ALABAMA CRISIS STANDARDS OF CARE GUIDELINESMANAGING MODIFIED CARE PROTOCOLSAND THE ALLOCATION OF SCARCE MEDICAL RESOURCES
DURING A HEALTHCARE EMERGENCY

February 28, 2020

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ALABAMA CRISIS STANDARDS OF CARE GUIDELINES
Table of Contents
Definition
Introduction
PurposeMembers of the Alabama Crisis Standards of Care Guidelines Work Group
Background
Key Organizations
Healthcare Coalitions
Public HealthHospitals
Emergency Management Agencies
Emergency Medical Services
Regional Trauma System
Tiered Response in Alabama
Key Organizations’ Roles and Responsibilities
Alabama Health Care Provider Mutual Aid Compact
Guiding Principles and Ethical Considerations
Legal Principles
Licensure, Credentialing and Staffing Considerations
Description of Surge/Crisis Situations
Crisis Standards of Care Indicators and Triggers
Communications and Situational Awareness
Pre‐Hospital Protocols and Procedures
Clinical Protocols and Procedures
TriagePatient Transfer
Patient Evacuation
Patient Management
Enable Hospital Decompression
Emergency Department
Supplies and Equipment
Palliative Care
Fatality Management
Mental Illness, Substance Abuse, Intellectual Disabilities
Psychological Needs of the Public and Healthcare Staff
Adoption of the Crisis Standards of Care Guidelines
Annex 1 – Alabama Health Care Provider Mutual Aid Compact

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DEFINITION OF CRISIS STANDARDS OF CARE
Crisis Standards of Care (CSC) are defined as a substantial change in usual healthcare operations and thelevel of care possible to deliver due to severe shortages of critical resources causing the delivery system
to be overwhelmed. It is a medico‐legal term meaning the prudence and caution required of an individual
or organization which is operating with a duty of care to people under the care of the individual ororganization.
During times of crisis care, decisions and strategies involving patient care will be made at the healthcare
facility or agency level. This will require coordination and collaboration between providers and incident
managers to determine the best use of limited resources, and, to establish modifications of care if
necessary when patient care moves from Conventional and Contingency phases, into the Crisis phasewhen care needs exceed available resources. It is critical that this information be passed on to the
Healthcare Coalitions and the Alabama Department of Public Health and other response partners.
INTRODUCTION
The possibility of a mass casualty event in Alabama has been proven. On April 27, 2011 Alabama
experienced a tornado outbreak that ranks as one of the most severe storm systems to ever cross thesoutheastern United States. In Alabama alone there were 251 deaths attributed to the tornadoes. In
approximately 18 hours, Alabama experienced a staggering 62 tornadoes. The destruction was
catastrophic: entire communities and neighborhoods were leveled, schools and businesses destroyed,
over 23,000 homes damaged or destroyed, power outages affected more than 600,000 residents, andthousands of people were injured or hospitalized. One estimate is 4,000 to 5,000 people sought care atsome point after the storms. On a national level the April 27 outbreak was historic in terms of thenumber of storms, and their strength and scope. With a total of 202 confirmed tornadoes and 364
fatalities, April 27, 2011 set a new record for total tornadoes in a single day, surpassing the April 1974
“Super Outbreak”, which produced 147 tornadoes across the southeastern United States, and killed over
300 people in 24 hours. The risk of severe weather is one of Alabama’s highest ranking hazards, withthe primary threat in the spring, and the secondary threat in late fall into early winter. Alabama also hasa risk of hurricanes in the summer and fall; however, with early warning, ongoing mitigation activities,
evacuation planning, and the practice of “hide from the wind and run from the water”, mass casualties
from a hurricane should be significantly less than tornadoes.
All communities have an infectious disease outbreak threat and the true risk is unknown, but, it mustnot be neglected as we remember the H5N1 influenza pandemic planning in 2005‐06, the Ebola panic of2014 and the Zika outbreak of 2016. With terror attacks still occurring, the possibility of an active shooter
or an explosive event has shown that dozens of fatalities and perhaps hundreds of casualties can occur
in random and unannounced incidents.
In 2002, the Alabama Department of Public Health, Center for Emergency Preparedness (ADPH‐CEP)
received healthcare preparedness funding and immediately began implementing preparedness activities
outlined in the Department of Health and Human Services/ Health Resources Services Administration(HRSA) guidelines. A portion of the funding targeted biological preparedness. The threat of Biological,
Chemical and Radiological terrorism continues to be a concern following the attacks on September 11,
2001, and the Anthrax attack that occurred in October of the same year. Concurrently, healthcare
preparedness infrastructure development was underway, establishing Bioterrorism Preparedness Teams3

in each of the existing eleven public health areas. Teams were made up of a Bioterrorism Preparedness
Coordinator, a Surveillance Nurse, an Environmentalist and an Administrative Assistant.
The Healthcare Preparedness Program (HPP) continuously evolved in Alabama and in 2012 the elevenpublic health areas were used as the geographic boundaries of our Healthcare Coalitions (HCCs).
The development of the HCCs occurred over the first two years, a basic response Emergency Operations
Plan (EOP) was written, training was begun and exercises were held in 2015 and 2016. Following anassessment of the HCCs in 2016, it was determined that a set of Crisis Standards of Care Guidelines
should be written to provide guidance in the state for HCCs to follow. Over time each HCC will develop
a set of Crisis Standards of Care Guidelines specific to their needs.
PURPOSEThe purpose of this document is to provide guidance in the decision making process as well as modify
the delivery of healthcare services in disasters and other healthcare emergencies. Under routine
circumstances the usual “Standards of Care” apply to the regular events in normal healthcare. However,in disasters and public health emergencies, usual “Standards of Care” may not be possible, especially inextraordinary, emerging or evolving scarce resource situations. To this end, a multi‐disciplinarycommittee was convened in 2017 by ADPH‐CEP and the University of South Alabama, Center for Disaster
Healthcare Preparedness (USA‐CHDP), with the purpose of developing a fair, reasonable, transparent
and ethical set of guidelines to help the decision‐making process for allocating scarce resources in crisis
situations. It is important to recognize that situations of these types of emergencies will necessarily
require a shift in focus from individual patients to population outcomes.
MEMBERS OF THE ALABAMA CRISIS STANDARDS OF CARE GUIDELINES WORK GROUP
Jenille Ball
Krissy Blake
Ann Brantley
Dillon Bullard
Randy Causey
Glenn Davis
Tammy Farmer
Tom Geary
Lauren Gordon
Jan Hannah
Scott Harris
John Higginbotham
Ronda Hood
Danne Howard
Acquanetta Knight
Karen Landers
Julie LashAndrew LeeJohn Matson
Mary Mueller
Andy Mullins

Hospice of Montgomery
USA Children’s and Women’s Hospital
ADPH Center for Emergency Preparedness
ADPH, Asst. General Counsel
East Alabama Medical Center
University of Alabama EMS
Baptist Medical Center East
ADPH Asst. Health Officer/Regulatory (Retired)
Alabama Primary Healthcare Association
Shoals HospitalState Health Officer
North Alabama Healthcare Coalition (Deceased)
Helen Keller Hospital
Alabama Hospital Association
Alabama Department of Mental Health
ADPH Asst. Health Officer/Shoals District
Alabama Hospital Association
Air Evac Lifeteam
Alabama Nursing Home Association
Shelby Baptist Hospital
ADPH Center for Emergency Preparedness

Hospice
Nurse Manager
RN
Attorney
EM Preparedness
EMS
Nurse Manager ED
MD, GeriatricOperations Coordinator
Director ED
MD
MD, EM Preparedness
Dir. Cardiopulmonary, RT
Legislative Liaison
Dir. Policy and Planning
MD, Pediatrics
Grass Roots Coordinator
RN, Trauma/Pre‐hospital
Communications Director
Dir. Patient Services
Director
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Cindy Murphy
Travis Parker
Aaron Shinkle
Natalie Simpson
Douglas Tanner
Sylvia Thompson
David Wallace

Baptist Medical Center SouthRN, ED/Trauma/Critical
University of Alabama EMS
EMS
The Center for Pain
MD, Pain Management
Jack Hughston Memorial Hospital
Dir. Cardiopulmonary
Atmore Community Hospital
President
Baptist SouthRN, ED Manager
USA Center for Disaster Healthcare Preparedness Director

MEMBERS OF THE ALABAMA CRISIS STANDARDS OF CARE GUIDELINES WORK GROUP
Wendy Walters
UAB Hospital
LCSW, Ethics Committee
Elizabeth Williams
USA Center for Disaster Healthcare Preparedness Associate Director
Stephen Wilson
ADPH EMS
Director EMS
BACKGROUND
Alabama is the thirtieth‐largest state in the United States with 52,419 square miles of total area.
Alabama is bordered by the states of Tennessee to the north, Georgia to the east, Florida to the south,and Mississippi to the west. All of the Alabama HCCs that border a state have developed relationships
with healthcare systems and/or coalitions in those bordering states’ communities. Alabama hascoastline at the Gulf of Mexico, in the extreme southern edge of the state.
The state is classified as humid subtropical. The average annual temperature is 64 °F. Temperatures tend
to be warmer in the southern part of the state with its proximity to the Gulf of Mexico, while the northernparts of the state, especially in the Appalachian Mountains in the northeast, tend to be slightly cooler.
South Alabama reports many thunderstorms. The Gulf Coast, around Mobile Bay, averages between 70
and 80 days per year with thunder reported. This activity decreases somewhat further north in the state,
but even the far north of the state reports thunder on about 60 days per year. Occasionally,thunderstorms are severe with frequent lightning and large hail; the central and northern parts of thestate are most vulnerable to this type of storm. Alabama ranks ninth in the number of deaths fromlightning and tenth in the number of deaths from lightning strikes per capita. Alabama, along with
Oklahoma, has the most reported EF5 tornadoes of any state, according to statistics from the National
Climatic Data Center for the period January 1, 1950, to June 2013. Several long‐tracked F5/EF5 tornadoes
have contributed to Alabama reporting more tornado fatalities than any other state. Based on this data
and related extreme weather potential, as well as a recent history of significant infectious disease events(2009 HIN1), the likelihood of a mass casualty situation stressing the healthcare system is undeniable.
KEY ORGANIZATIONS
Healthcare Coalitions
From July 1, 2012 through October 1, 2017, Alabama had eleven (11) Healthcare Coalitions (HCCs). The
formation and development of HCCs occurred over this five‐year period, building a solid foundation for
the realignment and transition to eight HCCs in Alabama. As of October 1, 2017, the geographicalboundaries of the HCCs changed to match the new Alabama Department of Public Health Districts. In
January of 2018 the Northern Coalition was divided into two, Shoals in the west and North Alabama inthe east, creating nine HCCs. The map below depicts the location and size of each coalition, with Mobile
and Jefferson still a single county HCC, and the other seven as multi‐county HCCs.

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Public Health
The Alabama Department of Public Health plays a key role in healthcare preparedness, carrying out bothpublic health and healthcare coalition responsibilities. There is an Emergency Preparedness (EP)Coordinator in each Public Health District. Public Health staff members also take on the roles of
Healthcare Coalition Coordinator and Healthcare Coalition AIMS Coordinator. The model in Alabama isthe Healthcare Coalitions support all ESF 8 activities during emergency response.

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Hospitals
During the 2016‐17 Hospital Preparedness Program (HPP) Project‐year, the nine multi‐county HCCs
began the transition of moving some counties into a different HCC by inviting future HCC members tomeetings and trainings. The membership of the seven multi‐county HCCs has increased because there
are fewer HCCs; and, having more counties should result in a greater resource pool for all members toshare. As of June 2019: North Alabama HCC has 6 counties; 15 hospitals
 Shoals HCC has 6 counties; 9 hospitals
 The Northeastern HCC has 11 counties; 16 hospitals; one county does not have ahospital The West Central HCC has 11 counties;15 hospitals; two counties do not have ahospital The East Central HCC has 11 counties; 18 hospitals; two counties do not have ahospital The Southwestern HCC has 10 counties; 15 hospitals
 The Southeastern HCC has 10 counties; 16 hospitals; one county does not have ahospital The Jefferson HCC is Jefferson County alone; 14 hospitals
 The Mobile HCC is Mobile County alone; 7 hospitals
Hospitals play a significant role in disaster response. Each is a member of their Healthcare Coalitionand participates regularly in preparedness, planning, training and exercise activities. Additionally, eachhas a history of excellent response during disasters providing outstanding patient care during patient
surges and times of crisis.
Emergency Management Agencies
There are 67 County Emergency Management Agency (EMA) offices – one for each county, as well as the
Poarch Band of the Creek Indians in Atmore. County EMAs are assigned to one of 6 EMA Divisions, with
the Divisions ranging from 8 to 12 counties each depending on county size, population, etc. The Alabama
Emergency Management Agency is located in Clanton, Alabama.
Emergency Medical Services
As of June 2019 there are approximately 334 ground Emergency Medical Service (EMS) Agencies in
Alabama with 232 transport and 102 non‐transport services. Approximately 11,600 EMS providers are
currently licensed and active under the Alabama Department of Public Health/Office of EMS. There arealso over 20 air medical services covering the state of Alabama.
Regional Trauma System
Alabama Trauma Regions' Plans were developed in the same format to ensure consistency andcompliance with Alabama Trauma and Health System legislation. In addition, the trauma plans include
all currently approved Trauma and Health System Rules. The differences relate to the Regional Advisory
Council membership and the secondary triage times.
Out‐of‐state hospitals requesting to be a designated hospital in the Alabama Trauma and Health System
will follow the same process as outlined in 420‐2‐2‐.03. Out‐of‐state hospitals will be required to meetthe same standards as Alabama hospitals and follow the same survey and reporting processes.
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TIERED RESPONSE IN ALABAMA
There is a 6‐tiered response system in place in Alabama.

The decision process for the allocation of scarce resources starts with the individual healthcare
facilities (Tier 1) at the bottom of the tiered response chart and moves up as the event escalates. It is
expected that crisis conditions will be experienced primarily by hospitals. How high up the chart the
response moves will be dependent on the level of assistance and resources required to resolve thesituation. For example, if multiple hospitals in a district, or hospitals in multiple districts are affected,
then a state‐wide response will be required. A listing of key organizations’ roles and responsibilities
during disasters, indicated below, will help to clarify what organizations makes these decisions. ateach tier.

KEY ORGANIZATIONS’ ROLES AND RESPONSIBILITIES:
Health Care Facilities Role: Acute patient care
 Implement surge plans including crisis care plans Implement facility, and participate in, HCC coordination activities, as required Coordinate information and resource management with other facilities in the district through the HCC
 Provide situational awareness and essential elements of information to HCCs

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Local Public Health Role: Lead agency for public health emergencies
 Determine jurisdictional public health activities/interventions (ESF 8) and coordinate efforts throughHCC partners – especially hospitals and EMS
 Provide health‐related community communications during disasters in coordination with local EMA andHCC utilizing AIMS and other means of redundant communication
 Support alternate care sites as appropriate
 Communicate health alerts and other information to partner agencies
 Provide community based interventions (e.g., prophylaxis or vaccination) as needed.
 Determine need for social distancing and other community infection control measures
 Other duties as necessary
Medical Response Unit/First Responders Role: First response First healthcare personnel on scene to assess and report on the situation
 Provide initial triage and care and help determine what additional resources may be needed Support and assist arriving ambulance personnel on scene

Local EMS Agency Role: Emergency response and patient transport
 Coordinate patient destination hospitals to the degree possible to avoid overloading a single facility
 Develop policies for crisis care situations.
 Interface with local hospitals and HCCs members as necessary to share information/status.
 Adjust response and transport guidelines to reflect the situation at the hospital (e.g., if all hospitals
overwhelmed may recommend self‐transport to clinic for non‐emergent problems)

Local Emergency Management Role: Local lead for incident support
 Process local resource requests locally Coordinate on ESF 8 related resource requests with local public health, HCCs and collaborate with otherESFs
 Facilitate local declarations of emergency
 Facilitate suspension of ordinances/rules as required to support response Provide incident information/common operating picture to local and state agencies
Regional Health Care Coalitions (HCCs) Role: Regional coordination of health/medical response Information sharing/situational awareness for facilities within the coalition, other coalitions, key
organizations, and ADPH
 Serve as a resource for subject matter expertise Coordination of activities between public health, hospitals, EMS, emergency management, other HCC
members, and other HCCs
 Provide/develop regional policies for disaster response/crisis care Assist with the management of resources between hospitals and other healthcare facilities in the HCC
 Assist with the coordination of consistent patient care within the region
 Assist with patient transfer coordination
 Coordinate with ADPH CEP
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Regional EMS Programs Role: Regional coordination EMS response Participates in information sharing between EMS, HCC, hospital, emergency management and local,
regional and state emergency operations centers Assist in coordination of EMS resources and emergency management in collaboration with the State,
Regional or Local Emergency Operations Centers May provide or develop regional procedures for EMS disaster response Coordinates with ATCC
Director, Center for Emergency Preparedness (CEP), ADPH Role: Guides ADPH emergency preparedness andresponse efforts
 Coordinates ADPH response; may be given authority by the Health Officer to activate CSC Framework
components
 Key liaison to HCCs in the State Key liaison to State Emergency Management Agency.

Alabama Hospital Association (ALAHA) Role: Health care facility communication & regulations
 Assist in communications and information sharing with hospitals and health care facilities across thestate Communicate suspension of selected regulatory statutes/rules to facilitate crisis care activities during
declared disaster Facilitate sharing of resources
 Communicate facilities’ situational awareness to HCCs/ADPH via AIMS and other appropriate methods

Office of Emergency Medical Services (OEMS) ADPH Role: State lead agency for EMS disaster issues
 Support hospitals by regional and state level coordination of EMS surge capacity implementation
 Coordinate overall activities of local EMS agencies within the state during disasters Request inter‐state (EMAC) or federal (i.e., Federal Ambulance Contract) resources
 Communicate suspension of selected regulatory statutes/rules to facilitate crisis care activities during
declared disaster Provide support to HCCs’ response through regional EMS system program personnel
 Support local EMS medical directors by providing guidance on patient care guideline development.

Regional Trauma System, Alabama Trauma Communications Center (ATCC) Role: Coordinate the distributionof trauma patients thru a two tiered triage process Determine if patients are entered into the trauma system Determine what level of trauma hospital patients should be taken to Coordinate with 9‐1‐1, EMS, ambulances, and other health care resources Support HCC information exchange, resource requests, and policy development

Alabama Emergency Management Agency, (AEMA) Role: State lead for incident coordination
 State level coordination of overall disaster response/recovery
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Serve as point of contact for resource requests
Request State declaration of emergency
Recommend and request a Federal Disaster Declaration request to governor

Alabama Department of Public Health (ADPH) Role: State lead agency for health‐related issues
 Facilitate health care resource requests to state/inter‐state/federal partners.
 Request State Disaster or Public Health Emergency Proclamations and governor’s emergency orders as
required to support a response.
 Request CMS 1135 waivers as required during response to allow patient billing when usual conditions
cannot be met.
 Provide, develop and/or modify clinical guidelines or recommendations based on information from the
CDC, US Public Health Service, and any other specialty groups as necessary for a specific event.
 Support HCC information exchange, resource requests, and policy development.

Governor, State of Alabama Role: Oversee response and ensure coordination among relevant state agencies
 Approves State disaster proclamation requests
 Issues emergency proclamations and specific emergency orders to address incident specific issues
 Ultimate authority for State response Requests Federal Emergency or Disaster Declaration

ALABAMA HEALTH CARE PROVIDER MUTUAL AID COMPACT
The Alabama Health Care Provider Mutual Aid Compact is a non‐binding agreement which outlines
details for sharing resources, including staff, between healthcare facilities during/after disaster events,
or, serving as an indicator for the implementation of Crisis Standards of Care when enacted. The use ofthis compact will facilitate the sharing of resources in austere situations (See Annex 1).
GUIDING PRINCIPLES AND ETHICAL CONSIDERATIONS
Widespread public health emergencies raise ethical challenges for healthcare professionals andinstitutions at every level. In these situations, the primary duty is to protect the health and welfare of
the community, not that of the individual. During a public health emergency with the threat of highmorbidity and mortality, demands exceeding capacity for care may result in a situation where theultimate clinical goal is to do the greatest good for the greatest number of people. Optimal or normal
services may not be available during times of disaster. In a large scale emergency, healthcare may becompromised in the short term and unable to deliver services consistent with established standards ofcare. Therefore, it is essential to identify, plan and prepare for making necessary adjustments in medicalcare standards to ensure that the care provided in response to a mass casualty event results in as many
lives saved as possible.
Medical care standards will shift based on the recognition of numerous indicators. These indicators
include a large sudden or sustained influx of patients, a shortage of staff, a reduction of supplies,
equipment and materials, and a loss of infrastructure to adequately and safely care for patients. In
sustained events, a healthcare facility’s or system’s business continuity will become a significant
challenge, as well. Healthcare providers must adhere to ethical principles during crisis periods as they do
12during ordinary care circumstances. Crisis conditions force uncomfortable choices for practitioners in
the allocation and/or use of scarce materials and supplies; however, this should not lead to ignoring ethicalpractice. Healthcare personnel are always obligated to provide the best care they can under given
circumstances, follow sensible triage decisions based on his/her sound clinical judgment and avoid triage
decisions based on factors that are not fair and equitable.
The following principles are recommended to guide decision makers through public health emergency
planning and response:
Protection of the Public from Harm
A foundational principle of public health ethics is the obligation to protect the public from serious harm.
This principle requires that citizens comply with imposed restrictions to ensure the public’s health and/or
safety. To protect the public from harm, hospitals, for example, may be required to restrict public accessto service areas, impose infectious control practices such as masks or quarantine, limit visitors, and/or,
limit the availability of some services such as elective surgeries to conserve resources or better utilize
staff or facilities.
Respect for Human Dignity
The most fundamental of these principles is the obligation to respect human dignity. For this reason,
formal state and facility emergency operations plans and triage guidelines must be clear to everyone
they affect. Every person has inherent dignity and intrinsic moral worth, regardless of age, race, gender,
creed, socio‐economic status, functional ability or any other characteristic. All people deserve equal
respect, and with this in mind, the allocation of care cannot discriminate based on anything that is notdirectly relevant to the eligibility of individuals to receive care.
Duty to Plan
Healthcare systems have a responsibility to plan for an event that may result in a forced initiation of
Crisis Standards of Care. The plan must address the allocation of scarce resources during times of highmorbidity and/or mortality. Planning is necessary and vital in preparation and response. Planning, tomaximize prudent use of scarce resources, should include preexisting agreements among facilities toshare these resources when possible. Adoption of the Alabama Disaster Mutual Aid Compact by healthcare facilities provides a framework for sharing of resources among these entities.
Duty to Provide Care
Healthcare professionals and organizations have unique responsibilities in providing care during an eventwith high morbidity and/or mortality. Their primary duty is to give the best care to the most patients.
In times of scarce resources, it is understood that all patients may not be cared for equally; however,other treatments should be provided to the best of the professionals’ ability, according to prudent usageof resources. At a minimum, all patients will receive palliative care.
Reciprocity
During a Public Health emergency healthcare professional and non‐professional staff should have clearly
defined duties with established, clear lines of authority, a fair allocation of schedules and all appropriate
worker protections available. The implementation of Alabama’s plan must be coordinated across entire
communities and across the state. Patients deserve equal access to care. Cooperative agreements
between providers and communities should be in place to help minimize shortages and minimize any
13system‐wide inequalities in access to care and resources. Adoption of the Alabama Health Care Provider
Mutual Aid Compact by health care facilities provides a framework for as fair and equitable response as
possible.
Stewardship of Resources
Due to an unavoidable scarcity of resources that could occur in a Public Health emergency, patients andphysicians will not be able to request every possible treatment as they typically would. When resources
become scarce, healthcare professionals and facilities must use and manage the remaining limited
resources responsibly. Allocation guidelines and triage plans must reflect the goals of preventing the
spread of disease and preserving the greatest number of lives possible, while best allocating resources.
To maximize effective use of scarce resources there should be obvious clinical evidence showing thatusing a particular resource could be effective. When an extreme disaster overwhelms healthcare
resources, priority should be given to patients whose lives would most likely be saved and patients
whose outcomes would most likely improve. Those patients should be given priority over patients who
would likely die even with treatment and patients who would likely survive without treatment.
Communication/Education of the Public
Decisions regarding triage and allocation must be participatory, community values‐based andtransparent to the public. Since these guidelines are an alteration from the normal standard, there is a
responsibility to justify and explain these alterations to the public. Moreover, public and professional
cooperation are essential to an effective response. Communicating through forums, continuing
education and collaborative input in advance of a public health emergency is a prerequisite toimplementation.
Trust
Trust is an essential component in the relationships between clinician and patient, staff and, the publicand healthcare providers, as well as among organizations within a healthcare system. In a healthcare
crisis, citizens may perceive the change in public health measures as a betrayal of trust, or abandonment
at a time of greatest need when access to needed care is restricted or denied. Decision‐makers will beconfronted with the challenge of maintaining the community’s trust while at the same time providing
care during an event of high morbidity and mortality, patient surges, and scarce resources. Transparency
in decision making is essential in building and maintaining trust.
EquityThe principle of equity states that, if all things are equal, all patients have an equal claim to receive needed
healthcare. During disaster response, however, difficult decisions will need to be made about which
health services to provide and which to restrict due to the extraordinary circumstances caused bydisaster.
Solidarity
This principle suggests that disaster response is distributed equally across the HCC and perhaps theentire healthcare system of Alabama so that triage and care processes are as comparable and fair as
possible.

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Individual Liberties
Individual liberty is an essential value in healthcare practice under the principle of respect for a citizen’s
freedoms and rights. Under usual circumstances, healthcare providers balance a respect for individual
freedoms and rights with a duty to protect patients from harm. In a Public Health emergency, however,restrictions to individual freedoms and rights may be necessary to protect the public from serious
harm. Patients, staff, and members of the public may be affected by such restrictions.
Privacy
Individuals have a right to privacy in healthcare; however, in a Public Healthcare disaster, it may benecessary to override this right to protect the public from serious harm. A proportionate response to theneed for private information requires that it be released only if there are no less intrusive means toprotect public health.
LEGAL PRINCIPLES
Emergency Proclamations and Liability Protection
Health care professionals and institutions should consult with their respective legal counsel on specificquestions, situations, and concerns they may encounter during a public health emergency.
Legal standards of care are defined by this document as the care and skill that a healthcare practitioner
or facility must exercise in particular circumstances based on what a reasonable and prudent practitioner
or facility, in the same general neighborhood and in the same general line of practice, would do in similar
circumstances. During proclaimed states of emergency, however, the legal environment changes.
Emergency proclamations activate an array of non‐traditional powers designed to facilitate response
efforts through both public and private sectors. Pursuant to the Alabama Emergency Management Act1
Code of Alabama Title 31 Chapter 9 Section 31‐9‐8 Emergency powers of the Governor, the Governor
may: (1) mobilize central commands and infrastructures; (2) encourage response efforts by limiting
liability; (3) authorize interstate recognition of healthcare licenses and certifications; (4) allocate
healthcare personnel and resources; and (5) alter medical standards of care and scope of practice. The
extent of legal powers used by the Governor during emergencies, however, depends on the type of
emergency declared.
1.
Proclamations of Emergency
Pursuant to the Alabama Emergency Management Act (the Act),2 the Governor may declare a state of
emergency or a public health emergency under certain circumstances. A “State of Emergency” is defined
as: When the Governor duly proclaims the existence of conditions of disaster or of extreme peril to thesafety of persons and property within the state caused by fire, flood, storm, epidemic, technological
failure or accident, riot, drought, sudden and severe energy shortage, plant or animal infestation ordisease, earthquake, explosion, terrorism, or man‐made disaster, or other conditions, other thanconditions resulting from a labor controversy or conditions causing a state of war emergency, which, by
reason of their magnitude, are or are likely to be beyond the control of the services, personnel,
equipment, and facilities of any single county, city and county, or city and require the combined forces

1

ALA. CODE § 31-9-1 (1975).
ALA. CODE § 31-9-1 (1975).

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of a mutual aid region or regions to combat, or energy shortage requires extraordinary measures beyond
the authority vested in the Alabama Public Service Commission.3“State Public Health Emergency” is defined as an occurrence or imminent threat of an illness or healthcondition that does all of the following:
A. Is believed to be caused by any of the following:
1. Bioterrorism
2. The appearance of a novel or previously controlled or eradicated infectious agent or
biological toxin
3. A natural disaster4. A chemical attack or accidental release
5. A nuclear or radiological attack or accident
B. Poses a high probability of any of the following harms:
1. A large number of deaths in the affected population
2. A large number of serious or long‐term disabilities in the affected population
3. Widespread exposure to an infectious or toxic agent that poses a significant risk of
substantial future harm to a large number of people in the affected population 4
Emergency declarations trigger an array of non‐traditional powers designed to facilitate response efforts
through both public and private sectors. Such powers may include altering standards of care orsuspending
licensure requirements for healthcare professionals.52.
a.

Immunity and Other Protections
State Liability Protection(1). The Alabama Emergency Management Act
The Emergency Management Act also provides immunity from civil liability for individuals andorganizations carrying out emergency management activities or activities relating to emergency
management under the Act, except for cases of willful misconduct, gross negligence, or bad faith.6
Although this provision has not been interpreted by the Alabama courts, a plain reading of the provisionshows the “above‐described grant of immunity . . . is not limited to declared emergencies, but extends
to all emergency management activities, except cases of willful misconduct, gross negligence, or badfaith.”7(2). The Alabama Volunteer Service Act8
Additionally, the Alabama Volunteer Service Act provides immunity from civil liability to any volunteer
acting in good faith and within the scope of such volunteer’s official duties for a nonprofit organization,
3

ALA. CODE § 31-9-3(5) (1975).
ALA. CODE § 31-9-3(4) (1975).
5
ALA. CODE §§ 31-9-6(1), 31-9-8(a)(5) (1975).
6
ALA. CODE § 31-9-16(b) (1975).
7
Ala. Att’y Gen. Op. No. 2006-010 (Oct. 25, 2005).
8
ALA. CODE § 6-5-336 (1975).
4

16

nonprofit corporation, hospital, or a governmental entity.9 For purposes of the Volunteer Service Act,
“volunteer” is defined as “a person performing services for a nonprofit organization, a nonprofit
corporation, a hospital, or a governmental entity without compensation, other than reimbursement for
actual expenses incurred. The term includes a volunteer serving as a director, officer, trustee, or direct
services volunteer.”10b.

Federal Liability Protection(1). Federal Volunteer Protection Act11
The federal Volunteer Protection Act protects volunteers working for a nonprofit organization or
governmental entity from liability, so long as the volunteer does not receive compensation other than
the reimbursement of actual expenses and is acting within the course and scope of his or her
responsibility in compliance with state laws. The protection provided under this Act does not apply toharm caused by willful or criminal misconduct, gross negligence, reckless misconduct, or a conscious,
flagrant indifference to the rights and safety of the individual harmed by the volunteer.
(2). Public Readiness and Emergency Preparedness (PREP) Act12
The PREP Act authorizes the Secretary of the Department of Health and Human Services (HHS) to issue
a declaration that provides immunity from tort liability for claims of loss caused by countermeasures13
against diseases or other threats of public health emergencies. The immunity provided by a PREP Act
declaration applies to the development, manufacture, testing, distribution, administration, and use ofcountermeasures and only applies to those covered entities specified in the declaration. Covered entities
may, at the Secretary’s discretion, include manufacturers, distributers, and qualified persons whoprescribe, administer, or dispense countermeasures.14(3). 1135 Waivers
When the President declares a major disaster or an emergency under the Stafford Act or an emergency
under the National Emergencies Act and the HHS Secretary declares a public health emergency, the HHS
Secretary may waive or modify certain requirements under section 1135 of the Social Security Act.15 At
the discretion of the HHS Secretary, a waiver or modification of requirements may be made retroactive
to the beginning of the emergency or any subsequent date within the emergency period as specified by
the Secretary.16
ALA. CODE § 6-5-336(d) (1975).
ALA. CODE § 6-5-336(c) (1975).
11
42 USC § § 14501 – 145105.
12
Pub. L. No. 109-148. Codified in the Public Health Service Act at 42 USC § § 247d-6d, 247d-6e.
13Countermeasures can include vaccines, drugs, or medical devices to be used against chemical, biological, radiological, andnuclear (CBRN) agents of terrorism, epidemics, and pandemics. 42 USC § 247d-6d(i)(1).
1442 USC § 247d-6d(i)(2).
14
Ala. Code § 31‐9‐1 (1975).
15
Pub. L. No. 104-191. 110 Stat. 56 (1996)
16
Treatment includes the coordination and management of health care and related services by one or more health careproviders, consultation between providers, and the referral of patients for treatment. 45 CFR § 164.501.
17
45 CFR § § 164.502(a)(1)(ii), 164.506(c).
1845 CFR § 164.512(j).
19
45 CFR § 164.510(b).
20
45 CFR § 164.520.
21
45 CFR § 164.522(a).
2245 CFF §164.522(b).
9

10

17

For purposes of Medicaid, Medicare, and CHIP reimbursement only, the Secretary is authorized to waive
or modify the requirement that physicians and other health care professionals hold licenses in the Statein which they provide services, if they have a license from another State and are not affirmatively barredfrom practice in that State or any State in the emergency area.14(3a). Health Insurance Portability and Accountability Act (HIPAA)15
Under the Privacy Rule, covered entities may disclose, without a patient’s authorization, protected
health information about a patient as necessary to treat16 the patient or to treat a different patient.17
The Privacy Rule also permits health care providers to share patient information with anyone as
necessary to prevent or lessen a serious and imminent threat to the health and safety of a person or the
public consistent with applicable law and the provider’s standards of ethical conduct.18
Although the HIPAA Privacy Rule is not suspended during a state of emergency or a public healthemergency, the Secretary of HHS may waive certain provisions of the Privacy Rule, if the President
declares an emergency or disaster and the Secretary declares a public health emergency.22 Those
provisions include: (1) the requirements to obtain a patient’s consent before speaking with family
members or friends involved in the patient’s care19; (2) the requirement to distribute a notice of privacy
practices20; (3) the patient’s right to request privacy restrictions21; and (4) the patient’s right to request
confidential communications.22(3b). Emergency Medical Treatment and Active Labor Act (EMTALA)
In a declared emergency, the HHS Secretary may waive sanctions under EMTALA for (1) a transfer of anindividual, who has not been stabilized, if the transfer is necessitated by the circumstances of thedeclared emergency or (2) for the redirection or relocation of an individual to receive a medical screening
pursuant to an appropriate State emergency preparedness plan.
A waiver of EMTALA sanctions is effective only if actions under the waiver do not discriminate on thebasis of a patient’s source of payment or ability to pay. EMTALA waivers are also subject to special time
limits. Waivers of EMTALA that do not involve a pandemic disease are effective for 72 hours, which
begins at the implementation of a hospital disaster protocol. A waiver of EMTALA in connection with an
emergency involving a pandemic disease is effective until the termination of the pandemic related publichealth emergency.
LICENSURE, CREDENTIALING AND STAFFING CONSIDERATIONS
Two state documents outline the requirements and process for hospital medical staff to work in Alabama
hospitals during normal and emergency conditions. Alabama Administrative Code Chapter 420‐5‐7 on
Licensure and Certification of Hospitals and the Alabama Health Care Provider Mutual Aid Compact coverlicensing and credentialing of staff for normal and emergency situations when crisis standards of careapply.
The Alabama State Board of Health, Division of Licensure and Certification Administrative Code, Chapter
420‐5‐7 on Hospitals specifies the requirements for physician and nursing staff working in Alabama
hospitals. Section 420‐5‐7‐.06 Personnel (1) indicates that personnel records shall include information
on registration or licensure if applicable. Section 420‐5‐7‐.09 Medical Staff (1) requires that the hospital
have an organized medical staff operating under bylaws approved by the governing authority. Section(2) (b) specifies that the medical staff shall examine the credentials of candidates for medical staff
18

membership and make recommendations to the governing authority on the appointment of candidates.
Similarly, Section 420‐5‐7‐.11 Nursing Services (3) (b) states that “The nursing service shall have aprocedure to ensure that hospital nursing personnel for whom licensure is required have valid andcurrent licensure”. Section 420‐5‐7‐.27 Emergency Preparedness requires hospitals to develop andimplement a comprehensive plan including (1) (i) Identification, availability and notification of personnel
that are needed to implement and carry out the hospital’s emergency plans. These requirements would
also apply in situations where facilities are sharing staff and as such the facility receiving staff would
need to follow its internal policies already in place.
This process is also specified in the Alabama Health Care Provider Mutual Aid Compact language related
to the temporary credentialing of medical personnel in Section 3.00 Personnel, 3.2 Credentialing of
Practitioners and Licensed Independent Practitioners, 3.4 Receiving of Assisting Personnel, and 3.8 Non‐
Employed Medical Staff. In emergency situations where staff shortages become a critical factor, facilities
should adhere to existing credentialing protocol if possible. When circumstances prohibit this, facilities
should have an emergency credentialing policy in place. Facilities accredited through the Joint
Commission are referred to the “Utilization of Volunteers in Disasters “Standards. EM.02.02.13 titled“Volunteer Licensed Independent Practitioner” and EM.02.02.15, titled “Volunteer Practitioner” which
outline what is required for compliance.
In addition, several Federal programs could become relevant during situations of staff shortages. The
Emergency System for Advance Registration of Volunteer Health Professional (ESAR‐VHP) isadministered by the DHHS through ASPR to support states in establishing standardized volunteer
registration programs for disasters and public health and medical emergencies. This program isadministered at the state level through Alabama Responds which verifies health professionals’
identification and credentials so they can respond more quickly. These volunteers’ identities, licenses,
credentials, accreditations and hospital privileges are all verified in advance. Disaster Medical AssistanceTeams (DMAT) could also be called upon in the event of a crucial need for medical staff. These teams
are a component of the National Disaster Medical System (NDMS). The Medical Reserve Corps (MRC) isa nationwide network of community based groups of medical and non‐medical volunteers. In Alabama,
ADPH‐CEP also administers MRC units which identify, credential, train, and prepare volunteers at the
local level in advance of emergencies.
Finally in the event of an emergency resulting in a presidential disaster declaration pursuant to the
National Emergencies Act or the Stafford Act and a Public Health Emergency declared by the Secretaryof DHHS, state and local officials and individual facilities may request a section 1135 waiver of the CMS
requirement that physicians and other health care professionals hold licenses in the State if they have alicense from another State and are not affirmatively barred from practicing in that State or any otherState in the emergency area. The waiver is for purposes of Medicare, Medicaid and CHIP reimbursement
only.
DESCRIPTION OF SURGE/CRISIS SITUATIONSConventional capacity is defined as the use of space, staff, and supplies that is consistent withdaily practices within the healthcare facility. These space, staff, supplies and practices are used during amajor mass casualty incident that triggers activation of the facility emergency operations plan.

19

Contingency capacity is defined as the use of space, staff and supplies that is not consistent withdaily practices, but provides care that is functionally equivalent to usual patient care practices. These
spaces, staff, supplies or practices may be used temporarily during a major casualty incident or during adisaster when the demands of the incident exceeds or nearly exceeds facility and/or community resources.
Crisis capacity is defined as adaptive space, staff, and supplies that are not consistent with usual
standards of care, but provide sufficient care during a catastrophic disaster to provide the best possible
care to patients given the circumstances and resources that are available. Crisis capacity activation
constitutes a significant adjustment to standards of care and are forced changes.
CRISIS STANDARDS OF CARE INDICATORS AND TRIGGERS

It is recognized that facilities within an affected region would not all reach the point of implementationof Crisis Standards of Care at the same time. The common indicators below are predictive of
approaching circumstances which may force the implementation of Crisis Standards of Care. Thisdecision is made by each institution once the following indicators are observed and triggers are met,or, facility management determines that conditions justify implementation.
Common Indicators for Crisis Standards of Care – Examples: Situation is causing individual healthcare organizations to consider initiation of surge protocols
 Healthcare facilities are maximizing surge capacity at their facility and throughout the HCC
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








HCC members are working together to utilize/maximize available resources including the use of
the Alabama Healthcare Provider Mutual Aid Compact and other sharing arrangements
HCC members are working together to avoid the non‐critical use of scarce resources
Healthcare facilities are considering/initiating postponing elective medical and surgicalprocedures
Healthcare facilities are using appropriate resources to facilitate the discharge of inpatients
HCC members are making every effort to secure additional resources to limit impact of thesituation
Healthcare facilities have placed additional staff on stand‐by
HCC members are using AIMS to monitor facilities’ and HCC status related to resource
availability
HCC members are collecting and responding to the Essential Elements of Information

Healthcare Facility Triggers for Crisis Standards – Examples: Surge capacity is fully employed within the facility and HCC
 Resources and/or infrastructure needs cannot be met locally or by HCC
 Facility is unsafe or closed Critical infrastructure lacking (power, water, etc.)
 Unavailability of PPE, if required Non‐patient care areas used for patient care Trained staff unavailable or unable to care for the volume of patients
 Critical supplies lacking (e.g. ventilator, oxygen, IV fluids or blood products)
 Attempts at conservation, reutilization, adaptation, and substitution have been maximized
 Patient transfer not possible or sufficient Lack of security to maintain safety of healthcare providers and patients
 Inadequate staff support
 Mutual Aid Compacts unable to provide resources needed District HCC unable to provide resources needed An institutional committee reviewed the situation and recommends implementation of Crisis
Standards
Statewide Triggers of Crisis Standards of Care – Examples
The decision to implement the Crisis Standards of Care guidelines should be based upon an assessmentof the degree of the disaster and the healthcare system’s capacity and capability, in conjunction with aGovernor ordered State of Emergency. Specifically, Crisis Standards of Care may be initiated only aftersome or all of the following conditions have been met:
 Initiation of NDMS and National Mutual Aid/Resource Management
 Statewide, healthcare facilities’ and/or healthcare system surge capacity has been fully
maximized and every available effort to secure additional resources has been made
 ADPH CEP EOC has been activated and is receiving numerous calls to assist with patient transfers
beyond the capability of Healthcare Coalitions
 Facilities have requested resources and infrastructure assistance; Alabama Health Care Provider
Mutual Aid Compacts have been activated Facilities are practicing resource conservation, reutilization, adaption, and substitution to thegreatest extent possible
21








Facilities have identified critically limited resources
Facilities have identified critical infrastructure limitations
Healthcare Coalitions have exhausted their resources and ability to respond
A designated committee of medical leaders has requested the implementation of Crisis Standardsof CareA Proclamation of Emergency is issued by the Governor
A State of Emergency is declared by the President of the United States

COMMUNICATIONS AND SITUATIONAL AWARENESS
Open communication between healthcare facilities is crucial for an effective response during publichealth emergencies. Situational awareness and effective communication will be crucial in determining
when circumstances meet the threshold justifying the implementation of emergency proclamations andcrisis standards. Ongoing communication among hospitals and the District Healthcare Coalitions will be
important for a prompt and efficient response to disaster situations. Hospitals, and other HCC members
as appropriate, will provide ongoing status reports on bed availability, staffing, systems and other key
factors thru the Alabama Incident Management System (AIMS), the state’s Public Health and Healthcare
Coalitions’ emergency response situational awareness tool. AIMS will allow coalitions, their members,
and ADPH‐CEP staff to monitor facility status and help coordinate sharing of resources. Additionally,
AIMS reporting forms can be customized for HCCs and/or the State to monitor indicators at healthcare
facilities. This list will be routinely completed indicating which triggers have been met and which not,providing an overview at local, district (HCC) and state levels. The use of AIMS will also provide a method
to document information related to the event and serve as an indicator that implementation of crisis
standards may be needed.
PRE‐HOSPITAL PROTOCOLS AND PROCEDURES
The EMS system will have a crucial response role during a public health disaster. Protocols and standards
may need to be adapted to deal with the most extreme situations. Under Alabama EMS Patient Care
Protocol, Ninth Edition, Sec 5.01, January 2018; When the Governor proclaims a state of emergency, the
ADPH Office of Emergency Medical Services (OEMS) will activate a protocol to provide authorization for
the adjustment in prehospital standards of care. Depending upon the Governor’s proclamation or theState Health Officer’s declaration, ADPH OEMS may activate a protocol statewide or at a regional or local
level.
During an emergency, Alabama EMS providers are the critical link between the incident scene andmedical care at healthcare facilities. EMS provides crucial continuity of care from initial patient contact,assessment and primary triage through transport to the receiving facility for definitive medical care. EMS
providers also provide a valuable resource of knowledge and expertise during medical surge and a Crisis
Standard of Care plan implementation. This section will discuss the Emergency Medical Services (EMS)
during a catastrophic event.
The Alabama Office of EMS, under the Alabama Department of Public Health, will maintain authority
over the EMS Providers and Emergency Medical Provider Services (EMPS) during a disaster. In Alabama,
EMPS is made up of a system of public, private, and volunteer EMS providers. They are all regulated andlicensed by the State with Regional EMS oversight. Emergency Medical Dispatchers (EMDs) can collect22

and assess caller information to determine response priorities, dispatch appropriate EMS units, andprovide pre‐arrival instructions to callers.
Disaster planning and preparation is a critical part of EMS for many years. Mass Casualty training, mass
gathering event planning, natural disasters, terrorist events, etc. have all combined to influence the EMS
community to prepare for the worst. During these events, EMPS will be the primary providers of pre‐hospital and out‐of‐hospital patient care and transport. EMS will also be critical during medical surge
events.
EMPS are frequently the initial medical care providers for patients, assessing the need for emergency
care, evaluating injury and/or illness status, providing the first medically supervised care for victims ofnatural or human‐caused emergency incidents, and transporting patients to the appropriate medicalcare facilities. EMPS may also provide transport to alternative locations such as mental health facilities,
medical specialty centers or alcohol and drug treatment facilities.
EMS response involves the staff and resources available on the responding unit. A responding unit witha Paramedic and a compliment of advanced life support supplies and equipment would be considered
an ALS response vehicle. An A‐EMT or EMT with basic life support supplies and equipment would beconsidered a BLS response vehicle. Staff and resources should match the response. Patient assessment
and treatment involves the initial on‐scene assessment and triage of patients per established rules andprotocols. (see Triage section of this plan). During a Crisis Standard of Care plan implementation, andupon approval of their medical directors, EMS personnel may need to change their usual triage
procedures to a mass casualty incident (MCI) plan that is focused on saving the greatest number ofindividuals. EMS providers in urban areas are more likely to have access to greater numbers of qualified
staff and resources. Rural EMS providers may only have access to staff in limited classification categories.
Thus, EMS providers in the rural areas may be the primary source of healthcare services during both
emergency and non‐emergency situations. Rural areas face additional challenges, including fewer
mutual aid resources, coverage of large geographical areas, unpredictable communications coverage,
medical facility availability, extreme weather conditions, and long response and transport times. During
emergencies, some rural EMPS may be supported by private EMS resources, including corporate EMS
staff, as well as Fire, Rescue and Hazardous Materials teams.
During normal operations with conventional levels of care, transportation involves the movement ofpatients using ground or air ambulances. Patients are typically transported to hospitals or between
hospitals. During a Crisis Standard of Care event, transportation operations may require changes tonormal procedures, such as mass transports, private operated vehicles (POV) by families of non‐criticalpatients, and/or transports to non‐hospital facilities or alternate care sites. When necessary, theAlabama Trauma Communications Center (ATCC) will be utilized to get the patient to the mostappropriate facility. This will also assist with documentation of where patients are transported.
The three key areas for EMS activities during a Crisis Standards of Care situation are:A) Triage:
As the first assessment prior to medical intervention, triage is a critical function during masscasualty public health disaster events. OEMS uses the START Adult Triage and JumpSTART
pediatric protocols during mass casualty incidents where the number of patients exceeds the23capabilities of the EMS providers on the scene. As situations change and resources vary,
periodic re‐triage may be appropriate. These protocols are meant to serve as guidelines.
Different triage algorithms may be used if approved by individual EMS agencies in the state.
B) Modification to Scope of Practice:
EMS providers are licensed by ADPH. Scope of practice for EMS personnel is governed bystate law, Chapter 18 Sect. 22‐18‐41 of the Alabama code 1975. A proclamation of publichealth disaster by the Governor’s office and implementation of Crisis Standards of Care could
modify this scope.
C) Resource Utilization:
During public health disasters, OEMS would maximize personnel and other resources.
Strategies to maximize resources would include: Extended shifts
 Non‐medical drivers
 One‐person response vehicles for patient evaluation
 Use of non‐traditional transport vehicles to maximize transport capability
CLINICAL PROTOCOLS AND PROCEDURES:
When it is obvious that an emergency situation resulting in high morbidity and/or mortality is occurring,a Governor Proclamation or Presidential Declaration has been issued, or, when there is an immediateneed to provide for patients under Crisis Standards of Care, a system‐wide implementation of common
protocols and procedures developed at the HCC should occur. HCCs should be confident that the event
is fairly and equally supported by all facilities.
TriageTriage is the ability to systemically sort patients based on the severity of illness or injury and theprobability of survival and should not be based on age, gender, race, social status, or income. The
preferred method of pre‐hospital triage as outlined in Alabama Department of Public Health Office of
EMS (ADPH/ EMS) protocol 7.03 titled Triage of Mass Casualties is the Simple Triage and Rapid Treatment(S.T.A.R.T) method. This process insures a consistent method to evaluate patients during a masscausality event. Education and familiarization with this type of triage method is recommended before
the event occurs.

24ADULT Simple Triage and Rapid Treatment Triage Algorithm

25

PEDIATRIC Simple Triage and Rapid Treatment Triage Algorithm

Adopted from http://www.jumpstarttriage.com

26

Patient Transfer
Patients may need to be evacuated from a facility, or transferred to other facilities. A uniform andcommon All‐Hazards approach to planning improves the chances of a successful move of patients in asafe manner. For seriously injured trauma patients the State of Alabama uses the Alabama Trauma
Communication Center (ATCC) to track the movement of patients and the availability of trauma hospital
readiness to accept those patients. The use of ATCC by EMS and hospitals will help ensure the correct
placement of these patients, reduce the possibility of system overload, and allow for ease of transfer ofthe patient.
ATCC phone Number: 1‐800‐359‐0123. A call to ATCC will: Place the patient in the trauma system
 Allow for ease of transfer if necessary
 Contact the closest appropriate hospital for the patient needs
 Help arrange transport if needed
All transfers must include: Accepting physician
 Copy of medical record
During a crisis it is understood that a detailed medical record may not be available; however, as muchinformation as possible should be sent with the patient.
For non‐trauma patients, individual healthcare facilities will directly coordinate with another healthcare
facility, or, work through the HCC to arrange patient transfers or evacuations. Patient transfer situations
beyond the capability of HCCs to coordinate will be managed by ADPH CEP EOC which will coordinate
between HCCs (intra‐state) and cross (inter‐state) State transfers.
AIMS is available to every healthcare facility, can be used to track available unit beds and otherresources, and share notifications, messages and information.
Implementation of the Alabama Health Care Provider Mutual Aid Compact will facilitate the transfer ofpatients between hospitals (See Annex 1)
Patient Evacuation
The evacuating facility should implement their Evacuation Plan and notify HCC members in accordancewith the HCC Communication Plan, of the need for support. The affected facility should follow theirinternal evacuation protocols. Common Evacuation or Shelter‐in‐Place decisions algorithms:

27

28

Patient Management
The need of each facility’s patients and the required resources will be a part of the overall resource
allocation.
When an emergency situation occurs involving a surge and crisis standards of care, all healthcare
facilities and Healthcare Coalition members should implement the following general activities, as
appropriate:
The usual practice may not apply.
1. Equipment and supplies will be used in ways consistent with achieving the ultimate goal ofsaving the most lives.
2. Current documentation standards may be reduced or impossible to maintain.
a. EMRsb. Patient Tracking/Transfersc. HIPAA
3. Providers may need to make treatment decisions based solely on clinical judgment when utilities
are compromised preventing the use of sophisticated diagnostic equipment.
4. Increase space capacity.
a. Implement rapid discharge of Emergency Department (ED) and other patients who cansafely continue their care at home.
b. Cancel elective surgeries and procedures with reassignment of surgical staff
members and space.
c. Monitor staffed bed and resource capacities using AIMS.
d. Expand critical care capacity by placing select critical patients on monitored beds innon‐critical care areas.
e. Convert single rooms to double rooms or double rooms to triple rooms, if possible.
f. Use beds and cots in non‐patient care areas for non‐critical patient care.
5. All available means of “surge capacity” must be created.
a. Expand staffing: Implement calls systems for additional staff members.
 Provide daycare and pet care services, if possible.
 Adjust staff scheduling as necessary (e.g., duration of shifts, staffing ratios,changes in staff assignments).
 Reassignment of qualified administrative staff members to clinical roles.
 Use family members or friends for non‐medical, basic patient care.
Enable Hospital Decompression:
1. Establish alternate care sites in conjunction with other HCC members and ADPH‐CEP EOC
2. Request resources from the HCC, private transport companies, Emergency Medical Services,and ADPH‐CEP EOC to decompress the hospital, as needed.
3. Transfer patients to and from facilities as needed based on hospital resources. (See Annex 1)
4. Utilize AIMS, as indicated.
Emergency Department:
1. Triage/Re‐assessment (at hand‐off from Pre‐Hospital Disaster Triage – SMART) efforts must
focus on maximizing the number of lives saved, and implement emergency triage protocols, if
29

2.
3.
4.
5.

necessary.
Continuously assess the availability of facility resources that may have an impact on Triage/Re‐
assessment.
Utilize alternative triage sites for minor symptoms, potentially infectious patients, non‐disasterpatients, etc.
Use simpler documentation methods, such as triage or patient forms, to help expedite care.
Patient tracking within the facility and for those patients moved to another facility is critical. The
AIMS People Tracking module is available for use, statewide.

Supplies and Equipment:
1. Supplies must be used in a consistent and logical way to achieve the ultimate goal ofsaving the most patients possible.
2. Disposable supplies may need to be re‐used during severe shortages or in extreme, unavoidable
situations.
3. If laboratory and radiology equipment are not available, or are exhausted, treatment
decisions will need to be made based solely on physical exam, history, and clinicaljudgment.
4. MOU’s with HCCs, governmental and private entities should be implemented to maintain
resources.
Palliative Care
The goals of palliative care are relief from suffering, treatment for pain, psychological and spiritualcare, and a support system to help the patient, the family, and caregivers.
Palliative care provides comfort to improve the quality of life by preventing and relieving suffering forthe patients and families facing life threatening illness or injury. It provides comfort to caregivers, aswell. Palliative care is not abandonment of the patient, reduction or elimination of treatment, hasteningof death, or euthanasia. It is treatment for symptom management and aggressive support for the patients.
The application of palliative care principles in a healthcare emergency would include: Understanding that initial care protocols may change if additional resources become
available, or, if the situation deteriorates
 Honoring the dying and those who serve them (loved ones, professionals, or strangers) byproviding comfort through medical, social, psychological, and spiritual support.
Considerations for Palliative Care would include: Designating an area for Palliative Care to be provided
 Staff may be Physicians, Nurses, Social Workers, Case Managers, Respiratory
Therapists, Ancillary Support Teams, Clergy, and Volunteers
 Daily review and assessment for change in patient’s condition and level of care Transfer to other levels of care such as Long Term Acute Care (LTAC), nursing home,
hospice or discharge to home
 Patient/family wishes: Allow Natural Death Ongoing assessment of community resources (hospice; home health)
FATALITY MANAGEMENT
During a Mass Casualty Event (MCE) event, there is potential for a large number of deaths in a shortperiod of time, overwhelming healthcare systems capabilities and capacities to maintain the dignity, andtimely and orderly processing of the deceased, as well as social order. Specific guidance for mass fatality
30

management and response has been developed in coordination with local mass fatality working groups(Tiers 1 through 4) and is available through the ADPH Emergency Operations Plan‐ Mass Fatality Annex.
The HCC should consider facility, local, and district fatality management plans, including collaboration
with their respective Medical Examiners/Coroners to identify capabilities and capacities to support amass fatality response including the process to request resources and assistance from the State
Mortuary Response Team (SMORT) and Family Assistance Center. Following the Alabama tiered
response, local EMA will forward the request to State EMA who will communicate and coordinate with
ADPH‐CEP and the SMORT Commander to meet local needs. If the event exceeds state resources, ADPH‐
CEP will request Federal mass fatality resources and support through the National Disaster Medical
Systems, Disaster Mortuary Operational Response Team (DMORT).
MENTAL ILLNESS, SUBSTANCE ABUSE DISORDERS, INTELLECTUAL DISABILITIES
Individuals with serious mental illness, substance use disorders and/or intellectual disabilities may be
impacted by disaster. Recipients of publicly supported services in Alabama are encouraged to shelterin place with their provider or move to a safe location with their provider or family during disaster.
Service recipients living independently, with family or friends, are eligible for treatment and support
from providers when disaster conditions permit. Also, as phone service is accessible, service recipients
may contact their provider for services. Additionally, some providers have the ability to conduct
outreach to service recipients. Should conditions become so severe that a provider is unable to sustain
treatment, assistance may be coordinated through the network of public providers to continue services.
It is possible that public treatment and support becomes temporarily compromised during a disaster,which could result in people presenting to emergency departments for services, to include medications.
Substance Abuse and Mental Health Services Administration (SAMHSA) Treatment Locator can be foundat https://www.findtreatment.samhsa.gov/.
PSYCHOLOGICAL NEEDS OF THE PUBLIC AND HEALTHCARE STAFF
Psychological Needs of the Public
As a preventive measure, providers, facilities and HCCs should provide public messages and guidelines
for the general population regarding the potential psychological impact of the emergency and available
resources. Consult the Alabama Department of Public Health (ADPH), Centers for Disease Control andPrevention (CDC), and the Substance Abuse and Mental Health Services Administration (SAMHSA)
websites for information to promote resilience during disaster at the following sites: Alabama
Department of Public Health: www.alabamapublichealth.gov, Centers for Disease Control andPrevention: www.cdc.gov or Substance Abuse and Mental Health Services Administration:www.samhsa.gov
Psychological Needs of Healthcare Staff
Responders and healthcare providers may be prone to psychological distress during and after a disaster.
Educate healthcare workers, behavioral health practitioners, and first responders regarding thepsychological impact of providing services during disasters. Consult the SAMHSA website atwww.samhsa.gov and other resources for information and materials. Supervisors will also need to takemeasures to observe and relieve staff that may become overwhelmed while providing care. Following
the emergency, staff may benefit from Employee Assistance Programs (EAPs), counseling, peer‐to‐peer
support, and other behavioral health support services.

31

Also, Healthcare Coalitions and/or ADPH‐CEP should publicize the 24/7 Disaster Distress Helpline at 1‐
800‐985‐5990 or text “TalkWithUs” to 66746. Spanish Speakers may Text “Hablanos” to 66746.
Individuals who are deaf or hard of hearing may call 1‐800‐846‐8517.

ADOPTION OF THE CRISIS STANDARDS OF CARE GUIDELINES
These guidelines are designed to advise and recommend strategies to be considered during times ofcrisis and may be adopted by the Healthcare Coalitions of the state.

32