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Crisis Management Experience of Egyptian Blood Services by: Dr F Moftah

Crisis Management Experience of Egyptian Blood Services by: Dr F Moftah. Background, 1. World wide Promotion of Safe and Sustainable Blood System Global: Man Made and Natural Unrest & Disasters Risk is the Probability of Adverse Event will happen Crisis is the happening of an adverse event.

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Crisis Management Experience of Egyptian Blood Services by: Dr F Moftah

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  1. Crisis ManagementExperienceofEgyptian Blood Servicesby: Dr F Moftah

  2. Background, 1 • World wide Promotion of Safe and Sustainable Blood System • Global: Man Made and Natural Unrest & Disasters • Risk is the Probability of Adverse Event will happen • Crisis is the happening of an adverse event

  3. Background,2 • People in all societies have the right to expect that any blood and blood products supplied to them, be provided in a way that is safe, sustainable and supports their communities and their health systems • Health security is a fundamental and indispensable prerequisite to global, national and individual development Ref; IFRCRCS

  4. Egypt Experience,1 • Presence of Contingency Plan • Stereotype Scenarios • Major Accident • Political Trigger • Always practiced [N.B. Natural Incidents are not anticipated]

  5. Egypt Experience,2 • Crisis planning is an essential part of Egyptian MOH. It includes all measures to respond to sudden increase in demand under all circumstances. • Egyptian National Blood Transfusion Services (ENBTS) after being reconstructed, established a contingency plan to deal with any crisis. However; plan's scope focuses on specific incidents/accidents but not nationwide disaster.

  6. Introduction (1) • ENBTS faced a unique situation during January 2011, [Egyptian Revolution]. It was nationwide crisis including all governorates. • ENBTS management team dealt with it on an ad hoc basis. • 800 deaths were reported, and over 6,000 have been injured in different governorates during the first week of the revolution.

  7. Introduction (2) • Situation of instability lasted more than a month [ and still !!! ]. • Instability passed through different stages. • The Organization's vulnerability and capacity; supported proper handling of the situation. • MOH Officials disappeared

  8. Introduction (3)Examples of difficult situations • Staff stranded in homes and in work place. • Violent demonstrations in front of NBT center. • Staff strikes, and strange demands. • Banks closed, no salaries for staff. • Interrupted supplies delivery. • No gas for vehicles. • Many others

  9. Aim • Improving the response to unexpected disaster situations. • Reducing vulnerability, is achievable by incorporation of blood services in the health /national crisis plans.

  10. Material & Method (1) Stage1; Jan 26 till Feb 1, • 93 units collected at NBTC (in Cairo) • No telecommunication, cellular phones, internet. • Curfew was declared and national security was deteriorated. • Crisis management began from top of organizational hierarchy and immediate action plans for possible consequences were prepared by management team. • Possible measures to maintain adequate blood. • Curfew hindered blood collection through mobile drives, & stock distribution.

  11. Material & Method (2) Stage2; Feb 2 till 17, • 2798 units collected at NBTC • Adequate blood supply was achieved by calling for donation through media (TV), organizing secured blood drives, encouraging in-house donation, utilizing stocks of blood, consumables, testing kits and reagents within NBTS network. • Overwhelming reaction of donors and organizations for donation was managed by mobilizing staff to handle sudden donors' influx requiring accelerated drawing to meet emergent need. • Contingency team in all departments handled work over load.

  12. Material & Method (3) Stage3; Feb 18 till March 2, • 388 units collected at NBTC • Preventing blood wastage through this stage was achievable by slowing down collection rate, rescheduling blood drives. • Conducting workshops for donation staff to come up with better performance plan of action.

  13. Results • ENBTS was capable to overcome hazards of triggering events. • Neither shortage nor wastage of blood was experienced. • Collection during 3 stages of crisis reached 3270 donations from organized blood drives, 544 donations in-house at NBTC. It was sufficient and met demands. • 4200 units were collected during the same time in the previous year. • Regional Blood Centers all over Egypt followed the same pattern.

  14. Conclusion • Most of BTS crisis plans are designed to deal with localized incidents assuring high certainty of information and communication. • Situation in Egypt highlighted the importance of having alternative telecommunication solution for the network (Intranet work) • Stocks should be available in hot spots that receive emergency cases outside NBTS. • Integration of NBTS plan within National Health plan is mandatory. • Proportion between blood collection and demand should be optimized to prevent shortage/wastage during different stages of crisis.

  15. Recommendations • Risk management is important for modern BTS. • Scenarios should include untraditional stories. • Contingency plan should be integrated with National Health one. • Learn lessons from other situations.

  16. THANK YOU THANK YOU

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