Recovering from COVID-19: The key issues

Boaden, Ruth; Powell, David A.; Shaw, Duncan; Bealt, Jennifer; O’Grady, Nathaniel; Fattoum, Ayham; Furnival, Joy

doi:10.1016/j.jnlssr.2020.06.002

Cited by 7 publications

(7 citation statements)

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“…Boaden et al. [28] discussed challenges and recovery plans for COVID-19, such as dealing with the backlog of normal activities that were suspended during the crisis. More research is needed to analyze the longer-term effect of economic reopening on small businesses in light of the changing trends in spending and foot traffic.…”

Section: Discussionmentioning

confidence: 99%

COVID-19 economic policy effects on consumer spending and foot traffic in the U.S.

Yang¹,

Choe²,

Martell³

2021

Journal of Safety Science and Resilience

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To battle with economic challenges during the COVID-19 pandemic, the US government implemented various measures to mitigate economic loss. From issuance of stimulus checks to reopening businesses, consumers had to constantly alter their behavior in response to government policies. Using anonymized card transactions and mobile device-based location tracking data, we analyze the factors that contribute to these behavior changes, focusing on stimulus check issuance and state-wide reopening. Our finding suggests that stimulus payment has a significant immediate effect of boosting spending, but it typically does not reverse a downward trend. State-wide reopening had a small effect on spending. Foot traffic increased gradually after stimulus check issuance, but only increased slightly after reopening, which also coincided or preceded several policy changes and confounding events (e.g., protests) in the US. We also find differences in the reaction to these policies in different regions in the US. Our results may be used to inform future economic recovery policies and their potential consumer response.

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Section: Discussionmentioning

confidence: 99%

COVID-19 economic policy effects on consumer spending and foot traffic in the U.S.

Yang¹,

Choe²,

Martell³

2021

Journal of Safety Science and Resilience

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“…This represents “a longer-term perspective of recovery” that seeks to enhance resilience following a crisis through strategic, ambitious initiatives aimed at tackling systemic impacts and the “chronic societal issues that the crisis has exposed” [13] . Critically, the long-term political nature of renewal processes, demanding significant multi-level, multi-sectoral partnership working and resourcing [14] , among other things, indicates the need for a practice-oriented resilience concept that can encompass such ambitious endeavours. To this end, we stress the growing need to renew approaches to resilience towards practice-based initiatives that build local resilience capabilities across the whole-of-society.…”

Section: The Centrality Of Resilience In Crisis Governancementioning

confidence: 99%

Post-COVID recovery and renewal through whole-of-society resilience in cities

Mcclelland¹,

Jordan²,

Parzniewski³

et al. 2022

Journal of Safety Science and Resilience

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“…6 7 Recovering from the effects of COVID-19 is a major concern-including for healthcare. 6 Recovery has been defined as 'the process of rebuilding, restoring and rehabilitating society following an emergency'. 6 The COVID-19 emergency has significantly impacted healthcare services and staff.…”

Section: Problemmentioning

confidence: 99%

“…6 Recovery has been defined as 'the process of rebuilding, restoring and rehabilitating society following an emergency'. 6 The COVID-19 emergency has significantly impacted healthcare services and staff. Healthcare workers have played a central role in responding to COVID-19 including caring for infected patients and forming strategies to reduce infection and manage the pandemic.…”

Section: Problemmentioning

confidence: 99%

Recovering staff, recovering services: massive-online support for recovering a paediatric service using Lean and compassionate communication

Smith

Bayliss

2022

BMJ Open Qual

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The COVID-19 pandemic has infected tens of millions worldwide. Healthcare systems have been stretched caring for the most seriously ill and healthcare workers have struggled to maintain non-COVID services leading to backlogs.Strategies proposed to support the recovery of backlogs include additional administration support; waiting list data validation; enhanced patient communication; and use of systematic improvement methods to make rapid incremental improvements.As part of COVID-19 recovery, a hospital trust in northern England used the Lean systematic improvement approach to recover the waiting list of a paediatric service to pre-COVID levels. The intervention strategy used a massive-open-online-course (Lean Fundamentals) to support the improvement project lead to follow a structured improvement routine to apply Lean improvement techniques.By acknowledging that staff were overburdened by the requirements of COVID-19 and that patients were stuck in a system of disconnected processes, administrative activities were redesigned around an ethos of compassionate communication that put patients first.Over a period of 8 weeks, the project reduced the waiting list from 1109 to 212. Waiting times were reduced from a maximum of 36 months to a 70-day average.Lean is often described in terms of increasing process efficiency and productivity. It is not often associated with staff benefits. However, when seen in the context of unburdening staff to deliver patient care, Lean has potential to support the recovery of both staff and services. Lean Fundamentals, with its accessible massive-online design, may provide a means of supporting such improvement at scale.

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Recovering from COVID-19: The key issues

Cited by 7 publications

References 0 publications

COVID-19 economic policy effects on consumer spending and foot traffic in the U.S.

COVID-19 economic policy effects on consumer spending and foot traffic in the U.S.

Post-COVID recovery and renewal through whole-of-society resilience in cities

Recovering staff, recovering services: massive-online support for recovering a paediatric service using Lean and compassionate communication

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