Together We Stand

[ 73 ] The workshop for building a resilient hospital identified hospital capacities and vulnerabilities, provided simulation exercises, and helped formulate a disaster action plan for the hospital. The workshop began with an introduction session on DRR. In contrast to the common emphasis on predicting, controlling and mitigating hazards, DRR aims to reduce the causes of disasters linked to societies’ vulnerabilities. Throughout the workshop, participants were given an explanation on the definition of the term ‘resilience’, derived from the Latin word resiliere meaning ‘to bounce back’. The resilient hospital concept familiarises the hospital and its staff with preparedness measures for the pre-disaster, during disas- ter and post-disaster periods, so they are capable of immediate action and can manage to bounce back faster. MERCY Malaysia used a number of methods during the workshop, including capacity-development of the hospital staff through a series of introductory lectures on DRR for hospitals. Using a Venn diagram and a table on historical disasters, the staff shared their experiences too. In addition, on-site observations (also referred to as ‘hospital watching’) were conducted system- atically to collect data on the vulnerability and capacities of the hospital environment. Hospital watching was adapted from a ‘town watching’ method which has been conducted since 1970 in Japan. Finally, a table-top simulation exercise was conducted to re-enact the disaster situation and see how the hospital would react based on its existing response plan. MERCY Malaysia’s model for the resilient hospital in the Nias Islands was discussed. The design plans for this hospi- tal were formulated taking into account its transformation from normal operating days to a functional hospital to accom- modate a disaster situation. The hospital is now capable of providing different points of access in receiving disaster victims who require medical action and treatment. Critically ill patients (K1) who need urgent operations will be immedi- ately sent to the operation theatre from K1 triage centre tents. K2 and K3 patients will be observed and treated in the K2 and K3 tents, while the deceased will be sent directly to tent K4. The workshop participants were also given examples of the hospital’s capability with regard to its architecture, structure and mechanical and electrical infrastructure, which could be turned to advantage, resistance and capacity for hospitals in times of crisis. Examples include open spaces such as court- yards, sidewalks, lawns and parking lots. Courtyards can be transformed into disaster management zones with basic utili- ties such as water and electricity. Structural resistance was also taken into account, such as the safety factors of vertical and horizontal load that could increase the hospital’s resil- ience level to earthquakes and typhoons. At the start of the session a Venn diagram was drawn with three overlapping circles. In this exercise, each circle represents a different phase, namely the pre-disaster, during disaster and post-disaster phases. Each circle should include list of entities (organizations, agencies, individuals) that have assisted the hospital during previous disaster events. The first circle is filled up with a list of entities that have assisted the hospital during pre-disaster preparation. If the entities also contributed during a disaster, the two circles will overlap. The same process also goes for entities that have assisted the hospital during and after a disaster. For example, the hospital preparedness for disasters programme by MERCY Malaysia can be considered as an assisting partner after the disaster. Therefore MERCY Malaysia can be put into the third circle. Entities which are considered as partners are a vital support during any crisis situation. Having the right capacity at the right time and place would make them more valuable and therefore, the hospital should have a complete list of enti- Physical elements of hospitals such as open spaces, can be used to enable resistance and capacity for hospitals in times of crisis Courtyards can be transformed into disaster management zones with basic utilities such as water and electricity Image: MERCY Malaysia Image: MERCY Malaysia T ogether W e S tand