Sustainability and Continuity of Operations During Crises: Evaluating 96-Hour Preparedness, Incident Command Functionality, and Workforce Readiness. A case study of Worcester Recovery Center and Hospital, Worcester, MA

Abstract

 Strengths in organizational continuity of operations planning, well structured incident command and trained workforce with the capacity to sustain operations over prolonged periods are all becoming a key element in the organizational sustainability during crisis. The paper evaluated organizational preparedness based on 96-hour preparedness, incident command capability, and workforce preparedness in times of crisis. A cross-sectional mixed-methods study design was employed to collect data on emergency management, healthcare and infrastructure organizations using structured questionnaires and interviews on key informants. Quantitative data analysis involved descriptive and inferential statistics and the qualitative reposes were thematically analyzed. Results indicated moderate amounts of 96-hour logistical preparedness, lack of consistency in the application of incident command principles, and a large gap in the preparedness of the workforce in terms of fatigue management , role clarity, and surge capacity. The paper emphasized the interconnection between the areas of preparedness and the significance of interdidciplinary planing, trainng, and policy coordination. Some recommended actions include stregthening continuity planing benchmarks, institutionalzing incident command training and investing in strategies that enchance workforce resilience. The research contributes to the incresing body of literature on crisi sustainability and establishes missing research gaps in longitudinal preparedness evaluation.