Abstract
R
In addition, a White House order titled “Achieving Efficiency Through State and Local Preparedness,” 3 issued March 19, 2025, represents a major shift in how the US government will approach disaster preparedness and response. This directive emphasizes state and local government-level responsibility, suggests that the federal government will reduce its direct involvement in emergency planning and response, and calls for a shift in focus from an all-hazards approach to a “risk-informed approach,” which has yet to be defined. Ongoing changes in the organizational structure and personnel of the US Department of Health and Human Services—including the Centers for Disease Control and Prevention, the Administration for Strategic Preparedness and Response, the Center for the Biomedical Advanced Research and Development Authority, and the Food and Drug Administration—and the Federal Emergency Management Agency have not been finalized and foreshadow a new format for national emergency preparedness and response.
Therefore, in the midst of these substantial changes, traditional response strategies will no longer be enough. The usual sources of federal information and guidance may not be available or provide the full picture during a crisis, making it essential to identify new, reliable information channels. State and local health departments will likely be the primary sources of information and guidance during a future emergency. Organizations may need to rely heavily on their own plans, resources, personnel, and established local networks rather than expecting significant external support. In addition, recommendations for preparedness and guidance during an emergency response may vary by state.
To improve readiness for future health emergencies, organizations should consider adopting an enhanced and proactive approach. I offer 3 key areas for consideration:
Reliable Sources of Local Information
During a crisis, timely and accurate information is essential for making informed decisions. For situational awareness about potential or emerging health threats, organizations must identify trusted sources, such as local and state health departments and emergency management agencies, in addition to federal agencies and industry-specific advisory groups. Relying on mass/social media or sources from the last event may not be adequate for responding to a future emergency.
Aell- Rehearsed Response Plan
When a health emergency strikes, there is no time to waste. In addition to securing a reliable source of information, organizations need a clearly defined and practiced plan that allows them to act immediately. Success largely depends on a trained team that understands their roles and can sustain operations for the duration of a crisis.
Past plans may not be relevant for future events. While the nature of the next health emergency is unknown, updated preparedness plans should include components that can be deployed for an array of emergencies such as: rapid decisionmaking protocols; plans for developing and implementing protective measures for staff, customers, and stakeholders; strategic partnerships; supply chain adjustments (if needed); and enhanced business continuity strategies. Regular tabletop exercises and drills are essential for testing and refining plans and can help prevent delays, confusion, and operational disruptions. 4
Aocus on Communications
Establishing proactive communication protocols is crucial for ensuring that accurate and timely information reaches staff, consumers, and stakeholders. Inaccurate information can spread quickly during crises; therefore, organizations should preidentify communication methods and channels, trusted spokespersons, and designated points of contact. Effective communication fosters trust, mitigates panic, and supports adherence to best practices in crisis management. 5
Preparedness Is a Necessity, Not an Option
There is ample evidence that the approach to emergency preparedness is rapidly changing, and new strategies are needed. Organizations must move beyond outdated plans and redouble their preparedness efforts now. By refreshing and testing response plans, identifying reliable information sources, and strengthening communication, they will be better positioned to face future crises. Proactive planning today is key to ensuring an effective response to tomorrow’s emergencies. I am hopeful that new models of resilience will emerge as organizations become more self-sufficient and reinvent their preparedness and response strategies.