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Database of Health Workforce Innovations

681
ID
681
Not given
Created
2020-08-28 10:58:16
Created by
Josh Goutte
Updated by
Josh Goutte
Update time
2020-08-28 10:58:16
All area hospitals were full to capacity, intensive care unit beds were unavailable, and patient wait times for emergency department care were 18 to 21 hours. Emergency department and intensive care unit congestion placed the entire emergency medical system of Houston in jeopardy.
Hospital capacity in the central city area was markedly impaired; capacity was reduced by approximately 1,700 beds, and emergency departments (EDs) were overflowing, with patients waiting up to 21 hours to be examined.
the Air Force deployed a 25-bed expeditionary medical support field hospital to Houston on June 13, 2001.
On June 14, the asset and a team of 87 people from the 59th Medical Wing at Wilford Hall Medical Center (WHMC) departed, establishing the 591st Expeditionary Medical Squadron (Deployed).

A medical director managed the physician staff and a nurse manager handled staffing and scheduling for the support staff. After it was determined that only 10% of our cases were pediatric, the pediatric providers were traded for an additional ED physician and an internal medicine provider. Case severity varied widely, from stubbed toes to full cardiac arrests (Tables I and II), and the ED was manned 24 hours per day by one ED physician and two additional providers. The total staff complement for each shift was approximately 25. The ED treated 100 to 140 patients per day (Fig. 1). We estimated that 175 patients in a 24-hour period would be the maximal load. This frenetic pace would require troop rotation on a 2-week basis.
The EMEDS+25 is designed to support deployment of 3,000 to 5,000 worldwide-qualified personnel
  • Solidarity staffing (eg deployments to/from other jurisdictions)
  • Other
  • Mental health services
  • Housing for front-line workers
  • Medical Imaging Workers
  • Medical Laboratory Technologists
  • Mental Health Workers
  • Military Health Workers
  • Nurse Practitioners*
  • Nurse Specialists*
  • Nurses - Licensed Practical
  • Nurses - Registered
  • Pharmacy Workers
  • Physical Therapists
  • Physicians - Emergency
  • Physicians - Intensive Care
  • Physicians - Primary/Family
  • Physicians - Specialists
  • Public Health Workers
From June 6 to 10, 2001, Tropical Storm Allison delivered 40 inches of rain to the city of Houston, Texas. Nine of the city's hospitals were closed or severely curtailed services as a result of the flooding.
  • Critical Care
  • Diagnostic Services
  • Emergency Medical Services
  • Hospitals
  • Public Health
  • Other
The DMAT is a lightly equipped, federally mobilized, disaster medical assistance team owned and controlled by FEMA. Different teams have different capabilities. The team with which we interacted was equipped to handle walk-in patients, providing definitiv
The military-oriented formulary was not appropriate for many of the diabetic, cardiac, pulmonary, psychotic, and other medical conditions we treated. Many of the needed drugs were obtained from the VA hospital. Summary of Major Problems 1. Our equipment
Research Intervention - outcome data available
D'Amore, A. R., & Hardin, C. K. (2005). Air Force expeditionary medical support unit at the Houston floods: use of a military model in civilian disaster response. Military medicine, 170(2), 103–108.
Col. Charles K. Hardin
Wilford Hall Medical Center
United States
USA
English
Published Literature

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