EmergencyResponsePlan.edited1.docx

Running head: EMERGENCY RESPONSE PLAN 1
EMERGENCY RESPONSE PLAN 4

Emergency Response Plan
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Emergency Response Plan
The emergency response plan is done to enable the employees or the faculty to be prepared for anything that might happen later. In this plan, we will create it based on the six components of ERP. First, there is communication which is an important aspect to consider. With communication, there are contacts that are made with agencies and helpful people in the society in case Mount Sinai Hospital finds themselves in a situation that is an emergency. They will be vital in assisting in emergency situations when they arise. Secondly, resources and assets are very vital as they help in a lengthy period of having resources. It enables the inventory to be on time in order to keep track of what is required and set aside resources to be used in the future or when an emergency will arise. Resources should be stored safely where they are not affected by weather and climate changes. There are temperatures and conditions that some of them need to store them in so that they can maintain their value and state. The hospital might have plans that can be able to sustain staff and patients when they are faced with any emergency. For example, in case of a natural disaster such as floods, earthquakes, and so on. The security measures such as having a story building where admitted patients will be admitted to other floors while the out-patients will be attended to on the ground floor. That in case of a flood, it will not carry major property and assets, and it can be able to safeguard the in-patients (Prezant et al. 2008).
Staff should know their responsibilities on how they should be able to participate in such acts. They should be able to maintain a close look at things to ensure they are safe and infrastructure are safe. At the time, an environment can cause much damage to resources and infrastructure at large. The damage should be able to ensure that there are ways of prevention. Before the staff knows their responsibility in ERP, they should be able to be encouraged, be aware, and be educated. At least once a week, they should be able to undergo sessions that can play a part in teaching them how to handle emergency situations. Every staff should be delegated roles so that when there is an emergency, they will know what to do.
Another element is the utilities, where there should be proper setting and order of utilities. For example, power, water, fuel systems, medical gas, and ventilation systems. When there is no ventilation, and Mount Sinai Hospital is located in a Populated area. There should be a clear understanding of what should take place to ensure that people are assisted well helped to be better and perform better in any field they will choose. There are some clinical activities and support that are helpful when there is a change in the environment. There should be ways in which environmental hygiene and sanitation are maintained at all times. Diseases such as cholera should not affect patients who are admitted. The environment should always be clean to ensure there is a good and stable operation. All the elements should be included in such a way that everyone attached to an organization plays a role. Patients, on the other hand, should be able to maintain a clean environment as they found it when they came for treatment and checkups. They also play a vital role in keeping the environment clean and safe to interact with it (Landrigan et al. 2004).

References
Landrigan, P. J., Lioy, P. J., Thurston, G., Berkowitz, G., Chen, L. C., Chillrud, S. N., … & NIEHS World Trade Center Working Group. (2004). Health and environmental consequences of the world trade center disaster. Environmental health perspectives, 112(6), 731-739.
Prezant, D. J., Levin, S., Kelly, K. J., & Aldrich, T. K. (2008). Upper and lower respiratory diseases after occupational and environmental disasters. Mount Sinai Journal of Medicine: A Journal of Translational and Personalized Medicine: A Journal of Translational and Personalized Medicine, 75(2), 89-100.