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SARS Lessons Learned: Impact, Recovery, and Governance Shift

This report discusses the impact of SARS on the Toronto business community, including lost revenue, jobs, and conventions. It explores the leadership shift from government to the business sector in response to SARS and the stages of Toronto's economic recovery. The report also highlights the need for hybrid governance during emergencies and offers recommendations for planning and addressing legal concerns. Overall, it emphasizes the role of public health law in managing community emergencies.

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SARS Lessons Learned: Impact, Recovery, and Governance Shift

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  1. Institute of Public Health Law Gene W. Matthews, J.D. CDC Foundation 50 Hurt Plaza, Suite 765 Atlanta, GA 30303 (404) 651-4158 MatthewsPHLaw@aol.com

  2. OUTREACH: The Toronto Project: SARS Lessons Learned By The Toronto Business Community Held March 2-3, 2005 in Toronto --Funded by Alfred P. Sloan Foundation grant --One dozen key Canadian business leaders met with a similar group of US business leaders --What were the lessons learned from SARS? --At what point did the SARS response leadership shift from government toward the business sector? --What were the stages in Toronto’s economic recovery after SARS? INSTITUEofPUBLICHEALTHLAW

  3. SARS IMPACT • $600 million lost 2003 tourism revenues • $300 million lost future tourism revenues • 12,000 lost jobs • Nine city-wide conventions • 307,000 lost MCIT room-nights • Over $1 billion cost to the economy in 2003 alone

  4. A “Tipping Point” for SARS Leadership in Toronto On the day that the large medical convention cancelled in Toronto, the center of leadership shifted: A Health Problem for An Economic Problem Government Leaders for Business Leaders To Solve To Solve BECAME INSTITUEofPUBLICHEALTHLAW

  5. Roadmap Post All-Clear and Beyond May 1 Till All-Clear Mid-May  July 30 × × × Phase 1: Grassroots Engagement and Assurance Phase 2: Rally Toronto Events and Festival Support Phase 3: Marketplace Outreach • Recovery advertising • Convention Development • Strategic media relations • Media Tour • Joint Marketing Agreements with trade partners • On-line campaign • Fam trips • Celebrity/influencer • Ongoing research • Assurance advertising • Convention damage control • Strategic media/trade relations focus groups • “WHO lifting” • Corporate outreach • ALL CLEAR – announce events • Ongoing research • Festival/event support advertising and retail packaging • Toronto events • Trade relations/Fam trips/sales missions • Celebrity/influencer • “WHO lifting” • Trade development initiatives • Corporate outreach • Ongoing research

  6. Air Canada’s Marketing tools • Creation of a web site: www.canadalovestoronto.ca

  7. Key Learnings • Public sector has more credibility on direct health matters – Damage control • Private sector has more credibility on economic and non-health social matters – Recovery • Greater global health management awareness • Need for a possible independent hybrid body for crisis management

  8. The Green Zone: Normal Times Normally, there is distance between these entities because of different goals, agendas, & strategies INSTITUEofPUBLICHEALTHLAW

  9. The RED ZONE: An Emergency Businesses engage & lead in economic recovery plans Persons are more likely to follow quarantine orders Employees get their information through their employers This is “hybrid governance” during an emergency—we need to plan for it…now. INSTITUEofPUBLICHEALTHLAW

  10. What can we do to plan for such moments of “hybrid governance”? • Upgrade business COOP planning efforts • Plan for employer communications mechanisms to employees in emergencies • Start linking businesses to other businesses, governments, & civic leaders about this agenda • Use civic groups, trade associations, academic centers & preparedness forums to address issues. INSTITUEofPUBLICHEALTHLAW

  11. What can we do to plan for such moments of “hybrid governance”? • Examine legal concerns: sick leave policies, liability, compensation, insurance coverages, Good Samaritan Laws, etc. • Recognize that the normal, risk-averse decision-making does not always work in the Red Zone INSTITUEofPUBLICHEALTHLAW

  12. Thinking Beyond the “Red Zone”: Overview “Emergency” THE RED ZONE (The culture temporarily changes) Key Moment of Law & Policy Change (Immediate Aftermath) GREY ZONE Then return to “normal time” again “selective amnesia” “normal time” Yet, some never forget! …and… “THE BLAME GAME” may begin! Stages of a Community Emergency INSTITUEofPUBLICHEALTHLAW

  13. A Reminder for the 21st Century Rediscover leadership role of lawyers in public health • Remember the model of 100 years ago • Lawyers are also interested in other public health issues beyond emergency preparedness • Policy reform is instinctive to lawyers INSTITUEofPUBLICHEALTHLAW

  14. “A renaissance is now taking place in public health law”(…and just in time!) INSTITUEofPUBLICHEALTHLAW

  15. Institute of Public Health Law Gene W. Matthews, J.D. CDC Foundation 50 Hurt Plaza, Suite 765 Atlanta, GA 30303 (404) 651-4158 MatthewsPHLaw@aol.com

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