Leading interagency planning and collaboration in mass gatherings: public health and safety in the 2012 London Olympics

Abstract

Title: Leading interagency planning and collaboration in mass gatherings: public health and safety in the 2012 London Olympics.

Organizing Health Care Services for the 2017 “Athens Marathon, The Authentic:” Perspectives on Collaboration among Health and Safety Personnel in the Marathon Command Center

“…Collaboration between different organizations is a critical factor during mass gatherings. 9,11,[19][20][21][22] This study identified the key components of interagency collaboration among health and safety personnel in the marathon command center during the 2017 "Athens Marathon, The Authentic." Consistent with the literature, organizers of such events may face challenges caused by communication and coordination failures.…”

“…9,10 A recent study on interagency collaboration in mass gatherings reported that leadership plays a significant role in such events. 11 Furthermore, race organizers of the Chicago Marathon (Illinois USA) designed the Chicago Model (CM) to organize such events more effectively and facilitate integrated responses in changing environment; 7 this model focused on creating an environment where all the agencies can contribute and included three key components: organizational structure, information systems, and communication. The necessity for the development of such a model became apparent in 2007, when the event organizers of the Chicago Marathon had to cancel the event mid-race due to extreme weather conditions and faced confusion regarding the message communicated.…”

Recommencement of Sport Leagues With Spectators at the Adelaide Oval During the COVID-19 Pandemic: Planning, Experience, and Impact of a Globally Unprecedented Approach

“…Interorganizational linkages enabled nurturing of relationships among personnel from various agencies. Both shared understanding and interorganizational linkages had been identified previously as key interagency leadership issues with practical implications (40). They allowed for liaison among key stakeholders to be underpinned by mutual respect and constructive conversations, as well as ownership in identifying potential issues and solutions.…”

Leadership in Integrated Care Networks: A Literature Review and Opportunities for Future Research

“…Analysts also study the impact of network structures [63,[74][75][76], arguing that networks rely on network efficiency and density [63,75,76]. In contrast, network breadth can decrease performance, creating difficulties in reaching consensus and creating trust within a [63,[74][75][76] • Network geography [50,67,77] • Creating connectivity/consensus [78] • Co-creation [79] • Planning [80] • Managing performance [81,82] • Continuous learning [83,84] • Sharing information [85] • Pooling resources/expertise [13,86,87] • Committed/credible leaders [88][89][90][91][92][93] • Nurturing linkages [41,51,[94][95][96][97] • Aligning goals and creating shared understandings [95,98] Organisation level (15 studies)…”

“…These leaders exert influence by encouraging communication among stakeholders and by delivering strong messages regarding the importance of collaboration [88][89][90]. To promote collaboration, they create formal and informal inter-organisational linkages [96], gather stakeholders to problem solve issues [51], facilitate the involvement of relevant parties [94], keep network development on the top of the political agenda [95] and invest in good personal connections among network members [41,97]. Moreover, they use local events to articulate network goals [98] and create shared understanding of network values [95].…”