the boston marathon terrorist bombings: lessons...
TRANSCRIPT
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Susan M. Briggs, MD, MPH, FACS
Associate Professor of Surgery
Harvard Medical School
Director, International Trauma and Disaster Institute
Massachusetts General Hospital
The Boston Marathon Terrorist
Bombings: Lessons Learned
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Threat of Terrorism
The spectrum of potential terrorist threats
is limitless.
Explosive devices are the weapons of
choice in over 70% of terrorist incidents.
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Terrorist Threats
Terrorists do not have to kill people to
achieve their goals.
Terrorists just have to create a climate of
fear and panic to overwhelm the
healthcare system.
Improvised Explosive Device
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Key Challenge
With increasing frequency, terrorists are
targeting disaster responders in order to
hamper rescue efforts and increase
casualties.
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Lessons learned from the response to
the Boston Marathon terrorist bombings
illustrate important key priorities of
disaster preparedness and response for
today’s complex disasters, regardless of
etiology.
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The Boston Marathon, Monday, April 15, 2013
117th Boston Marathon
26.2 miles
6,839 runners
Over 500,000 spectators
Coincides with a Red Sox
baseball home game
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Explosions
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Improvised Explosive Device
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Improvised Explosive Device:
PRESSURE COOKER
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Fatal Injuries: 3
Primary Blast Injuries
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Non-Fatal Injuries: 281
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Non-Fatal Injuries Multiple below and above the knee amputations
2nd and 3rd degree burns
Open fractures, open wounds, lacerations, embedded shrapnel with tissue injury
Closed fractures with contusions, sprains and strains
Head injuries, post-concussion syndrome
Hearing loss with tympanic membrane injury
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Key Priority
Disaster responders can NOT utilize
traditional command structures when
participating in disaster response.
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Key Priority
The Incident Command System/
Incident Management System is the
accepted standard for all disaster
response, including terrorist incidents.
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Incident Command System
Functional requirements, NOT
TITLES, determine the
organizational hierarchy of the ICS
structure.
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ICS Structure and Hierarchy
Liaison Officer Public Information Officer
Safety Officer IC Staff
***Operations Planning Logistics Finance/Admin.
Incident Commander(IC)
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Boston Marathon Bombing Notification
At 2:50 pm two explosive devices were detonated
near the finish line of the Boston Marathon
At 2:55 pm Boston EMS (Incident Command)
disaster radios transmitted notification of the
explosion to all area hospitals. Additional
notifications reported casualties
First patients arrived at hospitals 3:04 pm
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Advantages of the
Incident Command System
All disaster assets effectively utilized
to meet the challenges of today’s
complex disasters.
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Injury or death of personnel
due to lack of training
Lack of adequate personnel,
equipment and supplies to
provide care
Staff working beyond their
training or certification
Lack of coordination
Disasters without Incident Command
Hurricane Katrina,
New Orleans (2005)
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Key Priority
Disaster medical care is NOT the
same as conventional medical care
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Objective of Conventional
Medical Care
Greatest good for the INDIVIDUAL
PATIENT
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Conventional Medical Care
Severity of injury/disease is major
determinant for medical care.
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Objective of Disaster
Medical Care
Greatest good for the GREATEST
NUMBER OF PATIENTS.
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Determinants of Medical Care in
Mass Casualty Incidents
Severity of injury
Likelihood of survival
Available resources (personnel,
logistics, evacuation assets)
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Disaster medical care requires a
fundamental change in the
approach to the care of victims .
“CRISIS MANAGEMENT CARE”
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Crisis Management Care
Minimally acceptable, NOT
maximally acceptable, care in the
acute phase of the disaster due to
large number of victims.
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Key Priority
Disaster triage is NOT the same as
conventional medical triage.
Disaster triage is the most important,
and psychologically most difficult,
mission of disaster medical
response.
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In a mass casualty event, the critical patients
with the greatest chance of survival with the
least expenditure of time and resources
(equipment, supplies and personnel) are
prioritized to be treated first.
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Disaster Triage
A dynamic decision-making process
of matching patients’ needs with
available resources.
Many mass casualty incidents will
have multiple levels of triage as
patients move from the disaster
scene to definitive medical care.
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3 Levels of Disaster Triage
Field triage (Level 1)
Medical triage (Level 2)
Evacuation triage (Level 3)
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The level of disaster triage will depend
on the ratio of
CASUALTIES to CAPABILITIES
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Field Triage (Level 1)
Victims designated as “acute” or “non-
acute” (usually first level of triage in
mass casualty incident).
Color coding may be used:
Acute = RED
Non-acute = GREEN
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Boston Marathon
Effective field triage by EMS resulted
in equal distribution of “acute” victims
to all Boston trauma centers.
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Boston Marathon Bombing
127/281 “acute” victims treated at 5
Trauma Centers.
No Trauma Center overwhelmed with
casualties due to effective field triage
by EMS.
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Medical Triage (Level 2)
Secondary triage
Field or fixed hospital facilities
Deli used as triage station by
disaster teams at Ground Zero
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Key Priority
Better hemostatic agents and
tourniquets needed for all pre-
hospital personnel. (emergency
medical, fire, police)
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Field Tourniquets
Effective for
venous bleeding
Ineffective for
arterial bleeding
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Combat Application Tourniquets
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Hemostatic Agents
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Key Priority:
All Hazards Approach
A single emergency operations
plan for many different situations
is more effective than multiple
separate disaster plans.
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Goal of Disaster Response
Reduce the critical mortality
associated with the disaster.
CRITICAL MORTALITY is defined
as the percentage of survivors who
subsequently die.
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Determinants of Critical Mortality
Triage accuracy, particularly
incidence of over-triage
Rapid movement of patients to
definitive medical care facility (fixed or
mobile)
Coordination of regional disaster
preparedness and response.
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Boston Marathon Bombing:
3 killed, 281 injured
Over 66 limb injuries
17 traumatic amputations
Critical Mortality = 0
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THANK YOU!
谢谢 !