Why eoc is better than 07

Bookmark the permalink. Emergency Alerts Search Whatcom Unified Search for:. Tracking status. How do you keep track of status? How do you communicate that to others? Resource deployment and logistics tracking. This not only includes physical equipment but personnel. What mechanism do you use to track these critical resources?

Who does the triage to teams? Are tickets visible to everyone who needs to see them? Team Notification. Timely and efficient notification of EOC staff and business unit recovery teams is critical.

How is that done and how are the results tracked? A notification system quickly enables that process. Monitor news and media. Integration of maps, floor plans, and real-time images. Real-time photographs of an affected site or other pertinent images could be invaluable. Report development.

This could include end-of-shift, executive, and team reports. Action planning. These essential planning sessions include the documentation of the current situation status, development of the strategic objectives, assignment of those objectives to a specific team owner, and the time and duration of the operational period the time the team works on their objectives before coming back together.

Some companies use telephone bridges and call that a VEOC. It takes more than just one phone bridge to be successful. When evaluating a software tool, look for the following characteristics. VEOC software should be able to perform the following functions:. Centralized command and control 2. Event tracking and logging 5. EOC plan check-off lists — automated checklists for all team positions 6. According to the evaluation results, the training program can also be improved.

Exercise is a primary training tool. The abilities of professionals should be consolidated and improved. The two types of exercises—discussion-based and operations-based exercises are usually used in the daily activity in the EOC [ 11 , 19 , 20 , 21 ]. In practice, the various exercise types may be modified or combined in order to meet specific objectives, especially when resources are limited.

The epidemic has taken nearly half a year. Since December , the reported H7N9 case number has been significantly higher than the same period in the past in China. As of January 8, , confirmed cases and 44 deaths have been reported [ 12 ].

The epidemic has spread to 10 provinces. The confirmed cases have increased by 6. The response process of this outbreak can be roughly divided into the following five stages Fig. During this period, the number of cases per week increased from 4 to the top of And the nationwide total number of the reported cases was up to from November 7, to January 15, Given the situation, it was expected that China CDC will continue to carry out intensive surveillance, connected with the field and further verify the situation, and technical support services for provincial human infection with H7N9 avian flu.

Subsequently, EOC organized the meetings on strategies and technical issues related to the epidemic response. And then the plan, objectives and periodic tasks of this response were determined. Functional groups have been set up for monitoring, control strategy, field management, risk communication and logistics. Incident action plan IAP was determined according to the responsibilities of each group.

The number of cases per week in January has risen sharply to 66 across the country, mainly in provinces along the Yangtze River, with 16 provinces reporting H7N9 cases. In the process of response, EOC gave full play to the role of resource integration and coordination, and mobilized professionals of the relevant provincial CDC to jointly handle the epidemic.

The field teams have been sent to several provinces to investigate the reasons for the sharp increase in the number of reporting cases. And the comprehensive coordination group organized daily consultation meetings to provide epidemiological technical support to the field teams.

The Chinese traditional festival, the Spring Festival, was in this stage. It is speculated that the increase of the case number might be related to live poultry consumption increase in the early part of the festival. And the rapid decline trend in a short period after the holiday is not only because the live poultry market management measures adopted in various places, but also might be closely related to the natural closure of the market during the Spring Festival.

The number of cases in the previously high-incidence provinces along the Yangtze River continued to decline from February to March, The number of cases fluctuated around 20 per week. The epidemic has moved from the coastal provinces of southeast China to south and southwest China.

Through remote video consultation, the epidemiology group regularly carries out discussions and studies on the epidemic situation in 16 key provinces. Suggestions on prevention and control measures should be given according to the particularity of different regions.

In addition, EOC sent infectious disease teams to the newly affected provinces for investigation, and the logistics team provided on-site supplies and equipment. The risk communication team compiled risk communication materials for important epidemic data and prevention and control information, and timely release them to the National Health Commission, the media and the public. According to the work task arrangement of this stage, the comprehensive team organized regular meetings in time to adjust the emergency operation plan, so as to ensure the efficient completion of the prevention and control objectives of this phrase.

A total of 22 provinces reported cases during this period, but the number of cases continued to remain at a low level from March to May The per week number of cases continued to fluctuate around The epidemic is spreading to north, northwest and southwest China. The risk communication team also organized experts to further develop measures to protect the public.

The comprehensive group once again took the lead in organizing and adjusting the prevention and control response targets and priorities at this stage. During this period, a total of 17 provinces have reported cases, with no more than 5 cases reported in each province.

The epidemic level has been further reduced compared with the previous period, and has basically returned to normal. However, the number of cases is still widespread. The China CDC recommended that local authorities continue to maintain controls on live poultry markets and monitor cases.

EOC organizes each group to study and evaluate the epidemic trend and risk assessment at this stage, and suggested that the level-III response for this epidemic should be terminated. The comprehensive coordination team worked with emergency operations supervisor would take the hotwash and AAR for this response process and form the improvement plan. When the EOC was deactivated in June , none of the human contacts had tested positive.

Through our 7-month around epidemiological action, the epidemic had been controlled. In resource-limited situation, emergency response is centered on achieving the biggest public health impact. In China CDC, the EOC is no longer just a centralized office, but a comprehensive functional center that integrates various resources, information and mechanisms.

And it contributes to faster and more efficient responses during emergencies which enable a greater reduction in morbidity and mortality. According to the H7N9 epidemic response process, it could be confirmed that the EOC can better organize and allocate various resources so as to achieve the purpose of standardized handling. It is suggested that appropriate EOP should be made according to the complexity of incident response in the region when constructing response mechanism.

Besides, it is all the more necessary to strengthen close collaboration and partnership with international organizations to enable more to be accomplished through leveraging individual institutional strengths. With these efforts, we aims to reach the goal of saving lives and protecting people while making the world a safer place from disease outbreaks and other public health threats. Beyond that, with the Belt and Road Initiative, China's public health services should also go abroad to help other international partner in need.

We need to improve the operational mechanism and the function of EOC. Efforts to strengthen EOC capacity must build on existing emergency response structures. In addition, Nigeria has expanded EOC operations to oversee other disease outbreaks and vaccine delivery. The challenges to setting up a successful EOC are both tangible and intangible. One of the biggest obstacles cited is convincing staff to give up their offices, buildings, and even organizational loyalties and cultures to come together as a newly defined unit.

But just finding staff with the appropriate skills is difficult in many developing countries. Key areas of expertise include data management, logistics, communications, disease control, epidemiology, field operations, and computer and management skills, all of which are in short supply in many resource-poor countries.

Retention and expansion of the polio EOCs to other heath activities will require transforming them from their current ad hoc, polio-specific roles into integrated sustainable elements of national, state, and provincial public health systems ultimately supported through domestic resources. Another critical component of EOC establishment is instituting an Incident Command System that establishes a workable hierarchy and allows all partners to communicate using the same language.

The system needs to be tailored to each context to ensure it is understandable to and actionable for all responders. Tangible needs for an EOC also may be difficult to acquire and make sustainable in low-resource settings. While having a separate building for the center is preferred by some, the center also can be set up within an existing structure. Ensuring adequate funding for the centers is another challenge. Those involved with the polio EOCs say they are valuable assets that should be sustained, and they note that the centers now are being used to support other immunization efforts, including measles.

Five-Year Target: Every country will have a public health Emergency Operations Center EOC functioning according to minimum common standards; maintaining trained, functioning, multi-sectoral rapid response teams RRTs and "real-time" biosurveillance laboratory networks and information systems; and trained EOC staff capable of activating a coordinated emergency response within minutes of the identification of a public health emergency.

Desired National Impact: Effective coordination and improved control of outbreaks as evidenced by shorter times from detection to response and smaller numbers of cases and deaths. Under the JEE, countries invite a group of international experts to evaluate on a scale of 1 to 5 the readiness of tools needed to respond to a public health threat. Of the 26 countries that have been examined so far, only three, Saudi Arabia, the United Arab Emirates, and the United States, received the highest score 5 for their capacity to activate emergency operations.

Thirteen countries received a score of 1 or 2 on their EOC operating procedures and plans. The polio EOCs are valuable assets from which important lessons can be learned for establishing emergency public health response capabilities in developing country settings. The services EOCs provide not only improve the health and safety of their own countries, but they combat disease on a global scale by containing it more quickly at its source.

Countries other than Nigeria, Pakistan, and Afghanistan will not have the advantage of GPEI funding and technical leadership and will have to drive the establishment of EOCs themselves.

To sustain and expand them, the three governments will have to make concerted efforts to integrate the EOCs into their government operations and to find funding for them. For example, CDC has several programs that train staff in epidemiology, data collection, communications, and health systems management that can continue to build capacity in developing countries, and it runs an EOC management program in Atlanta.