology is detailed later. However, whatever the description, whenever prevention is not possible, or fails, then the need is to respond. Response is always better when the responders are prepared. Training is a major part of response preparation and this book is designed to assist those in the health industry who need to be ready when something happens. One of the training packages for responders is the Major Incident Medical Management and Support (MIMMS) Course and this work was designed to supplement the manual prepared by Hodgetts and Macway-Jones(87) in the UK. Included is what the health services responder, who may be sent to an event in which the main concern is trauma, should know. Concentration is on the initial response and does not deal in any detail with hospital reaction, the public health aspects, or the mental health support that provides psychological help to victims and responders, and which are also essential parts of disaster management. People, in times of disaster, have always been quick to offer assistance. It is now well recognised however, that the 'enthusiastic amateur', whilst being a well meaning volunteer, isn't always what is needed. All too often such people have made things worse and have sometimes ended up as victims themselves. There is a place now for volunteers and there probably always will be. The big difference is that these people must be well informed, well trained and well practiced if they are to be effective. Fortunately such people and organisations do exist. Without the work of the St John Ambulance, the State Emergency Service, the Rural Fire Service the Red Cross and the Volunteer Rescue Association, to mention only a few, our response to disasters would be far less effective. There is a strong history of individuals being available to help the community in times of crisis. Mostly these people were volunteers but there has also always been the need for a core of professional support. In the recent past, professional support mechanisms have been developed from lessons learned, particularly to situations that need a rapid and well organised response. As lessons are learned from an analysis of events, philosophy and methods have changed. Our present system is not perfect and perhaps never will be. The need for an 'all-hazards approach' makes detailed planning very difficult and so there will probably always be criticisms about the way an event was handled. Hindsight is a wonderful thing, provided we learn from it. That means that this text is certainly not the 'last word' and revisions as we learn from experience will be inevitable. Because the author works primarily in New South Wales, many of the explanations and examples are specific to that state. In Australia disaster response is a State, rather than a Commonwealth, responsibility and consequently, and inevitably, there are differences in management between the states and territories within Australia. With the influence of Emergency Management Australia, these differences are being reduced. This means that across state and territory boundaries, assistance is common and interstate teams can be deployed and assimilated into the response rapidly, safely, effectively and with minimum explanation. This text sets out to increase the understanding of what is required, what is in place and how the processes of response are managed. By way of introduction and background, examples are given of those situations that have occurred, or could happen. Man Made Disasters has been divided into two distinct sections. Those which are related to structures or transport and those related directly to people. The first section, Chapter 3, includes: • Transport accidents involving land, rail, sea or air vehicles. • Collapse of buildings for reasons other than earthquakes or storms. • Industrial accidents, including the release of hazardous substances and nuclear events. A second section dealing with the consequences of the direct actions of people is separated as Chapter 4, entitled 'People Disasters'. Included are: • Crowd incidents involving sports and entertainment venues. • Terrorism From Chapter 4 on, the emphasis is on the Response phase and deals with organisation and response techniques in detail. Finally there is a section on terminology and abbreviations. An appendix details a typical disaster pack content. War, the greatest of all man made disasters is not considered in this text.
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Books on the topic "Major Incident Medical Managemnt and Support"

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Advanced Life Support Group, Simon Carley, and Kevin Mackway-Jones, eds. Major Incident Medical Management and Support. Oxford, UK: Blackwell Publishing Ltd, 2005. http://dx.doi.org/10.1002/9780470757444.

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Mackway-Jones, Kevin, ed. Major Incident Medical Management and Support. Oxford, UK: Wiley-Blackwell, 2011. http://dx.doi.org/10.1002/9781444398236.

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Major Incident Medical Management and Support. 2nd ed. Blackwell Publishing Limited, 2001.

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Alsg. Major Incident Medical Management and Support. Bmj Publishing Group, 1999.

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Porter, Crispin. Major Incident Management System: The Scene Aide Memoire for Major Incident Medical Management and Support. 2nd ed. Blackwell Publishing Limited, 2002.

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Group, Advanced Life Support, ed. Major incident medical management and support: The practical approach. London: BMJ, 1995.

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Advanced Life Support Group (ALSG). Major Incident Medical Management and Support: The Practical Approach in the Hospital. Wiley & Sons, Incorporated, John, 2008.

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Advanced Life Support Group (ALSG). Major Incident Medical Management and Support: The Practical Approach at the Scene. Wiley & Sons, Limited, John, 2012.

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Advanced Life Support Group Staff. Major Incident Medical Management and Support: The Practical Approach in the Hospital. Blackwell Publishing Limited, 2005.

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Major Incident Medical Management and Support: The Practical Approach at the Scene. Wiley & Sons, Limited, John, 2011.

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Book chapters on the topic "Major Incident Medical Managemnt and Support"

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"Medical Equipment." In Major Incident Medical Management and Support, 50–57. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444398236.ch8.

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"Uncompensated Major Incidents." In Major Incident Medical Management and Support, 135–40. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444398236.ch23.

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"Support Service Organisation and Roles." In Major Incident Medical Management and Support, 36–37. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444398236.ch5.

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"The Structured Approach to Major Incidents." In Major Incident Medical Management and Support, 9–14. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444398236.ch2.

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"Appendix A: Psychological Aspects of Major Incidents." In Major Incident Medical Management and Support, 141–44. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444398236.app1.

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"Emergency Service Organisation and Roles." In Major Incident Medical Management and Support, 31–35. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444398236.ch4.

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"Triage." In Major Incident Medical Management and Support, 89–102. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444398236.ch15.

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"Appendix E: Radio Use and Voice Procedures." In Major Incident Medical Management and Support, 154–62. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444398236.app5.

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"Appendix F: The Hospital Response." In Major Incident Medical Management and Support, 163–68. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444398236.app6.

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"Appendix G: Human Factors." In Major Incident Medical Management and Support, 169–72. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444398236.app7.

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Conference papers on the topic "Major Incident Medical Managemnt and Support"

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Liu, Chengcheng. "Strategies on healthy urban planning and construction for challenges of rapid urbanization in China." In 55th ISOCARP World Planning Congress, Beyond Metropolis, Jakarta-Bogor, Indonesia. ISOCARP, 2019. http://dx.doi.org/10.47472/subf4944.

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In the past 40 years, China has experienced the largest and fastest urbanization development in the world. The infrastructure, urban environment and medical services of cities have been improved significantly. The health impacts are manifested in the decrease of the incidence of infectious diseases and the significant increase of the life span of residents. However, the development of urbanization in China has also created many problems, including the increasing pollution of urban environment such as air, water and soil, the disorderly spread of urban construction land, the fragmentation of natural ecological environment, dense population, traffic congestion and so on. With the process of urbanization and motorization, the lifestyle of urban population has changed, and the disease spectrum and the sequence of death causes have changed. Chronic noncommunicable diseases have replaced acute infectious diseases and become the primary threat to urban public health. According to the data published by the famous medical journal The LANCET on China's health care, the economic losses caused by five major non-communicable diseases (ischemic heart disease, cerebrovascular disease, diabetes mellitus, breast cancer and chronic obstructive pulmonary disease) will reach US$23 trillion between 2012 and 2030, more than twice the total GDP of China in 2015 (US$11.7 trillion). Therefore, China proposes to implement the strategy of "Healthy China" and develop the policy of "integrating health into ten thousand strategies". Integrate health into the whole process of urban and rural planning, construction and governance to form a healthy, equitable and accessible production and living environment. China is building healthy cities through the above four strategies. The main strategies from national system design to local planning are as follows. First of all, the top-level design of the country. There are two main points: one point, the formulation of the Healthy China 2030 Plan determines the first batch of 38 pilot healthy cities and practices the strategy of healthy city planning; the other point, formulate and implement the national health city policy and issue the National Healthy City. The evaluation index system evaluates the development of local work from five aspects: environment, society, service, crowd and culture, finds out the weak links in the work in time, and constantly improves the quality of healthy city construction. Secondly, the reform of territorial spatial planning. In order to adapt to the rapid development of urbanization, China urban plan promote the reform of spatial planning system, change the layout of spatial planning into the fine management of space, and promote the sustainable development of cities. To delimit the boundary line of urban development and the red line of urban ecological protection and limit the disorderly spread of urban development as the requirements of space control. The bottom line of urban environmental quality and resource utilization are studied as capacity control and environmental access requirements. The grid management of urban built environment and natural environment is carried out, and the hierarchical and classified management unit is determined. Thirdly, the practice of special planning for local health and medical distribution facilities. In order to embody the equity of health services, including health equity, equity of health services utilization and equity of health resources distribution. For the elderly population, vulnerable groups and patients with chronic diseases, the layout of community health care facilities and intelligent medical treatment are combined to facilitate the "last kilometer" service of health care. Finally, urban repair and ecological restoration design are carried out. From the perspective of people-oriented, on the basis of studying the comfortable construction of urban physical environment, human behavior and the characteristics of human needs, to tackle "urban diseases" and make up for "urban shortboard". China is building healthy cities through the above four strategies. Committed to the realization of a constantly developing natural and social environment, and can continue to expand social resources, so that people can enjoy life and give full play to their potential to support each other in the city.
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