In October 2012, Superstorm Sandy had a wide impact on the public across New York City (NYC). The NYC Department of Health and Mental Hygiene (DOHMH) activated its incident command system (ICS) and deployed a liaison officer (LNO) to the NYC Emergency Operations Center (EOC) at NYC Emergency Management (NYCEM) 24 hours a day for 6 weeks. This prolonged response period, coupled with environmental effects on NYC's coastal communities, increased public awareness of Sandy's health impacts, requiring a broad scope of interagency coordination and operational input from the liaison officer. Liaison officers involved in this response later conducted a content analysis of issues handled throughout Sandy, to better understand the skill set required to serve in this role, identify greater staff depth, integrate liaison officers into DOHMH exercises, and update just-in-time training provided before liaison officers deploy. This analysis revealed defined training topics for liaison officers to improve staff performance and effectiveness in leading interagency coordination during emergency responses. Topics include resources, staffing, data management, public messaging, and vulnerable populations, and these topics have since been used to revamp liaison officer training and guide policy changes in the liaison officer job charter. Targeted use of liaison officers to support development and implementation and to coordinate response objectives with local, state, and federal partners has only become more important. This analysis continues to influence how DOHMH defines its citywide agency response role, to inform how best to staff and train liaison officers to respond, and to pose lessons for other jurisdictions seeking to maximize the effectiveness of liaison officers deployed in emergencies.
Keywords: Consequence management; Inter-agency coordination; Public health preparedness/response.