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9 The Role of the Private Sector
Pages 59-68

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From page 59...
... (Warden) • Many companies already engage in risk management and busi ness continuity planning, but there is room for better com munication with the public sector and shared contingency planning.
From page 60...
... The 1918 flu pandemic reduced world economic output by 5 percent; the severe acute respiratory syndrome (SARS) epidemic in Canada cost $2 billion, or 3 percent of gross domestic product, and the Ebola epidemic may cost $4 billion regionally.
From page 61...
... There are transferable lessons in the contingency plans of any large organization; by sharing their standardized emergency protocols, governments can help private companies develop something similar. She pointed out that companies could vastly improve their preparedness with relatively simple steps such as having an emergency checklist and the contact information of their emergency contacts, a process the government can encourage.
From page 62...
... Operating in remote areas, companies are often well placed to recognize a disease outbreak before the public sector does, but they may not know how to respond or even where to report concerns. Stroman mentioned a World Economic Forum pilot program aimed at strengthening relationships among private companies and between the private sector and the government in two or three countries.
From page 63...
... For example, FedEx and United Parcel Service have long-standing relationships with donor agencies, which paved the way for seamless collaboration during the Ebola crisis; involving telecommunications and data management firms was not as smooth. She ended her comments by further emphasizing the value of early action to involve businesses in preparedness.
From page 64...
... Mobile phone technology improved other aspects of the response, Hanna noted, describing an African text message campaign to raise funds for Ebola relief. He described working with the IFC early in the epidemic to provide financial support to local banks.
From page 65...
... With local products available, aid workers were obliged to import fewer goods, thereby both speeding response and supporting the local economy. Hanna suggested such projects be facilitated in the future by preparing a list of logistics and financial services companies and relevant local partners that might be called on in an emergency.
From page 66...
... Formal public–private partnerships require complex deal structuring, but governments and donor agencies could, for example, use private laboratory networks for surge capacity during an epidemic. The Global Fund and other donors could encourage recipients to add laboratory capacity development into their grants.
From page 67...
... Agency for International Development policy of tied aid and urged aid agencies to source locally instead. Hanna commented that the private sector's involvement in addressing pandemic threats can be broken down into three areas: response, preparedness, and investment in public health.
From page 68...
... Finally, Yadav mentioned the flow of remittances into a country, which likely are much larger than the flows of official development assistance and can keep local markets functioning during a pandemic. Hanna noted that a few bond market products have effectively targeted expatriates.


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