This study proposes a model for the International Federation of Red Cross and Red Crescent Societies (IFRC) and similar organisations to enhance project resilience in response to pandemic-related vulnerabilities. By integrating scholarly research with project management practitioners' insights, the study identifies key resilience enablers through a literature review on project management and business continuity during COVID-19. A survey of 331 IFRC project managers assessed the significance of these enablers using PLS-SEM analysis. Findings indicate that IFRC projects have demonstrated resilience during COVID-19. Two out of three tested hypotheses were accepted, confirming that internal resources and a conducive environment significantly influence project resilience. Moreover, structural model assessment highlights the importance of external factors such as collaboration, aid localisation, and sustainable development goals (SDGs) progress in shaping resilience strategies. The study concludes with recommendations on optimising resilience attributes for humanitarian project management, emphasising the need for a balanced approach that prioritises both internal and external resilience drivers.
Responding to ongoing life-threatening violence incidents is complex and dangerous, requiring first responders to act consistently and effectively. During the action phase, an interdisciplinary on-scene command team (OSCT), consisting of incident commanders from the involved first responder agencies, is quickly formed to manage the situation. Their situational awareness (SA) is based on available information, with verbal updates from field units as the main source. Effective information sharing between OSCT and field units is crucial for success, requiring shared team SA. Misunderstandings may reduce performance, highlighting the need for robust information-sharing systems. Based on empirical data from exercises, surveys, and interviews, this study analyses how live video images could enhance information sharing and improve OSCT's SA. Two key challenges are identified: (1) inadequate information during the alert phase, and (2) limited information sharing for team SA. Findings emphasise the potential of live video to address these challenges while considering both benefits and difficulties.
