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The paper examines “lessons learned” from the COVID-19 pandemic by capturing the organizational and operational experiences of police departments in the state of Washington across two waves of survey administration. This study is among the first to document experiences at a state level, affording an opportunity to compare national results and allowing for documenting shifts between each wave.

This study draws from a state-specific replication of the IACP instrument fielded by Lum et al. (2020a) on the experiences of police departments working under COVID-19 and integrates specific questions from stakeholders in Washington. The survey was administered through Qualtrics, which was distributed by the Washington Association of Sheriffs and Police Chiefs (WASPC) 6 months into the pandemic and 18-months later.

Respondents reported operational and organizational reconfigurations including shifting to telecommuting for support staff and command staff, implementing online reporting forms for use by the public to report crimes and planning exercises for predicted budget reductions. While CDC and Washington Department of Health guidelines informed most of the respondents' policy, integrating that policy into the operational procedures demonstrated how quickly issues in staffing can transition from a challenge to a severe issue. Quarantining and staffing problems remained an issue across both waves, which were exasperated by staff turnover.

The response rate and response completeness, particularly a drop in response for Wave 2, limit the ability to supply more precise estimates documenting the experiences of WA police departments. Relatedly, an inability to match Wave 1 to Wave 2 results inhabits a direct comparison of changes 12-months later. Second, the responses reflect those of the chief law enforcement officer (Chief of Police, Sheriff) or the person designated by the chief, which may not represent the experiences of front-line officers.

Reflecting on the lessons learned across each Wave, agencies shared adaptations implemented to better protect the health of staff and their communities to effectively manage future health emergencies. Most directly, they learned how to conduct some business remotely and the necessity to innovate. The most important lesson learned, and implication for policy is improving the resourcing and logistics to secure adequate health protections. The data also highlight a concern for clarity, consistency, and credibility in supplying information to police departments in pandemic and emergency situations.

This paper fulfils an identified need to enhance “lessons learned” for police response in pandemic and emergency situations. These data supply insight into the anticipated and lived experiences of agencies adapting to the pandemic in Washington State. The endogenous and exogenous shock that is COVID-19 altered how police departments interacted externally and internally resulting in operational and organizational reconfigurations.

Contrary to the popular view of mandates as rigid and dictatorial mechanisms, this article advances a view of mandates as mechanisms for cooperation and negotiation. The relationship between several state and local actors is investigated in Maryland, particularly within the context of the development of a "loosely" mandated public health program, the Targeted Funding Program (TFP). An analysis of the TFP and the actors involved in the program's development demonstrates how this program is designed to achieve much more than increased fiscal responsibility. The TFP is designed, and continues to be redesigned, to meet the political and professional objectives of various elected and appointed officials at the state and local levels.

From the symposium keynote address, this paper aims to explore how healthcare‐associated infections (HAIs) have been transformed from being only a hospital concern to a much broader public health concern.

The paper is a narrative review.

HAIs have the characteristics that define issues as public health problems. As a result, public health departments can become important partners in the evolving hospital infection control field. However, whether all state health departments can afford to add HAI experts and whether current public health department HAI activities will be effective in preventing HAIs remain important questions.

Public health agencies must be selective about focusing limited resources into areas where they can protect and improve the public's health; whether HAIs are such an area remains to be seen. Although HAIs have historically been the focus of hospitals and hospital‐based services, public health involvement has been mandated through state and federal legislation. In theory, the new mandate is appropriate; in practice, its impact and value need to be comprehensively assessed.

The interdisciplinary team required to evaluate HAI mandatory public reporting comprehensively needs to start from an understanding of the history and concepts underlying public health practice.

In the mid 1980s, amidst a massive restructuring of U.S. capital and a retrenchment of the welfare state, little attention has been paid to the ill‐defined “nonprofit” or “voluntary” service sector in the American economy. The Filer Commission on Private Philanthropy and Public Needs characterised it in 1975 in the following way:

The purpose of this paper is to show how the Turning Point Initiative to improve the health of populations by improving the USA public health system has many lessons on collaboration for governance systems.

The article synthesizes published literature outlining the results of a Robert Wood Johnson Foundation/W.K. Kellogg Foundation grant program to 21 USA states and 43 communities and relationships to administrative practice.

Turning Point's creation of a formalized network of public health partners across the USA has led to innovations in collaboration, increased system capacity, and alternative structures for improving health.

Turning Point's efficacy in community health system improvement can be mirrored in clinical governance. A major potential for improvement in clinical delivery systems is available by re‐thinking key partners, organizational structures, and system administrative capacity.

The purpose of this paper is to inform healthcare providers and healthcare facility leadership about the statutory, administrative, criminal, and tort law implications related to preventable harms from unsafe injection practices.

Review of legal theory and precedents.

The law can address disputes over unsafe injection practices in a variety of ways. Administrative agencies may hold a provider or facility responsible for preventable harms according to specific statutory and regulatory provisions governing licensure. State courts can compensate victims of certain actions or inactions based on tort law, where a breach of a legal duty caused damages. Prosecutors and the public can turn to criminal law to punish defendants and deter future actions that result in disability or death.

The state law findings in this review are limited to legal provisions and court cases that are available on searchable databases. Due to the nature of this topic, many cases are settled out of court, and those records are sealed from the public and not available for review.

Preventable harm continues to occur from unsafe injection practices. These practices pose a significant risk of disease or even death for patients and could result in legal repercussions for healthcare providers and facility leadership.

This article reviews emerging law and potential legal implications for health care and public health related to unsafe medical practices related to needle, syringe, and vial use.

Africa has been identified as an area where higher mortality happens due to un-accessibility to health care, drugs and other health facilities. Nigeria, as one of the African countries, is not excluded from such difficulties. This study aims to examine the determinants of efficient last-mile delivery at selected health facilities and the Kaduna State Health Supplies Management Agency (KADSHMA).

The study sourced data from KADSHMA and the health facilities’ staff, with a total of 261 observations used. Likewise, the respondents were picked from warehouses of each health facility and KADSHMA. The data was analysed using the partial least square structural equation modelling analysis to estimate the relationship among the variables of the study.

The study’s findings revealed that all five variables of the study (i.e. determinants) were significantly affecting the efficient last-mile delivery. Four constructs (delivery cost [DC], delivery time [DT], mode of delivery [MD] and facilities technology [FT]) have shown a positive and significant association with efficient last-mile delivery, whereas one variable (product mix [PM]) indicated a negative and significant association with efficient last-mile delivery. The study concludes that DC, DT, MD, FT and PM played significant roles in efficient last-mile delivery.

The study provides that specific means of transportation should always be on standby to transport health supplies. Time schedules should always be prepared and adhered to when transporting health supplies to the facilities, and each facility should network with robust technology to ease communication in terms of order and order planning. Additionally, facilities should try as much as possible to reduce the varieties of products when ordering health supplies, as it will increase the efficiency of the delivery.

To the best of the authors’ knowledge, this study is the first of its kind that considered these five variables (DC, DT, MD, FT and PM) with impact on the last-mile delivery in one model, especially in the Nigerian case. This is a great contribution to knowledge, more importantly, to the last-mile delivery of the health sector. The result confirmed the importance of these determinants (DC, DT, FT and PM) of last-mile delivery efficiency in saving lives.

Raises some questions on moral and legal rights to health care, referring to various claims contained within the report of the UK’s Commission on Social Justice – “Social Justice: Strategies for National Renewal” (1994). Explores the relationship between needs and rights – rights of action and rights of recipience, moral rights and legal rights. Proceeds to delve into the role the state plays in providing services such as health care and whether or not people have a moral right to good health and good health care. Questions if the state should provide health care and, if so, should it be provided as a legal right to citizens? Concludes that the Commission on Social Justice fails to defend the National Health Service on the grounds of justice and moral rights.

Previous studies consistently indicate that police agencies tend to use social media to assist in criminal investigations, to improve police-community relations and to broadcast both crime- and non-crime-related tips promotive of public safety. To date, little research has examined what content the police tended to post on their social media sites during the COVID-19 pandemic.

By selecting the 14 most widely attended police agencies' Facebook accounts, the current study collects and analyzes a sample of 2,477 police Facebook postings between February 1 and May 31, 2020. By using a mix-method approach, the study addresses three research questions: 1) What kinds of messages did the police tend to post on their Facebook pages before and during this pandemic? 2) What types of COVID-related police Facebook postings were made? 3) How did the public react to COVID-19-related police Facebook postings?

The findings suggest that the police have come to believe that social media can be used as an effective police−public communicative tool in stressful times. The findings also suggest that social media platforms have become a routinized tool of police−public communications which can, to some appreciable extent, substitute for the in-person contacts traditionally relied upon in community policing.

This study of police use of social media explores the question of whether the use of these media can serve as an effective tool to connect the police with the public under circumstances where in-person contacts are greatly constrained. Some public policy implications emerging from the findings reported are discussed, along with implications for further research along these lines.

The purpose of this paper is to juxtapose chaos theory with organizational learning theory to examine whether public organizations co-evolve into a new order or rather institutionalize newly gained knowledge in times of a highly complex public health crisis.

The research design utilizes the results from a survey administered to 200 emergency management and public health officials in the Dallas–Fort Worth metroplex.

The findings of this paper suggest that public entities were more likely to represent organizational learning through the coordination of professionals, access to quality information, and participation in daily communication. Leadership was associated with the dissemination of knowledge through the system rather than the development of new standard operating procedures (as suggested by chaos theory and co-evolution).

There are limitations to this study given the purposive sample of emergency management and public health officials employed in the Dallas–Fort Worth metroplex.

The authors find that public organizations that learn how to respond to unprecedented events through reliance on structure, leadership, and culture connect decision makers to credible information resulting in organizational learning.

As a result, public administrators need to focus and rely on their organization’s capacity to receive and retain information in a crisis.

This research contributes to our understanding of organizational learning in public organizations under highly complex public health situations finding decisions makers rely on both organizational structure and culture to support the flow of credible information.