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It is not just about the training

Rethinking strategies to strengthen the global emergency response workforce

Bibliographic Data

ID21879352
AuthorsMays Shamout (0000-0002-6456-5022, Centers for Disease Control and Prevention), Adela Hoffman (0009-0005-0847-0335, Centers for Disease Control and Prevention), Sonya Panjwani (0000-0003-4742-6386, Centers for Disease Control and Prevention), Mariama Tejan (0000-0002-2795-1055, Centers for Disease Control and Prevention), Cassandra Boutelle (0000-0002-5452-4323, Centers for Disease Control and Prevention), Claire Corkish (0000-0003-2864-9090, Centers for Disease Control and Prevention), Tasha Stehling-Ariza (0000-0001-8117-7243, Centers for Disease Control and Prevention), Hannah Lofgren (0000-0001-8926-3103, Centers for Disease Control and Prevention), Coralie GIESE (0000-0002-7299-3123, Centers for Disease Control and Prevention), Dante Bugli (0000-0003-0016-9386, Centers for Disease Control and Prevention), Ashley Greiner (0000-0001-9299-8274, Centers for Disease Control and Prevention), Ashley Lauren Greiner (Centers for Disease Control and Prevention)
Year2025
Volume10
Issue9
Pagese017454
Publication date2025-09-01
Open AccessYes
TypeARTICLE
VenueBMJ Global Health (JOURNAL)
Journal identifiersISSN: 2059-7908 • E-ISSN: 2059-7908
PublisherBMJ (PUBLISHER • GB)
DOI10.1136/bmjgh-2024-017454
PMID40998525
OpenAlexW4414515845
LanguageEN
References cited4

Introduction Public health rapid response teams (RRTs) are critical to timely and effective emergency response. The US Centers for Disease Control and Prevention (CDC) has trained country-level public health emergency managers on RRT programme design, management and operations. However, countries continue to face challenges in RRT programming, requiring further elucidation of the supportive and challenging factors. Methods In April 2021, 86 CDC-trained participants on RRT programme management were sent an anonymous online survey with questions regarding their country’s RRT programme capacity (fully functional (FF-RRT) vs partially functional (PF-RRT)) and factors that affected programme implementation. Descriptive analyses were conducted; factors were stratified by respondent-reported RRT programme capacity and gross national income (low-lower middle (L-LM) and upper middle-high (UM-H) using a χ 2 test. Results 55 (64%) participants from 24 countries responded, most from the African region (75%) and 46% from L-LM countries. Most participants (82%) reported an RRT programme in their country, 65% PF-RRT and 35% FF-RRT. The greatest supportive factors for RRT programme implementation included a dedicated RRT management team (65%) and leadership understanding (65%). The major challenge was lack of funding (68%). L-LM countries cited greater challenges with funding (74% vs 38%; p=0.04) and equipment (46% vs 0%; p=0.01), while UM-H countries cited poor standard operating procedure development (50% vs 11%; p=0.04) and leadership understanding (50% vs 11%; p=0.01). Available funding was a more supportive factor for PF-RRTs than for FF-RRTs (48% vs 19%; p=0.004). More FF-RRTs (100% vs 62%; p=0.005) cited the lack of RRT surge staff as a challenging factor. Conclusion Training RRTs is not enough. Addressing foundational factors such as sustainable funding and leadership support is essential for the long-term success of RRT programmes. With the challenges elucidated here, future global health initiatives can consider tailoring support based on RRT country capacity status and income level to ensure effective emergency response capacity

Emergency response · Global challenges · Global health · Sustainable development · Workforce · Workforce development · Workforce planning · Disaster Response and Management · Trauma and Emergency Care Studies · Viral Infections and Outbreaks Research

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