The future of command and control for disaster response

2002 ◽  
Vol 21 (5) ◽  
pp. 56-68 ◽  
Author(s):  
J. Rosen ◽  
E. Grigg ◽  
J. Lanier ◽  
S. McGrath ◽  
S. Lillibridge ◽  
...  
Keyword(s):  
Disaster Response ◽  
Command And Control ◽  
The Future ◽  
And Control

scholarly journals Command and control in hospitals during SARS-CoV-2 pandemic: The windmill model of disaster response

2020 ◽  
Vol 18 (7) ◽  
pp. 19-22
Author(s):  
Thomas Wurmb, MD ◽  
Georg Ertl, MD ◽  
Ralf-Ingo Ernestus, MD ◽  
Patrick Meybohm, MD
Keyword(s):  
Disaster Response ◽  
Command And Control ◽  
Disaster Medicine ◽  
Crisis Leadership ◽  
Incident Command System ◽  
Incident Command ◽  
Complex Processes ◽  
Response Plan ◽  
Improve Hospital ◽  
And Control

Hospitals are the focus of the fight against SARSCoV-2 pandemic. To meet this challenge hospitals need a Disaster Response Plan and a Hospital Incident Command System (HICS) as a crisis leadership tool. The complex dependency between the systems staff, supplies, and space during the SARS-CoV-2 pandemic is a major problem for hospitals. To take the appropriate countermeasures, the effects of the crisis on these systems must be detected, analyzed, and displayed. The presentation and interpretation of such complex processes often poses serious problems for the hospitals’ incident commanders.In this article, we describe a new model that is able to display these complex interrelationships within the command process. The model was developed and deployed during the disaster response to SARS-CoV-2 pandemic in order to facilitate the entire command process and to improve hospital disaster response. The approach of the model is as simple as it is innovative. It perfectly symbolizes the basic principle of disaster medicine: keep is safe and simple. It will help hospitals to improve command and control and to optimize the disaster response during SARS-CoV-2 pandemic.

Disaster Response to the 2011 Tohoku-Oki Earthquake: National Coordination, a Common Operational Picture, and Command and Control in Local Governments

2013 ◽  
Vol 29 (1_suppl) ◽  
pp. 369-385 ◽  
Author(s):  
Norio Maki
Keyword(s):  
Local Governments ◽  
Disaster Response ◽  
Command And Control ◽  
Emergency Operations ◽  
Emergency Operations Center ◽  
Relief Operations ◽  
Participant Observer ◽  
And Control ◽  
Operations Center ◽  
Management Issues

The author was a participant-observer in the Iwata Prefecture's Emergency Operations Center during the response to the Tohoku-oki earthquake and tsunami. He provides his observations, analysis, and recommendations for the response phase, with an emphasis on command and control and information management. Issues addressed include (1) national coordination, (2) multiple hazard operations, and (3) coordinated relief operations.

Against Security

2014 ◽  
Author(s):  
Harvey Molotch
Keyword(s):  
Hurricane Katrina ◽  
Customer Service ◽  
Structural Design ◽  
Disaster Response ◽  
Command And Control ◽  
Public Spaces ◽  
Airport Security ◽  
Ordinary People ◽  
Water Projects ◽  
And Control

The inspections we put up with at airport gates and the endless warnings we get at train stations, on buses, and all the rest are the way we encounter the vast apparatus of U.S. security. Like the wars fought in its name, these measures are supposed to make us safer in a post-9/11 world. But do they? This book explains how these regimes of command-and-control not only annoy and intimidate but are counterproductive. The book takes the reader through the sites, the gizmos, and the politics to urge greater trust in basic citizen capacities—along with smarter design of public spaces. The book criticizes a range of security structures and protocols: airport security that requires body searches while generating long lines of queuing people; New Orleans water projects that precipitated the Hurricane Katrina flood, and the militarized disaster response that further endangered residents; even gender-segregated public restrooms. The book recommends simple improvements, from better structural design and signage to assist evacuations to customer-service procedures that help employees to spot trouble. More so, it argues for a shift away from command and control toward a security philosophy that empowers ordinary people to handle crises. The result is a far-reaching re-examination of the culture of public fear.

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.

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