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Paul:
What they did local is a success story. Collaboration was important and he appreciates the partnership.
Mike:
Having the chamber take the lead on providing some of the tools to the business community made it easier for businesses and have created better working relationships with the business world and the local govt.
Ryann:
Early on, there was not much participation with the city of Las Vegas. Having greater participation from them would have been helpful initially.

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Ryann:
There needs to be better communication and collaboration at the State level.
It became clear that everyone who was a decision make was looking at "the now" rather than the implications of the decision.
Mike:
Communication to the business community. They need to make sure that they have ways to communicate with business quickly. This is important for any kind of emergency, not just a pandemic. There is no direct link to the entire business community.
Paul:

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Ryann:
Collaboration and communication at the local level was great.
They separated people out to start operationalizing ideas in the lens of two years. He talked with his CFO and got all CFOs together on one call to have more frequent communication. That is something that not only helped with the pandemic, but other issues that are happening.
Paul:
The MACC went well as far as communication. The chamber quickly set up Friday meetings to provide information to the businesses. This made sure they were communicating with businesses.

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Ryann:
recognizing that whenever there is something that happens, when you determine who is and isn't essential, take the non-essential people and move them to doing something that is essential.

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Paul:
The situation with Department of employment, training and  Rehabilitation and Unemployment fraud. The governor appointed a task force that looked into this fraud, but it did impact recovery.
Ryann:
The federal state and local government had to move fast to address the fraud. It was a failure of the institution at the state level. Whenever there was a challenge with DETR, they did not know how to respond.

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Ryann:
The biggest challenge was the state. Regardless of what they were doing, they constantly had miscommunication, a sense of lack of leadership. This was felt across the MACC and health leadership. There was not one executive order that was not changed within 24-48 hours. There was a lack of notice of these orders. Because it was never explained how to do it, it was very ineffective and inefficient. Implementation of things coming from the state was difficult and there were many things that needed to be changed in Southern Nevada. Nevada would take precedent from California, and decisions that were made in California did not necessarily work in Nevada. When they saw other states navigate the pandemic with more success, that was a challenge. There was no clarity on what was next.
Paul:
The chamber perspective. A challenge is that there are different needs throughout the state. What happened in one district influenced what happened in another district. General communication was a challenge. They had to figure out healthcare, where kids would go, providing food, etc. The closing of everything was unprecedented as that had not happened before. He has to squash rumors on behalf of MACC and that miscommunication caused challenges. They had lots of inconsistency across the board and there was a lot of feedback they had to mitigate and bring up to the MACC.
Mike:
There were times when they were in recovery mode, and they were not communicated to at all before orders were made prior. Their input was not taken into account before orders were made. A communication plan should have been in place. Starting the recovery was difficult because the emergency was still happening when recovery started. They had the most fundamental of things as a challenge, communication, collaboration, and clarity. These were done the best they could at a local level, but it it was not clear from the state level.

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Paul:
From the chamber perspective, they were able to bring general thoughts from the membership about what recovery should look like. They were able to work with the MACC committee to start the recovery. the MACC Was an excellent communication tool and it worked very well and was highly successful when working for the community. What worked well was that when the MACC made a decision, it worked well across districts. Prior relationships that have been established have been beneficial.
Ryann:
The county showing leadership and pulling everyone together was their biggest strength.

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Nia:
Although their role in the response has been limited, all of the best practices and communication needs to continue.

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Nia:
Collaboration and relationships have strengthened at the county level in their division.

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Nia:
The need for cross training throughout the staff to be able to answer high level questions across the division.
Providing more autonomy to be able to present the staff the ability to make more critical decisions in a time like this.

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Nia:
Staffing has been a major shortfall. They were operating on a skeleton crew and this highlighted how there are so many departments that work independently of each other and how the loss of an employee can be a detriment. They were missing 16 employees as a result of a combination of illness, retention, and temporary hiring freeze.

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Nia:
The fluidity of the pandemic, and the daily changes between closures and updated COVID guidelines and responses, and also coordinating with other directives and agencies.

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Nia:
The logistics of being able to maintain business as usual. They were in the process of programs and using funds, and they had to be completely finished by may 2020, and they were responsible for finishing this while working from home, which made it difficult.
They worked with seniors and people without access to technology and the help they were giving.

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Nia:
Collaboration between the department of business and industry was beneficial. Working with these many different organizations and agencies was helpful in initial response.