Development of Emergency Operations Center Management Model in the Case of COVID-19 of the Office of Disease Prevention and Control 6 Chonburi

Abstract

This study aimed to develop the management model for Emergency Operations Center (EOC) in the case of COVID-19 of the Office of Disease Prevention and Control 6 Chonburi (ODPC 6). This action research utilizes the Kemmis and McTaggart (PAOR) concepts in conjunction with the Deming Cycle (PDCA). The study consists of three phases: Phase 1 analyzed the context and problem, Phase 2 developed the EOC Management Model for COVID-19 at ODPC 6, and Phase 3 summarized and evaluated the study among the EOC staff at ODPC 6. The study was conducted between 1 January 2020 and 30 September 2022. Data were collected from reports and operational emergency response outcomes during each wave of COVID-19, the knowledge exchange and lessons learned from the EOC staff at ODPC 6. Data were analyzed for percentages and content analysis. The study found that the EOC COVID-19 model of ODPC6 was managed in the following ways: 1) Management: Restructuring of EOC, consolidation, expansion and formation of new task groups, personnel adjustments based on workload and changing situations, issuing structural change directives, defining clear roles and responsibilities, delegating authority with Deputy Directors and Assistant Directors supervising 1-2 mission groups each. Additionally, the provinces were divided into attending meetings to provide recommendations to the Provincial Communicable Disease Committees of 8 provinces. Each mission groups have developed internal work systems and adjusted management plans during the emergency response phase by implementing PDCA principles, sharing knowledge, and incorporating lessons learned to systematically evaluate and improve management plans. 2) Location and equipment: Each missions groups have been assigned a specific location and is provided with the necessary equipment. 3) Personnel aspect: The overall potential of personnel was enhanced to effectively prepare for EOC operations and improve the potential of each mission group. This involved acquiring knowledge, refining work processes, adopting Best Practices, and promoting innovation. Most of the operational results passed the evaluation criteria according to the specified indicators. The development of public health emergency management at the district level has improved. Recommendations include developing plans to enhance personnel capabilities concurrently with innovation and technological advancements to support rapid operations and reduce manpower, particularly in managing large database systems, using predictive models, and analyzing lessons learned to prepare for unexpected future disease situations.