Logistic support provided to Australian disaster medical assistance teams: results of a national survey of team members

Abstract

BackgroundIt is likely that calls for disaster medical assistance teams (DMATs) continue in response to international disasters. As part of a national survey, the present study was designed to evaluate the Australian DMAT experience and the need for logistic support.MethodsData were collected via an anonymous mailed survey distributed via State and Territory representatives on the Australian Health Protection Committee, who identified team members associated with Australian DMAT deployments from the 2004 Asian Tsunami disaster.ResultsThe response rate for this survey was 50% (59/118). Most of the personnel had deployed to the South East Asian Tsunami affected areas. The DMAT members had significant clinical and international experience. There was unanimous support for dedicated logistic support with 80% (47/59) strongly agreeing. Only one respondent (2%) disagreed with teams being self sufficient for a minimum of 72 hours. Most felt that transport around the site was not a problem (59%; 35/59), however, 34% (20/59) felt that transport to the site itself was problematic. Only 37% (22/59) felt that pre-deployment information was accurate. Communication with local health providers and other agencies was felt to be adequate by 53% (31/59) and 47% (28/59) respectively, while only 28% (17/59) felt that documentation methods were easy to use and reliable. Less than half (47%; 28/59) felt that equipment could be moved easily between areas by team members and 37% (22/59) that packaging enabled materials to be found easily. The maximum safe container weight was felt to be between 20 and 40 kg by 58% (34/59).ConclusionsThis study emphasises the importance of dedicated logistic support for DMAT and the need for teams to be self sufficient for a minimum period of 72 hours. There is a need for accurate pre deployment information to guide resource prioritisation with clearly labelled pre packaging to assist access on site. Container weights should be restricted to between 20 and 40 kg, which would assist transport around the site, while transport to the site was seen as problematic. There was also support for training of all team members in use of basic equipment such as communications equipment, tents and shelters and water purification systems.

Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams

“…This implies that a team leader should adapt his leadership behavior to the different phases of the emergency (Aitken et al, 2012) and adjust the level of initiating structure to the current needs of the team (Sarin & McDermott, 2003). In the first stage of the emergency, there is likely more time pressure and more information overload, requiring more directive structuring behavior than in the second stage in which control over the situation is already being acquired (Helsloot et al, 2010).…”

“…The required reduction of structuring behaviors over time could be clarified by the fact that teams working on an ill-structured task profit from being given directions via delegating tasks and coming up with a plan of action (Salas et al, 2001) at the early stage, while they benefit from provided support and thus less directive structuring for collectively developing new ideas and creative problem solving in later stages (Lorinkova et al, 2013; Sarin & McDermott, 2003). This implies that a team leader should adapt his leadership behavior to the different phases of the emergency (Aitken et al, 2012) and adjust the level of initiating structure to the current needs of the team (Sarin & McDermott, 2003). In the first stage of the emergency, there is likely more time pressure and more information overload, requiring more directive structuring behavior than in the second stage in which control over the situation is already being acquired (Helsloot et al, 2010).…”

What structural factors influencing emergency and disaster medical response teams? A comparative review study

“…According to the study conducted by Aitken et al ., when dispatched and deployed to the affected area, EDMRTs must rely entirely on their own for a period of at least 72 h, without needing to external resources. [ 53 ] In a study performed on the WHO I-EMTs, Albina et al . point out that all teams should be self-reliant in terms of the provision of shelter, food, water, sewage systems, and all equipment and appliances.…”

Organization and Preparedness of Emergency and Disaster Medical Response Teams: Obstacles and Challenges

“…These professional staffs are sent to areas whose medical infrastructure has been damaged and do not have sufficient capacity and capability to meet the needs to participate in the process of providing health services [10]. According to the experiences, designing and forming agile and multidisciplinary teams with appropriate training, exercises, and specific management strategies before the occurrence of accidents and disasters will be the most effective way in reducing the impact of accidents and disasters [11].…”

“…There is a unique mechanism for disaster risk management in most countries of the world, under which an organization or institution called the Disaster Medical System is responsible for forming MRTs in times of disasters [11,12]. The process of preparing these teams to intervene in the response process is influenced by factors such as capacity and capability of different geographical levels such as city, county, province, and region, type of hazards, health effects of hazards, and services expected from these teams [13].…”