Background: You're part of a regional network of four hospitals. A train derailment in a nearby town ruptures a tanker car of anhydrous ammonia creating a toxic gas cloud. Winds are carrying the cloud toward one of the hospitals risking that facility's evacuation. First responders on the scene are reporting as many as 60 injuries ranging from severe burns to respiratory problems.

• One hospital doesn't have updated policies and procedures for this type of HAZMAT incident. As a result the facility's readiness to accept victims is delayed while personnel scramble to adapt procedures from other scenarios.
• Hospital patients in the cloud's path have to be moved into a secure and ventilated area or evacuated. However, several of the personnel in the ICS aren't on site, forcing personnel away from evacuation duties to fill in with administrative tasks.
• All facilities are trying to prepare to handle the surge of victims, but unexpected problems are causing added difficulty. Several hospice evacuees arrive at neighboring facilities without transfer information. The lack of a centralized system makes it difficult to locate the appropriate contacts for each facility or determine who has available beds and specialized equipment. Coordination is not organized and respirators that were desperately needed in one hospital end up at the wrong facility.
• Due to the lack of coordination and the poor management of resources, the response to the train derailment is viewed poorly by the hospital administration, the community and governmental agencies, thus prompting an investigation.

• Immediately following notification of the HAZMAT situation, the hospital without documented procedures for anhydrous ammonia contamination logged on to LiveProcess and copied the plan shared by a sister facility from the LiveProcess shared document library. Within minutes, copies were distributed and hospital personnel were following proper procedures. LiveProcess accounts were also created for additional personnel to access and update the incident's event log and to update contact information.
• The disaster planning director at the evacuating hospital used LiveProcess to activate the appropriate ICS. Within seconds, all ICS personnel were automatically notified by pager or phone. Hospital personnel were able to focus on getting patients to safety rather than hunting down ICS staffers and backfilling their positions.
• Using LiveProcess' Resource Management function, each facility was able to share information on resource needs and availability. As victims were in transport, hospital personnel were able to route them to facilities with available ICU and triage beds, and to keep track of their final destination. At the same time, respirators were sent from several hospitals to the hospital that needed it and all patient transfers were negotiated online and quickly.
• Finally LiveProcess' Map, Event Log, news feeds, and Community bulletin board allowed the disaster planners at each facility to have a complete overview of the situation, cooperate with the other facilities and keep governmental agencies and community leaders up-to-date on the status of the situation at their respective hospitals.
• As a result of using LiveProcess, the entire hospital network was able to react with coordination and agility, saving time and money and most importantly ensuring a higher quality of patient care. As a bonus, the hospital network was commended by hospital administration, community leaders and governmental agencies for its response to the train derailment.