Development of Emergency Operations Center (EOC) and Incident Command System (ICS) in response to public health emergencies in the context of coronavirus disease 2019

Abstract

The purpose of this research was to develop an Emergency Operations Center (EOC) and an Incident Command System in response to public health emergencies in the context of the coronavirus disease 2019. The method used was a practical research consisting of the following PAOR components: Plan (P), Act (A), Observe (O), and Reflect (R). The target group was staff from the Office of Disease Prevention and Control Region 2, Phitsanulok, who were assigned to work at the Emergency Operations Center (EOC) during December 2019 - September 2020. The tools used included LINE instant messaging application, LINE-based instructions and oriders, minutes of the meeting, incident reports, outbreak investigation reports, DDC CARE program, command tracking program, and after action review (AAR). Data were analyzed by content analysis and descriptive statistics. The results of the study showed that [1] the Public Health Emergency Operations Center was activated and its operational capabilities were raised in the conext of COVID-2019 and incident command structure was set up and implemented based on the following 13 functional areas: (1) Incident Commander, (2) Situation Awareness Team (SAT), (3) Strategy, (4) Disease Investigation, (5) Risk Comunications, (6) Case Management, (7) Points of Entry, (8) Human Resources, (9) Stockpiling of Medical Supplies and Logisics, (10) Legislations, (11) Finance, (12) Liaison, and (13) Laboratory. In addition, a review of relevant laws, regulations, announcements and orders was conducted. Data on outbreak situations was analyzed and incident action plan was developed. (2) There was a functioning Incident Command System (ICS) in place, which resulted in the following actions being taken including 19 EOC meetings; 1,148 orders given and those orders being followed up through the Dashboard; deployment of the Royal Biosafety Mobile Units; implementation of sentinel surveillance among specific groups; daily monitoring of situations, active case finding conducted; disease investigation conducted on 18 cases; high-risk groups monitored through DDCCare Application; 277,011 arriving passengers screened at border checkpoints; 1,977 samples having received laboratory testing and none had tested positive for SARS-CoV-2. Risk communications were conducted for mass media and the general public via Facebook, LINE application, and websites. A survey conducted among those visiting fresh markets found 94.38 percent of respondents wearing masks, 92.81 percent of them not washing their hands, while 75.06 percent not practicing physical distance. Twenty-three items of medical supplies were provided and parations of personnel were made prior to deployment. Operational expenses were supported; lessons learned were documented to identify strengths, weaknesses; and an E-BOOK for EOC Museum was developed. Based on the findings, responsible health agencies are recommend to prepare personnel for rotation purposes, ensure work-life balance in preparation for field deployment for an extended period of time, develop standard operating procedures and response plans to be consistent with field operations needs, and exchange knowledge with other health agencies and/or EOCs.