Optimizing Disaster Response: Structuring the Medical Branch Association’s Committees for Earthquake Emergencies

The vulnerability of Turkey to various natural and man-made hazards, notably earthquakes, demands proactive disaster management. The frequency and severity of earthquakes in 2022 and 2023, resulting in substantial loss of life, underscore the urgent need for preparedness. However, the existing literature reveals a lack of focus on disaster management within the Turkish Neurosurgical Society (TNS). To address this gap, a model titled, “The Turkish Neurosurgical Society Disaster Response Board,” has been proposed to establish a structured approach to handle emergencies.

Discussion

This board aims for a horizontal organizational structure, ensuring clear hierarchical levels and specific responsibilities. It divides into supervisory, in-service training, and counseling groups, facilitating a systematic response plan during potential disasters.

Disaster management involves 5 key phases: risk mitigation, preparedness, response, recovery, and prevention. Each phase demands specific actions, emphasizing the importance of proactive measures, planning, and efficient coordination among various disciplines.

The establishment of the Disaster Response Board within TNS intends to streamline disaster response efforts, enhance coordination, and optimize decision making. This initiative seeks to leverage the association’s expertise, centralize response efforts, and allocate resources effectively, particularly in delivering timely neurosurgical care during emergencies.

Operational as an organic model, the board emphasizes task fulfillment rather than a rigid hierarchy. It’s structured to include the Intervention Board, General Assembly, and distinct groups responsible for different tasks. The Supervisory Board focuses on overseeing association functions, organizing in-service trainings, and ensuring preparedness.

The Advisory Board comprises experienced neurosurgeons, pivotal in instructing trainings and providing consultative guidance during disasters. Meanwhile, the Board of Directors adopts a regional model, consisting of volunteers organized by geographical regions, each with designated roles for efficient disaster response.

During preparedness, these regional groups collaborate to develop intervention plans, assess needs, and establish inter-city support chains. Post-disaster, the board addresses members’ physical and psychological needs, collaborating with psychiatric associations to provide crucial support.

Conclusion

In conclusion, the proposed Disaster Response Board within TNS aims to establish an organized and coordinated approach to disaster management. Leveraging past experiences and meticulous preparation measures, the board seeks to maximize the association’s responsiveness and effectiveness in emergencies.