Planning for Resilience in Hospital Internal Disaster

Sternberg, Ernest

doi:10.1017/s1049023x00001230

Cited by 47 publications

(35 citation statements)

References 12 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…There are four criteria of disaster resilience which can be adapted into hospitals, namely, robustness, redundancy, resourcefulness, and rapidity [5,8,9,12]. To be more specific, hospital resilience aims to improve hospital pre-event strength, thus promoting the rapidity of response and recovery, through redundant resources and resourceful strategies [10,16,17,18,19,20]. …”

Section: Introductionmentioning

confidence: 99%

Validation of a Framework for Measuring Hospital Disaster Resilience Using Factor Analysis

Zhong

Clark

Hou

et al. 2014

IJERPH

View full text Add to dashboard Cite

Hospital disaster resilience can be defined as “the ability of hospitals to resist, absorb, and respond to the shock of disasters while maintaining and surging essential health services, and then to recover to its original state or adapt to a new one.” This article aims to provide a framework which can be used to comprehensively measure hospital disaster resilience. An evaluation framework for assessing hospital resilience was initially proposed through a systematic literature review and Modified-Delphi consultation. Eight key domains were identified: hospital safety, command, communication and cooperation system, disaster plan, resource stockpile, staff capability, disaster training and drills, emergency services and surge capability, and recovery and adaptation. The data for this study were collected from 41 tertiary hospitals in Shandong Province in China, using a specially designed questionnaire. Factor analysis was conducted to determine the underpinning structure of the framework. It identified a four-factor structure of hospital resilience, namely, emergency medical response capability (F1), disaster management mechanisms (F2), hospital infrastructural safety (F3), and disaster resources (F4). These factors displayed good internal consistency. The overall level of hospital disaster resilience (F) was calculated using the scoring model: F = 0.615F1 + 0.202F2 + 0.103F3 + 0.080F4. This validated framework provides a new way to operationalise the concept of hospital resilience, and it is also a foundation for the further development of the measurement instrument in future studies.

show abstract

Section: Introductionmentioning

confidence: 99%

Validation of a Framework for Measuring Hospital Disaster Resilience Using Factor Analysis

Zhong

Clark

Hou

et al. 2014

IJERPH

View full text Add to dashboard Cite

show abstract

“…This goal can be achieved through a wide range of management approaches including redundancy of processes and resources, and resourcefulness (or flexibility) of plans or strategies (i.e. : can be reflected by some key variables in the survey) [22][23][24][25][26].…”

Section: Discussionmentioning

confidence: 99%

Disaster resilience in tertiary hospitals: a cross-sectional survey in Shandong Province, China

Zhong

Hou

Clark

et al. 2014

BMC Health Serv Res

View full text Add to dashboard Cite

BackgroundHospital disaster resilience can be defined as a hospital’s ability to resist, absorb, and respond to the shock of disasters while maintaining critical functions, and then to recover to its original state or adapt to a new one. This study aims to explore the status of resilience among tertiary hospitals in Shandong Province, China.MethodsA stratified random sample (n = 50) was derived from tertiary A, tertiary B, and tertiary C hospitals in Shandong Province, and was surveyed by questionnaire. Data on hospital characteristics and 8 key domains of hospital resilience were collected and analysed. Variables were binary, and analysed using descriptive statistics such as frequencies.ResultsA response rate of 82% (n = 41) was attained. Factor analysis identified four key factors from eight domains which appear to reflect the overall level of disaster resilience. These were hospital safety, disaster management mechanisms, disaster resources and disaster medical care capability. The survey demonstrated that in regard to hospital safety, 93% had syndromic surveillance systems for infectious diseases and 68% had evaluated their safety standards. In regard to disaster management mechanisms, all had general plans, while only 20% had specific plans for individual hazards. 49% had a public communication protocol and 43.9% attended the local coordination meetings. In regard to disaster resources, 75.6% and 87.5% stockpiled emergency drugs and materials respectively, while less than a third (30%) had a signed Memorandum of Understanding with other hospitals to share these resources. Finally in regard to medical care, 66% could dispatch an on-site medical rescue team, but only 5% had a ‘portable hospital’ function and 36.6% and 12% of the hospitals could surge their beds and staff capacity respectively. The average beds surge capacity within 1 day was 13%.ConclusionsThis study validated the broad utility of a framework for understanding and measuring the level of hospital resilience. The survey demonstrated considerable variability in disaster resilience arrangements of tertiary hospitals in Shandong province, and the difference between tertiary A hospitals and tertiary B hospitals was also identified in essential areas.

show abstract

“…[34][35][36] Hospitals are simultaneously essential and vulnerable facilities, confronting both a disaster's external consequences-the surge in patients-and the crisis that results if hospital function is impaired and the disaster becomes internal. 37,38 Advance planning and mitigation efforts can prevent internal disasters, minimize their severity, and pro- would have been coordinated with other local and national recovery goals, the institution lacked ties to the government or large international aid agencies and therefore, could expect little assistance it did not organize itself. Having identified how to best serve its community's needs-restoring clinical services quickly-it seems appropriate that this community organization took the necessary steps to act accordingly.…”

Section: Discussionmentioning

confidence: 99%

Disaster Relief and Recovery after a Landslide at a Small, Rural Hospital in Guatemala

Peltan

2009

Prehosp. Disaster med.

View full text Add to dashboard Cite

Introduction:Though many reports have assessed hospital emergency responses during a disaster that affected the facility's operations, relatively little work has been dedicated to identifying factors that aid or impede the recovery of such hospitals.Problem:On 05 October 2005, Hurricane Stan triggered landslides that buried an impoverished Mayan community in Santiago Atitlán, Guatemala. The six-bed Hospitalito Atitlán also was in the landslide's path. Though opened just months earlier, the institution maintained 24-hour services until reopening in a new facility only 15 days after the landslides.Methods:This qualitative study examined the Hospitalito Atitlán's disaster recovery using unstructured interviews with key hospital personnel and community members. Participant observation provided information about institutional and cultural dynamics affecting the hospital's recovery. Data were collected retrospectively during June–September 2006 and June 2007.Results:The Hospitalito's emergency responses and recovery were distinct endeavors that nonetheless overlapped in time. The initial 12 hours of disorganized emergency relief work was quickly succeeded by an organized effort by the institution to provide inpatient and clinic-based care to the few severely injured and many worried-well patients. As international aid started arriving 2–3 days post-landslide, the Hospitalito's 24-hour clinical services made it an integral organization in the comprehensive health response. Meanwhile, a subset of the Hospitalito's non-clinical staff initiated rebuilding efforts by Day 2 after the event, joined later by medical staff as outside aid allowed them to handoff clinical duties. Effective use of the Internet and conventional media promoted donations of money and supplies, which provided the raw materials used by a group determined to reopen their hospital.Conclusions:Early work by a recovery-focused team coupled with a shared understanding of the Hospitalito as an institution that transcended its damaged building drove the hospital's rapid post-emergency revival. Encouraging a similar sense of mission, emulating the Hospitalito's handling of funding and material procurement, and conducting rebuilding and relief efforts in parallel may aid recovery at other health facilities.

show abstract

Planning for Resilience in Hospital Internal Disaster

Cited by 47 publications

References 12 publications

Validation of a Framework for Measuring Hospital Disaster Resilience Using Factor Analysis

Validation of a Framework for Measuring Hospital Disaster Resilience Using Factor Analysis

Disaster resilience in tertiary hospitals: a cross-sectional survey in Shandong Province, China

Disaster Relief and Recovery after a Landslide at a Small, Rural Hospital in Guatemala

Contact Info

Product

Resources

About