Recovery, Renewal, Resilience

Consider a consistent approach to the response to, and management of, risks arising from COVID-19. This includes consideration of impacts on transition periods from emergency response into recovery, or recovery into renewal.

• Agree a process to approve any declaration of a state of local emergency or local transition period for emergencies that need to consider COVID-19 related matters. For example, consider who declares the emergency, the powers to enforce, what enforcement means, the role of political leaders in approval
• Agree plans for concurrent emergencies - to declare a state of local emergency (for a non-COVID-19 event, such as a flood) when a state of national emergency is in place for COVID-19. Consider impacts on these transitions
• Agree plans to declare a local state of emergency (for a non-COVID-19 event, such as a flood) that does not end any national transition period in force for COVID-19
• Agree plans for a local transition period for a non-COVID-19 related emergency when in a national transition period for COVID19

Our partners, the Global Resilient Cities Network, discuss the challenges ahead for cities and local governments in addressing recovery; the strategic planning tools required in response; the importance of resilience and the phases of work involved in recovering from a crises like COVID-19. GRCN demonstrate the need to invest time and effort in learning from the successes and challenges to inform better preparedness for future challenges and to prevent the poorest and most vulnerable from being worst impacted again.

To read this briefing in full, follow the source link below (p.5-8).

Standards-making organisations have made freely available a range of standards which may be useful to tackling COVID-19. These cover topics such as:

• Humanitarian (ISO22395 vulnerable people, ISO22319 spontaneous volunteers)
• Economic (ISO22316 organizational resilience, ISO 22301 business continuity management systems)
• Infrastructure (ISO/TS 22318 supply chain continuity, CSA Z8002 infection control systems)
• Environment (BS 67000 city resilience)
• Communication (C63.27 evaluation of wireless co-existence)
• Governance and Legislation (ISO 22320 emergency management, ISO31000 risk management)
• Medical (ISO 10651 lung ventilators, EN14683 face masks)

Such bodies have also been taking various sources of government guidance and synthesising their messages into a single guide to support their members to understand how to follow those guidance (e.g. safe working, working in the new normal).

TMB Issue 10 brings together the reflections of our learning from the first 10 weeks of gathering lessons on recovery and renewal from COVID-19. Follow the source link below to read all of the reflections from our team (p.9-15).

I have noted how meetings have struggled to identify shared and comfortable language to describe recovery. The TMB team have defined two terms - Recovery and Renewal:

Recovery can be dealt with through Local Authority led Recovery Coordination Groups, and be:

• A relatively short-term process that involves reinstating normal operations, learning from response, and preparing resilience for the next emergency
• Focused on positive transactional activities to address exposed fragilities and identify wider opportunities
• Relatively fast-paced but this will depend on ongoing demands, outbreaks, backlogs, fatigue, supply difficulties
• Involving a review of operations so organisations will decide what they want to reinstate and what they don't see value in reinstating

Renewal is an ambitious focus on what the future should be like and how to achieve that, and be:

• A relatively medium/long-term process that involves appreciating what has happened, and develop renewal plans to implement
• Considering issues beyond Recovery which are transformational so include a complex web of strategic actions across social, political/democratic, and developmental issues
• Ambitious and address future opportunities for the local government such those in the UN's Sustainable Development Goals
• Developed by wide multiple relationships and broader partnerships - initially through a Renewal Summit to agree joint focus

TMB Issue 10 brings together the reflections of our learning from the first 10 weeks of gathering lessons on recovery and renewal from COVID-19. Follow the source link below to read all of the reflections from our team (p.9-15).

I have identified that some of the global responses to these challenges provide potential for renewed communication strategies. To realise renewed crisis communication strategies that engage the public, local authorities should consider:

Techniques to counter disinformation

• Recognising bot generated information on social media and fact-checking claims

Working with communities on communication campaigns

• Encouraging institutions in the local community to transmit key messages
• Increase community engagement and public enrolment in crisis governance

Reflecting community diversity in communications

• Ensuring the needs of all members of the public are addressed in communication strategies
• Producing messages in different languages, addressing different age groups and attuning communications to different abilities

Using multiple media

• Using various media platforms from advertising surfaces to mass text messaging and public artwork

TMB Issue 10 brings together the reflections of our learning from the first 10 weeks of gathering lessons on recovery and renewal from COVID-19. Follow the source link below to read all of the reflections from our team (p.9-15).

This includes integrating qualitative and holistic decision-making strategies and techniques. Key areas to consider:

• Be vision-oriented. Construct an agreed picture of the new system after recovery and align response and recovery decisions to achieve this vision. Consider the consequences of short-term decisions on achieving the vision
• Identify the theme/criteria that can help to achieve the vision and create manageable work packages and sub-packages
• Engage communities in the decision-making process. Utilise communities are sources of information and knowledge
• Consider intuition as a source of information and innovation. Harness expert and local knowledge to generate diverse action scenarios
• Agree on relevant ethical values. Identify and include the ethical values in the decision evaluation process to ensure coherence and feasibility
• Mitigate bias. Engage a wide range of stakeholders in the decision-making process and encourage in-depth discussion

TMB Issue 10 brings together the reflections of our learning from the first 10 weeks of gathering lessons on recovery and renewal from COVID-19. Follow the source link below to read all of the reflections from our team (p.9-15).

Local government will address five tracks of major activities running simultaneously and demanding resources:

• Track 1: Response - provide crisis response functions to first, and subsequent, waves of COVID-19 and to other emergencies. Also, the effect of COVID-19 on response e.g. social distancing on evacuation/sheltering and event management
• Track 2: Recovery - develop plans to reinstate operations, learn from response, and prepare for the next emergency
• Track 3: Renewal - hold a Renewal Summit to align strategic leaders on transformational opportunities of COVID-19 and link to positive initiatives (not the negativity of COVID-19)
• Track 4: Brexit - review plans for no-deal exit (Operation Yellowhammer), and for an orderly exit - considering implications for local authorities
• Track 5: Recession - monitor implications of recession on operations/finances of local government, organisations in local area, employment, household finances, etc

The five tracks will individually and in combination put pressure on local government

TMB Issue 10 brings together the reflections of our learning ffrom the first 10 weeks of gathering lessons on recovery and renewal from COVID-19. Follow the source link below to read all of the reflections from our team (p.9-15).

This briefing builds on The Manchester Briefing (TMB) 8 to discuss more about the effects and impacts of, and opportunities arising from, COVID-19; what these mean for developing recovery strategies and for Local Resilience Forums (LRFs) which plan the response to crisis.

Follow the source link below to TMB Issue 9 to read this briefing in full (p.2-10).

In France, The National Bar Council created a voluntary telephone service to help and assist individuals and companies with legal issues related to the impacts of COVID-19. Legal advice covered family law such as parental access to see a child under lockdown, and labour law including defaulting on business loans, and access to government assistance.

Telecom data cover large populations and uses pre-existing technology that can be used to understand mobility patterns and human behaviour in near-real-time. Indicators from telecom data can inform provide information about:

• The number of people visiting hotspots
• Where those visiting hotspots came from
• Where they went afterwards
• How restrictions have impacted populations' movements
• How many people are away home and for how long

This can provide localised information on track and trace, and may be particularly useful for countries with less well developed infrastructure and access to smart technology.

Annex A of this week's 'Briefing A' contains a menu of impact themes and impact areas that could be used to help local government plan an impact assessment (p.7-10). Follow the source link below to view this briefing.

Korea held an election during the COVID-19 pandemic. The government ensured a number of voting rights for:

• Confirmed COVID-19 patients
• Those who were subject to movement restrictions and became infected with the virus after the registration period expired
• Those who came into contact with self-quarantined persons and were also quarantined
• Overseas arrivals who were subject to movement restrictions up until Election Day on April 15 2020

Officials' actions included:

• Texting eligible voters in self-quarantine before the vote - about 13,000 affirmed they wanted to participate
• Marking a metre of social distancing space to ballot booths from nearby streets
• Giving permission to those without fever or respiratory symptoms to leave their homes so they could cast their ballots after 6pm, when polling stations closed for other voters
• Escorting voters and monitoring COVID-19 positive voters through tracking apps
• Providing masks to poll workers
• Checking temperatures of voters on arrival and moving anyone with a fever or not wearing a mask to separate areas to vote
• Sanitising the facilities after voters
• Providing voters who pass the fever screening with sanitising gel and disposable plastic gloves before entering a voting booth
• Encouraging voting via mail for hospital patients or those who were under two-week quarantine
• Organising an early voting period for those who were mildly ill - 400 people cast their votes at temporary booths

This briefing outlines the key issues that should be considered by all partners in the initial stages of planning recovery and renewal, those which should be addressed prior to commissioning Impact Assessments. The briefing concludes by highlighting the need for RCGs to align with other local strategic partnerships to enable recovery and renewal, taking into consideration the breadth of effects, impacts and opportunities from COVID-19.

Follow the source link below to read this briefing in full (p.2-7)

For example, the CovidSafe App in Australia:

• Alarmed and confused users with a message saying they had coronavirus, despite not being tested
• Suffered from hoaxes and phishing scams to retrieve people's personal information. For example, a text to users claiming to be from the government purported a new coronavirus contact-tracing app

In the UK, five tests must be met:

• Protect the healthcare system and its ability to cope so it can continue to provide critical care and specialist treatment
• The daily death rates from coronavirus must come down
• Reliable data must show the rate of infection is decreasing to manageable levels
• Have confident that testing capacity and PPE are being managed, with supply able to meet not just today's demand, but future demand
• Have confidence that any changes made not risk a second peak of infections

Five alert levels are developed to guide the level of lockdown restrictions.

The Centres for Disease Control and Prevention (CDC) advises to:

• Avoid language that blames others or leads to stigmas
• Pay attention to what children see or hear, whether it's online, on television, or media such as newspapers
• Reduce the amount of screen time focused on COVID-19 as too much information can lead to anxiety
• Talk to children about how some internet stories on COVID-19 may be based on inaccurate information
• Help children thoroughly wash their hands for at least 20 seconds
• Teach and remind children to practice healthy habits e.g. coughing or sneezing into a tissue

Including:

• Advising citizens to remain prepared for a future lockdown - provide information to citizens about 'preparedness kits' that they may still want to keep available. This kit can include non-perishable foods, hygiene and cleaning products, basic medical supplies, and entertainment items. Consider providing information on items to purchase based on age or gender
• Advising citizens not to panic buy - if advising citizens to develop 'preparedness kits', provide clear information about how many items are reasonable per household, explain why over-stockpiling is not needed and detrimental
• Advising citizens about lockdown procedures - if advising citizens to develop 'preparedness kits', provide clear information to reiterate lockdown procedures such as social distancing, self-isolation, monitoring of systems, access to services during a lockdown

Strategies should broadly include:

• Sending alerts to the public so they know what to do
• Encouraging the public to make a plan to protect and connect with people close to them
• Educating the public about getting to safety with key items they would need
• Educating the public about staying safe at home when they can't leave
• Encouraging the public to help friends and neighbours get ready

Including:

• Clearly identify authoritative sources
• Encourage social media companies to correct disinformation
• Develop policies on media use of traumatic footage
• Mitigate individuals' risk of misinformation
• Improve health literacy and critical thinking skills
• Minimise sharing of misinformation through fact checking

This briefing focuses on decision-making and the challenges that have emerged through COVID-19, where governments' decision-making approaches have been scrutinised, and we suggest the integration of qualitative approaches for decision-making.

At present, international organisations and analysts are exploring correlations between the response strategies in different countries and the impact of COVID-19. Although such correlations can be informative, in some contexts quantitative approaches to decision making are limited. In some countries the confused responses to COVID-19 may be a manifestation of a systemic weakness, rather than the result of decision-maker error. Since the 1950s, qualitative tools and techniques have been developed to address complexity and uncertainty and these are needed now during such challenging times.

This brief considers the uniqueness of pandemics, the suitability of the existing approach to making decisions, and suggests ways to integrate systems approaches that are more compatible with complexity and high uncertainty.

Follow the source link to read this briefing in full (TMB Issue 7, p.2-6)

Government may consider an industry-led recovery that draws on close partnerships with industry leaders to re-evaluate local, regional and national legislation on business applications to facilitate recovery. This may include making applications for businesses easier, easing legislation and increased legal support for businesses to expedite business renewal.

This lesson was contributed by a Risk Manager in Australia during project data collection.

In the UK, five tests must be met:

Five alert levels are developed to guide the level of lockdown restrictions:

This is a plan that will explain what is permitted and prohibited at each phase of easing the lockdown. The first phase would deliberately be called red, to ensure people stopped to think before they did things:

The red phase

• Some shops could re-open with strict social distancing, as most supermarkets do now
• Many shops might choose not to re-open for commercial reasons e.g. as demand would be low
• Travel should be discouraged and many international flights banned

The amber phase

• Over-65s should live as if under a hard lockdown
• Daily new cases <500 persons, Testing capacity >100k, Tracing capacity >50%, Shielding
• Work if your workplace is open and if you have a 'clear' reading on your contact tracing app. Use masks where possible. Otherwise only leave home as for Hard Lockdown
• Unlimited private car journeys allowed, although people are discouraged from crowded destinations
• Vary the rush hour with different opening and closing times to minimise pressure on public transport and reduce crowds
• Patrons encouraged to show a 'clear' reading on your contact tracing app. Must follow social distancing
• Wear masks and gloves when using public transport
• Restaurants could reopen but with strict seating demarcations to uphold social distancing
• Smaller shops could reopen

The green phase

• Daily new cases <100. Testing + tracing in place. Public gatherings <100 allowed
• Sporting events or mass gatherings could take place, and places of worship can reopen
• Mass transit could return to normal
• The return of international flights should be based on the risks of flying to other countries
• Macro-economic policies such as cutting VAT rates might be employed to boost spending

The Icelandic's Directorate for Health has issued guidelines for how organisers should run a range of social activities as the lockdown measures are relaxed. This case study outlines those guidelines but you should refer to the original advice provided by the Icelandic authorities (websites referenced in original case study - follow the source link below to view p.18-19):

Opening campsites, caravan parks, small guest-houses

When opening these establishments as well as running organised tours and outdoor recreation activities, organisers should:

• Prevent guests from entering/participating if they are: under quarantine; in isolation or awaiting test results; isolating due to a COVID-19 infection within the last 14 days; displaying symptoms
• Clean and disinfect all common areas and contact surfaces at least twice per day
• Limit to 50 people the number of people allowed in each disease control space (where a disease control space is an indoors or outdoors division of an area)
• Ensure the social distancing 2-metre rule is respected
• Provide easy access to hand-washing facilities and hand sanitiser
• Limit interactions between different travelling groups

Opening activities for 16 year olds and younger

When operating activities for this age group, all restrictions are lifted for children and teens, 16 years and younger, in preschools and primary and lower secondary schools, and in sports and youth activities. Organisers are permitted to return to pre-COVID operating procedures and:

• Note that the 2-metre social distancing rule does not apply to this age group
• Not restrict the number of participants
• Permit all indoor and outdoor sports and youth activities
• Open all ski areas to children and teens for training
• Open swimming pools, dressing and swimming areas for training
• Permit all sports competitions between children at the preschool and primary and lower secondary school age - no spectators allowed
• Encourage special hand-washing and hygiene measures

Opening sports activities for individuals aged 17 and over

When operating activities for this age group, organisers must adhere to the following restrictions:

• In outdoors areas, at most 7 people (including coaches) are allowed in the size of a half football field (2,000 m2)
• In indoors areas, at most 4 people (including coaches) are allowed in the size of one handball court (800 m2)
• Indoor dressing facilities are not used
• Adult swimming is allowed, at most 7 people - using dressing/shower facilities is permitted
• Emphasise respect for the 2-metre social distancing rule
• Competitions for adults are prohibited unless the 2-metre rule is applied - no spectators allowed
• Encourage special hand-washing and hygiene measures
• Swimming pools are closed to the public

Instructions for travellers

Travellers and travel operators must adhere to the following restrictions:

• Carriers transporting international passengers into Iceland are required to complete a Public Health Passenger Locator (PHPL) form, or similarAll passengers will be required to present such a form during border checks
• According to IATA, a PHPL form is completed by passengers to whenever public health officers suspect a communicable disease is on-board a flight and the information will help public health officers to contact passengers if exposed to a communicable disease

IATA give example forms at https://www.iata.org/en/programs/safety/health/locator-form/Iceland National Commission pf the Icelandic Police, Department of Civil Protection and Emergency Management 22.04.2020

Instructions for beauty salons, hairdressers, opticians and similar activities with proximity to customers.

When providing personal care every facility/employee is responsible to maintain emergency levels of civil protection. Staff and customers must adhere to the restrictions that:

• Prevent staff and customers from entering/participating if they: are under quarantine or have been abroad in the last 14 days; are in isolation or awaiting test results; are isolating due to a COVID-19 infection within the last 14 days; displaying symptoms
• Respect the 2 metre rule
• Keep good ventilation, open window
• Remove any distance signs where possible and appropriate
• Set up facilities to disinfect contact surfaces as often as possible, at least between customers
• Staff wash hands between each customer
• Ensure staff wear personal protective equipment (PPE) in case of suspected infection, otherwise, no PPE is needed. If both the staff and the customer are asymptomatic (or improved), and other conditions are met, it is possible to not wear masks and gloves, but put a strong emphasis on hand washing
• Remove ancillary items for customers to use (e.g. magazines, coffee pots)
• Dispose of rubbish in sealed bags and place in bins
• Sprinkle all equipment (tables, chairs, tools) between guests with appropriate disinfectant as often as possible, at least between customers

The government also provides advice for the opening of physiotherapy services (https://www.landlaeknir.is/servlet/file/store93/item41436/sj%C3%BAkra%C3%BEj%C3%A1lfun%20og%20samb%C3%A6rilegt02.05.2020.pdf).

This case study should be read alongside the official instructions from the government of Iceland - available from the URLs provided in the source links below and footnotes in the original case study in The Manchester Briefing on COVID-19 Issue 6.

Children across Northampton, UK who had a parent that worked in the local police force, received a letter from the Chief Constable. The letter:

• Thanked children for 'sharing their parents' and for the child 'being part of the team'
• Thanked children for washing their hands properly, doing their school work and only going for one walk a day, making it possible for their parents to work

For example:

• Consider sustainable recovery schemes that end fossil fuel subsidies in developed countries
• Consider whether specific growth targets which have been harmful to the environment are the most appropriate goal at this time
• Encourage a shift in hierarchy from GDP to the UN's 17 Sustainable Development Goals and the Paris Agreement, CITES or the Convention on Biodiversity

Workers' compensation benefits may be required for registered volunteers that are injured while participating in authorized disaster-related activities. This can include injury sustained during pre-approved training, and covers activities undertaken in the response or recovery phases of a disaster or emergency. It does not include the day-to-day emergency response activities typically associated with, for example, law enforcement, fire services or emergency medical services. This may need to be supported by appropriate legislation.

This lesson was contributed by a Disaster Management expert in the USA during project data collection.

Those already strained by COVID-19:

• This could include using GIS mapping to consider allocation of resources and areas most likely to be worst affected. For example, the sorts of mitigations needed to minimise transmission of the virus during evacuation and sheltering
• Analyse existing strategies to develop disaster-plus-COVID-19 scenarios. Thinking of Hurricane Katrina as an example, 20,000 people took refuge in the Superdrome stadium. Disasters like this force people to gather in close proximity in higher numbers than recommended by health authorities for countering the COVID-19 outbreak
• Consider also that vulnerable people are particularly affected by disasters and infectious diseases and may already be disadvantaged through COVID-19

By circulating through social media, encrypted messaging services, online discussion boards and face to face interaction. To achieve this, organisations might consider:

• Identifying fake news and actively debunking it on own social media accounts and public display boards
• Closely monitor automated systems for errors. In Australia the CovidSafe App alarmed and confused users with a message telling them that they had contracted coronavirus when trying to upload their information, despite not being tested. Additionally, in Ukraine, residents attacked busses with evacuees from China after a hoax email falsely attributed to the Ministry of Health suggested some carried the virus
• Supporting the public to think critically about, question and fact-check information they receive
• Working with community leaders to circulate useful, accurate information
• Monitoring and evaluating the impact of their own communication strategy, possibly working with partners such as universities to undertake social media analytics

In Spain phases have been identified with regards to ending lockdown - although in some cases no defined timeframes have been applied. At present the intention is for full re-opening to happen by the end of June. The markers for each change of phase will depend on:

• The strategic capacity of Spain's health system, including primary care, the situation in hospitals and the number of intensive care unit (ICU) beds available
• The epidemiological situation, including testing, the infection rate and other indicators
• The collective compliance with protection measures in the workplace, businesses and public transport
• The evaluation of mobility and socioeconomic data

The four phases are also being implemented at a different pace in different regions (Spain has 50 provinces) according to "the epidemiological evolution" of each province.

Phase 0

• Citizens can go outside for exercise
• Small businesses will be able to open if they can offer appointments, such as hardware stores or restaurants that offer food to take away
• You will also be able to book appointments at the hairdresser. Staff in such establishments will have to wear protective equipment, such as masks and gloves

Phase 1

• Journeys to second residences will be allowed providing that they are in the same region
• The government recommends the use of masks on public transport, where it is not always possible to maintain a distance of two meters with other travellers
• Social contact between people in the same city who are not considered to be at risk (i.e. the elderly and people with underlying conditions) will be possible
• Travel in a car with people you live with under the conditions of Phase 1 is permitted
• Sidewalk cafes will be able to open, albeit at 30% of their usual capacity. This means that you will be able to have a drink with friends on a terrace, but not visit your family members in another region
• You will also be able to meet with friends or family in their homes if they are in the same region, but the details of how many people can meet and the conditions are yet to be determined
• Hotels will also be able to reopen, but there will be no common areas available to guests, such as the buffet

Phase 2

• Citizens will be able to enter the inside of bars and restaurants, with a limit of 30% of capacity. Cinemas, theatres and auditoriums will also reopen with a similar limit on capacity, as well as monuments and exhibition centres
• Cultural events such as concerts will be possible, albeit with a third of their usual capacity. At outdoor events, up to 400 people will be allowed, provided they are seated
• Visits to people in homes with disabilities will be allowed, but not to seniors
• Schools will offer classes for the children under the age of six if their parents require it to be able to go to work, while students will also be able to complete their university entrance exams. Schools in Spain will not reopen fully until September
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Phase 3

• Relaxation of mobility restrictions, albeit with a continued recommendation to wear masks outside of the home, and above all, on public transport
• Bars will be able to open with a limit of 50% of capacity
• Some regions could get to this stage before others, meaning that travel between them will only be possible if they are both in the same situation
• There has, as yet, been no confirmation of when national flights and non-essential train journeys will be possible once more

Follow the source link below to read this case study in its original format (including references).

Consider:

• Images are a useful tool for educating and reassuring children about COVID-19 and how they can stay safe
• Images are a useful tool to convey messages, or practices i.e. effective hand washing, those who speak another language and for those who are not able to read
• Images are a useful tool to provide information to people with disabilities to communicate ideas and practices in an accessible format

This lesson was offered by a Digital Transformation Specialist in India during project data collection.

And ensure the consistency of all planning. For example:

Consider a national emergency plan with uniform standards for the gradual return to normality that:

1. Supports hospital systems and expand surge and testing capacity
2. Protects vulnerable populations, including seniors and those with access and functional needs
3. Supports homeless population and shelters through emergency protective measures
4. Ensures continuity of first responders and healthcare workforce
5. Provides state and federal economic impact assistance, including financial support for those economical areas that may only be allowed to resume operations at the last moment
6. Executes task force objectives and continue mid and long-term advance planning

Reference: Civil Protection experts in Germany and the USA.

Acting on information is a result not only of how the information is presented but of the way the subconscious operates; underlying beliefs, attitudes and motivations. The following can be considered:

• Connect precautions for COVID-19 to aspirational movements, like community spirit and local pride – keeping your community safe
• Leverage people’s desire to do the right thing for others in all aspects of their lives – e.g. what would your own grandmother want?
• Use images of famous people in protective gear delivering food – e.g. members of the Royal Family
• Feature celebrity athletes and movie stars telling people to shelter at home – e.g. through TV advertising

It will take a steady stream of messages to shift behaviour: this is not a one-off activity

Lockdown could be eased through:

• Gradual school reopening because children are at low risk, and there are high economic and educational costs to school closure
• Gradual return to work with younger people first (age segmentation) as they are relatively less at risk of COVID-19 than older people
• Gradual return to work by sector/workplace (sector segmentation) as some pose less risky than others
• Gradual release of lockdown by geography (geographic segmentation) as COVID-19 cases and NHS capacity vary across regions

Consider risk assessments for each of these options, since there are challenges with each e.g. cross-sector supply chains limit the benefits of sector segmentation.

Consider the following factors in the assessment:

• Costs vs. benefits
• How quickly can it be done?
• Will it be seen as fair?
• How practical is it?
• Can it be enforced?

In Australia there is a highly organised and well-tested communications system that utilises standard emergency communications procedures used for other disasters such as forest fires. Australian risk managers highlighted two issues which may be useful for others.

In order to deliver efficient and effective communication during an emergency, an understanding of how the public perceives and receives this information; awareness of cognitive bias , which shapes the way people understand the information provided to them, is needed[1]. Cognitive bias impacts decision-making as a result of how events are remembered by individuals and influences behaviours that can impact recovery. For example, not showing symptoms of COVID-19 and therefore believing you are immune or won’t infect others. Other cognitive bias is related to people’s selectivity about what they pay attention to which has implications for retaining and enacting public health advice. This may be mitigated by:

• Communicating testimonials and stories to challenge peoples thinking about practices that are safe and unsafe
• Sharing transparent and consistent information across all platforms to reduce misinformation and distrust
• Providing easy to find information through mechanisms such as Frequently Asked Questions (FAQs) to reduce ambiguity
• Providing information that supports collective action towards a solution so people feel they are part of solving the problem and understand that change is required

To addresses some of these biases, health messaging experts in Australia called for:

• Effective use of television streaming services, social media and news services, rather than use of posters that had unclear messages and images
• More effective communications from politicians that answer questions in snappy sentences rather than long answers where people become confused or lose interest, and consistent slogans like Australia’s ‘Help stop the spread and stay healthy’.
• Engaging and emotive video advertising that highlight the impact individual’s actions can have on others such as their loved ones[2]

In addition, trust and transparency were seen as important. This requires:

• Openness about data collection and the source of that data
• Information that is shared in a “fearless and transparent” [3] way to provide open, real-time information. This was also seen in Korea and was attributed to them swiftly and successfully flattening the curve[4].
• Government to consistently share information to media outlets, and for media outlets to responsibly use verified information to reduce public speculation[5].
• Use of known and trusted mechanisms for the public to access information[6], such as those already set up in Australia for disasters
  

References:

[1] Risk Manager 1

[2] https://www.theguardian.com/australia-news/2020/mar/24/australia-is-crying-out-for-clearer-messaging-on-coronavirus-rambling-politicians-told

[3] Risk Manager 1

[4] Nature. https://www.nature.com/articles/d41586-020-00740-y

[5] Risk Manager 1

[6] Risk Manager 2

The original format of this case study (including references) can be read in the source link below (p.15).

This briefing shares our early thinking on recovery and renewal, and the opportunities COVID-19 has offered. We identify the opportunity to recover and renew how power and partnerships support working across five groups: national, local partnerships, organisations, local communities, and people. We call for the need to think about people, place, and, processes which have to recover and renew.

To read this briefing in full, follow the source link below to TMB Issue 4 p.2-6

This may help communities feel they have ownership over information rather than simply being told.

For particular groups consider:

• Providing parents with skills to handle their own anxieties and help manage those in their children
• Provide information in accessible formats for those with disabilities
• Offer multiple forms of communication e.g. text captioning, signed video, online material suitable for use with assistive technology
• Support the translation of information into the preferred languages for different groups, ensuring that refuges and migrant groups are included
• Adjust information for community perceptions, beliefs and practices

Such as ISO22301 'Business continuity management systems' from The British Standards Institution (BSI).

Guidance such as this addresses 'financial, legal, regulatory, environmental, reputational and emotional consequences arising from a risk or actual incident, and the consequences of activities associated with organizational recovery'. It also acknowledges the importance of flexible and scalable recovery in times of uncertainty.

To ensure that statements and information given to the public are consistent, while recognising some regional differences in content. Consider a communication strategy that clearly lays out:

• What will be said
• To whom will it be said
• Who will say it

Consider what existing relationships the news outlets have with organisations and the public and how the media can become a welcomed partner in communications strategies.

Reference: Emergency Planner, Canada

Impact Assessments can inform evolving governance during recovery, and incorporate the views of multiple stakeholders.

Reference: Chief Resilience Officer, USA

Rather than different pieces of reference information in different places. This will support recovery as people will know exactly where to get information that is in line with the developing situation relating to Covid-19.

Reference: Officer of the Governor, California, USA

Lockdown as to be replaced by something and must ensure there is a well-informed and committed populations that will adapt and adhere to changes to lockdown policy. WHO suggests:

• Disease transmission is under control
• Health systems are able to "detect, test, isolate and treat every case and trace every contact"
• Hot spot risks are minimized in vulnerable places, such as nursing homes
• Schools, workplaces and other essential places have established preventive measures
• The risk of importing new cases "can be managed"
• Communities are fully educated, engaged and empowered to live under a new normal

Using the UK Government's National Recovery Guidance and Emergency Response and Recovery Guidance, and international lessons from pandemic response and recovery, we have developed an initial framework to assess the impact of COVID-19 and consider what dimensions recovery may need to address. This provides the structure to document national/international early recovery lessons for COVID-19 that we summarise in The Manchester Briefing.

Follow the source link to read this framework in full (p.13).

To include a live-ticker on a website counting infections.

To prepare for natural disasters or malicious cyber-attacks.

Reference: Chief Resilience Officer, USA

In the context of COVID-19 to ensure preparedness. Consider the development of Standard Operating Procedures to address this risk.

Consider how to maintain two-metre distance and how to minimise time spent in evacuation centres. Consider working with the military to mobilise responders for emergencies that require international effort in a time where commercial flights are cancelled due to COVID-19.

Reference: Red Cross and UN Office for Coordination of Humanitarian Affairs

Consider how first responders can develop a 'code compliant, agile public safety office' that can support the public through shared responsibilities.

This lesson was offered by a Chief Resilience Officer in the USA during project data collection.

Based on the importance of the function(s) at risk, rather than technology requirements. Technical staff, the latest software and hardware protections and adequate external support from specialized consultants are essential to mitigate cyber risk.

For example, Cape Town has an official government website to post messages of support.