Canadian health emergency management professionals’ perspectives on the prevalence and effectiveness of disaster preparedness activities in response to COVID-19

Construction of COVID-19 Epidemic Prevention and Control and Public Health Emergency Response System Based on Discrete Stochastic Mathematical Model

“…It is manifested within the disease control agency, that is, the establishment of a health emergency office or the designation of a special agency responsible for the daily management and work of health emergency. Its basic responsibility is to guide and coordinate the emergency treatment of public health emergencies of disease control agencies and formulate emergency plans for public health emergencies, as well as guide and undertake public health emergencies for prevention preparation, monitoring and early warning, disposal and rescue, and analysis and evaluation [ 13 ].…”

Preparing for the next COVID-19 wave in Canada: managing the crisis facing emergency management leaders in healthcare organisations

“…Findings from our recent survey of health EM professionals' perspectives on COVID-19 Preparedness and Response in Canadian Healthcare Organizations show that just over half of response teams were led solely by a healthcare leader, and that more than a quarter of those healthcare leaders had not received any training in their role, nor on the system. 27 Our early findings showing the appointment of executives to leading EM positions in Canadian healthcare is encouraging, as they are of sufficient influence and power to enact disaster response effectively. With good support and training from EM professionals, these executive leaders should be well positioned to make effective decisions.…”

“…This strategy aims to compliment the Emergency Management Framework for Canada 3rd edition, and strengthen hospital emergency preparedness capabilities by providing ongoing leadership training for hospital staff and administrators in HEICS and overall emergency preparedness. 27 28 31 on June 27, 2021 by guest. Protected by copyright.…”

Healthcare system leadership and climate change: five lessons for improving health systems resiliency

“…Training of executive leadership in crisis and disaster response and the role of business continuity cannot be overstated. Research from the COVID-19 emergency response supports this need, finding that when incident commanders of health organisations were trained in the principles of 'incident management', health systems had a more effective response to COVID-19 [21]. With more than a quarter of incident commanders in health organisations having received no training, a competency gap exists in the understanding of emergency management by health system leaders [1].…”

“…Adaptive capacity is the ability of an organisation to absorb disruptions and reorganize while undergoing change, retaining its essential functions and structures while bouncing back to a state of normalcy following an extreme event. Historically, the development of adaptive capacity and traditional cycles of disaster management have not been coterminous, yet the need for an adaptive system is called for in building resilient publicly funded [21,22].…”