Lessons Learned from the Aeromedical Disaster Relief Activities Following the Great East Japan Earthquake

2013 ◽  
Vol 28 (2) ◽  
pp. 166-169 ◽  
Author(s):  
Hisashi Matsumoto ◽  
Tomokazu Motomura ◽  
Yoshiaki Hara ◽  
Yukiko Masuda ◽  
Kunihiro Mashiko ◽  
...  
Keyword(s):  
Local Government ◽  
Disaster Relief ◽  
Command And Control ◽  
Helicopter Emergency Medical Service ◽  
Lessons Learned ◽  
Great East Japan Earthquake ◽  
Direct Control ◽  
Medical Assistance ◽  
Publication Type ◽  
And Control

AbstractIntroductionSince 2001, a Japanese national project has developed a helicopter emergency medical service (HEMS) system (“doctor-helicopter”) and a central Disaster Medical Assistance Team (DMAT) composed of mobile and trained medical teams for rapid deployment during the response phase of a disaster.ProblemIn Japan, the DMAT Research Group has focused on command and control of doctor-helicopters in future disasters. The objective of this study was to investigate the effectiveness of such planning, as well as the problems encountered in deploying the doctor-helicopter fleet with DMAT members following the March 11, 2011 Great East Japan Earthquake.MethodsThis study was undertaken to examine the effectiveness of aeromedical disaster relief activities following the Great East Japan Earthquake and to evaluate the assembly and operations of 15 doctor-helicopter teams dispatched for patient evacuation with medical support.ResultsFifteen DMATs from across Japan were deployed from March 11th through March 13th to work out of two doctor-helicopter base hospitals. The dispatch center at each base hospital directed its own doctor-helicopter fleet under the command of DMAT headquarters to transport seriously injured or ill patients out of hospitals located in the disaster area. Disaster Medical Assistance Teams transported 149 patients using the doctor-helicopters during the first five days after the earthquake. The experiences and problems encountered point to the need for DMATs to maintain direct control over 1) communication between DMAT headquarters and dispatch centers; 2) information management concerning patient transportation; and 3) operation of the doctor-helicopter fleet during relief activities. As there is no rule of prioritization for doctor-helicopters to refuel ahead of other rotorcraft, many doctor-helicopters had to wait in line to refuel.ConclusionThe “doctor-helicopter fleet” concept was vital to Japan's disaster medical assistance and rescue activities. The smooth and immediate dispatch of the doctor-helicopter fleet must occur under the direct control of the DMAT, independent from local government authority. Such a command and control system for dispatching the doctor-helicopter fleet is strongly recommended, and collaboration with local government authorities concerning refueling priority should be addressed.MatsumotoH,MotomuraT,HaraY,MasudaY,MashikoK,YokotaH,KoidoY.Lessons learned from the aeromedical disaster relief activities during the Great East Japan Earthquake.Prehosp Disaster Med.2013;28(2):1-4.

Disaster Relief Activities of the Japan Self-Defense Force Following the Great East Japan Earthquake

2014 ◽  
Vol 8 (3) ◽  
pp. 194-198 ◽  
Author(s):  
Yasumasa Nishiyama
Keyword(s):  
Chronic Disease ◽  
Natural Disasters ◽  
Disaster Relief ◽  
Lessons Learned ◽  
Great East Japan Earthquake ◽  
Medical Aid ◽  
Medical Response ◽  
Self Defense ◽  
Disaster Situation

ABSTRACTCooperation between civilian and military forces, including the Japan Self-Defense Force (JSDF), enabled wide-ranging disaster relief after the Great East Japan Earthquake. Nevertheless, many preventable fatalities occurred, particularly related to an inability to treat chronic disease, indicating the need to plan for the provision of long-term medical aid after natural disasters in stricken areas and evacuation shelters. To assist in this effort, this report (1) provides an overview of the consequences of the medical response to the Great East Japan Earthquake, the largest natural disaster ever to hit Japan, focusing on the role and actions of the JSDF; (2) discusses the lessons learned regarding the provision of medical aid and management by the JSDF after this disaster, looking at the special challenges of meeting the needs of a rapidly aging population in a disaster situation; and (3) provides recommendations for the development of strategies for the long-term medical aid and support after natural disasters, especially with regard to the demographics of the Japanese population.

C2 Agility for Emergency Management: Examining the Katrina and Sandy Responses

2018 ◽  
Vol 15 (4) ◽  
Author(s):  
Caroline R. Earle
Keyword(s):  
Emergency Management ◽  
Hurricane Katrina ◽  
Disaster Response ◽  
Command And Control ◽  
Hurricane Sandy ◽  
Lessons Learned ◽  
Three Dimensions ◽  
Military Operations ◽  
Allocation Of Decision Rights ◽  
And Control

Abstract The Command and Control (C2) Agility theory developed by experts from the Command and Control Research Program based upon analysis of military operations, posits that a C2 approach is characterized by three dimensions: (1) allocation of decision rights, among entities, (2) patterns of interaction, and (3) distribution of information. An entity’s C2 approach is agile when these three dimensions can be changed as required due to a change in circumstances. The Institute for Defense Analyses has produced a handbook C2 by Design to guide operationalization of the C2 Agility theory. C2 agility becomes salient as complexity increases; and the complex, dynamic nature of disaster response environments suggests the applicability of C2 Agility theory to emergency management. This article builds on early NATO study panel findings that used disaster response case studies to validate C2A theory, and draws on existing case literature to identify what factors influenced C2A during Hurricane Katrina and explore how lessons learned from that response impacted C2A during the subsequent US response to Hurricane Sandy. The analysis uses C2A assessment factors from C2 by Design to examine these cases and recommends how the US government can achieve improved C2A during future responses to complex disasters.

scholarly journals The Lessons Learned Process in the Czech Armed Forces

2017 ◽  
Vol 22 (1) ◽  
pp. 10-17
Author(s):  
Janka Kosecová ◽  
Monika Grasseová-Motyčková
Keyword(s):  
Process Optimization ◽  
Control Process ◽  
Command And Control ◽  
Armed Forces ◽  
Lessons Learned ◽  
Current State ◽  
Standard Part ◽  
And Control ◽  
Functional Areas ◽  
The Way

Abstract The Lessons Learned Process was introduced in the Czech Armed Forces in 2004. Since then the LL process has become a standard part of the command and control process as well as one of the tools generating input to abilities development of units, formations, and staffs at all levels. The LL process allows to learn from both own and others’ mistakes; it also allows to use the best general procedures in all functional areas of development and deployment of armed forces. Not only does the article describe achievements, it also focuses on barriers which impede the efficient development of the system and the LL process. The focus of the article lies in the LL process current state analysis; here the authors come to the conclusion that one of the main problems is that commanders misunderstand the LL process. Another obstacle is the way the identified LL are analysed at the strategic level of command. In the conclusion, recommendations describing the way the identified barriers can be overcome and thus ensure further process optimization are presented.

Environmental Regulations in China

2019 ◽  
Author(s):  
Haitao Yin ◽  
Xuemei Zhang ◽  
Feng Wang
Keyword(s):  
Local Governments ◽  
Performance Indicator ◽  
Environmental Regulations ◽  
Command And Control ◽  
Regulatory System ◽  
Lessons Learned ◽  
Chinese Government ◽  
Environmental Pressures ◽  
Control Approach ◽  
And Control

China’s environmental challenges are unprecedented in terms of their size and severity. The country’s constantly evolving regulatory systems are a blend of lessons learned from Western market- and information-based regulations, China’s own unique political and administrative context as an authoritarian country, the complex relationship between its central and local governments, and the balance between the needs for environmental protection and economic growth. A close look at China’s environmental regulatory system may offer useful insights to those working toward a more sustainable future. In the 21st century, the environmental regulatory system in China is entering a new era. Over the last three decades, efforts have focused on developing regulatory standards for air, water, and solid waste, among many other pollutants. This regulatory system primarily follows a command-and-control approach and is often criticized for its failure to curb China’s increasingly severe environmental degradation. In the future, the Chinese government may pursue two routes. The first is to increase the use of market mechanisms and information tools to enable and incentivize more stakeholders, such as consumers, nongovernmental organizations, and communities, to engage in the development and enforcement of environmental regulations, for instance, through cap-and-trade systems, information-disclosure programs, and environmental insurance. However, existing evidence shows that the usefulness of these new instruments is limited. Another route is to develop new mechanisms to strengthen the enforcement of traditional command-and-control regulations. Examples include making environmental performance a key performance indicator (KPI) in the performance appraisals of government officials or leveraging the power of financial sectors. These approaches are a footnote to the new argument in favor of environmental authoritarianism, which suggests that authoritarian regimes, setting authoritarian rules, may be more capable of handling complex environmental pressures. More studies need to be conducted on the effectiveness of these new approaches and the mechanisms by which they may achieve success.

Creating and sustaining a highly engaged company culture in a multigenerational workplace

2015 ◽  
Vol 14 (4) ◽  
pp. 124-130 ◽  
Author(s):  
John Blattner ◽  
Thomas J. Walter
Keyword(s):  
Organizational Culture ◽  
Command And Control ◽  
Team Leadership ◽  
Lessons Learned ◽  
Content Type ◽  
Control Approach ◽  
High Performing ◽  
Younger Workers ◽  
Company Culture ◽  
And Control

Purpose – The purpose of this paper is to demonstrate how organizations can create and sustain a highly engaged, high performing company culture, one that fully integrates and leverages the strengths of boomers, Gen Xers and Millennials. Design/methodology/approach – Once a company run with a command and control approach, Tasty Catering leadership was confronted by its younger generation, mid-level leaders who said, “We no longer wanted to be told what to do”. Instead, they wanted to be given clearly defined tasks with identified outcomes and measures, and the freedom to pursue those goals how they so choose. In short, they wanted to change from “command and control” management to “team” leadership. After considerable thought, Tasty Catering leadership decided to embrace this creative destruction and the transformation began. From all employees reading Good to Great and breaking into teams to discuss applicability to the company to employee-led development of company culture starting with core values, the leadership team witnessed the beginning of something they realized was going to take their organization to new heights. This case study will outline key steps for leaders and HR leaders with lessons learned and tips for success as they transform with team leadership, open-book management and engaging younger workers. Findings – Business and HR leaders should consider assessing their organizational culture and effectiveness to gain a baseline and make measurable improvements. PAS International administered Tasty Catering’s assessment using the Organizational Culture Inventory® (OCI®) and the Organizational Effectiveness Inventory® (OEI®), finding a rare and very strong match up of ideal and current operating culture for both employee and leadership segments in an organization. The results of the assessment, normed against more than a thousand other organizations, validate Tasty Catering’s healthy, high performing work environment. Originality/value – The culture-based leadership model and financial transparency led and implemented by Tasty Catering’s younger workers are examples of workplace practices that enable high employee involvement, growth, development and recognition. The company’s cultural efforts continue to pay off in high staff morale, as well as a 14 percent rise in sales and a 117 per cent increase in profits last year. Recognizing the importance of sustainability and continuous improvement, all of Tasty Catering’s employees, those representing every generation, are constantly identifying the best and new ways to maintain their strong culture and performance link.

An Attempt of Extracting and Sharing Lessons Learned from Experiences of the 2011 Great East Japan Earthquake Disaster Based on the Viewpoints of Experts on Disaster Science: The “Database of Lessons from March 11, 2011”

2016 ◽  
Vol 11 (5) ◽  
pp. 881-888 ◽  
Author(s):  
Shosuke Sato ◽  
◽  
Fumihiko Imamura ◽  
Keyword(s):  
At Risk ◽  
Local Government ◽  
Nankai Trough ◽  
Database System ◽  
Lessons Learned ◽  
Great East Japan Earthquake ◽  
Web Database ◽  
Earthquake Disaster ◽  
Interview Survey ◽  
Disaster Science

It is important to extract, clarify, and share the lessons learned from disasters to enhance preparedness for and effective responses in a disaster. This paper aims to describe the development of a web database system to share lessons learned by disaster science experts based on experiences of the 2011 Great East Japan Earthquake Disaster. First, an interview survey was conducted with local government officers in areas identified as being at risk during the Nankai Trough Earthquake to identify their needs. Next, we reported on the use of the system for three months after its release based on analyses of access log data.

MAXIMIZING DISPERSANT PREPAREDNESS: LESSONS LEARNED FROM THE 2007 HAWAIIAN ISLANDS FULL SCALE EXERCISE

2008 ◽  
Vol 2008 (1) ◽  
pp. 805-809
Author(s):  
Kim Beasley ◽  
C. Curtis Martin ◽  
Roger Laferriere
Keyword(s):  
United States ◽  
Decision Making ◽  
Data Transmission ◽  
Large Scale ◽  
Command And Control ◽  
The United States ◽  
The State ◽  
Lessons Learned ◽  
Coast Guard ◽  
And Control

ABSTRACT Large scale dispersant exercises have been conducted nationally and internationally ever since their first large scale use during the Torrey Canyon Spill of 1967. Few of these exercises are conducted on the grandest scale intended to exercise all aspects of the operation; from command and control, pre-application testing, application, monitoring and data transmission. Clean Islands Council in cooperation with the State of Hawaii'S Department of Health and the U.S. Coast Guard conducted a two day exercise on February 21–22, 2007 to test the full range of the State'S Dispersant capability. It was the largest exercise ever conducted in Hawaii, and arguably the largest in United States history. The exercise was the culmination of 14 years of program development by the Clean Islands Council, the State of Hawaii and the United States Coast Guard. The exercise instilled a tremendous appreciation in all players involved of the complexity of dispersant operations, and the importance of ensuring efficient command and control processes, support and communications. All elements of Dispersant application were tested: decision making processes, laboratory pre-testing, on-scene test application, on-scene application, on-scene monitoring and real time data transmission to effect quick decision making from jurisdictional agencies. Additionally, the latest state of the art equipment was used during all phases. This paper discusses the results of the exercise and shares critical lessons learned that will greatly advance the preparedness knowledge of all dispersant users internationally. The authors of this paper have over 50 years of collective spill response experience and were personally involved in the exercise design and execution.

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