Active shooter and other violent incidents occur all over the country – in urban and rural areas, in big cities and small towns, in large and small facilities. Many examples demonstrate the need to understand and plan for them and the significant consequences that could follow. This article empowers the reader to better understand how these incidents may occur and ways to better mitigate and respond when a healthcare and other facilities are threatened.
It seems that every day over the past two years there are plenty of news stories covering the strain hospitals are facing in staffing shortages and the impacts from a global pandemic. Emergency medical services (EMS) are also dealing with their own similar issues across the nation. Many of these critical facilities and services are located in the proximity of nuclear power plants in which previous agreements were established to provide treatment, patient transportation, radiation monitoring, and decontamination in the event of a patient-generating event within a nuclear power plant’s emergency planning zones.
Since the spring of 2020, variables such as mistrust of government leaders, anti-maskers, and economic concerns complicated COVID-19 community response. The Cynefin framework is a sensemaking theory in the social sciences to create a framework for emergency managers in large-scale events.
An article published in 2013 discussed the considerable challenges of quarantine order implementation and enforcement during a future pandemic or other serious threats to public health. That discussion was after the emergence of severe acute respiratory syndrome (SARS) and Middle East respiratory syndrome (MERS), but before the re-emergence of the Ebola virus in West Africa. The level of preparedness for the rapid execution of federal quarantines has not greatly improved since 2013. The nation’s readiness may have even diminished during the current pandemic due to social, political, and organizational discord.
The COVID-19 pandemic significantly impacted the lives of healthcare workers and first responders – impacts they are still feeling. As workers on the frontlines, these people took a harder hit than the rest of the American population when COVID-19 swept across the nation. Several studies have shown that the pandemic increased a person’s likelihood to have negative impacts on mental health and led to the development of new coping strategies among healthcare workers and first responders.
In an emergency response, multiple groups of stakeholders such as city, county, state, and federal agencies are brought together to solve a crisis or execute a mission. While groups of individuals from within an agency may have a shared understanding of their mission, organization, hierarchy, and norms of engagement, proper coordination between distinct groups takes time, trust, and practice. By the nature of these missions, these are scarce and often intangible resources. Situational awareness through software and expert practitioners substantially increases the odds of mission success.
The buildup to World War II illustrated the negative effect that huge wartime demand for medical supplies, equipment, and pharmaceuticals had on public and private healthcare systems in the United States. After the war, the Defense Logistics Agency (DLA) began building and pre-positioning federally owned medical materiel in storage depots domestically and materiel management centers in the European and Pacific theaters of operations. Collectively, these inventories were named war reserve materiel (WRM) and consisted of billions of dollars of medical materiel. The WRM was designed to provide wartime start-up supplies until medical materiel manufacturers could ramp up production to levels capable of supporting both wartime and civilian healthcare needs simultaneously. The medical WRM was also used to provide medical support to contingencies and humanitarian assistance missions both at home and abroad.
On 11 March 2021, the world reached a dubious milestone – one year since the World Health Organization (WHO) first declared COVID-19 a global pandemic. Soon after that declaration, a large portion of the world shut down. In the 12 months that followed, community stakeholders have become relatively well-versed in the scientific theories surrounding social distancing, viral load, herd immunity, and transmission of respiratory droplets. However, no topic has likely been more discussed (or more heatedly debated) than the need for and use of face masks.
The mission of the U.S. Department of Health and Human Services (HHS) Office of the Assistant Secretary for Preparedness and Response (ASPR) is to save lives and protect Americans from 21st century health security threats by leading the nation’s medical and public health preparedness for, response to, and recovery from disasters and public health emergencies. To accomplish this mission, ASPR collaborates with hospitals, healthcare coalitions, community stakeholders and groups, state, local, tribal, and territorial governments, the private sector, and other partners across the U.S. to improve readiness and response capabilities.
The word “reconnaissance” conjures the image of sizing up the enemy and making a plan. Behind medieval history and WWII films about military battles across seas and foreign lands, military forces and commands strategized the battle with efforts revolving around reconnaissance. For many of those who diligently formulate and coordinate emergency response, planning, preparedness, mitigation, and recovery, and those who came out of the Civil Defense Era to build and mold modern emergency management, this pandemic response has elicited feelings of anger and a struggle between opinions and facts.