Disaster preparedness among physicians and medical interns in Egypt: A multi- center cross-sectional study

When a crisis strikes—whether a sudden flood, a pandemic, or a mass-casualty accident—the healthcare system faces a test that goes far beyond treating individual patients. It requires a coordinated response where doctors and nurses know exactly what to do, where to go, and how to work together under extreme pressure. This concept, known as disaster preparedness, is not just about having medical supplies; it is about the mental and organizational readiness of the people who run the hospitals. It involves understanding the chain of command, knowing how to triage the injured, and having the confidence to act when resources are scarce. In a world where emergencies are becoming more frequent and complex, the ability of a nation's medical workforce to respond effectively is a matter of public safety. If the people trained to save lives are unsure of their roles or lack the necessary training, the entire system risks faltering when it is needed most.

A recent investigation into this critical issue focused on Egypt, a country vulnerable to a wide range of public health threats. Researchers set out to understand the state of readiness among the country's physicians and medical interns, who represent both the current and future backbone of the healthcare system. The study, conducted across 36 hospitals in different regions of the country, asked 1,293 medical professionals to share their knowledge, attitudes, and experiences regarding disaster management. The goal was not merely to count how many people had taken a training course, but to see if they truly understood the systems in place, felt confident in their abilities, and believed their institutions were ready to handle a crisis. The findings revealed a troubling gap between the willingness to help and the actual preparedness to do so effectively.

The researchers gathered their data between late 2025 and early 2026, surveying a mix of practicing doctors and interns who were completing their mandatory two-year training. They used a detailed questionnaire to measure five key areas: what the doctors knew about disaster protocols, how they felt about the need for planning, what they had actually done in terms of practice, their willingness to keep working during a crisis, and how they perceived their hospital's readiness. The results painted a picture of a workforce that is eager but under-equipped. While the majority of participants expressed a strong belief that both national and hospital-level disaster plans are necessary, their actual knowledge of these systems was surprisingly low. Only about one in five doctors knew who was in charge during a disaster, and fewer than a quarter were familiar with their own hospital's specific response systems.

Perhaps the most striking finding was the disconnect between attitude and action. The medical professionals surveyed generally held positive views about disaster planning and expressed a moderate to high willingness to continue their duties even if their hospitals lacked adequate training or equipment. However, this willingness did not translate into practical readiness. When asked about their actual participation in disaster drills or their experience managing volunteers during emergencies, the scores were very low. Only about a third of the participants reported that their hospitals held regular disaster drills. The data showed that while doctors felt they should be ready, they often did not know how to execute their roles when a real emergency occurred. They knew they were essential, but they lacked the specific operational knowledge to be effective.

The study also looked at what factors made a difference in how prepared a doctor felt. The analysis showed that knowledge was the strongest predictor of good preparedness practices. Doctors who knew more about disaster protocols were also more likely to have engaged in practical activities and felt more confident in their abilities. Similarly, a sense of self-efficacy—the belief that one can successfully perform a task—was a major driver of readiness. Interestingly, the type of hospital where a doctor worked also mattered. Physicians in private hospitals reported higher levels of organizational preparedness compared to those in government hospitals, suggesting that resources and management structures play a significant role in how well a facility can prepare for a crisis. However, the study noted that simply being willing to work is not enough; without the backing of proper training and institutional support, that willingness could put healthcare workers at risk.

The researchers concluded that while Egyptian doctors and interns have the right attitude and a strong desire to help, the system is not yet providing them with the tools they need to do their jobs safely and effectively during a disaster. The gap is not in their hearts, but in their training and the organization of their workplaces. The study suggests that to fix this, medical education needs to include more structured disaster training, and hospitals need to invest in regular drills and clear command structures. Until these changes are made, the healthcare workforce remains vulnerable, ready to step up but potentially unprepared for the chaos of a real emergency. The path forward involves turning that willingness into competence through better education and stronger institutional support.