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The purpose of this paper is twofold. First, it will trace, for the first time, the historical events which have progressively influenced emergency training. Second, it will evaluate the design considerations and delivery of strategic training to participants attending a multi-agency gold incident command programme. Finally, it will make recommendations about the suitability of training approaches for different aspects of emergency training.

This research used a mixed methods study design involving a longitudinal literature review of disasters which influenced training; and a case study of multi-agency training.

Guidance for major incidents developed in a relatively ad hoc manner until consolidated by the Civil Contingencies Act (2004). In addition, health and safety considerations prevent on-the-job training during major incidents. Furthermore, different forms of training would appear to be more suited to training for the different stages of a major incident.

The European Union delegates responsibility for emergency planning to individual nations. Although the findings relate to this UK case study the lessons learned would appear to be generic and may be applicable in other countries.

Emergency training is a statutory requirement and therefore needs to be systematically organised. Different types of training are suited to different stages of a major incident.

Emergency training is a statutory requirement and therefore needs to be systematically organised. Different types of training are suited to different stages of a major incident.

This is the first paper charting the historical development of emergency training. There is a limited base of literature for emergency training.

The purpose of this study was from a Swedish perspective to map experts' opinions on theoretical statements of essential collaboration activities for management of mining injury incidents.

A Delphi technique was performed, asking opinions from experts in iterative rounds to generate understanding and form consensus on group opinion around multi-agency management. The experts were personnel from emergency medical service, rescue service and mine industry, all with operative command positions.

Three iterative rounds were performed. The first round was conducted as a workshop to collect opinions about the most important multi-agency collaboration activities to optimize victim's outcome from an injury incident in an underground mine. This resulted in 63 statements and additional three were added during the second round. The statements were divided into one trajectory and seventh time phases and comprised, e.g. early alarm routines, support of early life-saving interventions, relevant resources and equipment for the assignment and command and control center and functions with predefined action plans for response. It also comprised shared and communicated decisions about each agency's responsibility and safety. All statements reached consensus among the experts in Round 3.

The experts included in this study seem to be adequate but there could be other experts and different statements that other researchers might consider.

These statements could be used to evaluate collaboration in major incidents exercises. The statements can also be quality indicators for reporting results from multi-agency management.

This paper contributes to the research field of collaboration and joint practices between and among personnel involved in rescue operations.

Coordination between military and civilian agencies has previously been found to be a significant issue that affects the efficiency of multi‐agency system responses to large‐scale emergencies. The purpose of this article is to present the findings derived from a case study focussing on the problems that abound when the military attempts to work with civilian organisations.

An integrated framework of human factors methods was used to analyse a Military Aid to the Civilian Authorities training exercise, involving the army and seven other responding agencies.

A range of factors that hinder coordination between agencies during multi‐agency emergency responses were identified. Potential solutions for removing these barriers and augmenting coordination levels are proposed.

This research suggests that much further work is required in training and designing multi‐agency response systems and procedures in order to optimise coordination between responding agencies.

This article presents the first attempt to apply structured, theoretically underpinned human factors methods, to understand the problems that abound when the military works with civilian agencies during large‐scale emergency responses.

This paper aims to evaluate a virtual training environment for testing UK gas pipeline emergency response plans.

Interviews, observations and desk research were used to identify current methods for testing plans. A virtual training environment was developed and evaluated with industry experts by using participatory design techniques. Key themes relating to both the current methods for testing plans and for a virtual training environment were identified using thematic analysis.

Improved training performance, remote participation and evidence of decision testing are benefits a virtual training environment can bring to current practice. It is suggested that a virtual training environment can enhance, rather than replace, the current process of testing emergency response plans.

Analysis of the virtual training environment being used to test plans in a live context would give further ecological validity to the findings. A study of the prototype used to test plans for incidents involving sectors outside the gas industry would further validate the findings.

The application of a virtual training environment to facilitate testing plans and the decision-making processes for major incidents involving high-pressure gas pipelines and storage sites is yet to be documented. This paper contributes to the literature by documenting the decision-making process and evaluation of a virtual training environment for testing plans in this context.

Spree killing impacts significantly on emergency services and is becoming more prevalent across the world. The purpose of this paper is to explore the Cumbrian spree killing, which resulted in the fatal shooting of 12 people with a further 11 wounded. This study highlights why these events are so difficult to manage in an attempt to assist policy makers and practitioners deal with them more effectively.

A qualitative methodology was used, examining open source information and internal police documentation. This was supported by semi-structured interviews with command staff (three), and questionnaires involving a representative group of police staff (11), who were all deployed on the incident.

This case study mirrored the characteristics of many other spree killings. The sophistication of the killer, together with the speed of mobility, significantly increases the challenges posed to the police, specifically in terms of: deployment, decision making, interoperability and managing the media. Further, it questions the effectiveness of normal command and control management approaches that are typically used in these situations.

Spree killing (active shooter) events are increasing across the globe. This study highlights the critical challenges to be dealt with. It argues a more innovative inter-agency paradigm is needed to deal with crimes in action.

There are few academic papers in relation to spree killing. This paper analyses the factors that impact upon the effectiveness of the police response.

Mass casualty incidents are characterised by an immediate, unforeseen and unquantifiable surge in demand for ambulance services which soon becomes apparent and will exceed any “local” resources available. Casualties require the correct treatment, promptly, at an appropriate resource without incurring any further harm. In the absence of firm operational guidelines, this paper provides templates for ambulance commanders both at call centre and on-site to approach the management of mass casualty incidents.

Desk research indicated that there were both guidelines on how various elements of the emergency services should work together plus academic papers on techniques to adopt in mass casualty situations. Standing orders or written protocols for ambulance commanders, however, provide little or no specific guidance or an outline plan upon how they should command in a mass casualty situation. Following analysis of relevant public enquiry reports and discussions with ambulance commanders and using the materials from desk research, a four-stage approach was devised for testing using retrospective analysis from field and desktop exercises.

To have confidence, each commander needs simple digital real-time templates from which they understand their role and how the overall plan defines priorities with the greatest need. A plan should cover call-centre and on-site operations including a basic operational checklist from start to finish; resource structure and inter-relationships; sources and availability of resources plus information and control procedures to impose limited quality control procedures.

The design and implementation of digital templates to provide minute-by-minute visibility to all commanders which have not been recorded before. Such templates give commanders confidence to determine, locate and call forward relevant resources to attend casualties in order of priority of need. Time-lapsed records are useful not just in the minute-by-minute decision processes but also for critical organisational learning and in any post-event review by either a coroner or lawyers at a public enquiry.

The purpose of this paper is to discuss the challenges inherent in planning and responding to disaster events in a multi-agency context where numerous governmental and non-governmental actors and agencies are involved in the planning and response phases. In particular, the authors examine a situation where a lead agency has recently been delegated the responsibility for emergency relief logistics and how it might determine and implement best practice.

Adopting an iterative inductive approach, the authors gather data and insights from academic literature, emergency management policies, frameworks and documents and exploratory in-depth interviews with 12 key informants who have considerable experience with the challenges of logistic preparation and response to disasters in a developed country context. The data and context are limited to developed counties, especially the state of Queensland, Australia.

The authors discuss the challenge of achieving coordinated supply chain management where mandated/lead response agencies are required to meet stakeholder and local community expectations and outcomes. From these findings, the authors offer 11 practical recommendations to assist the delivery of best practice in emergency logistics.

Humanitarian logistics is usually examined from a low/middle-income country perspective, yet an efficient and effective disaster response is no less important for developed economies. In this respect, the authors offer a fresh examination of the challenges of delivering best practice for emergency logistics in order to achieve expected community outcomes.

The challenges of transferring the theoretical requirements of an effective multi-agency partnership into everyday practices are often overlooked, particularly within safeguarding practices. Therefore, the purpose of this paper is to explore practitioner perspectives of working within a multi-agency safeguarding hub (MASH) and those factors that encourage or hinder a multi-agency approach to safeguarding vulnerable individuals.

Semi-structured interviews with 23 practitioners from one MASH location in the North of England were conducted, with a thematic analysis being used to analyse findings.

The interviews with practitioners illustrated the complexity of establishing a multi-agency approach to safeguarding. It was inferred that whilst information sharing and trust between agencies had improved, the absence of a common governance structure, unified management system, formalisation of practices and procedures and shared pool of resources limited the degree to which MASH could be considered a multi-agency approach to safeguarding.

Establishing a multi-agency approach to safeguarding is complex and does not occur automatically. Rather, the transition to collaborative practices needs to be planned, with agreed practices and processes implemented from the beginning and reviewed regularly.

Few studies have investigated the implementation of MASH into safeguarding practices, with this paper providing a unique insight into practitioner opinions regarding the transition to multi-agency practices. Whilst there is a focus on MASH, the challenges to arise from the research may be reflective of other multi-agency partnerships, providing a foundation for best practice to emerge.

Sharing services increasingly extends beyond intraorganizational concentration of service delivery. Organizations have started to promote cooperation across their boundaries to deal with strategic tensions in their value ecosystem, moving beyond traditional outsourcing. This chapter addresses two research questions geared to the challenge of interorganizational shared services (ISS): why would organizations want to get and remain involved in ISS? And: what are the implications of ISS for (inter)organizational value creation?

The conceptual chapter reviews literature pertaining to ISS from public, commercial, and nongovernmental sectors. ISS is understood as a multistakeholder organizational innovation. In order to analyze ISS and conduct empirical research, we developed a taxonomy and research framework.

The chapter shows how ISS can be positioned in value chains, distinguishing vertical, horizontal, and hybrid ISS. It outlines ISS implications for developing business models, structures, and relationships. Success factors and barriers are presented that epitomize the dynamic interplay of organizational autonomy and interorganizational dependence.

The research framework offers conceptual ideas for theoretical and empirical work. Researchers involved in ISS studies may adopt strategic, strategic innovation, and organizational innovation perspectives.

ISS phases are distinguished to focus innovation management — initiation, enactment, and evaluation. Furthermore, insights are provided into processes and interventions aimed at making ISS a success for participating organizations.

Cross-sectoral perspective on ISS; taxonomy of ISS; research framework built on organization and strategic management literature.

This study hypothesizes the limitations of standardization as an interoperability development tool within emergency management.

Pragmatism and Morgan's seminal organizational metaphors inform the conceptualization of the Interoperability Orange metaphor using symbolic logic and visual imagery.

The essence of standardization is homogeneity. Within emergency management, it is commonplace to develop legislation to standardize policies, procedures, training, equipment and terminology to engender interoperability among first responder and associated organizations. Standardization is achievable with similar or a small number of organizations. However, it is unlikely, if not impossible, in the context of disasters and catastrophes, given the broad range of organizations, groups and individuals typically involved. This diversity of cultures, subcultures, norms, values and indigenous and technical languages intimates that standardization is counterintuitive, particularly in disasters and catastrophes. The posited Interoperability Orange metaphor demonstrates that standardization as a policy, though desired, is theoretically unobtainable in enlarging multiorganizational environments. Thus, new perspectives, policies and solutions for interoperability are needed.

The posited theory builds on the growing body of metaphor-based emergency management research. The Interoperability Orange provides an accessible and easy-to-use communicative tool that aids theoretical cognition – notably within multicultural English as a Second Language environments – as it enables a deeper more critical and explicit understanding of the limits of standardization expressed via metaphor, symbolic logic and imagery.