Critical analysis of Oklahoma State University’s short and extended duration COVID-19 incident management team operations

The COVID-19 pandemic has had profound effects on Institutions of Higher Education throughout the world. The unprecedented impact on university campuses were diverse and complex as universities shutdown and adapted their operations to address the threat. Many universities mobilized their research competencies to contribute to managing the risk beyond the campus environment. Numerous institutions were unprepared for the consequences and struggled to respond to the demands. To better manage the pressures, crisis response teams were setup overnight. The Oklahoma State University, in the United States, established two incident management teams using the incident command system, to manage the response. The initial short duration response aimed to establish and increase the diagnostic microbiology testing capacity for SARS-CoV-2 in the state of Oklahoma. The extended duration response focused on reopening a college after the lockdown and implementing the pandemic precautions required for the return of staff, faculty, and students. The aim of this qualitative exploratory study is to critically evaluate the IMT member perceptions, attitudes and experiences, and the use of the ICS, during the IMT’s response to the COVID-19 pandemic, in the pursuance of providing recommendations for improved IHE usage of the ICS. As a result of the qualitative analysis of both IMT responses, numerous findings contributed to shaping the nineteen recommendations emanating from this study

The role of social capital and community leadership in post-disaster recovery practices: an ethnography of Minami-Sanriku after the 2011 Tsunami

This research explores community post-disaster recovery practices in Minami-Sanriku, Japan after the 2011 tsunami by focusing on how various types of social capital have been developed and deployed in bottom up community-based tourism initiatives. In so doing, the research fills a gap in the existing disaster recovery literature by bringing to the fore the voices and experiences of the tsunami survivors as opposed to outsiders (Government, NGOs etc.) who have already received extensive attention in terms of their roles in the reconstruction efforts. The study adopts a social capital lens which is applied to the context of disaster recovery and illustrated via empirical cases which unpack the processes by which social innovation was facilitated by and in turn facilitated the development of bonding, bridging and linking social forms of capital. The research also demonstrates the dynamics of Kizuna as perceived by the local community which challenges the official meaning of Kizuna of social solidarity as espoused by the government in its reconstruction rhetoric. Finally, this research contributes new insights to the role of community leadership by highlighting its emergent and collective nature and its roots in a crisis situation. This alerts us to rethink power-sharing in decision-making and coordinating recovery activities at all levels to achieve the goal of “building back better”. The research is ethnographic and the data was collected via a mosaic of complementary methods. Classical American pragmatism was chosen due to its emphasis on problem-driven inquiry and to the view that theory is valid and rigorous only when it has consequences in the real world. The research findings can inform preparing for future disasters, thus being beneficial for other disaster-prone communities. It is hoped that the study will inspire other researchers to put community experiences at the heart of studying disaster recovery practices