The analysis showed that the transfer of methods to the

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management sector can be adequately described using the framework.The analysis resulted in a process model, describing the transfer of methodological knowledge within the sectoral system of innovation framework.

A total of 133 school nurses (33.6% response rate) completed a survey; 35.3% of those (N=47) completed both preand postintervention survey that could be matched. Pre- and postintervention preparedness scores ranged from 5 to 28.5 (x=13.3) and 6.5 to 25 (x=14.8), respectively. Postintervention scores were significantly higher than preintervention scores for those who watched at least 1 module (t=-2.3, p<.05).The education intervention was effective at improving school preparedness, though the impact was small. The education intervention needs to be reassessed, especially in regard to providing a longer intervention period.

The purpose of the evaluation is to see if the TAID system is indeed able to determine the relevance of new communications.Taken together the results show that the TAID system can make accurate evaluations of relevance of information for responders in a

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but that accuracy is lower if the setting is broadened. Another finding is that evaluators do not completely agree on relevance.

A simulation-based model of Disaster Medicine training, requiring approximately eight hours of classroom time.All residents agreed that the course was a valuable experience, and felt that the simulation-based learning module was preferable to a module based solely on didactic lectures. Most felt that the curriculum was of appropriate length at approximately eight hours. Although there was no statistical improvement in test scoring, following the course, residents felt more confident in the ability to manage a disaster, both on an individual and departmental basis.

education and training directly influence the adoption of social media in county-level emergency management departments- future research could also focus on the messages being posted by emergency management departments to identify effective communication strategies

The developed interactive simulation model in this study could provide a training interface between operators and a training instructor and guarantee the reality of the upset situation by process and accident simulations. The training results of each trainee can be compared and the associated analysis would affect the emergency response manual in detail and the controller design in an emergency shutdown logic.

The basic consideration of command and control architectures that reflect two main dimensions has been taken into account to develop the proposed architecture: the organizational structure and the communication network structure. On the other hand, the distributed nature of the system allows simulating in real time the same

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in different computers geographically separated, although the simulation server is centralized. The interactions of each participant (whether they are virtual or real entities) are seamless in order tomaintain coherence during the whole simulation.

The majority of participants held the belief that surgeons needed training in non-technical skills in order to achieve best practice in disaster response. Surgeons considering becoming involved in disaster management should be trained in these skills, and these skills should be incorporated into disaster preparation courses with an interprofessional focus.

As cross-boundary distribution of cognitive work in Emergency Departments can be perceived as role substitution, building an interprofessional working system is needed to avoid information breakdown in fast-moving contexts. To realize an interprofessional working system, practice-based training is required, aimed at developing a deep understanding of team cognition

We find that pre-positioning inventory produces positive results for the beneficiaries, but at extremely high costs.Investing in disaster management capabilities is an interesting alternative, as it allows lead time reductions of up to 67% (18days) compared to a scenario without preparedness, at significantly lower costs than pre-positioning inventory.However, the results of our mixed scenarios revealed that better results can always be achieved with a combination of pre-positioning inventory and investing in DMC.Recommendations:On the basis of our findings, we recommend that donors finance more preparedness activities in countries prone to disasters.