Increasing Perceived Emergency Preparedness by Participatory Policy-Making (Think-Tanks). (20th February 2018)

• Record Type: Journal Article
• Authors: Adini, Bruria; Israeli, Avi; Bodas, Moran; Peleg, Kobi
• Is Part Of: Disaster medicine and public health preparedness. Volume 13:Number 2(2019)
• Page Start: 152
• Page End: 157
• Publication Date: 2018-02-20
• Subjects: Think-tanks, -- emergency preparedness, -- health policy, -- community health planning, -- health care facilities, -- manpower and services; Disaster medicine -- Periodicals; Emergency management -- Planning -- Periodicals; Public health -- Periodicals; 363.34
• DOI: 10.1017/dmp.2018.8
• Languages: English
• ISSNs: 1935-7893

Abstract

Abstract: Objective: The study aimed to examine impact of think-tanks designed to create policies for emerging threats on medical teams' perceptions of individual and systemic emergency preparedness. Methods: Multi-professional think-tanks were established to design policies for potential attacks on civilian communities. In total, 59 multi-sector health care managers participated in think-tanks focused on: (a) primary care services in risk zones; (b) hospital care; (c) casualty evacuation policies; (d) medical services to special-needs populations; and (e) services in a "temporary military-closed zone." Participants rotated systematically between think-tanks. Perceived individual and systemic emergency preparedness was reviewed pre-post participation in think-tanks. Results: A significant increase in perceived emergency preparedness pre-post-think-tanks was found in 8/10 elements including in perceived individual role proficiency (3.71±0.67 vs 4.60±0.53, respectively; P <0.001) and confidence in colleagues' proficiency during crisis (3.56±0.75 vs 4.37±0.61, respectively; P <0.001). Individual preparedness and role perception correlates with systemic preparedness and proficiency in risk assessment. Conclusions: Participation in policy-making impacts on individuals' perceptions of empowerment including trust in colleagues' capacities, but does not increase confidence in a system's preparedness. Field and managerial officials should be involved in policy-making processes, as a means to empower health care managers and improve interfaces and self-efficacy that are relevant to preparedness and response for crises. ( Disaster Med Public Health Prepardness . 2019;13:152–157)