Achieving shared situational awareness during steadystate operations in New York state : a model for success

Abstract

In order to effectively engage in decision making for the safety and well-being of the citizens of New York, the governor and state leaders must have access to real-time, accurate, and comprehensive information. During response operations, the state emergency operations center serves as the focal point for information exchange. During steady-state operations, gaps exist in information sharing, resulting in a fragmented understanding of the operating environment. This lack of a shared situational awareness during steady-state operations requires public-safety leaders to spend time developing a shared situational awareness when an untoward event emerges. This thesis explores the terms situational awareness, shared situational awareness and common operating picture as they apply during steady-state operations. It argues for the importance of shared situational awareness in support of group decision making during the transition from steady-state to response operations, examines existing models of information sharing, and proposes two new models. The thesis concludes that New York State should leverage its Disaster Preparedness Commission interagency coordination architecture to establish a governing body with responsibility for assessing current practices, identifying gaps, and developing strategies to ensure that an all-hazards public-safety shared situational awareness exists through a daily common operating picture.