Continued from previous page FRAMEWORK FOR PUBLIC SECTOR LEADERS/MANAGERS FOR POST-HURRICANE WORK BE Ready to work in a highly stressful environment Conscious that in 2020 (at least) COVID-19 protocols must be observed while dealing with hurricane recovery An example to your staff in terms of commitment to the long hours of demanding work Needed for Recovery Committed to urgency allied with effectiveness A source of accurate information about Recovery Be empathetic and very patient with your staff Willing to use flexible structures such as Working groups KNOW How all your staff have been affected How to assign persons best suited to specific tasks How to communicate with staff members that may be under severe psychological stress How to manage change well HAVE Various means of closely following national-level Recovery activities Regular briefings among staff as Recovery work continues A revised contact list for all staff. Some staff may be staying with relatives and friends or even in shelters Up to date contact information for key officials outside of your organisation How to coordinate work with strategic partners How best to a public information related to your work if authorised to do so Hard copies of contact lists as back ups Implementation matrices DO Share accurate weather information throughout the organisation Keep up to date with official Recovery information Arrange counselling for staff that could be needed if there is an impact Introduce internal staff welfare programmes. Pay particular attention to Differently Abled staff Plan and manage all meetings well. Attend all critical meetings Monitor all Recovery work systematically and regularly Reliable ICT systems and hardware for use for remote work if required Accountability procedures in place for use of vehicles, plant and equipment during Recovery Suitable Personal protective Equipment (PPE) for personnel who might have to perform front-line Recovery tasks in the organisation or provide direct service to the public Produce and submit progress reports on schedule Review, assess and realign work as circumstances require Evaluate results and write down lessons for the future Finally, the CARICAD call for Public Service Day 2021 is relevant and repeated here: ”Let us commit to making Organisational Resilience an Outcome of our efforts in Public Sector Transformation. An aspiration without planning, implementation and evaluation is merely contemplation without action. We need policies, strategies, plans, programmes and projects driven by our common needs and realities in the Region. Successful implementation to reduce vulnerability will require collaboration, cooperation, and coordination. Those actions must be based on a common commitment to Resilience. The public sector will continue to be an indispensable instrument of change. We need to use a long-term perspective for the mitigative actions that will increase Resilience. Let me remind my public sector colleagues that now more than ever, we need Transformational Leaders. Those are the leaders that will create and maintain the organisation climate and culture that we need. Resilience in the public sector will be marked by: ‘The ability to face disruptions and unexpected events thanks to the strategic awareness and linked operational management of internal and external shocks.’ – (See Annarelli, Battistella and Nonino).” 10
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