# data[].attributes.body
Recognition that not all communities have the same resources or capacity to participate equally.  We often did not participate in a meeting or teleconference since we did not have someone available to join.

Consistent and simple messaging to increase compliance and willingness to participate by the population.  Sometimes the messages were not clear to the leadership so it could be assumed that it was a challenge for the public to understand.

Some statement regarding the fact that the cities are unique and a consistent message may be more effective than the exact language.  One size fits all does not always work.  Communities have different strengths, weaknesses, resources, and capabilities.  There are also political differences, demographic differences, and capacity differences.

We developed a citywide business leader meeting early in the pandemic to keep them advised of the policy makers direction and to increase support.

# data[].attributes.body
Communications between the Regional Policy Group and the MACC were very thorough and allowed for good communication between all local agencies.

# data[].attributes.body
Focusing on the greater goal when making policies for things such as vaccinations after the most vulnerable were addressed.

# data[].attributes.body
Communications early on were confusing in that they were coming from multiple federal, state, and regional agencies but were not always consistent.

Directives from outside the county were also coming in quickly, with little warning, to implement significant change.

The need for a uniform reporting and tracking system for use by all entities would be beneficial.  The system would address supplies, vaccines, testing and personnel.  Ideally such a system would be available and adaptable from the federal government to provide consistency and adaptability to other emergencies.

# data[].attributes.body
Jim Gibson:
He saw and witness all of the things that have been mentioned. They had a collaboration with some of the agencies in the state govt such as the collaboration with the Nevada Gaming Control Board and its Chair showed them that the collaboration they have is not only something they can improve upon, but they can make things that were unheard of possible.
Kevin Schiller:
October 1 hit them and they learned, structurally, what capabilities they had. It turned into chaos. In this disaster, they would take information and learn and react to it.
John Steinbeck:
The process of planning produces results that far out weigh the value of the official plans.
Ryan Turner:
The City of Henderson appreciated the Regional Policy meetings and schedule because it kept us all informed in very difficult times, process critical information with short turnarounds and allowed us all to be on the same page to serve our community the best.

# data[].attributes.body
Paul Moradkhan:
This group worked very well. There was very clear communication and everyone was on the same page. That action has served the community well in the last few years:
Ryann Juden:
The governor's office was extremely helpful in providing the national guard to them and they have been very beneficial to them. There has been some lasting collaboration that has worked well and will continue.
MKirkpatrick:
It was helpful for the local govt to get testing set up or bring in additional people, Having call centers within the hotels, and much more. They have a lot to be proud of in their state and their region. July 24th, 2020 they were expected to be reacting badly, but they have exceeded expectations and have continued to prove themselves throughout the process.
Misty:
Plan development on the fly to address unique needs of visitor populations.  Having all decision makers on board to approve and agree quickly.
John Steinbeck:
Using this group to help set policy for high level decision. *Go back to recording*
Yolanda King:
The actions of the federal government to provide funding to local governments was extremely helpful.  How to pay for the needs was one less issue we had to worry about.

# data[].attributes.body
Ryann Juden:
The state. They were trying to understand as the people who would be executing and implementing policy. They had to decipher things right away, without warning. There were very few things that came out of the governor's office that were not changed a few times during the process. It made them inefficient because they would start in one direction and then have to pivot into a different direction. It could have been a lot more efficient.
MKirkpatrick:
The lack of timing. The regional board started looking at this in February of 2020, but many others did not come to the table until March. They had to be able to turn on a dime, when they as a region had to provide basic necessities for people to live. They had to keep up with their services with the money they already had. They ended up shutting down the hotels and there was not a lot of coordination when it came to getting people in or out of the city. There was a lack of participation and discussion. The lack of specificity from the CDC caused a lot of frustration because there was no real guidance that came with the changes.
Paul Moradkhan:
Things were changing on a daily basis. Having to communicate with businesses all the changes. They needed time to inform everyone, but everything was changing so quickly it was hard to inform and implement.
Dr. Leguen:
They struggled a lot at the beginning of the vaccination campaign because they were restricted in the way they could manage the campaign. Their campaign in their initial phases moved slower than it could have. It had a negative impact on the campaign because people were actively looking for the campaign.
John Steinbeck:
The frustrations of not being able to get the vaccines out because of prioritization. They really lacked on the statewide capacity to be able to have hundreds of thousands of people sign up and be tracked and tell when they have gotten tested or gotten vaccinated.
Misty:
Lack of a consolidated distribution list for communicating with business owners the same message across all jurisdictions.
Gregg Maye:
They struggled with identifying people with specific skillsets and there was a finite amount of people that were trained in specific modalities. They had to go deep into the community to pull it together. You can't just bring in more police or nurses, because there are a finite amount. They struggled to come up with policies about contact which would allow them to carry out their mission.
Jayson:
Stemming from Chief's Steinbeck's comments on the duration of the pandemic. Employee burnout has been impacted operations significantly combined with the ever changing CDC guidelines.

# data[].attributes.body
Dr. Leguen:
From day 1, all agencies and community partners in CC were active participants in the response. In the health district, they have received a positive response from the different partners. Although things were changing often and was a big challenge, they have remained a strong entity and it has help them solve challenges.
MKirkpatrick:
At the end of the day, each day was hard. It is okay to be human yourself, and you have bad days, but it starts over the next day. You need to be string during a crisis, but you are only as strong as you can be.
Cassius:
It is important to remind yourself that this is a 100 year problem and that we are a part of history. This is a marathon and not a sprint. Pace yourself properly or you can end up in a wreck.
Yolanda:
Communication is imperative!  Best way to communicate quickly!

# data[].attributes.body
Misty:
Existing relationships. Diversity of expertise and ability to leverage resources across the community
MKirkpatrick:
Having a national liaison to talk through the issues that they were seeing across the country. The hotels had access to PPE from around the world through their relationships. They learned how important those outside relationships were
Melanie R:
Guidelines and information sharing from others that were impacted earlier
John Steinbeck:
Some of the resources that they were able to get were helpful. They would have had a hard time if they had not had the National Guard come in.
Mason:
They took the pause very seriously. Testing, having hospital collaboration discussions were beneficial. The support that they had from all industries were paramount.
Dr. Leguen:
The assistance they had from Health and Human Services and the collaboration that the health district had with other large cities. They identified best practices from across the country and he was able to implement some of them. The people from CDC provided information that was beneficial.
Kevin Schiller:
The external side of resources and health, one of the difficulties was trying to figure out an interpretation of receiving information and interpretating it locally.

# data[].attributes.body
MKirkpatrick:
As a group they all agreed to do whatever it took to come together, whether it be midnight meeting, briefings, etc. She does not feel like this question really applies to them. The biggest problem was the lack of the state attending their calls.
John Steinbeck:
Understanding the scope. How bad is bad? It is still a challenge to this day, but initially they had calls from hotels and patrons freaking out as everything was beginning to happen. There were many unknowns about staffing, the spread of the virus, funding, how will services be provided, etc.
Melanie R:
I would add to that list to include the management of decedents, handling human remains that were Covid19 positive. Funeral homes that were hesitant to take these on, how to transport and conduct examinations in the initial months of this pandemic.