Hostname: page-component-78c5997874-j824f Total loading time: 0 Render date: 2024-11-10T20:17:26.776Z Has data issue: false hasContentIssue false
  • English
  • Français

Major Incident Experience and Preparedness in a Developing Country

Published online by Cambridge University Press:  15 August 2013

Hesam Seyedin ,
Rouhollah Zaboli  and
Hamid Ravaghi
Hesam Seyedin*
Affiliation:
Health Management and Economics Research Centre, School of Health Management and Information Sciences, Tehran University of Medical Sciences, Tehran, Iran
Rouhollah Zaboli
Affiliation:
Health Management and Economics Research Centre, School of Health Management and Information Sciences, Tehran University of Medical Sciences, Tehran, Iran Baqiatallah University of Medical Sciences, Tehran
Hamid Ravaghi
Affiliation:
Health Management and Economics Research Centre, School of Health Management and Information Sciences, Tehran University of Medical Sciences, Tehran, Iran
*
Address correspondence and reprint requests to Hesam Seyedin, PhD, Health Management and Economics Research Centre, School of Health Management and Information Sciences, Tehran University of Medical Sciences, Tehran, Iran (e-mail hseyedin@tums.ac.ir; h.seyedin@gmail.com).
Get access Rights & Permissions [Opens in a new window]

Abstract

Background

Research shows that having previous experience of major incidents has a positive impact on awareness and preparedness of organizations. We investigated the effects of major incident experience on preparedness of health organizations on future disasters in Iran.

Methods

A qualitative study using a semistructured interview technique was conducted with 65 public health and therapeutic affairs managers. Analysis of the data was performed used the framework analysis technique, which was supported by qualitative research software.

Results

The study found that prior experience of major incidents results in better performance, coordination, and cooperation in response to future events. There was a positive effect on policy making and resource distribution and an increase in (1) preparedness activities, (2) raising population awareness, and (3) improving knowledge. However, the preparedness actions were predominantly individual-dependent.

Conclusions

Our findings showed that to increase system efficiency and effectiveness within health organizations, an appropriate major incident management system is needed. The new system can use lessons learned from previous major incidents to better equip health organizations to cope with similar events in the future. (Disaster Med Public Health Preparedness. 2013;7:313-318)

Keywords

major incident managementmajor incident experiencepreparednessmitigationresponse
Type
Original Research
Information
Disaster Medicine and Public Health Preparedness , Volume 7 , Issue 3 , June 2013 , pp. 313 - 318
Copyright
Copyright © Society for Disaster Medicine and Public Health, Inc. 2013 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

1.Ryan, J, Mahoney, PF, Greaves, L, Bowyer, G. Conflict and Catastrophe Medicine: A Practical Guide. London, England: Springer; 2003.Google Scholar
2.Bulut, M, Fedakar, R, Akkose, S, Akgoz, S, Ozguc, H, Tokyay, R. Medical experience of a university hospital in Turkey after the 1999 Marmara earthquake. Emerg Med J. 2005;22(7):494-498.Google Scholar
3.Seyedin, SH, Aflatoonian, MR, Ryan, J. Adverse impact of international NGOs during and after the Bam earthquake: health system's consumers’ points of view. Am J Disaster Med. 2009;4(3):173-179.CrossRefGoogle Scholar
4.Seyedin, SH, Jamali, HR. Health information and communication system for emergency management in a developing country, Iran. J Med Syst. 2011;35(4):591-598.CrossRefGoogle Scholar
5.Seyedin, SH, Ryan, J. Crisis management system efficiency of health organizations. J Med Safety. 2008;2(1):3-10.Google Scholar
6.Seyedin, H, Ryan, J, Keshtgar, M. Disaster management planning for health organizations in a developing country. J Urban Plann Dev. 2011;137:77-81.Google Scholar
7.El Subbaugh, SM. Strategic Preparation for Crisis Management in Egyptian Textile Firms [dissertation]. Lancaster: Lancaster University; 2000.Google Scholar
8.Flynn, DT. The impact of disasters on small business disaster planning: a case study. Disasters. 2007;31(4):508-515.CrossRefGoogle ScholarPubMed
9.Seyedin, SH. Health System Effectiveness and Efficiency for Disasters and Conflicts [dissertation]. London: University College London; 2008.Google Scholar
10.United Nations Development Programme Department of Humanitarian Affairs. Model for a National Disaster Management Structure, Preparedness Plan, and Supporting Legislation; 1998.Google Scholar
11.Mitroff, I. Crisis Leadership: Planning for the Unthinkable. Hoboken, New Jersey: Wiley; 2004.Google Scholar
12.Emami, MJ, Tavakoli, AR, Alemzadeh, H, etal. Strategies in evaluation and management of Bam earthquake victims. Prehosp Disaster Med. 2005;20(5):327-330.Google Scholar
13.Mohebbifar, R, Tabibi, SJ, Asefzadeh, S. Designing a structure of disaster management for Iran. J Health Manag. 2008;11(33):10-13.Google Scholar
14.Punch, KF. Introduction to Social Research: Quantitative and Qualitative Approaches, 2nd ed.London, England: Sage; 2005.Google Scholar
15.Tashakkori, A, Teddlie, C. Mixed Methodology: Combining Qualitative and Quantitative Approaches. Thousand Oaks, California: Sage; 1998.Google Scholar
16.Bryman, A. Mixed Methods. London, England: Sage; 2006.Google Scholar
17.Ritchie, J, Spencer, L. Qualitative data analysis for applied policy research. In: Bryman A, Burgess R, eds. Analyzing Qualitative Data. New York, New York: Routledge; 1994:173-194.CrossRefGoogle Scholar
18.Lewis, J, Ritchie, J. Generalizing from qualitative research. In: Ritchie J, Lewis J, eds. Qualitative Research Practice: A Guide for Social Science Students and Researchers. London, England: Sage; 2003:263-286.Google Scholar
19.Zaboli, R, Tovfigh, S, Seyedin, H, etal. Hospital preparedness against disasters in Tehran. J Mil Med. 2003;8:103-111.Google Scholar
20.MacFarlane, C, Joffe, AL, Naidoo, S. Training of disaster managers at a master degree level: from emergency care to managerial control. Emergency Med Australia. 2006;18(5-6):451-456.Google Scholar
21.Pauchant, TC, Mitroff, I. Transforming the Crisis-Prone Organization: Preventing Individual, Organizational, and Environmental Tragedies. San Francisco, California: Jossey-Bass; 1992.Google Scholar
22.Mattox, K. The World Trade Center attack. Disaster preparedness: health care is ready, but is the bureaucracy? Crit Care. 2001;5(6):323-325.Google Scholar
23.McCormick, S, Wardrope, J. Article 12. Major incidents, leadership, and series summary and review. Emerg Med J. 2003;20(1):70-74.Google Scholar
24.Akbari, ME, Farshad, AA, Asadi-Lari, M. Thedevastation of Bam: an over-view of health issues 1 month after the earthquake. Public Health. 2004;118(6):403-408.Google Scholar