scholarly journals Civilian-Military Collaboration before and during COVID-19 Pandemic—A Systematic Review and a Pilot Survey among Practitioners

2022 ◽  
Vol 14 (2) ◽  
pp. 624
Author(s):  
Amir Khorram-Manesh ◽  
Luc J. Mortelmans ◽  
Yohan Robinson ◽  
Frederick M. Burkle ◽  
Krzysztof Goniewicz
Keyword(s):  
Systematic Review ◽  
Emergency Management ◽  
Online Survey ◽  
Control Level ◽  
Command And Control ◽  
Healthcare Organizations ◽  
Safety Communication ◽  
Communication Assessment ◽  
Military Healthcare ◽  
And Control

Due to the similarity in skills and assets, Civilian-Military collaboration has emerged as one of the most reliable partnerships during the disaster and public health emergency management to address all necessary elements of surge capacity, i.e., staff, stuff, structure (space), and systems. This study aimed to evaluate this collaboration before and during the coronavirus 2019 pandemic. The outcomes of the systematic review revealed several published reports on successful civilian-military collaboration and proposed a need for further improvement. One hundred sixty-six individuals from 19 countries responded to nine questions, included in an online survey with the possibility to leave comments if necessary. The questionnaire referred to elements such as command and control, safety, communication, assessment, triage, treatment, and transport, as the crucial components of emergency management. The comprehensive examination of the survey results together with registered comments revealed a possible improvement in collaboration particularly on the strategic levels, i.e., meetings at the command-and-control level, safety, communication, and networking issues. While logistic collaboration seemed to be unchanged, the practical parts of the collaboration, i.e., clinical and non-clinical operational partnership (Triage and Treatment), mutual education, training, and operational understanding of each organization remained unchanged. In conclusion, although the current pandemic may have facilitated a more intense collaboration between civilian and military healthcare organizations, it lacks practical partnership and operative engagement, representing two crucial elements necessary for harmony and compatibility of both systems. Such collaboration may require a political will and perhaps a mutual civilian-military authority.

scholarly journals Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams

2017 ◽  
Vol 48 (2) ◽  
pp. 215-248 ◽  
Author(s):  
Selma van der Haar ◽  
Mieke Koeslag-Kreunen ◽  
Eline Euwe ◽  
Mien Segers
Keyword(s):  
Emergency Management ◽  
Team Effectiveness ◽  
Team Learning ◽  
Command And Control ◽  
Team Leader ◽  
Effective Teams ◽  
Team Meetings ◽  
Constructive Conflict ◽  
And Control ◽  
Over Time

Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.

Application of Boyd’s OODA loop to emergency response

2021 ◽  
Vol 19 (5) ◽  
pp. 461-468
Author(s):  
David J. Tanui, DSc, MSc, BEd (Hons)
Keyword(s):  
Emergency Management ◽  
Emergency Response ◽  
Command And Control ◽  
The United States ◽  
Management Policy ◽  
Federal State ◽  
Policy And Practice ◽  
Dynamic Task ◽  
Response Phase ◽  
And Control

Emergency management is a dynamic task that requires constant evaluation and research so as to improve processes and systems. Most importantly, the rise in emergencies has led to increased costs of managing them. These cost increases are happening at a time when US government agencies are experiencing budget-cuts. Therefore, a search for solutions to improve emergency management is critical, especially in the emergency response phase. The emergency response phase is particularly important because studies show that due to the confusion and panic caused when a disaster strikes, failures in command and control often lead to delays in action and increased operation costs.This article argues that Boyd’s OODA loop, a command and control concept used by the US military for several years, presents opportunities as an off-the-shelf resource that can be adapted by nonmilitary response organizations at federal, state, local, and agency level. The study is an important contribution to the ongoing discourse on emergency management policy and practice in the United States.

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 Preventive and responsive plans to COVID-19 epidemic in a leading teaching hospital in Milan, Italy

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
L Bellini ◽  
E Bossi ◽  
D Bucci ◽  
M Capraro ◽  
F Chiappa ◽  
...  
Keyword(s):  
Health Care ◽  
Emergency Management ◽  
Online Survey ◽  
Healthcare Professionals ◽  
Task Force ◽  
Facilities Management ◽  
First Case ◽  
Management Area ◽  
Set Up ◽  
And Control

Abstract Issue Following the SARS-Cov-2 outbreak in Wuhan, China, the first case of COVID-19 was reported in Codogno, Lombardy, Italy, on 20 February 2020. The ongoing epidemic has exposed the health care system to a severe stress. San Raffaele Hospital (OSR) in Milan, Italy - a leader in the emergency management, may provide a benchmarking experience useful for other countries. Description of the Problem OSR has established a task force including the health care director, the Infections Prevention and Control Committee (IPCC) and the head of ward and outpatients' facilities management area in order to assess the situation and to define a multi-step strategy. The management process has been divided in two steps. Firstly, a preventive phase was devised, in a preparedness perspective, to avoid the spread of the infection to the Healthcare Professionals (HCP). Secondly, a reorganizational phase was implemented to guarantee assistance to infected patients, especially the critical ones. Results Before the outbreak, the IPCC updated OSR's procedures, based on the WHO's, national and regional guidance, planned a lectures series and an online survey to train healthcare professionals and proposed to stack Personal Protective Equipment (PPE) to face the expected shortage. The Head of the facilities management area defined separate pathways in the Emergency Department in order to isolate patients with respiratory symptoms, set up a new ward, with 26 beds and dedicated personnel, as well as two Intensive Care Units, with 13 beds, Some wards were merged and more healthcare workers were moved to the COVID-19 units. Lessons The coordination between task force members has been crucial for translating the multi-step strategy in a quick reorganization of the whole hospital. Despite early preparations, we could not anticipate the evolution of the outbreak and its logistic impact, especially on the PPE procurement. Key messages A major Hospital was proved to be capable to respond to the changing healthcare requests. Organizational flexibility is crucial for proper emergency management.

Data Fusion Aiding Tool (DAFAT) Design for Emergency Command and Control Using Lean Principles

2015 ◽  
pp. 202-230
Author(s):  
Obafemi Balogun ◽  
Edem G. Tetteh
Keyword(s):  
Emergency Management ◽  
Hurricane Katrina ◽  
Emergency Response ◽  
Command And Control ◽  
Lean Principles ◽  
Response Planning ◽  
Emergency Response Planning ◽  
The World ◽  
And Control ◽  
Insight Into

Disaster events, such as September 11, 2001, Hurricane Katrina, and the Southeast Asian Tsunami, have taught America and the world the importance of preparing for emergency response to a disaster that may arise from natural disasters or man-made disasters. Decisions regarding emergency response often rely on incomplete information and imprecise data, whereas responsive measures to disasters must be efficient in time and effective in accuracy to minimize possible loss of lives and properties. The domain of emergency response requires the interaction and collaboration of multiple stakeholders with different standard operating procedures. Excluding lean principles in the design of the emergency management information system can be as devastating as the disaster itself. This chapter analyzes the impacts of lean principles in the understanding of command and control, its nature, and the characteristics of an emergency domain, providing better insight into the problems associated with information processing during emergency response planning.

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