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FEMA's Higher Education Articles and Papers

Emergency management higher education articles, papers, etc..

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• Bray, Grady, Ph.D. "The Growing Trend for Family Assistance in Higher Education with Disasters and Emergencies." Disaster Management International, Crisis Human Services, Inc. January 2014.

Drabek, Thomas E, Ph.D. Responses To and Revisions Of The Human Side of Disaster. Professor, Emeritus, University of Denver, Denver, CO. 2013

Review of the Civil Defence Emergency Management Response to the 22 February Christchurch Earthquake. Ian McLean Consultancy Services Ltd. Released: 5 October 2012

Grist, Robert E. Ph.D., CEM. "The Changing Paradigm of Emergency Management: Improving Professional Development for the Emergency Manager." (Ph.D. dissertation Portland State University, June 2007).

Coppola, Damon. "Investigation of the Political Implications of Disasters Requiring International Assistance." Bullock & Haddow, LLC. June 2011

Jensen, Jessica, Ph.D., "The Argument for a Disciplinary Approach to Emergency Management Higher Education." North Dakota State University. October 2010. 27 pages.

Glassey, Steve. "Pet owner preparedness and perceptions survey - Taranaki & Wellington Regions." Wellington, NZ: Mercalli Disaster Management Consulting. February 2010. 31 pages.

Glassey, Steve. "Research Report: recommendations to enhance companion animal emergency management in New Zealand." S Wellington, NZ: Mercalli Disaster Management Consulting. February 2010. 34 pages.

Cwiak, Carol L., Ph.D., "The Emergency Management Professionalization Process: Power, Dependence and Identity" . (Ph.D. dissertation summary. North Dakota State University, October 2009).

Fox, Jeffrey C., " Analyzing Leadership Styles of Incident Commanders ". (Ph.D. diss., Northcentral University, 30 August 2009).

" Effective Hazard Mitigation: Are Local Mitigation Strategies Getting the Job Done? " Jane Rovins, PhD, CEM, FPEM, President Natural Hazard Mitigation Association and Associate Professor, American Military University.  8 September 2009.

" Applications of Theory: Public Warnings Experienced While Returning from EMI Higher Education Conference 2008 ." Jeffery A. Hartle and Dianna H. Bryant. 12th Annual All-Hazards Higher Education Conference, June 1-4, 2009. 4 pages.

"Building a Better Crisis Leader: We Can Do More," by Stacy L. Willett, Associate Professor of Emergency Management, The University of Akron

Social Problems Perspectives, Disaster Research and Emergency Management:  Intellectual Contexts, Theoretical Extensions, and Policy Implications.   Thomas E. Drabek, John Evans Professor, Emeritus, Department of Sociology and Criminology, University of Denver. February 2008.  Revision and expansion of the 2006 E.L. Quarantelli Theory Award Lecture presented at the annual meeting of the American Sociological Association, New York City, New York, August, 2007

Abstract: Strategic Contingency Planning. Karen Scott-Martinet , Masters Thesis Presented to the Professional Studies Department, California State University, Long Beach.

“How Can Emergency Managers Address Our Warming Climate? Relying on the Basics – An Essay.” Bob Freitag, Director of the Institute for Hazards Mitigation Planning and Research, University of Washington. June 2007 (Paper provided to FEMA EM HiEd Project), 6 pages.

“Emergency Management and Homeland Security Curricula: Contexts, Cultures, and Constraints” Thomas E. Drabek, John Evans Professor, Emeritus, Department of Sociology and Criminology, University of Denver. 2007

Catastrophic Disaster Planning – Federal Emergency Management Agency. Michel S. Pawlowski, FEMA Incident Response Section Chief. FY2007

Civil Defense and Homeland Security: A Short History of National Preparedness Efforts. Homeland Security National Preparedness Task Force. September 2006.

Report – Principles of Disaster Management Workshop. Chris Webb, Auckland University of Technology, Akoranga Campus, Auckland, New Zealand. Notes taken by Chris Webb during the University of Toronto’s Natural City Conference, June 2 2006

Nationwide Plan Review – Phase 1 Report. Department of Homeland Security. February 10, 2006 - 1.2MB PDF

Avian Influenza Pandemic Conference Notes . Reporter: Edwin Jewett. Avian Influenza Pandemic Conference, Middlesex Community College, The Program on Homeland Security, Terrence B. Downes, Esq., Executive Director. December 6, 2005. - 91KB Word

Why Revolutionary Change is Needed in Emergency Management Richard Sylves, Ph.D., Dept of Political Science, University of Delaware, June 2005. - PowerPoint Presentation

Critical curriculum for emergency management leaders: Three essential themes. Glen L. Woodbury, MA. The Journal of Emergency Management, Vol.3, No. 2, March/April 2005. - PDF

Listing of Natural Hazards in the United States Compiled by B. Wayne Blanchard, Higher Education Project Manager Emergency Management Institute, National Emergency Training Center, Federal Emergency Management Agency, Department of Homeland Security. May 2, 2005.

Emergency Management in the 21st Century: Living in the New Normal. Kay Goss, CEM, Senior Advisor for Homeland Security, Emergency Management and Business Continuity. Electronic Data Systems Corporation (EDS). February 16, 2005. - PowerPoint Presentation.

Recent Developments in U.S. Homeland Security Policies and their Implications for the Management of Extreme Events by Kathleen Tierney, Professor, Sociology and Director, Natural Hazards Research and Applications Information Center, Institute of Behavioral Science, University of Colorado at Boulder E-mail:[email protected]. Paper presented at the First International Conference on Urban Disaster Reduction, Kobe, Japan, January 18-20, 2005. PDF

Using online tools to foster holistic, participatory recovery: an educational approach. Brenda Phillips, Ph.D., Oklahoma State University. The Australian Journal of Emergency Management, Vol. 19 No 4. November 2004” PDF

Reputation and Federal Emergency Preparedness Agencies, 1948-2003 by Patrick S. Roberts, Department of Politics, University of Virginia, Charlottesville, VA. Prepared for Delivery at the 2004 Annual Meeting of the American Political Science Association, September 2-5, 2004. PDF

Status of Emergency Management Theory. Dr. David McEntire, Director, Emergency Administration and Planning Program, University of North Texas, Denton, TX. Paper presented at the FEMA Higher Education Conference, June 8, 2004, Emmitsburg, MD. 2004. PDF

Terrorism and the All-Hazards Model. William L. Waugh, Jr., PhD, Professor, Andrew Young School of Policy Studies, Georgia State University. 2004. - MS Word

Emergency Management in the 21st Century: Dealing with Osama Bin Laden, Tom Ridge, and Julie Gerberding. NHRAIC Working Paper No. 108, University of Colorado, Boulder. Claire B. Rubin PDF URL: http://www.colorado.edu/hazards/wp/wp108/wp108.html

Establishing an EM Program by Dr. Brenda Phillips, Oklahoma State University, Fire and Science Management Program

A Precis' on Political Theory and Emergency Management By Richard Sylves. (The author's permission is required for quotation or other use)

Designing Educational Opportunities for the Hazards Manager of the 21st Century .Workshop Report, October 22-24, 2003, Denver CO. By Deborah Thomas, University at Denver and Dennis Mileti, Natural Hazards Center, University of Colorado at Boulder. - PDF

Prepare America - Power Point Presentation.

Neil Britton, PhD. Higher Education in Emergency Management: What is Happening Elsewhere? Team Leader (International Disaster Reduction Strategies), Earthquake Disaster Mitigation Research Center (EdM), National Research Institute for Earth Sciences and Disaster Prevention, Kobe, Japan 651 0073 - 82KB Winzip file

Disasters by Discipline: necessary dialog for emergency management education. Brenda D. Phillips, Ph.D. Professor of Emergency Management, Jacksonville State University. [email protected]. 1-256-782-8053. A presentation made at the Workshop “Creating Educational Opportunities for the Hazards Manager of the 21st Century.” Denver, Colorado, October 22, 2003. I extend my appreciation to Deborah Thomas and Dave Neal for their suggestions and guidance but retain responsibility for any comments and conclusions.

Disaster Studies Programs in North American Higher Education - Historical Considerations by Fred May, Ph.D., Director/Chair Brandon University, Applied Disaster and Emergency Studies Program, Brandon, Manitoba, Canada 119KB MS Word

A Strategic Overview of the "New" Emergency Management - Robert O. Schneider, Ph.D., Chair-Dept. Political Science and Public Administration, University of North Carolina at Pembroke MS Word 51KB

Development of Specialized Accreditation for Emergency Management Degree Programs , A Paper Presented by Alan G. Walker for the Higher Education Project Conference, July 22-23, 1998.

Earthquakes, Volcanoes, Tsumanis, Oh My ! by Michelle Hall-Wallace and C. Scott Walker, University of Arizona ArcNews, Summer 2002, www.esri.com/news/arcnews/summer02articles/earthquakes.html

Emergency Management Higher Education. Abstract of Presentation of B. Wayne Blanchard, Ph.D., CEM An overview of (1) the history, current status, and future projections of Emergency Management Higher Education Programs for students - degrees, concentrations and certificates, (2) the history, current status and future projections for the FEMA Emergency Management Higher Education Project, and (3) thoughts on future emergency management professional development issues and core competency areas . A Power Point Presentation or Rich Text Format (rtf).

PDF - IAEM Bulletin, Special Focus Issue: Emergency Management Education, Part I, Falls Church, VA. Vol. 21, No.5, May 2004.

Feedback From The Field - Teaching Introduction to Disaster Management: A Comparison of Classroom and Virtual Environments. By David M. Neal, Jacksonville, Jacksonville State University, Jacksonville, AL 36265. International Journal of Mass Emergencies and Disasters, March 2004, Vol. 22, No.1, pp. 103-116. The FEMA Emergency Management Higher Education Project thanks the International Research Committee on Disasters for the use of this copyrighted article. For further information on the International Journal of Mass Emergencies and Disasters www.usc.edu/dept/sppd/ijmed/.

"FEMA Higher Education Project Manager Discusses The New Generation of Emergency Managers" MS word 38kb - Wayne Blanchard, Ph.D., CEM, Manager of the Higher Education Project for the Federal Emergency Management Agency. He was recently interviewed by IAEM Bulletin Editor Karen Thompson.

The Emergency Manager Of The Future by Monique C. Hite, National Research Council. A Summary of a Workshop, June 13, 2003, Washington, DC. The FEMA Emergency Management Higher Education Project thanks the International Research Committee on Disasters for the use of this copyrighted article. The complete citation is: International Journal of Mass Emergencies and Disasters, November 2000, Vol. 18, No. 3, pp. 417-437.

The Role of Colleges and Universities in Disaster Reduction by B. Wayne Blanchard, Ph.D., CEM, Emergency Management Higher Education Project Manager, Federal Emergency Management Agency. A Power Point Presentation .

THE SHANGHAI PRINCIPLES FOR CREATING SAFER CITIES & SOCIETIES Through Sustainable Urban Development . 2002. Donald E. Geis, Geis Design-Research Associates, Potomac, MD 20854 U.S.A.

Feedback From The Field - Developing Degree Programs in Disaster Management: Some Reflections and Observations - PDF by Dr. David Neal, University of North Texas

For further information on the International Journal of Mass Emergencies and Disasters www.usc.edu/dept/sppd/ijmed/ .

The Profession of Emergency Management: Educational Opportunities and Gaps - PDF by JoAnne DeRouen Darlington, Western Illinois University

Teaching Emergency Management with Blackboard: A Personal Case Study - PDF by Walter G. Green III, Ph.D., C.E.M., University of Richmond

Teaching Is An Essential Component of Hazard Mitigation by Richard A. Alvarez, Deputy Director, Florida International Hurricane Center, Florida International University, Natural Hazards Observer. May 1996. pp. 14-15.

Tertiary Emergency Management Education in Australia - PDF by Ian D. Manock, BSocSc (EmergMgt), Charles Sturt University

With Eyes Wide Open by Lorri King, International Emergency Management Student Association, Arkansas Tech University, Emergency Administration and Management. MS Word 22KB

• An Integrated Approach For Community Hazard, Impact, Risk and Vunerability -- Analysis: HIRV by Pearce, Dr. Laurence. Excerpt -- Doctoral Dissertation. Dr. Pearce has graciously consented to this excerpt appearing in the Intro Student Reader.

Essays on Emergency management

We found 10 free papers on emergency management, essay examples, fema and hurricane katrina.

Emergency management

Hurricane Katrina

Introduction. In the history of American natural disasters, the Hurricane Katrina is notorious for being one of the worst. Its origins lay is an August 2005, tropical storm that became more and more virulent in its sojourn and crashed onto the United States coast line. On the 29th of August, 2005 this hurricane smashed onto…

Disaster response and recovery

Natural Disaster

The term disaster refers to a perceived tragedy that could either be a natural happening or a man-made calamity. It is therefore a condition that poses as a threat to life and property hence affecting the society and environment in a negative manner. Disasters have been perceived as being the consequences of incorrectly managed risks….

China Nuclear Industry Huaxing Construction Company Ltd

China atomic Huaxing building Co. , LTD is a company which straight under the cardinal authorities of China atomic technology and building corporation keeping comprehensive big building companies, both at place and abroad to construct atomic power endeavors, is the domestic well-known lodging building premium quality building company, is a rich experience of military undertaking…

Emergency Logistics for Non-Governmental Organizations

Non-Government Organization It is an organization that is not part of any government. What makes it distinct is that it’s between not-for-profit groups and for-profit corporations; the vast majority of NGOs are not-for-profit. While in some countries, mostly socialist ones, government organized several NGOs. Non-government organization objective is to protect variety of human interests and…

Community Hazard Analysis

The Maryland Emergency Management Bureau was established by the Maryland parliament to ensure that the state is prepared to handle extensive emergencies. The bureau is responsible for coordinating the state’s response in any major disaster, including supporting local administrations as needed. It is part of the military department and under the control of the adjutant…

The Importance of Responding Safely to Emergency Incidents

There are two meanings to the term emergency response. Firstly an emergency response is the fourth of five related elements that make up Integrated Emergency Management (IEM) when dealing with major incidents. The five elements are: Risk assessment. Hazard prevention and minimisation. Preparedness. Response. Recovery. As an emergency response driver, you have to arrive at…

Prioritization of action to be taken after Sichuan earthquake

After the Great earthquake, many building, road and other facilities were damaged. All of the highways into Wenchuan, and others throughout Sichuan province, were damaged, resulting in delayed arrival of the rescue troops. In Beichuan county, 80% of the buildings collapsed according to Xinhua News. In the city of Dujiangyan, south-east of the epicenter, a…

The Impact of the Pandemic on Singapore’s Aviation Industry

The following report will provide an analysis on the risks and impacts of pandemics such as Bola Virus Disease in Singapore aviation industry, actions that can be taken to resolve the issues, the detailed steps on how to implement these measures and lastly, a personal opinion on whether the aviation companies or organization in Singapore…

Essay- Command and Control Procedures

Command and Control Procedures: these are there to ensure that all the public services can work effectively together during the major incident. Liaison Officers: these are members of the public services who are responsible for communicating with the public services as well as sharing information with them. Emergency Plans: these are a set of clear…

Information Communication Assignment

Communication

Agriculture Information Systems 3 Information and Communication Technology in Business Information Systems 4 Information and Communication Technology in News Broadcast stations 4 Information and Communication Technology in Education and Library Information Systems 5 Information and Communication Technology in Health Information Management Systems 5 Information and Communication Technology in Scientific and Technological Research 6 Information Communication…

Frequently Asked Questions about Emergency management

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Emergency Management

A significant indicator of an emergency management potential to react to an emergency is the functionality of program components exposed to the pressure of a simulated disaster. In order to be efficient, nonetheless, exercises should be an integral part of an extensive exercise program that as time passes assesses all elements of the emergency management plan. What this means is that exercises should be viewed within multi-year cycles and definitely not as separate occasions.

“Ideally, exercises build on each other by increasing in complexity, scope, and scale. The exercise plan, by virtue of its multi-year cycle, is part of the strategic planning process and objectives related to the program form part of the strategic plan.” (Canton, 2006, p.119)

Exercise goals are the genuine focus of the training. They determine what it is the training should achieve and offer a measurement by which the results of the exercise could be assessed. In general, exercise goals must be restricted to a small amount to preserve the scope feasible.

“Once exercise objectives are established, it is then appropriate to determine the scenario for the exercise. The exercise planners then have the option of selecting a suitable scenario, or, if a particular scenario is required (for example, by a grant requirement), that scenario can be tailored to produce the conditions needed to test the objectives.” (Canton, 2006, p.120)

Exercise layout is best attained by producing a team with representatives coming from the groups that will be engaged. This provides for that concerns related to those agencies are taken into consideration in the preparation. A result of the exercise layout team is actually the exercise plan, a file consisting of the management data related to the training: goals, time spans, work tasks, etc.

2.Discuss a comprehensive training program including exercises for first and second responders and the general public.

To react properly to an accident taking place near a college with a truck carrying toxic or flammable substances, an emergency response comprehensive training program could be developed involving the DOE, the local governments and the public. Several levels of emergency response teams could be established (Blezard, 2003).

As the witnesses of the accident report via “911”, the first responders, the local law enforcement agency or local fire service, should notify others and restrict access to the area of the accident, providing necessary instructions the public. Their "911" call should direct the incident to the consideration of the second responders, the HAZMAT response teams and DOE removal teams who carry out procedures like righting a vehicle as well as any important site clean-up and recovery routines.

3.Question 3:

Thoroughly describe one real-world example of how an exercise program provided the training required for a disaster response.

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• Open access
• Published: 26 August 2024

Paramedics’ experiences and observations: work-related emotions and well-being resources during the initial months of the COVID-19 pandemic—a qualitative study

• Henna Myrskykari 1 , 2 &
• Hilla Nordquist 3  

BMC Emergency Medicine volume  24 , Article number:  152 ( 2024 ) Cite this article

91 Accesses

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As first responders, paramedics are an extremely important part of the care chain. COVID-19 significantly impacted their working circumstances. We examined, according to the experiences and observations of paramedics, (1) what kinds of emotions the Emergency Medical Service (EMS) personnel experienced in their new working circumstances, and (2) what work-related factors became resources for the well-being of EMS personnel during the initial months of the COVID-19 pandemic.

This qualitative study utilized reflective essay material written by experienced, advanced-level Finnish paramedics ( n  = 30). The essays used in this study were written during the fall of 2020 and reflected the period when Finland had declared a state of emergency (on 17.3.2020) and the Emergency Powers Act was implemented. The data was analyzed using an inductive thematic analysis.

The emotions experienced by the EMS personnel in their new working circumstances formed three themes: (1) New concerns arose that were constantly present; (2) Surviving without proper guidance; and (3) Rapidly approaching breaking point. Three themes were formed from work-related factors that were identified as resources for the well-being of the EMS personnel. These were: (1) A high level of organizational efficiency was achieved; (2) Adaptable EMS operations; and (3) Encouraging atmosphere.

Conclusions

Crisis management practices should be more attentive to personnel needs, ensuring that managerial and psychological support is readily available in crisis situations. Preparedness that ensures effective organizational adaptation also supports personnel well-being during sudden changes in working circumstances.

Peer Review reports

At the onset of the COVID-19 pandemic, healthcare personnel across the globe faced unprecedented challenges. As initial responders in emergency healthcare, paramedics were quickly placed at the front lines of the pandemic, dealing with a range of emergencies in unpredictable conditions [ 1 ]. The pandemic greatly changed the everyday nature of work [ 2 , 3 , 4 , 5 , 6 , 7 , 8 , 9 , 10 ]. Those working on the front line were suddenly forced to adjust to personal protective equipment (PPE) requirements [ 9 , 10 ] and rapidly changing instructions that caused significant adjustments to their job description [ 11 , 12 ]. For instance, it has been reported that during the initial stages of the COVID-19 pandemic, Emergency Medical Services (EMS) personnel, including paramedics working in prehospital emergency care, experienced a significant increase in stress [ 10 , 13 ] due to several reasons, such as the lack of protection and support, increased demands, lack of personnel, fear of exposure to COVID-19 during missions, concerns of spreading the virus to family members, and frustration over quickly changing work policies [ 11 , 14 , 15 ].

With the unprecedented challenges posed by the COVID-19 pandemic, some research has been directed toward identifying available resources that help in coping with such situations. For example, Sangal et al. [ 15 ] underscored the association between effective communication and reduced work stress and burnout, and emphasized the critical need for two-way communication, consistent messaging, and the strategic consolidation of information prior to its dissemination. In parallel, Dickson et al. [ 16 ] highlight the pivotal role of leadership strategies in fostering a healthful work environment. These strategies include being relationally engaging, visibly present, open, and caring for oneself and others, while embodying core values such as compassion, empathy, courage, and authenticity. Moreover, Awais et al. [ 14 ] identify essential measures to reduce mental distress and support EMS personnel’s overall well-being in pandemic conditions, such as by providing accessible mental health and peer support, ensuring a transparent information flow, and the implementation of clear, best-practice protocols and guidelines. As a lesson learned from COVID-19, Kihlström et al. (2022) add that crisis communication, flexible working conditions, compensation, and allowing for mistakes should be part of crisis management. They also emphasize the importance of psychological support for employees. [ 12 ]

Overall, the COVID-19 pandemic had a multifaceted impact on EMS personnel, highlighting the necessity for comprehensive support and resilience strategies to safeguard their well-being [ 11 , 17 , 18 ] alongside organizational functions [ 12 , 19 ]. For example, in Finland, it has been noted in the aftermath of COVID-19 that the availability and well-being of healthcare workers are key vulnerabilities of the resilience of the Finnish health system [ 12 ]. Effective preparedness planning and organizational resilience benefit from learning from past events and gaining a deeper understanding of observations across different organizational levels [ 12 , 19 , 20 ]. For these reasons, it is important to study how the personnel experienced the changing working circumstances and to recognize the resources, even unexpected ones, that supported their well-being during the initial phase of the COVID-19 pandemic [ 12 , 19 ].

The aim of this study was to examine the emotions experienced and the resources identified as supportive of work well-being during the initial months of the COVID-19 pandemic, from the perspective of the paramedics. Our research questions were: According to the experiences and observations of paramedics, (1) what kinds of emotions did the EMS personnel experience in the new working circumstances, and (2) what work-related factors became resources for the well-being of EMS personnel during the initial months of the COVID-19 pandemic? In this study, emotions are understood as complex responses involving psychological, physiological, and behavioral components, triggered by significant events or situations [ 21 ]. Resources are understood as physical, psychological, social, or organizational aspects of the work that help achieve work goals, reduce demands and associated costs [ 22 ].

Materials and methods

This qualitative study utilized reflective essay material written in the fall of 2020 by experienced, advanced-level paramedics who worked in the Finnish EMS during the early phase of the pandemic, when Finland had declared (March 17, 2020 onward) a state of emergency and implemented the Emergency Powers Act. This allowed for new rules and guidelines from the government to ensure the security of healthcare resources. Some work rules for healthcare personnel changed, and non-urgent services were limited.

Data collection procedures

This study is part of a broader, non-project-based research initiative investigating the work well-being of paramedics from various perspectives, and the data was collected for research purposes from this standpoint. The data collection for this study was conducted at the South-Eastern Finland University of Applied Sciences as part of the Current Issues in EMS Management course. The course participants were experienced, advanced-level Finnish paramedics who were students of the master’s degree program in Development and Management of Emergency Medical Services. A similar data collection method has been utilized in other qualitative studies [for example, 23 , 24 ].

The South-Eastern Finland University of Applied Sciences granted research permission for the data collection on August 20, 2020. The learning platform “Learn” (an adapted version of Moodle [ 25 ]) was used to gather the data. A research notice, privacy statement, and essay writing instructions were published on the platform on August 21, 2020. The paramedics were asked to write about their own experiences and observations regarding how the state of emergency impacted the work well-being of EMS personnel. They were instructed not to use references but only their own reflections. Three guiding questions were asked: “What kind of workloads did EMS personnel experience during the state of emergency?” “How has this workload differed from normal conditions?” and “What effects did this workload have on the well-being of the EMS personnel?”. The assignment did not refer solely to paramedics because the EMS field community may also include individuals with other titles (such as EMS field supervisors or firefighters performing prehospital emergency care); hence the term “EMS personnel” was used.

The essay was part of the mandatory course assignments, but submitting it for research purposes was voluntary. The paramedics were informed that their participation in the study would not affect their course evaluations. They had the freedom to decline, remove parts of, or withdraw the essay before analysis. None of the paramedics exercised these options. They were also informed that the last author removes any identifying details (such as names, places, and organizational descriptions that could reveal their workplace) before sharing the data with other, at the time unnamed, researchers. The last author (female) is a senior researcher specializing in EMS and work well-being topics, a principal lecturer of the respective course, and the head of the respective master’s program, and familiar to all of them through their studies. The paramedics were aware that the essays were graded by the last author on a pass/fail scale as part of the course assessment. However, comprehensive and well-reasoned reflections positively influenced the course grade. The evaluation was not part of this study. The paramedics had the opportunity to ask further questions about the study directly from the last author during and after the essay writing process and the course.

The paramedics wrote the essays between August 23, 2020, and November 30, 2020. Thirty-two paramedics (out of 39) returned their essays using the Learn platform during this timeframe. Thus, seven of the course completions were delayed, and the essays written later were no longer appropriate to include in the data due to the time elapsed since the initial months of the COVID-19 pandemic.

All 32 gave their informed consent for their essays to be included in the study. Essays written by paramedics who had not actively participated in EMS field work during exceptional circumstances were excluded from the material ( n  = 2), because they wrote the essay from a different perspective, as they could not reflect on their own experiences and observations. Thus, a total of 30 essays were included in the study. The total material was 106 pages long and comprised 32,621 words in Finnish.

Study participants

Thirty advanced-level paramedics from Finland participated in this study. They all had a bachelor’s degree in emergency care or nursing with additional emergency care specialization. At the time of the study, they were pursuing their master’s studies. Thirteen of them were women, and seventeen were men. The average age of the participants was 33.5 years among women and 35.9 years among men. Women had an average of 8.7 years of work experience, and men had 8.8 years. All the participating paramedics worked in EMS in different areas across Finland (except northern Finland) during their studies and the early phase of the pandemic.

Data analysis

The data was analyzed with a thematic analysis following the process detailed by Braun & Clarke [ 26 ]. First, the two researchers thoroughly familiarized themselves with the data, and the refined aim and research questions of the study were formulated inductively in collaboration based on the content of the data (see [ 26 ], page 84). After this, a thorough coding process was mainly carried out by the first author (female), who holds a master’s degree, is an advanced-level paramedic who worked in EMS during the pandemic, and at the time of the analysis was pursuing her doctoral studies in a different subject area related to EMS. Generating the initial codes involved making notes of interesting features of anything that stood out or seemed relevant to the research question systematically across the entire dataset. During this process, the original paragraphs and sentences were copied from the essay material into a table in Microsoft Word, with each research question in separate documents and each paragraph or sentence in its own row. The content of these data extracts was then coded in the adjacent column, carefully preserving the original content but in a more concise form. Then, the content was analyzed, and codes were combined to identify themes. After that, the authors reviewed the themes together by moving back and forth between the original material, the data in the Word documents, and the potential themes. During this process, the authors worked closely and refined the themes, allowing them to be separated and combined into new themes. For example, emotions depicting frustration and a shift to indifference formed their own theme in this kind of process. Finally, the themes were defined into main, major and minor themes and named. In the results, the main themes form the core in response to the research questions and include the most descriptions from the data. The major themes are significant but not as central as the main themes. Major themes provide additional depth and context to the results. One minor theme was formed as the analysis process progressed, and it provided valuable insights and details that deepened the response to the research question. All the coded data was utilized in the formed themes. The full content of the themes is reported in the Results section.

The emotions experienced by the EMS personnel in their new working circumstances formed three themes: New concerns arose that were constantly present (main theme); Surviving without proper guidance (major theme); and Rapidly approaching breaking point (major theme) (Fig.  1 ). Work-related factors identified as resources for the well-being of EMS personnel formed three themes: A high level of organizational efficiency was achieved (main theme); Adaptable EMS operations (major theme); and Encouraging atmosphere (minor theme) (Fig.  2 ).

Emotions experienced by the EMS personnel in their new working circumstances

Main theme: New concerns arose that were constantly present

The main theme included several kinds of new concerns. In the beginning, the uncertainty about the virus raised concerns about work safety and the means to prevent the spread of the disease. The initial lack of training and routines led to uncertainty. In addition, the decrease in the number of EMS missions raised fears of units being reduced and unilateral decisions by the management to change the EMS personnel’s work responsibilities. The future was also a source of uncertainty in the early stages. For example, the transition to exceptional circumstances, concerns about management and the supervisors’ familiarity with national guidelines and lack of information related to sickness absence procedures, leave, personal career progression, and even the progress of vaccine development, all contributed to this feeling of uncertainty. The initial uncertainty was described as the most challenging phase, but the uncertainty was also described as long-lasting.

Being on the front line with an unknown, potentially dangerous, and easily transmissible virus caused daily concerns about the personnel’s own health, especially when some patients hid their symptoms. The thought of working without proper PPE was frightening. On the other hand, waiting for a patient’s test result was stressful, as it often resulted in many colleagues being quarantined. A constant concern for the health of loved ones and the fear of contracting the virus and unknowingly bringing it home or transmitting it to colleagues led the EMS personnel to change their behavior by limiting contact.

Being part of a high-risk group , I often wondered , in the case of coronavirus , who would protect me and other paramedics from human vanity and selfishness [of those refusing to follow the public health guidelines]? (Participant 25)

The EMS personnel felt a weight of responsibility to act correctly, especially from the perspective of keeping their skills up to date. The proper selection of PPE and aseptic procedures were significant sources of concern, as making mistakes was feared to lead to quarantine and increase their colleagues’ workloads. At the same time, concerns about the adequacy of PPE weighed on the personnel, and they felt pressure on this matter to avoid wastage of PPEs. The variability in the quality of PPE also caused concerns.

Concerns about acting correctly were also tied to ethical considerations and feelings of inadequacy when the personnel were unable to explain to patients why COVID-19 caused restrictions on healthcare services. The presence of students also provoked such ethical concerns. Recognizing patients’ symptoms correctly also felt distressing due to the immense responsibility. This concern was also closely tied to fear and even made some question their career choices. The EMS personnel were also worried about adequate treatment for the patients and sometimes felt that the patients were left alone at home to cope. A reduction in patient numbers in the early stages of the pandemic raised concerns about whether acutely ill individuals were seeking help. At the same time, the time taken to put on PPE stressed the personnel because it increased delays in providing care. In the early phase of the pandemic, the EMS personnel were stressed that patients were not protected from them.

I’m vexed in the workplace. I felt it was immediately necessary to protect patients from us paramedics as well. It wasn’t specifically called for , mostly it felt like everyone had a strong need to protect themselves. (Participant 30)

All these concerns caused a particularly heavy psychological burden on some personnel. They described feeling more fatigued and irritable than usual. They had to familiarize themselves with new guidelines even during their free time, which was exhausting. The situation felt unjust, and there was a looming fear of the entire healthcare system collapsing. COVID-19 was omnipresent. Even at the base station of the EMS services, movement was restricted and social distancing was mandated. Such segregation, even within the professional community, added to the strain and reduced opportunities for peer support. The EMS personnel felt isolated, and thoughts about changing professions increased.

It was inevitable that the segregation of the work community would affect the community spirit , and a less able work community has a significant impact on the individual level. (Participant 8)

Major theme: Surviving without proper guidance

At the onset of the pandemic, the job description of the EMS personnel underwent changes, and employers could suddenly relocate them to other work. There was not always adequate support for familiarizing oneself with the new roles, leading to a feeling of loss of control. The management was described as commanding and restricting the personnel’s actions. As opportunities to influence one’s work diminished, the sense of job satisfaction and motivation decreased.

Some felt that leadership was inadequate and neglectful, especially when the leaders switched to remote work. The management did not take the situation seriously enough, leaving the EMS personnel feeling abandoned. The lack of consistent leadership and failure to listen to the personnel caused dissatisfaction and reduced occupational endurance. In addition, the reduced contact with colleagues and close ones reduced the amount of peer support. The existing models for psychological support were found to be inadequate.

Particularly in the early stages, guidelines were seen as ambiguous and deficient, causing frustration, irritation, and fear. The guidelines also changed constantly, even daily, and it was felt that the information did not flow properly from the management to the personnel. Changes in protection recommendations also led to skepticism about the correctness of the national guidance, and the lack of consistent guidelines perplexed the personnel. Internalizing the guidelines was not supported adequately, but the necessity to grasp new information was described as immense and cognitively demanding.

At times , it felt like the work was a kind of survival in a jungle of changing instructions , one mission at a time. (Participant 11)

Major theme: Rapidly approaching breaking point

Risking one’s own health at work caused contentious feelings while concurrently feeling angry that management could work remotely. The arrogant behavior of people toward COVID-19 left them frustrated, while the EMS personnel had to limit their contacts and lost their annual leave. There were fears about forced labor.

Incomplete and constantly changing guidelines caused irritation and indifference, as the same tasks had to be performed with different levels of PPE within a short time. Some guidelines were difficult to comply with in practice, which was vexing.

Using a protective mask was described as distressing, especially on long and demanding missions. Communication and operation became more difficult. Some described frustration with cleaning PPE meant for single use.

Ensuring the proper implementation of a work pair’s aseptic and equipment maintenance was burdensome, and explaining and repeating guidelines was exhausting. A feeling of indifference was emphasized toward the end of a long shift.

After the initial stage, many began to slip with the PPE guidelines and found the instructions excessive. COVID-19 information transmitted by the emergency center lost its meaning, and instructions were left unheeded, as there was no energy to believe that the patient would have COVID-19, especially if only a few disease cases had been reported in their area.

It was disheartening to hear personnel being labeled as selfish for demanding higher pay during exceptional circumstances. This lack of recognition eroded professionalism and increased thoughts of changing professions.

However , being a doormat and a human toilet , as well as a lack of appreciation , undermines my professionalism and the prolonged situation has led me to seriously consider a different job , where values other than dedication and constant flexibility carry weight. I have heard similar thoughts from other colleagues. None of us do this for money. (Participant 9)

Work-related factors identified as resources for the well-being of EMS personnel

Main theme: A high level of organizational efficiency was achieved

The main theme held several different efficient functions. In the early stages of the pandemic, some felt that the information flow was active. Organizations informed the EMS personnel about the disease, its spread, and its impact on the workplace and emergency care activities.

Some felt that managers were easily accessible during the pandemic, at least remotely. Some managers worked long days to be able to support their personnel.

The response to hate and uncertainty was that one of the supervisors was always present in the morning and evening meetings. Supervisors worked long hours so as to be accessible via remote access. (Participant 26)

The organizations took effective steps to control infections. Quick access to COVID-19 tests, clear guidelines for taking sick leave, and permission to take sick leave with a low threshold were seen as positive things. The consideration of personnel belonging to risk groups by moving them to other work tasks was also perceived as positive. In addition, efforts were made to prevent the emergence of infection chains by isolating EMS personnel in their own social facilities.

Established guidelines, especially on the correct use of protective measures, made it easier to work. Some mentioned that the guidelines were available in ambulances and on phones, allowing the protection guidelines to be checked before going on a mission.

The employers took into account the need for psychological support in a diverse manner. Some organizations provided psychological support such as peer debriefing activities, talking therapy with mental health professionals, actively inquiring about their personnel’s feelings, and training them as support workers. The pandemic situation also caused organizations to create their own standard operating models to decrease mental load.

Fortunately , the problem has now been addressed actively , as a peer-to-peer defusing model was built up at our workplace during the crisis , and group defusing has started , the purpose of which is to lighten the work-related mental load. (Participant 3)

Major theme: Adaptable EMS operations

There were several different resources that clarified mission activities. The amount of protective and cleaning equipment was ramped up, and the treatment equipment was quickly updated to meet the demands brought about by the pandemic and to enable safety distances for the EMS personnel. In addition, various guidelines were amended to reduce exposure. For example, personnel on the dedicated COVID-19 ambulances were separated to work without physical contact with others, and field supervisors joined the EMS missions less often than before. Moreover, people at the scene were contacted by phone in advance to ensure that there would be no exposure risk, which also allowed other occupational safety risks to be identified. New practices resulted from the pandemic, such as cleaning communication equipment during shift changes and regularly using PPE with infected patients. All of these were seen as positive resources for efficient work.

At the end of each shift , all keys , telephones , etc., were cleaned and handed over to the next shift. This practice was not previously established in our area , but this will become a permanent practice in the future and is perceived by everyone in our work community as a positive thing. (Participant 10)

Some stated that access to PPE was sufficient, especially in areas where the number of COVID-19 infections was low. PPE was upgraded to make it easier to wear. Further, organizations acquired a variety of cleaning equipment to speed up the disinfection of ambulances.

Organizations hired more employees to enable leave and the operation of dedicated COVID-19 ambulances. The overall number of ambulances was also increased. Non-urgent missions were handled through enhanced phone services, reducing the unnecessary exposure of EMS personnel to COVID-19.

Five extra holiday substitutes were hired for EMS so that the employer could guarantee the success of agreed leave , even if the Emergency Preparedness Act had given them opportunities to cancel or postpone it. (Participant 12)

Minor theme: Encouraging atmosphere

Peer support from colleagues, a positive, comfortable, pleasant work environment, and open discussion, as well as smooth cooperation with other healthcare employees were felt to be resources for work well-being by reducing the heavy workload experienced. Due to the pandemic, the appreciation of healthcare was felt to increase slightly, which was identified as a resource.

One factor affecting resilience in the healthcare sector is certainly that in exceptional circumstances , visibility and appreciation have somewhat increased. (Participant 23)

This study examined, according to the experiences and observations of paramedics, (1) what kinds of emotions the Emergency Medical Service (EMS) personnel experienced in their new working circumstances, and (2) what work-related factors became resources for the well-being of EMS personnel during the initial months of the COVID-19 pandemic. Each research question was answered with three themes.

Previous studies have shown that the pandemic increased the workload of paramedics, prompting changes in their operating models and the function of EMS to align with new pandemic-related requirements [ 9 , 27 ]. Initially, the paramedics in the current study described facing unclear and deficient guidelines and feeling obligated to follow instructions without adequate support to internalize them. Constantly changing instructions were linked to negative emotions in various ways. Moreover, the overwhelming flood of information was heavily connected to this, although the information flow was also perceived as a resource, especially when it was timely and well-structured. The study by Sangal et al. [ 15 ] has raised similar observations and points out the importance of paying special attention to the personnel working in the frontline, as in EMS, who might be more heavily impacted by too much information and anxiety about it. They also discovered that three factors are crucial for addressing the challenges of information overload and anxiety: consolidating information before distributing it, maintaining consistent communication, and ensuring communication is two-way. McAlearney et al. [ 11 ] found that first responders, including EMS personnel, reported frustration regarding COVID-19 information because of inconsistencies between sources, misinformation on social media, and the impact of politics. A Finnish study also recognized that health systems were not sufficiently prepared for the flood of information in the current media environment [ 12 ]. Based on these previous results and our findings, it can be concluded that proper implementation of crisis communication should be an integral part of organizations’ preparedness in the future, ensuring that communication effectively supports employee actions in real-life situations. Secondly, this topic highlights the need for precise guidelines and their implementation. With better preparedness, similar chaos could be avoided in the future [ 17 ].

Many other factors also caused changes in work. The EMS mission profile changed [ 3 , 4 , 5 , 6 ], where paramedics in this study saw concerns. To prevent infection risk, the number of pre-arrival calls increased [ 7 ], the duration of EMS missions increased [ 8 , 9 ], and the continuous use of PPE and enhanced hygiene standards imposed additional burdens [ 9 , 10 ]. In Finland, there was no preparedness for the levels of PPE usage required in the early stages of the pandemic [ 12 ]. In this study, paramedics described that working with potentially inadequate PPE caused fear and frustration, which was increased by a lack of training, causing them to feel a great deal of responsibility for acting aseptically and caring for patients correctly. Conversely, providing adequate PPE, information and training has been found to increase the willingness to work [ 28 ] and the sense of safety in working in a pandemic situation [ 29 ], meaning that the role of precise training, operating instructions and leadership in the use of PPE is emphasized [ 30 ].

The paramedics in this study described many additional new concerns in their work, affecting their lives comprehensively. It has been similarly described that the pandemic adversely affected the overall well-being of healthcare personnel [ 31 ]. The restrictions implemented also impacted their leisure time [ 32 ], and the virus caused concerns for their own and their families’ health [ 11 , 28 ]. In line with this, the pandemic increased stress, burnout [ 10 , 33 ], and anxiety among EMS personnel and other healthcare personnel working on the frontline [ 11 , 14 , 34 , 35 ]. These kinds of results underscore the need for adequate guidance and support, a lack of which paramedics reported experiencing in the current study.

Personnel play a crucial role in the efficient operation of an organization and comprise the main identified resource in this study. Previous studies and summaries have highlighted that EMS personnel did not receive sufficient support during the COVID-19 pandemic [ 11 , 14 , 17 , 18 ]. Research has also brought to light elements of adequate support related to the pandemic, such as a review by Dickson et al. [ 16 ] that presents six tentative theories for healthful leadership, all of which are intertwined with genuine encounter, preparedness, and information use. In this current study, the results showed numerous factors related to these contexts that were identified as resources, specifically underlined by elements of caring, effective operational change, knowledge-based actions, and present leadership, similarly described in a study by Eaton-Williams & Williams [ 18 ]. Moreover, the paramedics in our study highlighted the importance of encouragement and identified peer support from colleagues as a resource, which is in line with studies in the UK and Finland [ 12 , 23 , 37 ].

In the early stages of the pandemic, it was noted that the EMS personnel lacked adequate training to manage their mental health, and there was a significant shortage of psychosocial support measures [ 14 ], although easy access to support would have been significant [ 18 ]. In the current study, some paramedics felt that mental health support was inadequate and delayed, while others observed an increase in mental health support during the pandemic, seeing it as an incentive for organizations to develop standard operating models for mental support, for example. This awakening was identified as a resource. This is consistent, as providing psychological support to personnel has been highlighted as a core aspect of crisis management in a Finnish study assessing health system resilience related to COVID-19 [ 12 ]. In a comprehensive recommendation commentary, Isakov et al. [ 17 ] suggest developing a national strategy to improve resilience by addressing the mental health consequences of COVID-19 and other occupational stressors for EMS personnel. This concept, applicable beyond the US, supports the view that EMS organizations are becoming increasingly aware of the need to prepare for and invest in this area.

A fundamental factor likely underlying all the described emotions was that changes in the job descriptions of the EMS personnel due to the pandemic were significant and, in part, mandated from above. In this study, paramedics described feelings of concern and frustration related to these many changes and uncertainties. According to Zamoum and Gorpe (2018), efficient crisis management emphasizes the importance of respecting emotions, recognizing rights, and making appropriate decisions. Restoring trust is a significant challenge in a crisis situation, one that cannot be resolved without complete transparency and open communication [ 38 ]. This perspective is crucial to consider in planning for future preparedness. Overall, the perspective of employee rights and obligations in exceptional circumstances has been relatively under-researched, but in Australia, grounding research on this perspective has been conducted with paramedics using various approaches [ 39 , 40 , 41 ]. The researchers conclude that there is a lack of clarity about the concept of professional obligation, specifically regarding its boundaries, and the issue urgently needs to be addressed by developing clear guidelines that outline the obligation to respond, both in normal day-to-day operations and during exceptional circumstances [ 39 ].

Complex adaptive systems (CAS) theory recognizes that in a resilient organization, different levels adapt to changing environments [ 19 , 20 ]. Barasa et al. (2018) note that planned resilience and adaptive resilience are both important [ 19 ]. Kihlström et al. (2022) note that the health system’s resilience was strengthened by a certain expectation of crisis, and they also recognized further study needs on how effectively management is responding to weak signals [ 12 ]. This could be directly related to how personnel can prepare for future changes. The results of this study revealed many negative emotions related to sudden changes, but at the same time, effective organizational adaptation was identified as a resource for the well-being of EMS personnel. Dissecting different elements of system adaptation in a crisis has been recognized as a highly necessary area for further research [ 20 ]. Kihlström et al. (2022) emphasize the importance of ensuring a healthy workforce across the entire health system. These frameworks suggest numerous potential areas for future research, which would also enhance effective preparedness [ 12 ].

Limitations of the study

In this study, we utilized essay material written in the fall of 2020, in which experienced paramedics reflected on the early stages of the COVID-19 pandemic from a work-oriented perspective. The essays were approached inductively, meaning that they were not directly written to answer our research questions, but the aim and the research questions were shaped based on the content [ 26 ]. The essays included extensive descriptions that aligned well with the aim of this study. However, it is important to remember when interpreting the results that asking specifically about this topic, for instance, in an interview, might have yielded different descriptions. It can be assessed that the study achieved a tentative descriptive level, as the detailed examination of complex phenomena such as emotions and resources would require various methods and observations.

Although the essays were mostly profound, well-thought-out, and clearly written, their credibility [ 42 ] may be affected by the fact that several months had passed between the time the essays were written and the events described. Memories may have altered, potentially influencing the content of the writings. Diary-like material from the very onset of the pandemic might have yielded more precise data, and such a data collection method could be considered in future research on exceptional circumstances.

The credibility [ 42 ] could also have been enhanced if the paramedics who wrote the essays had commented on the results and provided additional perspectives on the material and analysis through a multi-phase data collection process. This was not deemed feasible in this study, mainly because there was a 2.5-year gap between data collection and the start of the analysis. However, this also strengthened the overall trustworthiness of the study, as it allowed the first author, who had worked in prehospital emergency care during the initial phase of the pandemic, to maintain a distance from the subject, and enabled a comparison of our own findings with previously published research that investigated the same period in different contexts. The comparison was made when writing the discussion, with the analysis itself being inductive and following the thematic analysis process described by Braun & Clarke [ 26 ].

When evaluating credibility [ 42 ], it should also be noted that the participants who wrote the essays, i.e., the data for the study, were experienced paramedics but also students and one of the researchers was their principal lecturer. This could potentially limit credibility if the students, for some reason, did not want to produce truthful content for their lecturer to read. However, this risk can be considered small because the essays’ topics did not concern the students’ academic progress, the essays’ content was quite consistent, and the results aligned with other studies. As a strength, it can be considered that the students shared their experiences without holding back, as the thoughts were not for workplace use, and they could trust the data privacy statement.

To enhance transferability [ 42 ], the context of the study was described in detail, highlighting the conditions prevailing in Finnish prehospital emergency care during the early stages of the pandemic. Moreover, including a diverse range of perspectives from paramedics working in different regions of Finland (except Northern Finland) contributes to the transferability of the study, indicating that the results may be applicable and relevant to a wider context beyond a single specific region.

Dependability [ 42 ] was reinforced by the close involvement of two researchers from different backgrounds in the analysis of the material, but a limitation is that no separate analyses were conducted. However, the original data was repeatedly revisited during the analysis, which strengthened the dependability. Moreover, the first author kept detailed notes throughout the analysis process, and the last author supervised the progress while also contributing to the analysis and reporting. The research process is also reported in detail.

This study highlighted numerous, mainly negative emotions experienced by EMS personnel during the initial months of the COVID-19 pandemic due to new working circumstances. At the same time, several work-related factors were identified as resources for their well-being. The findings suggest that crisis management practices should be more attentive to personnel needs, ensuring that personnel have the necessary support, both managerial and psychological, readily available in crisis situations. Effective organizational adaptation in a crisis situation also supports personnel well-being, emphasizing the importance of effective preparedness. Future research should particularly focus on considering personnel well-being as part of organizational adaptation during exceptional circumstances and utilize these findings to enhance preparedness.

Data availability

The datasets generated and analyzed during the current study are not publicly available due to the inclusion of sensitive information and the extent of the informed consent provided by the participants.

Abbreviations

Complex Adaptive Systems (theory)

Coronavirus Disease 2019

Emergency Medical Services

Personal Protective Equipment

United Kingdom

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TENK. Ethical review in human sciences [Internet]. Helsinki: Finnish National Board on Research Integrity TENK; 2020. https://tenk.fi/sites/default/files/2021-1/Ethical_review_in_human_sciences_2020.pdf . Accessed 13 Jan 2024.

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Acknowledgements

We want to sincerely thank all the paramedics who participated in this study.

Open access funded by Helsinki University Library.

Open Access funding provided by University of Helsinki (including Helsinki University Central Hospital).

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Faculty of Medicine, University of Helsinki, Helsinki, Finland

Henna Myrskykari

Emergency Medical Services, University of Turku and Turku University Hospital, Turku, Finland

Department of Healthcare and Emergency Care, South-Eastern Finland University of Applied Sciences, Kotka, Finland

Hilla Nordquist

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Study design (HM, HN). Data collection (HN). Methodology (HN). Analysis (HM, HN). Writing (HM, HN). Review and editing (HM, HN). Supervision (HN). Both authors read and approved the final manuscript.

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Correspondence to Henna Myrskykari .

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The study followed the good scientific practice defined by the Finnish National Board on Research Integrity TENK [ 43 ]. The study was conducted in accordance with the Helsinki Declaration and applicable national guidelines. Adhering to the Finnish National Board on Research Integrity (TENK) guidelines on ethical principles of research with human participants and ethical review in the human sciences in Finland, an ethical review statement from a human sciences ethics committee was not required for this type of study. The participants consisted of adult students engaged in regular employment. Their involvement in the research was grounded on informed consent. The study did not involve concerns regarding the participants’ physical integrity, nor were they subjected to exceptionally strong stimuli. The potential for causing mental harm was not beyond what is typically encountered in everyday life, and their participation did not pose any safety risks [ 44 ].

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Myrskykari, H., Nordquist, H. Paramedics’ experiences and observations: work-related emotions and well-being resources during the initial months of the COVID-19 pandemic—a qualitative study. BMC Emerg Med 24 , 152 (2024). https://doi.org/10.1186/s12873-024-01072-0

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2nd Indo-Russian Commission meeting on Emergency Management in Moscow

The Russian capital city of Moscow on 28 August 2024 hosted the 2nd  Meeting of the Joint Russian-Indian Commission on Cooperation in the Field of Emergency Management. 2024.

The Indian delegation was led by Union Minister of State for Home Affairs, Nityanad Rai . 

The Russian Minister for  Civil Defence, Emergencies and Elimination of Consequences of Natural Disasters, Kurenkov Aleksandr Vyacheslavovic , led the Russian delegation.

Both countries agreed to continue exchanging best practices and lessons learned in Disaster Management and cooperating in emergency management during 2025-26. 

In 2016, New Delhi hosted the first meeting of the Indo-Russian Joint Commission on Cooperation in the Field of Emergency Management.

Capital of Russia : Moscow 

Currency : Ruble 

President : Vladimir Putin

9th India-Brazil Joint Commission Meeting

The 9th India-Brazil Joint Commission Meeting was held in New Delhi on 27 August 2024.

Dr S Jaishnakar, Minister for External Affairs, led the Indian delegation and the Brazilian delegation was led by Brazilian Foreign Minister Mauro Vieira. 

The Brazilian foreign minister was on an official visit to India from 25-28 August 2024.

The South American country of Brazil will host the G20 Summit meeting this year, and India expressed full support to Brazil for the G20 summit meeting.

Capital of Brazil: Brasilia 

Currency : Brazilian Real 

President :  Luiz Inácio Lula da Silva

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The Indonesian side was led by Andhika Chrisnayudhanto, Deputy for International Cooperation at the National Counter Terrorism Agency of Indonesia.

The next 7th meeting of the India-Indonesia Joint Working Group on Counter-Terrorism will be held in New Delhi.

Indonesia is an archipelago in Southeast Asia with the world’s largest Muslim population. .

Capital: Jakarta

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Q1. Where was the 2nd Meeting of the Joint Russian-Indian Commission on Cooperation in the Field of Emergency Management held?

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India-Russia Collaborate on Space Monitoring for Disaster Management

India and russia discussed utilizing space monitoring technologies for risk forecasting and emergency response at their joint commission meeting on emergency management in moscow. they signed a working plan for 2025-26, focusing on disaster management cooperation, including training rescue specialists, and agreed to intensify joint efforts for enhanced early warning systems and capacity building..

India and Russia engaged in discussions on using space monitoring technologies for risk forecasting and emergency response during their joint commission meeting on emergency management held in Moscow on Wednesday, according to a government statement.

Both nations signed a working plan for 2025-26, pledging to implement it while continuing to exchange best practices in disaster management. The Indian delegation was led by Minister of State for Home Affairs, Nityanand Rai, while the Russian side was headed by Kurenkov Aleksandr Vyacheslavovich, Minister of EMERCOM of Russia.

Key issues addressed included space technology use for risk assessment, the exchange of large-scale disaster response experiences, and the training of fire and rescue specialists. The meeting aimed to enhance bilateral efforts in early warning systems, emergency preparedness, and mutual capacity building.

(With inputs from agencies.)

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Essay on Moscow

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Moscow is the capital and largest city of Russia. It is the fourth largest city in the world, and is the first in size among all European cities.

Moscow was founded in 1147 by Yuri Dolgoruki, a prince of the region. The town lay on important land and water trade routes, and it grew and prospered. During the 1200’s, Tartar invaders from Asia conquered Moscow and other Russian lands.

Moscow grew rapidly during the 1600’s. The czars built palaces in the Kremlin, and nobles built mansions. New churches and monasteries arose, and industries developed. In 1703, Peter the Great began building a new capital at St. Petersburg. But Moscow remained an important center of culture, industry, and trade. In the fall of 1812, invading French Troops under Napoleon I entered Moscow without a struggle. Most of the people had left the city. Soon afterwards, a fire destroyed most of Moscow . After 35 days, the French troops left the city and began a retreat through the snow and cold.

In the 1917 revolution, the government fell to the Bolsheviks. They moved back to Moscow in 1918 capital.

Moscow lies in the north-central part of the European section of Russia. The Moscow River flows through the city. Moscow is built in the shape of a wheel. At the center of the wheel stands the Kremlin. This old fortress is the center of the Russian government. Inside its walls are beautiful cathedrals and palaces, as well as government buildings. Some of them date from the 1400’s.

Red Square lies just outside the Kremlin wall. It took its name in Russian from an old word meaning both beautiful and red. There, huge military parades celebrate special occasions. Thousands of people line up daily at the Lenin Mausoleum to view the preserved body of Lenin.

Opposite the Kremlin on Red Square is GUM, the largest department store. Saint Basil’s Church is also on Red Square. This 400-year-old building is part of the State Historical Museum. The Russia Hotel, one of the world’s largest hotels, faces the Kremlin near Red Square.

Muscovites are proud of their subway system, called the Metro. The city has more than 70 subway stations, which look like palace halls and are the fanciest in the world.

Muscovites have many facilities for recreation. Luzhniki, a huge sports area, includes Lenin Stadium, which can seat about 103,000 persons. Every year, about 7 million people go to Gorki Park, Moscow’s most popular amusement center.

The Bolshoi Theatre presents ballets that many people consider Russia’s highest artistic achievement. Young dancers are trained at the Bolshoi Theatre’s school. The nation’s largest symphony orchestra performs at the Tchaikovsky Conservatory. In addition, Moscow has a number of famous drama theatres, such as the Maly and Moscow Art theatres.

The city has about 150 museums and art galleries. Dazzling treasures that belonged to the czars are displayed in the Armory Museum in the Kremlin.

Moscow State University is the largest university in the country. It was established in 1755, and has more than 30,000 students. Moscow has more than a thousand elementary schools and high schools, and over 80 specialized institutes.

About 3,000 main and branch libraries operate throughout Moscow. The Lenin State Library, the largest library in Russia , has one of the largest collections of books and manuscripts in the world.

Moscow is also the most important industrial city in Russia. Its factories produce a wide variety of products, but chiefly automobiles, buses, and trucks. Other important products include chemical, electrical machinery, measuring instruments, steel, and textiles.

The city is the transportation center of Russia. Moscow has three major airports. The Moscow Canal links the city to the great Volga River.

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Ukraine war latest: Ukraine keeping close eye on Belarus border as troops amass

Russia has launched several air attacks on Ukraine this week, costing Moscow a reported £1.1bn. Meanwhile, Ukraine says it's keeping a close eye on its border with Belarus after a build-up of troops there in recent days.

Thursday 29 August 2024 18:18, UK

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• Ukraine keeping close eye on Belarus border as troops amass  
• Putin's attack on Ukraine in single day 'cost more than £1bn'
• Kyiv hit by third attack in four days as drone debris injures three
• Ukraine heading 'closer and closer' to total blackout
• Battlefield situation: Latest frontlines in maps
• Watch: Who are Ukraine's secret resistance?
• Your questions answered: Strategic consequences for Ukraine if Pokrovsk falls
• Reporting by Mark Wyatt

We'll be back with more updates and analysis tomorrow, but before we go, here's a recap of the key developments that took place today:

• Ukrainian shelling in Russia's Belgorod region killed one person and injured others, according to officials;
• A fighter jet from Belarus attempted to shoot down a Russian drone that flew into the country's airspace this morning;
• Russia's huge air attacks across Ukraine this week cost Moscow more than £1bn, the UK representative to the UN said;
• Ukraine said it was keeping a close eye on its border with Belarus after a build-up of troops there in recent days;
• Ukraine's top commander Oleksandr Syrskyi said fighting in Pokrovsk is "exceptionally tough";
• Volodymyr Zelenskyy said Ukraine would not forgive Russia "for a single destroyed Ukrainian life" as the country marked the Day of Remembrance of Defenders of Ukraine.

A military court in Moscow has placed Pavel Popov, a former deputy defence minister, in detention on suspicion of fraud in the latest of a string of corruption probes of officials tied to ex-defence minister Sergei Shoigu.

The case against Popov, who has served in his role since 2013, is the third investigation into a senior defence official relating to construction work at Patriot Park - a military theme park near Moscow.

The war-themed tourist attraction near Moscow displays a vast collection of Russian and Soviet weaponry and offers visitors the chance to clamber on tanks and take part in combat simulations.

Investigators said Popov, beginning in 2021, had diverted various building materials from the park to his own country house for installation work.

Popov has been detained until 29 October.

He denies guilt, his lawyer told the RIA state news agency.

Popov joins at least a dozen officials who, since April, have been caught up in the biggest wave of corruption scandals to hit the Russian military and defence establishment in years.

In May, soon after the first arrests, Vladimir Putin unexpectedly removed Mr Shoigu as defence minister and replaced him with Andrei Belousov in what was widely seen as a move to ensure tighter management of Russia's vast defence budget.

Russian political commentators said the investigation into Popov was clearly linked to a broader anti-graft crackdown undertaken by Belousov against those with ties to Mr Shoigu.

A Ukrainian F-16 fighter jet was destroyed in a crash on Monday, a US defence official has said.

According to the official, the cause has not yet been determined - pilot error or mechanical failure.

It comes after Russia staged a missile and drone attack on Ukraine on Monday.

Volodymyr Zelenskyy said on Tuesday that F-16 jets were used to repel the attack on Monday and showed good results.

He had announced earlier this month that Ukraine had started flying F-16s for operations within the country, confirming the long-awaited arrival of the US-made fighter jets which Ukraine has been pushing for since the start of the war.

Four nuclear power units at two different power plants in Ukraine were disconnected from the grid during the Russian attack on Monday, Ukraine's presidential office head, Andriy Yermak, reports.

In a statement on Telegram , Mr Yermak said power units at Rivne NPP, in northwest Ukraine, and South Ukrainian NPP in the south, had been disconnected.

What happened on Monday?

Russian forces unleashed 236 drones and missiles in a massive attack on Ukraine. 

Seven people were killed and 15 regions were struck, with explosions heard in the capital, Kyiv. 

Ukraine said hypersonic missiles were used in the assault.

Fighting in Pokrovsk is "exceptionally tough", Ukraine's top commander Oleksandr Syrskyi has said. 

Mr Syrskyi, who has spent several days on the eastern front, also said that Russia was throwing everything it could into its assaults, trying to break through Ukrainian defences.

"Fighting is exceptionally tough," he said, adding that Ukraine had to constantly use unorthodox methods to strengthen its positions.

For context : Russia's army is closing in on Pokrovsk, a critical logistics hub for the Ukrainian defence in the area. 

The region, which had a pre-war population of about 60,000, is one of Ukraine's main defensive strongholds.

Its capture would compromise Ukraine's defensive abilities and supply routes and would bring Russia closer to its stated aim of capturing the entire Donetsk region.

Ukraine says it's keeping a close eye on its border with Belarus after a build-up of troops there in recent days.

Kyiv's foreign ministry accused Minsk last week of concentrating a "significant number of personnel" in the Gomel region near Ukraine's northern border "under the guise of exercises".

It swiftly warned Belarusian officials not to make "tragic mistakes under Moscow's pressure" and withdraw its forces.

The Institute for the Study of War said Belarus's troop deployment was likely intended to divert Ukrainian soldiers from other fronts.

It also assessed that Belarusian leader Alexander Lukashenko was "extremely unlikely to risk combat with Ukraine that could weaken his regime".

Speaking on television today, a spokesperson for Ukraine's border guard service said it had detected no immediate threats on the border, but that Ukrainian troops were keeping it constantly monitored.

"This is tens of kilometres from our border, at different points – different distances," said Andriy Demchenko.

"What is happening on the territory of Belarus is actively monitored by intelligence units, the ministry of defence and the state border service in order to understand how the situation is changing, how threatening it can be for Ukraine.

"So that all components of our defence forces, which strengthen this direction, have the opportunity to react in time to any actions."

Ukraine is calling on the civilian population in its eastern city of Pokrovsk to evacuate as Russian troops draw closer to its outskirts.

Readers have been sending in their questions to our senior correspondents and military experts for their take on what could happen next.

Today, Malcolm asks:

How serious is the situation in Pokrovsk? If the city falls to Russian forces, what are the strategic consequences for Ukraine?

Military analyst Sean Bell says...

It is very difficult to provide clarity over the tactical progress of the war given the relative paucity of detailed information about progress, challenges and opportunities.  

However, it appears likely that Vladimir Putin's near-term objective of his "special military operation" is to secure Crimea, the Donbas and the land bridge between the two areas.  

This summer, Russia's main effort appears to have been securing the final component of the Donbas, and despite the much-publicised casualty rate being suffered by Moscow's forces - more than 1,000 casualties a day - Russia continues to make slow but steady progress.  

Pokrovsk is a strategically important logistics and transport hub for Ukrainian forces in the region, and Russian forces are now reported to be only six miles away from the town, leading the Ukrainians to evacuate the civilian population.

The Russian president knows that it is very difficult to maintain momentum during the winter months, so he has perhaps 10 to 12 weeks available to achieve his objectives before the winter weather settles in.   

If Russian forces can seize Pokrovsk before the winter, it is possible that Mr Putin will indicate he is ready to negotiate an end to the conflict.  

Depending on the outcome of the forthcoming US presidential elections, that raises the prospect of Mr Putin being rewarded for his brutal invasion of Ukraine, which would have profound implications for global security.

Ukraine's invasion of Russia's Kursk region will soon enter its fourth week, with around 500 square miles of territory captured so far, according to the head of Kyiv's military.

Oleksandr Syrskyi said on Tuesday that around 100 settlements, including the town of Sudzha, were now under Ukraine's control.

In one of his evening addresses this week, Volodymyr Zelenskyy said troops were still expanding their territory in the region.

Here, we look at some key images from the start of the invasion into Kursk.

Volodymyr Zelenskyy says Ukraine will not forgive Russia "for a single destroyed Ukrainian life" as the country marks the Day of Remembrance of Defenders of Ukraine.

The holiday marks the 10th anniversary of the battle of Ilovaisk, where hundreds of Ukrainian soldiers were killed by Russian troops as they began to withdraw from the encircled town.

"This was a planned, cynical Russian crime that Ukraine will never forget and will not leave unpunished," Mr Zelenskyy wrote on his Telegram channel.

"Today, Ukraine honours the memory of all its defenders. All those who fought for our state, for Ukrainian independence and sacrificed the most precious thing – their lives.

"And we will not forgive Russia for a single destroyed Ukrainian life."

Ukraine was forced to disconnect several nuclear power units from the grid on Monday after Russia's widespread drone and missile attacks on the country.

Kyiv's mission to the International Atomic Energy Agency has said the attack was intended to paralyse the operation of the power generation facilities of Ukraine.

It added that the attacks posed a significant risk to the stable operation of nuclear facilities. 

As a result of the attack, three out of four power units of the Rivne nuclear power plant were disconnected from the grid, it said.

Another nuclear power plant, the South Ukrainian, was also forced to decrease its output "due to fluctuations in the national power grid".

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