Recovery, Renewal, Resilience

This can help to ensure as wide a community outreach as possible.

They may consider adopting the Global Risk Assessment Framework (GRAF) as a framework to track, respond to- and reduce the impact of expected cyber-attacks.

This can reflect different experiences of the crisis and its effect on our lives which are more uplifting and positive. Volunteers can help with this, as can the voluntary sector. Check out the "Together Cumbria" social media accounts which are run by voluntary organisations on behalf of the resilience partnership.

By moving as many official documents and applications that require physical presence online to change the nature of citizen's interactions with the state or organization. Build trust in this process to enable it to be sustained during recovery or ramped up in case of resurgence. Speed is paramount in limiting contact and contagion.

This can help children to express their feelings about COVID-19 to ease their stress.

This can include the number of infected people, their status, characteristics (e.g. age, gender), number of inquiries to the call centre, number of people using subways, etc. The city can also provide the website's source code as open-data, so that other municipalities and institutions can use the data and replicate similar webpages.

The 2019 Global Assessment Report (GAR19) contains recommendations on the cascading effects of cyber-attacks (used food security as a case study) to protect their online systems.

From many examples, internet and smart phone applications are playing a critical role for communication, awareness-raising, teleworking but also learning and skills development. Online platforms should test how good their systems are, collect feedback, and improve their products - because many of us will never leave these platforms after discovering their utility.

Local government plays a key role in building trust in new measures and tackling misinformation. There may be a need for this in the UK. Of 2,250 adults surveyed:

• 15% of people thought seasonal flu was deadlier than coronavirus
• 31% believed "most people" in the UK had already had the virus without realising it
• 39% think they should be shopping "little and often to avoid long queues", when the advice is only to go out to shop for basic necessities and as infrequently as possible.
• 25% believed the conspiracy theory that coronavirus was "probably created in a lab" - one of several conspiracy theories currently circulating on social media platforms such as Facebook and YouTube.

Surveys like this help your organisation identify areas where their messaging is not as clear as it needs to be. Local government would benefit from continuing surveys on public opinion.

This document has been written to summarise and supplement existing guidance on recovery from disasters and pandemics in the unique context of COVID-19 and to incorporate wider learning and experience from the team who produced it. It outlines the key issues and details the approach to recovery we believe is needed.

This briefing is written by the Recovery from COVID-19 team, led by Professor Duncan Shaw, the University of Manchester, UK. Follow the source link to read this briefing in full (p.14-18).

In this briefing, we present an initial framework to assess the impact of COVID-19, building upon the UK Government’s National Recovery Guidance and Emergency Response and Recovery Guidance. This framework provides the structure to document national/international early recovery lessons for COVID-19 in The Manchester Briefing.

The framework asks you to consider types of impact, and how you can address each to enable recovery to take place. To view this framework, follow the source link below to TMB Issue 1 (p.7).

Local government should analyse their local communities by disaggregating all data collected by important characteristics (e.g. sex, age, and disability) to ensure that they can target those communities appropriately. Information should then be provided in a format and manner that makes it accessible to all, accounting for vulnerabilities in the community. Local government should consider IFRC Guidelines on this to support vulnerable people.

Local government should analyse the impact of Covid-19 on all aspects of their cities. These should be formed as impact assessments that analyse:

• Local Community Impacts (from national guidance)
• Humanitarian Impact Assessment (from ERF Humanitarian Assistance Plan)
• Equality Impact Assessments
• Multi-agency impact analysis

Local government should assign appropriate senior officers and other knowledgeable parties to the Recovery Coordination Group. These staff will plan recovery by designing and implementing aspects of recovery and decide how this can be done more effectively for the recovery of all of society. Key roles in the Recovery Coordination Group includes:

• Strategic Lead
• Tactical Lead
• Secretariat/Programme Management Officer
• Functional representatives: Appropriate staff from relevant sectors

Reference: Essex County Council-Emergency Planning & Resilience, UK

Local government should ask the Recovery Co-ordination Group to develop a wide-ranging recovery strategy and action plan, focussing on short, medium and long term activities. This group should include governance arrangements and sub-groups to address particular aspects of recovery and should plan for the transition between response and recovery phases of Covid-19.

Reference: Essex County Council-Emergency Planning & Resilience, UK

Local government should assess the continuity of recovery strategies across national boundaries to ensure all areas understand the strategic objectives of their neighbours. This should consider how the control of population movement could minimise risk of resurgence of Covid-19, and how the simultaneous opening of services could support national economy but compromise other aspects of recovery including the prevention of subsequent waves of infection.

Reference: State Volunteer Coordinator, USA

Local government should think about impact assessment in its widest form including assessing the impact of Covid-19 on following categories:

• Business and economy
• Environment and infrastructure
• Finance and legal
• Health and welfare
• Communications
• Community recovery
• Science and technology

Reference: Essex County Council-Emergency Planning & Resilience, UK

Local government should collect stakeholder and community feedback on actions and their delivery. This will monitor and evaluate strategies to ensure stakeholders' needs are being met and that actions are having the desired impacts.

Reference: Essex County Council-Emergency Planning & Resilience

Local government should, in their communication with the public, enhance the welfare and happiness of the entire community including those who are healthy. This can involve communicating digitally and providing virtual services during extended periods of isolation e.g. the virtual opening of art galleries and museums.

Reference: Chief Resilience Officer, Italy

Local government should support community recovery by disseminating free international standards to enhance community recovery. The British Standards Institution (BSI) has made the following standards available for free to planners:

• BS ISO 22319:2017 Community resilience - Guidelines for planning the involvement of spontaneous volunteers
• BS ISO 22330:2018 Guidelines for people aspects of business continuity
• BS ISO 22395:2018 Community resilience. Guidelines for supporting vulnerable persons in an emergency
• BS ISO 22320:2018 Emergency management. Guidelines for incident management

Local government should support business recovery by disseminating free international standards to the business community. BSI has made the following standards available for free to businesses:

• PD CEN/TS 17091:2018 Crisis management: Building a strategic capability
• BS EN ISO 22301:2019 Business continuity management systems - Requirements
• BS EN ISO 22313:2020 Business continuity management systems. Guidance on the use of ISO 22301
• ISO/TS 22318:2015 Guidelines for supply chain continuity
• ISO 22316:2017 Organizational resilience. Principles and attributes
• Risk Management
• BS ISO 31000:2018 Risk management - Guidelines
• BS 31100:2011 Risk management - Code of practice and guidance for the implementation of BS ISO 31000

Local government should encourage the use of digital technologies during restricted movements to support culturally appropriate information tools. This should consider how apps can be used in different languages suitable to the diversity of user.

Reference: CEO Digital Corporation, Germany

Local government should evaluate the needs of their communities. This should agree a framework to collect and prioritise needs. To support this, local government could consider the following frameworks to ensure their evaluation of need is rigorous and consistent:

• Maslow's hierarchy of needs
• Principles of resilience
• Kubler Ross Grief Cycle
• Walt Disney Method (vision, logic, action)

References:

Chief Resilience Officer, Netherlands

Essex County Council-Emergency Planning & Resilience, UK

Local government should disseminate information in appropriate formats to ensure all communities receive information that is accurate and helpful to them. This will involve mapping community groups to understand their: individual characteristics; information needs; effective channels; appropriate languages and presentation.

Local government should help the public to access public health information and consider the effectiveness of different ways that public health information is disseminated. An 'information for all' approach is needed so that those with disabilities are included. This may include translation of information into brail, use of audio information, and signed videos for the deaf community.

Local government should assess the 'Disaster Resilience Scorecard for Public Health' and whether it is helpful to their recovery planning for Covid-19. The assessment should consider its attributes for providing holistic needs assessments through its multi-sectoral rapid assessments for recovery.

Local government should assess whether the 'Disaster Resilience Scorecard for Public Health' can inform its thinking about aspects of recovery. This scorecard is described in Topic 1 of this briefing in terms of how is provides attributes for rapid assessment to support holistic approaches to thinking about recovery.

Local government should strengthen and support public health systems by ensuring representation of all sectors on the Recovery Coordination Group. The Recovery Coordination Group should take multiple actions simultaneously to ensure swift progress on recovery is made.

This briefing explores the UNDRR’s Disaster Resilience Scorecard (DRS) and its Public Health Addendum (PHA) guidance to assess response and recovery. Both frameworks can also be used to assess potential secondary emergencies during e.g. COVID-19 (e.g. a flood) and their impacts on the healthcare system.

To read this briefing in full, follow the source link below to TMB Issue 1 (p.1-6).

Local government should identify lessons learned and update their DRR plans, procedures and practices with knowledge gained during the Covid-19 response. This should integrate lessons from all sectors to improve DRR practices with information about epidemics that effect all aspects of society, commerce and life. Covid-19 has change thinking that pandemics were limited to the health sector and has moved its prominence into all sectors and to all stakeholder. Cities are now epidemic aware and this social and institutional memory should be recorded and used to inform plans.

Reference: American Red Cross

Local government should ensure empathy is prominent in the Recovery Coordination Group including in all strategic decision making and activities and the application of 'Principles of Resilience' to provide an all-of-society approach that considers need and their circumstance.

Reference: Essex County Council-Emergency Planning & Resilience, UK

Local government should target recovery plans to different communities based on how they have been impacted and their resultant recovery needs. This should take a strategic approach to ensure that all of society are considered in the plans and that these vary across regions (e.g. levels of unemployment, age of population). This should develop briefing packs to assess the needs of recovery in a variety of sectors.

Additional reference: American Red Cross, USA

Local government should create a Recovery and Humanitarian Advisory Group to specifically address the multifaceted needs of vulnerable people during the recovery. This group should provide strategic overview, co-ordination, and direction of work being done across the response and within local governments which is relevant to 'humanitarian assistance' and 'recovery'. This group would aim to minimise duplication of efforts and gaps and reduces the risk that people assume that widespread help is being delivered when actually more targeted is being done - leaving gaps.

The Recovery and Humanitarian Advisory Group should:

• appoint a Chair and identify members
• provide advice during the response phase
• encourage empathy in strategic decision making as well as a people-focused approach
• appoint a co-ordinator to help administer the group

The RHAG will provide specific humanitarian assistance information into the Recovery Coordination Group (and may eventually be subsumed into that group).

Reference: Essex County Council-Emergency Planning & Resilience

Local government should create a Recovery Co-ordination Group to co-ordinate a wide ranging, county-wide approach to recovery. This group should provide strategic leadership and coordination to all partners across the city as it seeks to recover from Covid-19. This group has a broad remit, and thereby differs to the narrow remit of the Recovery and Humanitarian Advisory Group which will provide reports into the Recovery Co-ordination Group.

Reference: Essex County Council-Emergency Planning & Resilience, UK

Local government should develop recovery plans that include potential for cascading, simultaneous disasters which may require emergency responses activities e.g. evacuation of homes during a flood, amid the epidemic.

Local government should advise that, for some populations, it will not be possible to ease restrictions on their movement outside of the home until:

• an effective vaccine is developed
• an effective treatment is developed
• community-wide immunity is achieved to reduce the risk to acceptable levels for all groups

These individuals will require protection that includes isolation and will need a blend of national and community-based programs. For example:

• Delivery of food and medicine
• Provision of a specialized medical care environment
• Social support
• Financial assistance e.g. for basic living expenses

Local government should initiate a Recovery Coordination Group to begin planning the recovery of the effects of Covid-19. At a strategic level, the Corporate Leadership Team should appoint a lead strategic officer to provide strategic oversight and decision making for the recovery.

Reference: Essex County Council-Emergency Planning & Resilience, UK