Considerations in Mass Casualty and Disaster Management

Aitken, Peter; Leggat, Peter A.

doi:10.5772/37361

Cited by 9 publications

(10 citation statements)

References 78 publications

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“…The adapted framework in Fig. 2 shows key activities for effective DM at the different phases obtained from in-dept review of organisational DM manuals and training documents; government DM policies, frameworks, plans and programmes and academic/research articles, including books on DM [11,[14][15][16][17][18][19][20][21][22][23][24][25]. Furthermore, the framework blends contemporary strategies, techniques and good DM practices in DM such as multilevel, multi-dimensional and multidisciplinary cooperation and collaboration; enhancing coordination and integration of stakeholders' action through good communication and efficient exchange of relevant and reliable information; ensuring that appropriate enabling policy, capacity building and resource mechanisms are in place; implementing the DRM process from the national level to the community level and achieving effective disaster reduction and response through decisions based on reliable disaster risk information [26].…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Challenges in managing technological disasters in Cameroon: Case study of Cameroon's worst train Crash—the Eséka train disaster

Bang

Miles

Gordon

2020

International Journal of Disaster Risk Reduction

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Section: Conceptual Frameworkmentioning

confidence: 99%

Challenges in managing technological disasters in Cameroon: Case study of Cameroon's worst train Crash—the Eséka train disaster

Bang

Miles

Gordon

2020

International Journal of Disaster Risk Reduction

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“…Moreover, the society has to cover heavy social and economic damage caused by traffic incidents so that around five percent of GNP across low and middle income countries (LMICs) and, on average, three percent of GNP in all countries is devoured by traffic incidents and the resulted casualties ( 4 , 5 ). By 2030, traffic incidents will be the fifth cause of mortality in the world across all age groups ( 6 , 7 ) and more than 90% of mortality caused by traffic incidents happen in LMICs ( 8 – 10 ). In Iran, traffic incidents are the first cause of years of life lost (YLL) and the second cause of mortality ( 11 ).…”

Section: Introductionmentioning

confidence: 99%

Exploring the perception of aid organizations’ staff about factors affecting management of mass casualty traffic incidents in Iran: a grounded theory study

2017

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BackgroundTraffic incidents are of main health issues all around the world and cause countless deaths, heavy casualties, and considerable tangible and intangible damage. In this regard, mass casualty traffic incidents are worthy of special attention as, in addition to all losses and damage, they create challenges in the way of providing health services to the victims.AimThe present study is an attempt to explore the challenges and facilitators in management of mass casualty traffic incidents in Iran.MethodsThis qualitative grounded theory study was carried out with participation of 14 purposively selected experienced managers, paramedics and staff of aid organizations in different provinces of Iran in 2016. Semi-structured interviews were conducted in order to develop the theory. The transcribed interviews were analyzed through open, axial and selective coding.ResultsDespite the recent and relatively good improvements in facilities and management procedure of mass casualty traffic incidents in Iran, several problems such as lack of coordination, lack of centralized and integrated command system, large number of organizations participating in operations, duplicate attempts and parallel operations carried out by different organizations, intervention of lay people, and cultural factors halt provision of effective health services to the victims.ConclusionIt is necessary to improve the theoretical and practical knowledge of the relief personnel and paramedics, provide public with education about first aid and improve driving culture, prohibit laypeople from intervening in aid operations, and increase quality and quantity of aid facilities.

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“…This means that all the respondent hospitals have prepared to use communication devices during an emergency period, in case the normal communication is disrupted. Reliance on one communication method is susceptible to disasters, as this may fail, overload, or become insufficient (Aitken and Leggat 2012). Having alternative communication devices as backup is one of the essential indicators for hospital preparedness.…”

Section: Functional Preparednessmentioning

confidence: 99%

“…Command and Control, Safety, Communication, and Assessment (CCSCA) and Triage: The Command and Control, Safety, Communication, and Assessment (CCSCA) and Triage systems used in Japan in managing medical service during disasters are derived from the Major Incident Medical Management System (MIMMS) (Aitken and Leggat 2012). These systems are important due to their relevance in mass casualty and disaster management.…”

Section: The Concept Of a Medical Service System For Disaster In Japanmentioning

confidence: 99%

Disaster preparedness: Looking through the lens of hospitals in Japan

Mulyasari

Inoue

Prashar

et al. 2013

Int J Disaster Risk Sci

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Critical facilities, such as hospitals, play a crucial role in the socioeconomic and psychological recovery of the population after a disaster. Hospitals are considered important due to their roles in saving lives in the affected population and must be able to withstand hazards and remain functioning during and after a disaster. This article assesses earthquake preparedness of hospitals in eight Japanese cities using a questionnaire survey. The questionnaire consists of six parameters and 21 indicators from the "four pillars of hospital preparedness" including structural, nonstructural, functional, and human resources. The results show that the majority of the respondent hospitals fulfill the functional preparedness, which is useful during the emergency period of a disaster, while the other three pillars-structural, nonstructural, and human resources-need to be strengthened. This study helps to assess the status of disaster preparedness as well as the gaps for these hospitals in the Tohoku and Nankai Trough regions, drawing lessons from the Great East Japan Earthquake and Tsunami of the Tohoku area. This status and the gaps are used as a departure point to indicate how to enhance preparedness and resilience to future disaster risks.

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Considerations in Mass Casualty and Disaster Management

Cited by 9 publications

References 78 publications

Challenges in managing technological disasters in Cameroon: Case study of Cameroon's worst train Crash—the Eséka train disaster

Challenges in managing technological disasters in Cameroon: Case study of Cameroon's worst train Crash—the Eséka train disaster

Exploring the perception of aid organizations’ staff about factors affecting management of mass casualty traffic incidents in Iran: a grounded theory study

Disaster preparedness: Looking through the lens of hospitals in Japan

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