crisis management experience of egyptian blood services by dr f moftah n.
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Crisis Management Experience of Egyptian Blood Services by: Dr F Moftah

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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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background 1
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
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


egypt experience 1
Egypt Experience,1
  • Presence of Contingency Plan
  • Stereotype Scenarios
  • Major Accident
  • Political Trigger
  • Always practiced

[N.B. Natural Incidents are not anticipated]

egypt experience 2
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.
introduction 1
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.
introduction 2
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
introduction 3 examples of difficult situations
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
  • Improving the response to unexpected disaster situations.
  • Reducing vulnerability, is achievable by incorporation of blood services in the health /national crisis plans.
material method 1
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.
material method 2
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.
material method 3
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.
  • 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.
  • 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.
  • 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.