Recovery, Renewal, Resilience

Lessons for Resilience

Consider how COVID-19 could re-shape food supply chains and markets
Supply chain and logistics

The pressures placed on the global food system during COVID-19 activated various policy responses across the world to manage supply and demand. Sub-Saharan African countries rely heavily on food imports. This means that international agricultural policy responses to the pandemic in markets on which Africa relies, directly affect the region’s food markets. Potential impacts include “commodity price volatility the availability of supplies and farmers’ planting decisions”. Consider how to address the impacts of COVID and build food system resilience for the future with regard to countries that rely on food imports:

  • Design more “holistic policy interventions” which tackle bottlenecks in the vast span of “value chain actors” e.g. suppliers and transporters, traders and retailers, to advance resilience of the entire supply chain
  • Invest in market infrastructure, e.g. cold storage systems, to strengthen supply chains of perishable goods
  • Establish and increase social protections for particularly vulnerable groups e.g. “urban poor, informal workers and resource-poor smallholder farmers"
  • Advance regional and local trade agreements that enable greater food market integration – with the aim of developing resilient domestic and regional food systems, lowering the reliance on importing, and increasing local domestic economic growth
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Consider how domestic tourism can aid recovery of the tourism industry
Economic strategy

The tourism sector has been severely impacted by the measures to contain the spread of COVID-19. While measures to prevent the spread of COVID-19 are likely to continue (e.g. overseas travel restrictions) as restrictions ease, there may be opportunities to pivot and drive additional demand for domestic tourism. Consider:

  • Create domestic tourism profiles (e.g. Tourism Research Australia) that describe who visitors are, what they want to do, and where potential opportunities lie for different destinations to target and attract new domestic visitors:
    • When creating profiles, partner with tourism agencies that have expert knowledge on the needs and priorities of different demographics
    • Make the information publicly available, so that local governments and tourism businesses can work together to plan recovery and domestic tourism marketing strategies
  • Appoint a local Culture and Tourism liaison, partner with local tourist operators and businesses, and initiate targeted programmes to attract domestic tourists to local areas
  • Seek funding and resources to support the re-generation or renewal of local tourism and culture businesses (e.g. heritage sites), e.g. based on knowledge gained from domestic tourism profiles, identify what businesses can do and provide guidance and financial support for them to pivot their offering to maximise their trading potential
  • Partner with transport providers (e.g. train operators) and offer discounted fares to encourage domestic travel over the summer months (in line with national COVID-19 guidelines)
  • Engage with large corporations and companies to explore the potential of conference style events that bring teams together, in response to the shift towards remote working
  • Create promotions, packages and experiences to attract and grow holidays linked to conference-style events, or people who are looking to work remotely in a holiday location (e.g. mid-week offers)
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Consider evaluating and revising non-statutory guidance on emergency preparedness and management in light of lessons learned from COVID-19
Planning for recovery
Crisis planning

COVID-19 has shed new light on the way in which countries respond to, and recover from emergencies. This includes COVID-19 specific advice and broader lessons about emergency preparedness and management. For example, previous guidance on volunteer management has traditionally assumed a point of convergence at a disaster site, while this still holds true for many emergencies e.g. floods, lessons from COVID-19 demonstrate that volunteer management may also be dispersed, large-scale and without face-to-face contact. Consider how lessons from COVID-19 may help to revise emergency plans:

  • Conduct a 'stock take' of current emergency guidance, and consider what may be missing or no longer fit for purpose
  • Implement debriefs, peer reviews and impact assessments, drawing on expertise from local government and emergency practitioners, to evaluate how well current guidance worked and where it needs revising
  • Consider that emergency planning must remain relevant to specific types of emergencies, but that broader lessons from COVID-19 can help strengthen guidance e.g. issues of inclusion such as gender, ethnicity, sexuality; health and socio-economic disparities and vulnerabilities; volunteering capacity; supply chain stability; green agenda; and partnerships arrangements
  • Draw on resources beyond government guidance from global networks e.g. Resilient Cities Network's revised toolkit which builds recovery from COVID-19 into a wider resilience agenda for a safe and equitable world, and resources from International Organization for Standardization (ISO) which is developing new recovery standards in light of COVID-19 lessons (ISO 22393)
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