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Planning for resilience in hospital internal disaster
1Department of Urban and Regional Planning, University at Buffalo, The State University of New York, Buffalo, New York 14214, USA. ezs@buffalo.edu
Prehospital and Disaster Medicine
|August 18, 2004
Summary
Hospital preparedness planning should focus on building resilience capabilities rather than planning for infinite contingencies. This approach helps reduce the likelihood of a crisis escalating into a disaster.
Area of Science:
- Healthcare Management
- Emergency Preparedness
- Risk Management
Background:
- Distinguishing between hospital "crisis" and "disaster" is crucial for effective planning.
- Preparedness aims to mitigate the escalation from a crisis to a disaster.
- Crises involve numerous, overwhelming uncertainties, including hazard, incident, and informational uncertainties.
Purpose of the Study:
- To clarify terminology and methods for averting internal hospital disasters.
- To differentiate between crisis and disaster in the in-hospital context.
- To propose a strategic shift from contingency planning to capability building for resilience.
Main Methods:
- Conceptual analysis of crisis and disaster terminology.
- Identification of key uncertainties inherent in hospital crises.
- Framework development for enhancing in-hospital resilience.
Main Results:
- Hospital crises are characterized by profound uncertainties across multiple domains.
- Contingency planning is insufficient due to the near-infinite number of potential scenarios.
- Building core capabilities is more effective than exhaustive contingency planning.
Conclusions:
- Focusing on resilience through preparedness is key to managing hospital crises.
- Enhancing information systems, communication, resource management, and staff versatility builds resilience.
- Strategic planning should prioritize adaptable capabilities over rigid, specific plans.