To the sorrow of immunologists, virologists and health experts, governments are already learning the lessons of COVID-19. Faced with a global cost-of-life crisis, they are reluctant to spend large sums on pandemic preparedness. But there are fundamental lessons that pertain to the basic functioning of the public sector, and even countries with limited budgets should take basic steps to improve their crisis management capabilities. Measures that can also help them prepare for climate change and other potential emergencies. The UK experience provides valuable insights. Just before COVID-19, the UK was ranked second on the Global Health Security Index, which measures countries’ ability to detect, prevent and communicate pandemics.
In 2016, the British government ran a three-day exercise to assess the impact of the flu pandemic and created a risk management manual to use against infectious disease outbreaks. Still, he faced a lot of difficulties in controlling COVID-19. It is likely that the disorganization in the country’s response to the pandemic was not due to lack of preparedness but rather dysfunction in the political system. There were countries that achieved effective coordination between different levels of government during the pandemic. But in the UK, the pandemic strained relations between the British government and the home governments of Scotland, Wales and Northern Ireland. The UK’s unified response to the pandemic fell apart on May 10, 2020, when then-Prime Minister Boris Johnson relaxed lockdown measures; Other governments strongly opposed this decision.
Pandemic preparedness demands dialogue, joint decision-making, and sharing of information and resources, especially among governments controlled by different political parties. Preparing for future emergencies demands investment in data collection capabilities and crisis management personnel at the local level; Restoring funding to local governments to give municipalities and regional administrations ample room for action. Another important lesson in strengthening public crisis management capabilities is that officials must build lasting relationships with the private sector that allow them to use their power and reach. There were governments that worked with companies during the pandemic to plan and implement labor protocols, design support programs for entrepreneurs, guarantee the efficiency of public procurement processes, and invest in diagnostic and surveillance resources and research for new vaccines.
Worked in development and acquisitions. In 2021, a group of business leaders presented a series of recommendations for the success of public-private partnerships: that there be a real and lasting government commitment to action and collaboration with the private sector; that in giving place to private actors, merit should be placed before historical relations; and that it is driven by a desire to provide a real experience to participants, not just to ‘lobby’. These recommendations are valid for any government that seeks meaningful cooperation with business. In the coming decades, climate change will generate disasters, pandemics, waves of migration and violent conflicts that will limit public capacities. To develop crisis management mechanisms capable of withstanding future shocks, it is essential for national governments to draw lessons from the pandemic, particularly the need to build sustainable and trust-based relationships with sub-national authorities and local business leaders. about.