Defined chain of command and a large response capable of being produced. However, in an overwhelming disaster things dont always go as planned and certainly our experiences in combat has showed us there and Prior Experience with disasters have outlined that even though theres a welldefined system of response it doesnt always work out. What i defined yesterday was that logistics problems may get in the way and interfere with medical surge planning as is outlined. Putting resources where they are needed in a huge disaster may outstrip the ability of local authorities to do that because roads are out. The niche we have as the marine corps assets we have the ability to locate some of our resources like shock trauma platoons, thats what we do in combat and we have experience with that and that may be something that may be of benefit to this process. During the last panel, mr. Cahen mentioned its so important to understand the resources that his agency has versus the ones that the military h
Panelists is what were some of our observations about the capabilities the military demonstrated down at moffatt i think one of the challenges the city faces in a big medical surge event is if patients have to be evacuated and the bridges were out and how would we do that . Yesterday we saw a wide range of Patient Movement vehicles, basically, and it was great to see all those resources and be aware of them. We saw the dual use vehicle from the va that there was one in San Francisco and theres one in palo alto and those can take litters of patients. We saw multiple helicopters and we saw the c130j all of those were introduced by very knowledgeable personnel that could take us through what the capabilities of each of them were. I also think that, you know, we saw that there were personnel that would come with those assets. So it wouldnt just be the assets for movement but also assets in terms of taking care of those patients and that was really helpful in our planning because one of the
Experience with disasters have outlined that even though theres a welldefined system of response it doesnt always work out. What i defined yesterday was that logistics problems may get in the way and interfere with medical surge planning as is outlined. Putting resources where they are needed in a huge disaster may outstrip the ability of local authorities to do that because roads are out. The niche we have as the marine corps assets we have the ability to locate some of our resources like shock trauma platoons, thats what we do in combat and we have experience with that and that may be something that may be of benefit to this process. During the last panel, mr. Cahen mentioned its so important to understand the resources that his agency has versus the ones that the military has and he said at one point they started looking down in terms of typing, i have this, you have this, how are we going to respond and get the resources we need to deal with the incident. Id like to hear from all o
And really do the best for the city. So the captain and the colonel, through the discussions that took place yesterday, what are some of the things you learned about relating to civilian issues that will exist and how will you be able to help . . Oo . A Northern California has rich and diverse medical response capabilities. Its impressive the types of capabilities, the number of assets, the number of people trained to do these things are. The California National guard has air and land assets that are substantial and can be rapidly deployed to assist the civil responders in their mission to move people, to get things set up, to establish common security. Its a partnership that really needs to happen and is natural. The governor controls the California National guard, he can make forces appear very rapidly in support of a regional disaster, a local emergency or wherever they are needed, and transportation, communication, security logistics capabilities that come to the table really augme
The past planning for most 3 4 the hospitals has either been we will try to read it out from a major earthquake or whatever disaster occurs, we can shift and combine capabilities in ways that will change the basis of what we can do so that we can provide the most care for the maximum number of people and literally save lives in the process. It will change how we do things. Its also, weve been told for years that its 72 to 96 hours before help arrives. We know theres a forward leaning capability and strategic thinkers throughout the whole chain and various levels of response and command on this that will bring those resources to bear as quickly as can possibly be arranged and properly handled. That kind of coordination and communication is going to make all the difference. We can still provide top level trauma care and still provide as the recovery unfolds the kind of primary care and other care that will need to happen when our infrastructure has been seriously impacted. So it really h