Country | Emergency Response | HHRR | Mgt & Planning | Facilities | Coord & Comm | Tech & Inn | Budget |
911 National Emergency System Costa Rica
| Increased [psychological support for users amid the confinement.
Established a Citizen’s attention line, with a capacity to take +3,500 calls per day.
| Established specialized psychological care office, with the capacity to receive +100 cases per day.
Maintain constant communication with the HHRR Department and oversee the needs of the staff.
| Established contingency and containment plans for operators, amid the long hours of work they have to endure during the crisis.
| Activated alternate emergency operations center for use in case the primary center became inaccessible & avoid contagion.
| Emphasized the importance of internal and external communication plans to make people aware of what is happening and the reasons why some decisions are being made.
Followed the lead of the Ministry of Health. |
| Plan budget to adequately face a prolonged crisis. |
911 National System of Emergency and Security Response Dominican Republic | Monitored all data from suspicious & confirmed cases to keep track of the crisis in the region. | Speeded up & streamlined the hiring process.
Rapid transition from in-person to online training.
Adopted and implemented policies for teleworking.
Introduced salary incentive to ensure employees remained motivated and to recognize their hard work. | Located all SNS units in hospitals nationwide, which are only used for COVID-19 cases and are controlled from both dispatch centers. | Redesigned the physical space of the reception and dispatching areas to ensure social distancing and reduce possibilities of contagion.
Increased and maximized biosecurity measures. | Accepted and followed the lead of the Ministry of Health.
| Established a curfew violation detection mechanism to ensure the safety of all citizens. |
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Integrated Safety Service 911 Ecuador | Became the main reference point for statistical data during the public health crisis.
| Had to hastily hire operational personnel to replace those who got infected or had to be in isolation due to COVID-19.
Provided COVID-19 tests to SIS ECU 911 workforce.
Extended personnel contracts to ensure the availability of enough HHRR to attend the health emergency.
Provided medical and psychological support to SIS ECU 911 workforce and families. | Designed backup plans for fortuitous events such a pandemic.
Developed an Emergency Contingency Plan, which was later implemented at the national level.
Reduced response time by tracking the health response management indicator.
| Purchased protective equipment and additional cleaning materials.
Increased biosecurity measures.
| Became the main institutional reference point from where to provide a coordinated response to the crisis.
Included public and private institutions, universities and international organizations in the response.
Made available & accessible the statistical data to public and private institutions.
Coordinated with the Labor Ministry to implement teleworking plans. | Developed the app Distancia2, which is used to monitor social distancing through video cameras, loudspeaker system, drones and video surveillance.
To prevent the spread of COVID-19 through a video analytics’ system that monitors social distancing, ECU 911 purchased additional equipment to strengthen video surveillance of the early warning system (SAT). | Budget optimization by following the guidelines of the Ministry of Economy and Finance
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