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1 – WE MUST BUILD A CRISIS PROOF ECONOMY! WE CAN NEVER AGAIN AFFORD TO STOP COMMERCE IN THE NAME OF A PANDEMIC. If, in the future, it is determined that a “shut down” needs to happen, it should be a short term solution as stakeholders potentially affected by decisions are gathered to develop a more holistic approach.  We cannot let voices that are largely insulated from the decisions they make be the only people making decisions. 

2 – WE MUST DEVELOP A MORE NIMBLE PROCUREMENT PROSSESS FOR EMERGENCIES THAT STILL INCLUDE OVERSIGHT, TRANSPARANCY AND ACCOUNTABILITY.

3 – WE MUST NOT DEPEND SOLELY ON THEORETICAL MODELS FOR DECISION MAKING, BUT MUST COUPLE THAT WITH WHAT IS HAPPENING ON THE GROUND. What we’ve learned from this pandemic is that the models were largely incorrect.  Theoretical models can be useful but cannot be used to override and ignore the facts on the ground.

4 – WE MUST TRAIN CABINET MEMBERS AND DIVISION DIRECTORS IN CRISIS MANAGEMENT TECHNIQUES TO ENSURE A FLEXIBLE RESPONSE TO FUTURE DISASTERS.  We’ve learned that we may face a disaster that we have not foreseen.  We do not know what leaders may be thrust into a position of leadership in a crisis.  It will serve the citizens of Utah well to have our leaders better prepared to lead in the fog of a disaster situation where quick, reasoned response is needed even in the midst of chaos. 

5 – WE MUST CLEARLY DEFINE WHO THE KEY DECISION MAKERS ARE AND ENSURE THAT PROPER OVERSIGHT, TRANSPARANCY AND ACCOUNTABILITY ARE IN PLACE.  It is vital that we develop procedures for establishing a Unified Command at the onset of any disaster, as defined by the National Incident Management System (NIMS).  Communication and coordination between the Executive and Legislative branches of government is critical to serving citizens effectively, efficiently, and in a way that protects against government overreach.