Person-centred care-based crisis management: facing COVID-19 in an oil industry

Background The study aims to present the strategies used in person-centred care, through measures to promote and prevent COVID-19 pandemic in an oil industry in Brazil. The corporate focus is on managing the crisis, converging economic interests, operational security, health and protection of individuals. Methods In March 2020, a ‘Crisis Room’ was structured, based on the Incident Command System (ICS) methodology for managing interventions in the company, covering about 160 000 workers and 1000 health professionals, including physicians, nurses, psychologists, social workers and nutritionists. The main strategies were: production of technical notes on COVID 19, development of software for monitoring cases, call-centre through a specialized centre with medical and psychological support, test implementation, implementation of sanitary barriers with temperature verification and filling of forms, as well as systematic technical forums. Results In the period of 1 year, 46 technical notes were produced, 61 388 cases were recorded and monitored, 30 373 gold standard tests (RT PCR), 484 686 rapid tests, 25 217 workers approached at health barriers and an average of 350 systematic technical forums, were carried out. Conclusions Attention to the presented scenario and the mapping of the particularities in the emergency response are fundamental for decision-making, which can be impacted by the absence of strategies still in the reactive phase of the emergency. Despite the adoption of the ICS methodology in the management of the COVID-19 crisis, the incorporation of instruments aimed at individual-centred care were key strategies and foundations that have guaranteed work safety and the maintenance of productivity in this oil company within pandemic context.

Implementation and effectiveness of the National Incident Management System’s Incident Command System in law enforcement since 2003

This paper investigates the use of the National Incident Management System (NIMS)’s Incident Command System (ICS) in law enforcement since Homeland Security Presidential Directive 5 was issued in 2003. It attempts to answer the following questions: (a) To what degree has law enforcement adopted the NIMS style ICS?; (b) To what degree has the NIMS/ICS framework been applicable to law enforcement?; and (c) Is the NIMS style ICS effective in the law enforcement response environment? The research includes a review of relevant case studies and literature and also includes the analysis of a survey instrument sent to 1,220 current and former law enforcement practitioners across the United States. The survey includes both open- and closed-ended questions. The data from closed-ended questions were compiled and displayed. Data from open-ended questions were grouped thematically. Responses were then assessed and compared with information gleaned from the literature review. Results indicate the system has been widely adopted by law enforcement, and its use is applicable and effective in some law enforcement responses. Its use in the highly chaotic initial phase of incidents, however, remains an open question.

California's Stakeholder Matrix: A Liaison Tool for the first 96 hours of Response

ABSTRACT Research on crisis and risk communication continues to illustrate the need for and benefits of early and sustained stakeholder engagement during disasters, both natural and manmade. The California citizenry is deeply committed to environmental protection and expects to “engage” with their government on policy development and environmental solutions. Stakeholders expect a high-level of government transparency, driving the need for engagement even more during emergency responses such as oil spills. Within the Incident Command System (ICS), it is the responsibility of the Liaison Officer (LOFR) to coordinate and share information with stakeholders. A review of “After Action Reports” and “lessons learned” from oil spills, both nationally and within California, point to the continued need for strong stakeholder engagement by the LOFR and has become a priority of California's lead oil spill response agency, the California Department of Fish and Wildlife, Office of Spill Prevention and Response (OSPR). Building off stakeholder engagement tools found in crises and risk communication literature and in Incident Command System job aids, OSPR crafted a stakeholder matrix that was readily scalable, easy to use, and easy to translate to Incident Commanders and other Command Staff during response. This matrix is a template of simple inputs, allowing stakeholders and engagement strategies to be identified, grouped, and prioritized. It is intended to be a planning tool for the first 24–96 hours, a precious time in a response. It is often too early to expect the LOFR to have completed a stakeholder engagement plan, yet this time is critical to initiating early stakeholder communication that will set the tone for the response. This matrix serves as the initial plan for the LOFR. This paper will describe the development of this tool, its evolution, and its use. It will also highlight feedback from exercises and response partners. It will describe the flexibility and scalability, and considerations for broader applications.

What difference does a letter make? - Exploring Incident Management System with respect to the Incident Command System

ABSTRACT How can a process be flexible enough for use in any incident, yet rigid enough to provide the structure required in times where stress is high, and time is short? In 2014 the IPIECA-IOGP Joint Industry Project (JIP; an outcome of the 2010 Gulf of Mexico oil spill) recommended the implementation of a structured Incident Management System (IMS) in their publication of a Good Practice Guide (GPG): Incident Management System for the Oil and Gas Industry. Now, half a decade on from this publication, many oil companies have, or are in the process of implementing some form of IMS across their global operations. The GPG describes IMS as a “set of proven organizational and management principles.” It also states that it is based on ICS as it “is a version of IMS that is widely used by Industry”. As multiple IMS's exist globally, this paper explores whether the blanket adoption of a single existing system can be used when so many considerations, are required. Through observing and assisting their members in introducing (and maintaining) an IMS across various business units, Oil Spill Response Limited (OSRL) has seen how systems can be tailored that are flexible enough to meet the specific needs of the company concerned. Examples include introducing initial assessment procedures and customisation of documentation. Potential limitations of ICS possible evolutions of IMS are discussed. Incorporation of the organisational and management principles described by the JIP provides guidance when modifying/tailoring a system that can be used by businesses facing different scenarios in different environments and with differing levels of resources. The change in terminology from the Incident Command System to the Incident Management System allows for customisation of a proven system and increased flexibility whilst being based on tried and trusted foundations.

Iranian Primary Healthcare System's Response to Pandemic Covid- 19 Using Healthcare Incident Command System

Background: The healthcare incident command system (HICS) is a potent disaster management tool in healthcare systems. The present study aimed to evaluate the effects of HICS on the district health networks (DHNs) covered by provincial Medical Universities (PMU) in terms of the management and commanding of the corona crisis in Iran. Methods: This cross-sectional research was performed in June 2020 in Iran. Data were collected using the HICS assessment tool by trained crisis management experts in the DHNs. In addition, we investigated the effects of the HICS use on the management and commanding of the corona crisis. Furthermore, the effects of the HICS use were evaluated on two groups of DHNs with active HICS and DHNs with inactive or no HICS. Results: The total mean score of the corona incident command and management was 78.79±11.90 (range: 20-100) in all the DHNs. The DHNs had the highest scores in the dimensions of organizational support and coordination and the lowest score in the dimension of support and planning. Significant differences were observed between the DHNs with active HICS and DHNs with inactive or no HICS in terms of the mean scores of incident management and command and its dimensions.Conclusions: According to the results, the HICS use had a positive impact on the improvement of incident management and command and all of its dimensions. Therefore, the HICS could be used in primary healthcare for the systematic and proper management of infectious disease crises and increasing their efficiency in response to these phenomena.