disaster medicine project
The Disaster Medicine Project (DMP)

Disaster Medicine Project is a non-profit service organization dedicated to strengthening local disaster resilience and community self-reliance through a wide range of outreach collaborations aimed at augmenting emergency response capability. The DMP is in a race against time and the inevitable crisis to be faced by many neighborhoods and towns across America.

DMP is strengthening whole-community resilience through local Rapid Response teams comprised primarily of military Veterans who reside or work in the area. Real-world Veteran experience and leadership will enable these select teams to augment and assist any hospital's workforce as well as first responders in catastrophic disaster - supporting decontamination, triage, communications, volunteer and resource management, patient tracking, family relief and reunification, media and emergency agency interaction as well as evacuation and scene management as needed.

Purpose of the DMP:
To strengthen our healthcare and community resilience through facilitating and augmenting hospital core emergency response areas:

  • Planning/Preparation
  • Response/Operations
  • Clinical/Medical Education
  • Mental Health
  • Security/Scene Management
  • Decontamination/Triage

Our Community of Caring: In a major disaster, hospitals will need help.
The DMP is a locally forged, organically grown private/public collaborative initiative… birthed from responders and residents of Snohomish County… Washington State grown

The DMP partners:

  • Disaster Readiness International
  • Operation Military Family
  • Madigan Army Medical Center
  • Evergreen Healthcare
  • Community Health Centers of Snohomish County
  • Snohomish County CERT

DMP Operations Plan includes:

-Adopt and follow NIMS (National Incident Management System).

-Work within any hospital's Emergency Operations Plan (EOP).

-Work with hospitals, local emergency response agencies and public officials in emergency response planning, including private business and schools.

-Help develop a standardized hospital employee and volunteer responder ID system enabling accurate, trusted and timely credentialing.

-Develop a standardized Decontamination Response Plan and train to it with hospitals.

-Understand and train field triage competency to enable non-medical support of hospital response.

-Enable effective safety and scene management of hospital property assisting with lock-down and traffic control as needed.

-Assist hospitals with communication redundancies, both internally to staff and externally to response agencies.

-Augment any labor force to assist in evacuation if necessary.

-Assist with compiling Memorandums of Understanding to share staff, space and resources.

-Assist in creating a data management system to enable effective distribution of hospital resources.

-Assist in provision of spiritual and mental health services, along with patient tracking and family reunification support.

Expected outcome:

  • To assist and support access to critical healthcare needs for the at-risk, medically fragile, elderly and children in a disaster by strengthening overall hospital mass casualty response capability in all-hazard areas, including terrorism and “active shooting”.

Pathway to success:
In concert with vested community-leader advocates, organizations and sponsors,

  • As a "Training Center" for BDLS and CDLS, educate/train hospital personnel… departments… administration to at least a common “awareness-level” concept of operations for disaster response.
  • Train Rapid Response teams in the Five Elements of Emergency Response.
  • Maintain and sustain readiness through ongoing training and exercises, as well as institutionalizing a hospital “resilient-culture”, e.g. hospital emergency management committees at both the directors’ and medical staff levels actively involved in emergency response protocol development, education and high-yield exercises.
  • Provide Rapid Response teams to augment non-medical workforce needs to enable hospitals to focus on high quality patient care when facing the unthinkable, even with diminished staffing/resources.

Core Management Team:

Robert Mitchell, MD, FACOG                                                                                                                                                                          -Director of Community Disaster Medicine, Beth Israel Deaconess Medical Center Fellowship in Disaster Medicine. An          Affiliated Fellowship of the Harvard Humanitarian Initiative

Mark Nunes, CHT, SMS                                                                                                                                                                                              -Operation Chief and Administrative Director

Kurt Hilt, EMT-P                                                                                                                                                                                                -Elected Official Liaison/Community Relations

Disaster Medicine Project