Addressing the gap between public health emergency planning and incident response

• Type of Material: Article
• Authors: Ariela Freedman, Emory University; Michele Mindlin, Emory University; Christopher Morley, Emory University; Meghan Griffin, Emory University; Wilma Wooten, San Diego County; Kathleen Miner, Emory University
• Language: English
• Date: 2013-01
• Publisher: Taylor & Francis: STM, Behavioural Science and Public Health Titles
• Publication Version: Author Accepted Manuscript (After Peer Review)
• Copyright Statement: © 2013 Landes Bioscience
• License: Creative Commons Attribution 3.0 Unported
• Final Published Version (URL): http://dx.doi.org/10.4161/dish.21580
• Title of Journal or Parent Work: Disaster Health
• ISSN: 2166-5044
• Volume: 1
• Issue: 1
• Start Page: 13
• End Page: 20
• Grant/Funding Information: This study was funded through a cooperative agreement with the Centers for Disease Control and Prevention (CDC) [Cooperative Agreement #5P01TP000300].
• Keywords: Incident Command System; Emergency Operations Center; qualitative research; H1N1; emergency preparedness; public health emergency response
• Research Categories: Health Sciences, Medicine and Surgery; Health Sciences, Public Health

Abstract

Objectives: Since 9/11, Incident Command System (ICS) and Emergency Operations Center (EOC) are relatively new concepts to public health, which typically operates using less hierarchical and more collaborative approaches to organizing staff. This paper describes the 2009 H1N1 influenza outbreak in San Diego County to explore the use of ICS and EOC in public health emergency response. Methods: This study was conducted using critical case study methodology consisting of document review and 18 key-informant interviews with individuals who played key roles in planning and response. Thematic analysis was used to analyze data. Results: Several broad elements emerged as key to ensuring effective and efficient public health response: 1) developing a plan for emergency response; 2) establishing the framework for an ICS; 3) creating the infrastructure to support response; 4) supporting a workforce trained on emergency response roles, responsibilities, and equipment; and 5) conducting regular preparedness exercises. Conclusions: This research demonstrates the value of investments made and that effective emergency preparedness requires sustained efforts to maintain personnel and material resources. By having the infrastructure and experience based on ICS and EOC, the public health system had the capability to surge-up: to expand its day-to-day operation in a systematic and prolonged manner. None of these critical actions are possible without sustained funding for the public health infrastructure. Ultimately, this case study illustrates the importance of public health as a key leader in emergency response.