Whether an NGO, company, or government agency, organizational structures and missions are clashing with seasonal threats outside of the traditional timeframe, stretching capacities and capabilities of communities and organizations. As we enter the third year of living with COVID-19, new and persistent challenges remain. Global crises are playing out domestically on a changing social landscape. When requirements are inconsistent and escalating, how can tangible steps towards readiness be achieved? What is the tangible link between readiness and resilience outcomes? What investments in public-private readiness improve resilience?
Public health and healthcare resource supply chains struggled to maintain operational resilience throughout the global COVID-19 pandemic, supporting both domestic and global healthcare responses, in addition to the care needs of patients every day.
However, the emerging trust across public, nonprofit, and private sectors in the healthcare arena during the pandemic can act as a foundation from which to build preparedness for the next public health crisis. As COVID-19 continues to be a factor impacting our way of life, preparing for the next pandemic is underway. What are key opportunities for cultivating trust across sectors? Are we fully utilizing our capacities and planning to use them appropriately? What are key considerations that those outside your sector need to have in mind for future planning?
Strain to supply chains. Shifting work environments and cadences. Micro- and macro-economic shocks. Expanding team structures that have changed the way of work. The global pandemic highlighted challenges beyond healthcare capacity and the benefits of investing more in preparedness would likely have made our systems collectively more ready for a global pandemic if also paired with improved health systems.
Public health and healthcare preparedness aside, what lessons can be drawn from this crisis to enhance processes, capabilities, and culture for meaningful momentum towards addressing other major concerns, risks, and threats?
In terms of their impact on the economy, small businesses aren’t actually that small. Small businesses need resilience to help them stay in business. More than merely surviving a crisis, a desire to thrive through the disruption helps improve resiliency in communities and in the marketplace where small businesses can be critical components of larger systems.
What can larger enterprises do to support resilience initiatives within small businesses, which employ roughly half of America's private sector workforce? For the economy to thrive, small businesses need to be in a position where they can grow – but a business cannot grow when it’s closed. How can small businesses remain open before, during, and after disasters?
Nothing moves without resilient, secure supply chains. Where are opportunities for developing a shared understanding of supply chain flows in advance of a crisis or disaster? What private-public teamwork is effective in aiding supply chain management? What are the anticipated challenges that may complicate future stabilization and humanitarian actions?
Over the last decade, the National Business Emergency Operations Center (NBEOC) has grown into an established coordination mechanism fostering trust between government and the private sector during disasters. The collaboration led to the establishment of a national Emergency Support Function addressing cross-sector concerns and private sector integration, as well as many states adapting the concept. Now a decade into existence, where is the NBEOC headed? What path of maturity needs to be pursued nationally to support deeper regional, state, and local partnerships?
An estimated, 90% of workers have been touched by mental health challenges over the last few years. Those that help others across both public and private sectors have no- fail missions. Burnout and fatigue is a risk to personal, organizational, and community resilience. How can this risk be mitigated?
Investing in resilience capacity to confront risks pre-disaster can reduce the impacts after a shock system to support the essential functions of people and businesses that truly create communities. This panel explores tangible actions that can be taken to improve readiness from an investment of time and resources for a return that benefits the whole community, including economically marginalized populations.
Structures for coordinating across sectors are maturing while the threats, vulnerabilities, and overall risks are dynamic. Disruption across sectors and systemic failure seems more possible now. The global impacts of the pandemic, nation-state cyber threats, hostilities abroad, and the increasing frequency and severity of other hazards have validated long-held concerns across companies that external threats to supply chains and systems and demand shocks, vulnerabilities such as oil dependence, and economic uncertainty are creating a groundswell of complexity. Does this environment present insurmountable challenges, new solutions, partnerships capable of reducing fragility, or shatter the structures we depend on? This panel examines systemic readiness in this context and offers a glimpse to what to expect and what can be done now.
What lessons learned from recent humanitarian efforts confronting today’s global challenges will shape anticipated responses over the horizon? Climate change, a growing food crisis, inflationary pressures, and population movement caused by conflict and disasters continue to challenge mechanisms for coordination and managing growing caseloads that need to be met with compassion but also capacity for actively mitigating complexity and less than survivable conditions for the most vulnerable. What mitigation options exist to impact emerging humanitarian needs requiring private-public partnerships?