Major Incident Management Shumontha Dev

2009 ◽  
pp. 419-424
Keyword(s):  
Major Incident ◽  
Incident Management

Information sharing and interoperability: the case of major incident management

2014 ◽  
Vol 23 (4) ◽  
pp. 418-432 ◽  
Author(s):  
David K Allen ◽  
Stan Karanasios ◽  
Alistair Norman
Keyword(s):  
Information Sharing ◽  
Major Incident ◽  
Incident Management

Challenges of Major Incident Management When Excess Resources are Allocated: Experiences from a Mass Casualty Incident after Roof Collapse of a Military Command Center

2004 ◽  
Vol 19 (2) ◽  
pp. 179-184 ◽  
Author(s):  
Luis Romundstad ◽  
Knut Ole Sundnes ◽  
Johan Pillgram-Larsen ◽  
Geir K. Røste ◽  
Mads Gilbert
Keyword(s):  
Mass Casualty Incident ◽  
Mass Casualty ◽  
Major Incident ◽  
Incident Management ◽  
Field Hospital ◽  
Rescue Work ◽  
Incident Command ◽  
Set Up ◽  
Minor Injuries ◽  
Command Center

AbstractDuring a military exercise in northern Norway in March 2000, the snowladen roof of a command center collapsed with 76 persons inside. Twentyfive persons were entrapped and/or buried under snow masses. There were three deaths. Seven patients had serious injuries, three had moderate injuries, and 16 had minor injuries.A military Convalescence Camp that had been set up in a Sports Hall 125 meters from the scene was reorganized as a causality clearing station. Officers from the Convalescence Camp initially organized search and rescue. In all, 417 persons took part in the rescue work with 36 ambulances, 17 helicopters, three ambulance airplanes and one transport plane available. Two ambulances, five helicopters and one transport aircraft were used. Four patients were evacuated to a civilian hospital and six to a field hospital.The stretcher and treatment teams initially could have been more effectively organized. As resources were ample, this was a mass casualty, not a disaster. Firm incident command prevented the influx of excess resources.

Course in Prehospital Major Incidents Management for Health Care Providers in Saudi Arabia

2018 ◽  
Vol 33 (6) ◽  
pp. 587-595 ◽  
Author(s):  
Nidaa A. Bajow ◽  
Wajdan I. AlAssaf ◽  
Ameera A. Cluntun
Keyword(s):  
Health Care ◽  
Saudi Arabia ◽  
Health Care Providers ◽  
Core Competencies ◽  
Wilcoxon Test ◽  
Major Incident ◽  
Incident Management ◽  
Care Providers ◽  
Post Test ◽  
Major Incidents

AbstractIntroductionUnacceptable practices of health care providers during disasters have been observed because they work outside the scope of their daily practices and have inadequate training. A greater need for the involvement of health professionals in disaster management has been noted in Saudi Arabia. This study evaluates the efficacy of a training course in prehospital major incident management for health care providers in Saudi Arabia.MethodsAn interactive course for general principles in prehospital major incident management was developed with domains and core competencies. The course was designed according to the local context and was based on international standards. It was piloted over four days at the Officers Club of the Ministry of Interior (Riyadh, Saudi Arabia) and was sponsored by Mohammed Bin Naif Medical Center, King Fahd Security College in Riyadh, Saudi Arabia. The participants (n=29) were from different disciplines from main government health facilities in Riyadh. They completed a pre-test and a post-test.ResultsThe overall score was 55.1% on the pre-test and 68.4% on the post-test (Wilcoxon test for paired samples, P <.05). Three out of the four domains had significant difference between pre- and post-test results, as well as the overall total knowledge.Conclusion:Conducting inter-disciplinary and competency-based disaster medicine courses for health care providers can augment appropriate disaster preparedness for major incidents in Saudi Arabia.BajowNA,AlAssafWI,CluntunAA.Course in prehospital major incidents management for health care providers in Saudi Arabia.Prehosp Disaster Med.2018;33(6):587–595.

An Introduction to Major Incident Management

2017 ◽  
Author(s):  
Ian Greaves ◽  
Paul Hunt
Keyword(s):  
Emergency Services ◽  
Major Incident ◽  
Incident Management ◽  
Roles And Responsibilities ◽  
Communication Assessment ◽  
Major Incidents ◽  
And Control ◽  
Structured Approach ◽  
Mass Fatalities

Chapter 1 covers information on what a major incident is, definitions and classifications including chemical, biological, radiological and nuclear (CBRN), special arrangements, historical and recent major incidents, mass fatalities, the Civil Contingencies Act 2004, nomenclature, and the Joint Emergency Services Inter-operability Programme (JESIP). The phases and objectives of a response to a major incident are described. This chapter also outlines the generic structured approach including command and control, safety (including zones and cordons), communication, assessment, triage and categorization systems, casualty treatment, roles and responsibilities, and casualty transportation.

Major Incident Experience and Preparedness in a Developing Country

2013 ◽  
Vol 7 (3) ◽  
pp. 313-318 ◽  
Author(s):  
Hesam Seyedin ◽  
Rouhollah Zaboli ◽  
Hamid Ravaghi
Keyword(s):  
Public Health ◽  
Positive Impact ◽  
Lessons Learned ◽  
Major Incident ◽  
Incident Management ◽  
Semistructured Interview ◽  
Framework Analysis ◽  
Health Organizations ◽  
Research Software ◽  
Major Incidents

AbstractBackgroundResearch 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.MethodsA 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.ResultsThe 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.ConclusionsOur 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)

Oxford Manual of Major Incident Management

2017 ◽  
Author(s):  
Paul Hunt ◽  
Ian Greaves
Keyword(s):  
Emergency Services ◽  
Major Incident ◽  
Incident Management ◽  
Core Knowledge ◽  
Professional Boundaries ◽  
Emergency Responders ◽  
The United Kingdom ◽  
The Media ◽  
London Bombings ◽  
First Time

Regrettably, no year passes without some form of major incident occurring somewhere in the United Kingdom. To the traditional threats of transport, industrial, and natural disasters has been added the possibility of a major terrorist atrocity such as the London bombings of 7 July 2005 or the recent marauding gun attacks in Paris. The international situation continues to suggest that the likelihood of further similar attacks is a question of when, rather than if. That said, for most professional responders, a transport incident such as the GNER crash at Great Heck, a chemical incident such as Flixborough, or an environmental catastrophe like Boscastle is probably the most likely type of incident that they will be involved in. The key to a successful response lies in preparedness and effective planning built upon up-to-date knowledge and a full awareness of relevant policy and procedures. The recent enquiry into the emergency services response to ‘7/7’ highlighted a number of failings while also complementing the individuals from all services and specialities who offered aid. Although, due to the nature of this incident being especially sensitive, it is clear that the emergency services response to any incident will be subject to intense public scrutiny—both official and via the media. There is a clear need to establish a core knowledge base which extends beyond individual professional boundaries and hence the need for this manual. The Oxford Manual of Major Incident Management will, for the first time, bring together and integrate the key facts for potential emergency responders to, or who may be involved in the planning and preparation for, a major incident of any type or scale.

scholarly journals Major Incidents in Kenya: the Case for Emergency Services Development and Training

2013 ◽  
Vol 28 (2) ◽  
pp. 170-173 ◽  
Author(s):  
Benjamin W. Wachira ◽  
Wayne Smith
Keyword(s):  
Emergency Services ◽  
Emergency Operation ◽  
Major Incident ◽  
Transport Sector ◽  
Incident Management ◽  
Local Health ◽  
Publication Type ◽  
Rescue Service ◽  
Major Incidents ◽  
And Training

AbstractKenya's major incidents profile is dominated by droughts, floods, fires, terrorism, poisoning, collapsed buildings, accidents in the transport sector and disease/epidemics. With no integrated emergency services and a lack of resources, many incidents in Kenya escalate to such an extent that they become major incidents. Lack of specific training of emergency services personnel to respond to major incidents, poor coordination of major incident management activities, and a lack of standard operational procedures and emergency operation plans have all been shown to expose victims to increased morbidity and mortality.This report provides a review of some of the major incidents in Kenya for the period 2000-2012, with the hope of highlighting the importance of developing an integrated and well-trained Ambulance and Fire and Rescue service appropriate for the local health care system.WachiraB, SmithW. Major incidents in Kenya: the case for emergency services development and training. Prehosp Disaster Med. 2013;28(2):1-4.

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