{"id":13484,"date":"2020-09-17T19:41:00","date_gmt":"2020-09-17T19:41:00","guid":{"rendered":"https:\/\/camms.bubblestaging.com\/?p=13484"},"modified":"2023-09-11T10:30:43","modified_gmt":"2023-09-11T10:30:43","slug":"public-sector-organisational-resilience","status":"publish","type":"post","link":"https:\/\/camms.bubblestaging.com\/en_gb\/blog\/public-sector-organisational-resilience\/","title":{"rendered":"Public Sector: The tipping point of 2020 for organisational resilience"},"content":{"rendered":"<div data-elementor-type=\"wp-post\" data-elementor-id=\"13484\" class=\"elementor elementor-13484\">\n\t\t\t\t\t\t\t\t\t<section class=\"has_eae_slider elementor-section elementor-top-section elementor-element elementor-element-469eaff elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"469eaff\" data-element_type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"has_eae_slider elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-8070c3e\" data-id=\"8070c3e\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t\t\t<div class=\"elementor-element elementor-element-32c5dc3 elementor-widget__width-initial elementor-widget elementor-widget-text-editor\" data-id=\"32c5dc3\" data-element_type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t<style>\/*! elementor - v3.14.0 - 26-06-2023 *\/\n.elementor-widget-text-editor.elementor-drop-cap-view-stacked .elementor-drop-cap{background-color:#69727d;color:#fff}.elementor-widget-text-editor.elementor-drop-cap-view-framed .elementor-drop-cap{color:#69727d;border:3px solid;background-color:transparent}.elementor-widget-text-editor:not(.elementor-drop-cap-view-default) .elementor-drop-cap{margin-top:8px}.elementor-widget-text-editor:not(.elementor-drop-cap-view-default) .elementor-drop-cap-letter{width:1em;height:1em}.elementor-widget-text-editor .elementor-drop-cap{float:left;text-align:center;line-height:1;font-size:50px}.elementor-widget-text-editor .elementor-drop-cap-letter{display:inline-block}<\/style>\t\t\t\t<p>The rapid spread of the COVID-19 pandemic has completely blindsided society in 2020, with devastating effect. But was this cataclysmic event a black swan? It appears not. According to the <a href=\"https:\/\/assets.publishing.service.gov.uk\/government\/uploads\/system\/uploads\/attachment_data\/file\/61934\/national_risk_register.pdf\">National Risk Register&nbsp;<\/a>\u2013 an overview of the risks of major emergencies that could impact the UK in the next five years \u2013 the threat of a pandemic was firmly on the government\u2019s radar: \u201cexperts agree that there is a high probability of another influenza pandemic occurring, but it is impossible to forecast its exact timing or the precise nature of its impact.\u201d In fact, of all the high consequence risks outlined in the register \u2013 from severe weather to terrorist attacks \u2013 a pandemic was considered to have the highest potential impact.<\/p>\n<p>This threat wasn\u2019t classified information reserved for senior figures in Whitehall; it had filtered down to local government level. Take Camden Council, for example, which \u2013 like other local authorities \u2013 already had information about pandemic risk fed to them by Public Health England. Camden subsequently rated a \u2018pandemic flu\u2019 as a 4\/5 likelihood and 5\/5 for potential damage on its risk register \u2013 proof that more high-profile risks like terror and cyber-attacks weren\u2019t their only focus when it came to organisational resilience.<\/p>\n<h3>Public sector feels the pressure<\/h3>\n<p>Despite receiving a heads up about a pandemic and grading it accordingly, few in the public sector expected it to happen on their watch \u2013 or at least not to the extent seen during Covid-19, which escalated at a scale not experienced since Spanish Flu in 1918, when global mobility was limited. The result? Risk registers that acknowledged the possibility of a pandemic, but without a recent precedent to draw upon, failed to provide an adequate framework for organisational resilience.<\/p>\n<p>Public bodies and government agencies find themselves in unchartered territory in the UK and across much of Europe, putting departments under pressure as they try to ensure public needs are met. This response has been radical and exhaustive, pushing their resources to the limit \u2013 for example, health services have mobilised at scale. All of which has been compounded by the lack of certainty around when the crisis will end \u2013 giving rise to a range of challenges that have tested their organisational resilience:<\/p>\n<ul>\n    <li>The damage caused to international supply chains by lockdown restrictions has made it difficult for public bodies to procure essential medical equipment \u2013 such as PPE and ventilators \u2013 and establish medial facilities.<\/li>\n    <li>Increased reliance on public sector technology infrastructures has created operational challenges. For example, England\u2019s NHS 111 online system had its busiest day ever on 17 March when 950,000 users accessed the service \u2013 compared to a daily pre-pandemic average of around 10,000. And the number of court cases conducted over video call in England and Wales rose by 800 per cent within just two weeks of lockdown.<\/li>\n    <li>The UK\u2019s Office for Budget Responsibility has warned that public finances could be hit harder by COVID-19 than the 2008 global financial crisis \u2013 albeit more briefly.<\/li>\n    <li>Lockdown restrictions have made homeworking \u2013 a practice that\u2019s not commonplace within the public sector \u2013 a forced necessity for some departments. This sudden change has created challenges for both staff and employers \u2013 from mental health issues caused by isolation to problems with connectivity.<\/li>\n    <li>Public sector systems and data have been targeted by cybercriminals during the pandemic. These opportunists have been quick to exploit the overwhelmed capacity of systems and a lack of awareness among employees around cyber security. For example, a recent survey of 1,000 UK public sector employees revealed that almost half of respondents (47%) have either not heard of, or do not know what ransomware is.<\/li>\n<\/ul>\n<h3>Looking ahead<\/h3>\n<p>Leaders across the public sector understandably remain focused on the immediate impact of COVID-19. However, they are increasingly mindful of its longer-term implications \u2013 and for some, this precedent could be a turning point for their agency. As the impact of the pandemic reduces over time, government agencies and public bodies will learn lessons that can be used to re-evaluate their organisational resilience strategies. Examples include:<\/p>\n<ul>\n    <li><strong>Supply chains and third parties<\/strong> \u2013 The pressure on public services has forced government agencies and public bodies to engage a broader ecosystem of partners and suppliers on critical projects, while easing regulations over procurement and data sharing. Before government footprints are extended permanently, time must be taken to reflect if other sectors were effectively deployed to deliver the best outcomes. This retrospective process reminds us of the importance of vendor risk management, before and during the lifecycle of third party relationships \u2013 a vital discipline that was compromised by the demands of the pandemic and must be reinforced under similar circumstances in the future.<\/li>\n    <li><strong>Cyber security \u2013 <\/strong>The pandemic has presented the public sector with the chance to press the \u2018reset\u2019 button on their cyber security practices \u2013 with a view to becoming more secure in the future. In addition to ensuring technical aspects of cyber security \u2013 such as multi-factor authentication and security updates \u2013 are managed effectively, employees must be provided with guidance and education around cyber security best practice \u2013 a requirement that has been brought into sharp focus by the rise of homeworking.<\/li>\n    <li><strong>Homeworking \u2013 <\/strong>While the rapid shift to mass remote working has been challenging, many government departments will want to retain its advantages going forward. That will present financial, technological and HR implications; and could impact the size, location and composition of the government estate.<\/li>\n    <li><strong>Staff wellbeing \u2013 <\/strong>Even those who thrive working from home have indicated they would appreciate more social interaction with colleagues. Organisations must develop strategies for supporting staff in their new work environment \u2013 such as online social events. Looking further ahead; a balance could be struck between working from home and in the office using flexible arrangements.<\/li>\n    <li><strong>Ensuring a legacy \u2013 <\/strong>While the pandemic has fostered a desire for long-term change that delivers increased resilience, there is a danger these good intentions will evaporate amid the immediate pressure of the crisis. Leaders must create mechanisms and opportunities to capture and develop these ideas for post-pandemic action \u2013 from live online discussions to crowdsourcing platforms.<\/li>\n<\/ul>\n<h3>Driving positive change using technology<\/h3>\n<p>Organisations often ask a common question during their quest to adapt and be resilient during normal business operations and through disruptive events: how can we integrate software that can drive meaningful decision-making from a risk perspective using data that\u2019s aligned to our objectives and KPIs?<\/p>\n<p>The answer could lie in Camms&#8217; uncomplicated, affordable, and comprehensive organisational resilience software solution. With integrated solutions in <a href=\"https:\/\/cammsgroup.com\/products\/risk\/\">risk<\/a>, <a href=\"https:\/\/cammsgroup.com\/products\/strategy\/\">strategy<\/a>, <a href=\"https:\/\/cammsgroup.com\/products\/project\/\">projects <\/a>and <a href=\"https:\/\/cammsgroup.com\/products\/talent\/\">people<\/a>, our business software will help you make the right decisions, manage risks, align the talents of your organisation and focus on what matters.<\/p>\n<p>Find out more about <a href=\"https:\/\/risk.cammsgroup.com\/public-bodies-and-government-agencies\">how Camms support UK-based Public Bodies and Government Agencies<\/a> and <a href=\"https:\/\/cammsgroup.com\/demo\/\">request a demo call<\/a> today.<\/p>\n<p><strong>Sources:<\/strong> <a href=\"https:\/\/gdpr.report\/news\/2020\/05\/19\/uk-public-sector-remains-highly-vulnerable-to-ransomware-attack\/\">PrivSec Report<\/a>, <a href=\"https:\/\/assets.publishing.service.gov.uk\/government\/uploads\/system\/uploads\/attachment_data\/file\/61934\/national_risk_register.pdf\">Cabinet Office<\/a>, <a href=\"http:\/\/camdennewjournal.com\/article\/pandemic-was-45-likelihood-on-risk-register\">Camden New Journal<\/a> &amp; <a href=\"https:\/\/www2.deloitte.com\/uk\/en\/pages\/public-sector\/articles\/an-emerging-legacy-how-corona-virus-could-change-the-public-sector.html\">Deloitte<\/a><\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"<p>The rapid spread of the COVID-19 pandemic has completely blindsided society in 2020, with devastating effect. But was this cataclysmic event a black swan? It appears not. According to the National Risk Register&nbsp;\u2013 an overview of the risks of major emergencies that could impact the UK in the next five years \u2013 the threat of &hellip;<\/p>\n<p class=\"read-more\"> <a class=\"\" href=\"https:\/\/camms.bubblestaging.com\/en_gb\/blog\/public-sector-organisational-resilience\/\"> <span class=\"screen-reader-text\">Public Sector: The tipping point of 2020 for organisational resilience<\/span> Read More &raquo;<\/a><\/p>","protected":false},"author":3,"featured_media":13485,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"site-sidebar-layout":"default","site-content-layout":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","footnotes":""},"categories":[21,22],"tags":[],"class_list":["post-13484","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-resilience","category-risk"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v21.2 (Yoast SEO v21.2) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Public Sector: The tipping point of 2020 for organisational resilience | Camms<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Public Sector: The tipping point of 2020 for organisational resilience\" \/>\n<meta property=\"og:description\" content=\"The rapid spread of the COVID-19 pandemic has completely blindsided society in 2020, with devastating effect. But was this cataclysmic event a black swan? It appears not. 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