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COVID-19 Resilience
This is a media series born from the COVID-
19 global outbreak. Bearing the organization
DNA as a network of young leaders that
cross cuts public policy, private sector and
entrepreneurship focused on tackling
complex urban issues, Future City Summit
(FCS, now expanded into Good City
Foundation or GCF) is dedicating this series
to the various personas represented in our
global network. It would be particularly helpful
to a significant number of GCF members,
who wear multiple hats and play “slash” roles.
The forthcoming blog posts would form a
prologue of the outreach done by GCF during
this year’s global health crisis. Backed by our
resilience theory (link), we use a stakeholder
approach to evaluate how different roles
contribute to increasing the resilience of a
country or a city.
We start from policymakers and civil
servants, an important group of GCF
partners, to discuss the new qualities needed
in public sector leaders to keep people and
cities stick together. Then we move on to the
100+ entrepreneurs and businessmen in
GCF who have to take on expanded
responsibility to help industries withstand
shocks. We also speak about new forms of
leadership and managerial skills with C-suite
executives now ensuring their remote
working teams do not fall apart. Last but not
least, to the lively group of GCF civic society
change makers, we share how to keep the
advocacy spirits high when the world is in
chaos.
The series is not another article of high-level
academic research. Rather, GCF would like
to share best practices, up-to-date market
intelligence and anecdotes we picked up
when running GCF in the stressful times of
COVID-19. We trust these insights have long-
term implications to our partners and
supporters who care deeply about future
citives and future world. This differentiates
GCF’s bottom-up approach, from other think
tanks’ and institutions’.
(0) Series Introduction
Cases of pneumonia caused by COVID-19, a
type of novel coronavirus, were first detected
in Wuhan, Hubei Province of China in late
December 2019. New infection cases
increased rapidly throughout the next two
months given the Spring Festival break. The
virus appears to be highly contagious, but the
fatality rate has been lower than historical
pandemics, such as SARS. The Chinese
government has taken large-scale efforts to
contain the spread of disease including
closure of transport links and work
suspension in most provinces for two weeks
or more. Citizens have to comply with strict
health checks and quarantine measures.
Transmission went on beyond China. In early
February, there were cases detected around
Asia and sporadic ones in the West. Very
soon, social settings that are densely
populated, such as cruise and cultural
gatherings, have found group infections.
Japan and Korea are the earliest among
advanced countries to adopt emergency
measures in response to domestic outbreaks.
The number of injections continues to grow
globally. As March approaches, over 100
countries have reported cases of COVID-19
and the patient toll surpassed 100,000. On
March 11th, the World Health Organization
(WHO) officially declared a pandemic. All
countries are asked to take urgent actions to
combat the alarming levels of spread and
severity caused by COVID-19. Mass travel
restrictions, border closure, country
lockdowns and emergency public health
enforcement are among the common tactics
undertaken by governments.
(1) The Global Context
As a result of the global pandemic, the first
economic shock landed on the oil market.
Crude prices had its largest decline since
1991 and a failed compromise among
producing countries further contributed to the
instability of oil prices. The next up is public
financial markets. Investors woke up in the
multiple circuit breaks that occurred in the US
stock exchanges. Most economists have
slashed the short and medium term of global
GDP growth forecasts.
Policy and a well-planned dynamic urban
governance can always set a high standard
and collective prevention mentality in the
servants and the public community. While
new inter-agency task forces have been set
to plan for long-term development and
prevention, we note policymakers should be
highly vigilant at this moment, especially
those in emerging markets where GCF has
worked extensively to help shape the political
and economic landscape. Public-sector
leaders will have to accept that market cycles
are going to be increasingly shorter and more
volatile in the future. Historical patterns are
no longer indicative of the future. People will
need their government officials to be
equipped with high emotional intelligence to
handle all sorts of uncertainty with calmness
and neutral emotions under pressure. It is
also related to skills dealing with the press
and different pressure groups (e.g. cultural
and demographic), so that a clear narrative
and the key messages can be timely
communicated to the public.
COVID-19 is proving to be a high-stake test
for government’s appraisal capability. Good
leaders ought to be very familiar with its own
country’s fiscal, economic and diplomatic
balance sheets. For instance, a country with
huge trade surplus and reserves like China is
likely to have more buffer, in a catastrophe-
like situation, versus other nations with
serious deficits. Any under-estimation or
inaccurate appraisal of a country or a city
would misguide the decision-making process.
From the experience of GCF and the
solution-oriented hackathons we hosted,
appraisal is always the first step towards
problem solving. Governments require a
clear, consistent understanding of their
respective assets, liabilities, strengths,
weaknesses, opportunities and threats. We
witnessed how the same policy measures
can lead to very different outcomes for
countries with contrasting institutional
attributes.
(2) To Policymakers
Supply chain disruption is arguably the
biggest hit to the private sector, with no
exemptions to large multinational
corporations. Before COVID-19, companies
enjoyed cheap liquidity and infinite access to
suppliers or outsourcing contractors. In
fiercely competitive markets, the only concern
of companies is maximizing cost efficiency
with little consideration of investing to
develop a wide range of long-term
capabilities. Hence, new business models are
invented such as “white-label”, “just-in-time”,
“asset-light”. We thought those days of easy
success would last forever.
Until a coronavirus struck in 2020.
Companies took a painful lesson to recognize
the immense benefits of building a system
that can be fully destroyed at all times. At
least, they should have planned for
contingent nearby suppliers and service
providers (such as logistics and warehousing)
for coping with massive industrial break-
downs. By GCF’s observation, most
emerging countries have a large informal
economy with most sectors being fragmented
and filled with small and micro enterprises.
However, as the crisis develops, those who
own strategic fixed assets quickly become
winners. They can rapidly take over weak
unproductive players and scale up production
to fill in the severe shortage (e.g. medical
essentials and basic food supply). Industry
consolidation will accelerate much faster than
expected.
On the other hand, as not all companies can
be completely integrated due to capital and
resource constraints, how to manage vendor
relationships becomes tricky. When funding is
tight under current circumstances, it is natural
to think about an individual firm’s survival. But
as a supporter of long-term partnership
values, GCF would say survival of a value
chain should come first because companies
are highly interrelated. Similar to our
objectives of bringing all stakeholders to one
conference table when organizing our Annual
Meet, a lenient and conciliatory approach is
highly preferred to resolve delays in
payments or delivery of goods. It would be a
key support pillar for everyone in the same
ecosystem or industry value chain to safely
navigate through a difficult transition.
(3) To Private Sector
As an organization that has been managing
remote teams since foundation, GCF has
substantial experience in creating a virtual
environment for all team members to be
productive and fulfilled. We consciously made
the decision of building a virtual team to
practice our vision of becoming a multilateral
organization that fosters cross-sector
collaboration. Moreover, we appreciate the
diversity of input received from members
located in different places. On the external-
facing business side, GCF manages a
partnership network of 40+ cities in Asia,
Africa and beyond.
At the time of writing and in the middle of the
global pandemic, GCF founders, executives
and lead advisors are in Singapore, Hong
Kong, Bangladesh, Australia and the United
Kingdom respectively. We maintain the best
practices and highest standards of managing
efficient teams. There is a strong focus on
direct and transparent communication.
Everyone is only one phone call away to
discuss business matters as well as personal
concerns.
The support system and organizational
culture come into play when team members
are refrained from travelling and arranging in-
person meetings. In GCF, most of us have
healthy social media habits. We keep people
posted on interesting things, big or small, in
our daily lives. Sure these are great
conversation starters over the phone. They
can also be a good gauge of an individual
member’s well-being when adapting to
unfamiliar conditions such as social
distancing. Virtual team bonding is possible
when an organization has a common goal of
happiness, social impact and work
productivity. This is what keeps GCF carrying
out our mission further.
Since the very inception of the organization,
Good City Foundation has run most of its
operations remotely. As the board members
are working closely from Singapore, Hong
Kong, Bangladesh, Australia and the United
Kingdom, talented and agile executives from
Indonesia and Philippines are working closely
to run the daily tasks of the organization.
Moreover, the organization is expanding its
branch offices in Bangkok, Manila and
Jakarta. The local partners in these three
cities are also working remotely and bringing
in diverse perspectives and resources to the
organization. Good City Foundation has been
a borderless, domain-independent and
emerging talent-driven organization where
colleagues work closely and often remotely.
To master the perfect flow, here are the 4 key
inhouse practices the Foundation does:
• Daily Communication: Slack does not
slacken, rather fastens the day to day
communication of GCF. The team maintains
proper channels and communications threads
for daily internal communication. Slack helps
the team members to save and share files
easily, maintain communication loops and
stay close.
• Milestone and Task list: The morning
starts with a hello to Trello! The foundation
maintains separate boards for each
department. Each board has multiple cards of
tasks with proper mention of the task,
deadline, designated person and necessary
resource materials are added.
4) To C-Suite Executives
• Documentation is the key: The foundation
of the Foundation lies on the strong
documentation culture of the team.
Maintaining proper mail culture, sharing
documents through google drive, noting down
meeting minutes and multiple other
documentation activities have made work
easy for the team.
• Meetings: Why spend hours in face to
face meetings when things can get done with
equal efficiency in a shorter time? Most of the
meetings are done online in the foundation.
Before the meeting, clear agenda are set, the
meetings involve everyone’s perspectives
and minutes are noted down for next steps.
This saves time, gets work done and keeps
the organization running.
Arts and humor are the universal language to
spread love, care, empathy and optimism. No
one can be certain when COVID-19 will end.
Many people are in despair alone and search
for hope through media outlets. GCF has a
talented city partner who drew some funny
sketches to bring smiles back to people’s
faces. In the next few months, we continue to
stretch our creativity for gathering moral
support and standing behind the people
whom we serve and are proud of. Afterall, we
need a break from serious business
sometimes.
During this critical phrase, people around the
world are in quarantine. Being alone and
locked can have extreme psychological
consequences which might lead to serious
depression. Social Media platforms and
specially funny contents are playing important
roles to elevate the mood of the people. The
Internet is seeing a massive surge of
sarcastic contents. People are using
platforms like Facebook, Instagram, 9GAG,
Reddit to share memes and funny contents to
fight against depression, stay entertained and
often mocking failure of the authorities
through memes. Moreover, influencers and
vloggers from all$ over the world are helping
through sharing important insights through
social media which is creating an alternative
source of information and mass
communication.
Being in quarantine for weeks is a great
chance to spend more time with the family.
People are working from home, spending
more time with family and sharing meals
together. It's a great chance to catch up on
each other’s lives, reminiscing good incidents
from the past and being more empathetic
towards each other. This is a golden
opportunity of increasing social bonding.
On top of that, after multiple virtual catch-ups,
GCF noticed young local community leaders
whom we work with are often quite anxious.
They want to do something concrete and fight
against the virus for their communities. They
are desperate for masks and medical items,
or raise public awareness of local small
medium businesses. As a seasoned resource
aggregator and facilitator, GCF advises
against any panic running around and making
rash decisions. The world is moving towards
an uncharted territory with many pitfalls. Civil
society actors have to avoid wasting time,
energy and valuable resources on hasty
decisions or ineffective actions.
On the other hand, there are certain cultural
influences on people’s behaviour towards the
COVID-19 outbreak. Certain cultures are
calling for mass gathering to raise COVID-19
awareness, coming up with wrong ( but
culturally believed) remedies to fight against
COVID-19 without any scientific evidence,
coming up with multiple conspiracy theories
and so on. The role of GCF and the
stakeholders will be to raise awareness to
stop any sort of cultural wrongdoing which
might make the situation worse or might lead
to racial discrimination as well.
The Government’s emotional intelligence,
proper access to information through
technology and responsible use of social
media can play a major role to bring the world
on the same page and provide proper
guidance to fight against this pandemic.
(5) To Civil Society Actors
Here comes the power of leverage, synergy
and collective wisdom. Collaboration remains
a major driving force to effecting a long-term,
sustainable, positive change to a society. In
the light of the global pandemic event, GCF is
launching a global crowd-sourcing platform
for practical ideas that support vulnerable
people and businesses impacted by COVID-
19. The platform will be a starting point to
help local young leaders in correctly
estimating the project costs and value (could
be distorted by the crisis). Plus, GCF will tap
the wealth of local knowledge to find
overlapping areas that may create synergy
among community leaders and magnify
social impacts.
While nations are getting shut down,
travelling is banned and people are in
quarantine, it seems like planet earth has got
some chance to breathe. Unexpected but
true, the COVID-19 outbreak is benefiting the
environment while having a negative impact
on other sectors. Animals are moving freely
around their habitat; canals and rivers are
getting cleaner giving a room for the fishes
and swans to come back; global air quality is
getting better. Data from the European Space
Agency (ESA) has demonstrated a distinct
drop in an air pollutant - nitrogen dioxide from
January to March. Air and noise pollution is
getting lower than ever before in some of the
world's most polluted cities.
But the COVID-19 is taking its toll on the
animal conservation sector quite heavily. Due
to fund shortage and travel ban, the animal
conservationists are unable to run their works
which might lead to a deep negative impact
on animal life across the globe.
(6) Nature and Environment:
This current crisis has made the citizens
across the globe realize that “COVID-19 is a
global crisis and we are into this together”.
This mindset is an opportunity to promote
cross-border and cross-sector collaboration
to work for the greater good. Just like people
are considering doctors, nurses, pharmacists,
teachers, caregivers, store clerks, utility
workers, small-business owners as national
heroes who have worked hand in hand during
this crisis, people are also realizing the
importance of cross-border collaboration. A
good example is China extending hands to
send medical supplies and doctors to the
countries in need or Cuba sending medical
teams to help Italy. The crisis has helped
people to think from a larger spectrum and
realize that weakness and strength of one
country will definitely have a significant
impact on other countries. No one is an
island; we cannot isolate any country just
because of geographical, cultural or
economical differences. Even emerging
nations like Cuba can be of a great help for
developed nations like Italy.
The COVID-19 has become a global health
crisis since January 2020. In response to this
highly stressful event, people may develop
psychopathological symptoms. These
symptoms persist when people process the
crisis in a way that creates a sense of serious
threat (Ehlers & Clark, 2000). This sense of
threat has been thought to result from
excessively negative appraisals of the crisis
and a disturbance of memory formation, as
well as maladaptive coping strategies. The
cognitive model (Ehlers & Clark, 2000)
explains the psychological processes
underlying the development of symptoms of
post-traumatic stress disorder, anxiety and
depression during the COVID-19. Based on
this model, appraisal, memory and coping
strategies are the key targets to understand
for prevention and intervention.
(7) Cross-Sector and Cross-Border
Collaboration:
(8) Psychology and
Behavioural Science:
The COVID-19 has become a global health
crisis since January 2020. In response to this
highly stressful event, people may develop
psychopathological symptoms. These
symptoms persist when people process the
crisis in a way that creates a sense of serious
threat (Ehlers & Clark, 2000). This sense of
threat has been thought to result from
excessively negative appraisals of the crisis
and a disturbance of memory formation, as
well as maladaptive coping strategies. The
cognitive model (Ehlers & Clark, 2000)
explains the psychological processes
underlying the development of symptoms of
post-traumatic stress disorder, anxiety and
depression during the COVID-19. Based on
this model, appraisal, memory and coping
strategies are the key targets to understand
for prevention and intervention.
(8) Psychology and
Behavioural Science:
Sector Resource Person
Pharmaceutical and Medical
Urban Planning
Psychology and Behavioral Science
Development Finance
Investment
Automotive and Electronics
Logistics and Shipping
Tourism and Hospitality
Fintech
E-Commerce
Banking
Executives and Management
Policy and Governance
Public sector and Local Government
Art and Culture
Food Industry
Aerospace
European Union / Deep tech x
Sustainability
BioTech / Product design?
Media and Entertainment
Workforce and Employment
Law and Justice
Healthcare
Vincent Ng
Lawrence Yu
Peggy Tse
Wira (from portfolio. Can also look for more)
Sparky
Shadman Sadab
Andre Kowk
Mayors from each city (easy access Mayor office
of Bandung)
Richard Hsu (Global Branding)
Khunglang, Wichuda
Helen Tung (GCF advisory,
helentung.tlc@gmail.com)
Vladimir Bataev
Isaya Yunge
Karl Kongkham
Wahyu (from portfolio. But can look for more)
Attorney Jay
From Harvard Medical School can be involved
The Flow of Contents:
Blog Podcast Documentation of Insights
Formation of COVID19 Resilience Playbook
Advisory support to the stakeholders of GCF
Implementation of COVID19 Knowledge in
FCS and PPP by Youth.
Nature of Contents:
Blog: Short blogs will be written on the impact
of COVID19 on different sectors. Each blog
will project data and information to give a
clear context, create a foreground to dig deep
into each topic during the Podcast. If relevant
persons and stories are available within the
GCF ecosystem, then we can go for
storytelling along with data projection in each
blog.
Click here for example
Click here for Link to (Urban) Planning for
Pandemics: why we need to act now! GCF
partner event
Podcast/Videocast: Each Podcast/
Videocast will bring in experts from different
domains and regions to share deeper insights
about the COVID-19 situation in their domain
and region, the steps being taken for fighting
the situation and they will summarize the talk
by calling for actions to recover from the
crisis and build future action plans.
Click here for Podcast Plan
Documentation of Insights: Further
insights and documents will be compiled
along with the sharings from the speakers to
form a concrete document on the impact of
COVID-19 in each sector.
COVID-2019 Resilience Playbook:
Keeping the spirit of City Resilience and
Serving the bottom of the pyramid in mind, all
the documents will be compiled as a full
fledged playbook for COVID-19 Resilience
which will work as the key handbook for the
stakeholders of GCF to fight against COVID-
19 and rebuild after COVID-19. The playbook
will also shed light on the future necessary
steps for fighting against pandemics.
Advisory Support: Keeping the very
initial cause of starting this series in mind,
GCF will start providing professional advisory
support, through the Rainmaker Ventures, to
the stakeholders of GCF on COVID-19
Resilience.
Implementation During Programs:
COVID-19 and Pandemic Resilience will be
incorporated as one of the key agenda of the
Foundation. This will echo the upcoming
programs and meet-ups, panel discussions,
private meetings and other activities of the
Foundation. The vision is to facilitate the
Emerging Nations to get through the global
crisis with a very bottom up approach and to
build City Resilience. The knowledge and
outcomes from the Blog and Podcast series
will be incorporated in the process.

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(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):現存就業政策的效果是否能輻射到社區層面,舒緩青年「在職貧窮」問題?(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):現存就業政策的效果是否能輻射到社區層面,舒緩青年「在職貧窮」問題?
(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):現存就業政策的效果是否能輻射到社區層面,舒緩青年「在職貧窮」問題?
 
(簡報) 好城市基金會公共政策分析報告(2022 年 8 月):現存就業政策的效果是否能輻射到社區層面,舒緩青年「在職貧窮」問題?
(簡報) 好城市基金會公共政策分析報告(2022 年 8 月):現存就業政策的效果是否能輻射到社區層面,舒緩青年「在職貧窮」問題?(簡報) 好城市基金會公共政策分析報告(2022 年 8 月):現存就業政策的效果是否能輻射到社區層面,舒緩青年「在職貧窮」問題?
(簡報) 好城市基金會公共政策分析報告(2022 年 8 月):現存就業政策的效果是否能輻射到社區層面,舒緩青年「在職貧窮」問題?
 
(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):香港製造業工業藍圖路徑的轉型挑戰
(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):香港製造業工業藍圖路徑的轉型挑戰(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):香港製造業工業藍圖路徑的轉型挑戰
(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):香港製造業工業藍圖路徑的轉型挑戰
 
(簡報) 好城市基金會公共政策分析報告(2022 年 8 月):香港製造業工業藍圖路徑的轉型挑戰
(簡報) 好城市基金會公共政策分析報告(2022 年 8 月):香港製造業工業藍圖路徑的轉型挑戰(簡報) 好城市基金會公共政策分析報告(2022 年 8 月):香港製造業工業藍圖路徑的轉型挑戰
(簡報) 好城市基金會公共政策分析報告(2022 年 8 月):香港製造業工業藍圖路徑的轉型挑戰
 
(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):企業參與社區建設的模式與路徑及有效性提升
(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):企業參與社區建設的模式與路徑及有效性提升(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):企業參與社區建設的模式與路徑及有效性提升
(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):企業參與社區建設的模式與路徑及有效性提升
 
(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):再工業化背景下如何賦能大埔養老與老年友好型社區營造
(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):再工業化背景下如何賦能大埔養老與老年友好型社區營造(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):再工業化背景下如何賦能大埔養老與老年友好型社區營造
(完整報告) 好城市基金會公共政策分析報告(2022 年 8 月):再工業化背景下如何賦能大埔養老與老年友好型社區營造
 
(簡報) 好城市基金會公共政策分析報告(2022 年 8 月):再工業化背景下如何賦能大埔養老與老年友好型社區營造
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Media Playbook: City and The Cities

  • 2. This is a media series born from the COVID- 19 global outbreak. Bearing the organization DNA as a network of young leaders that cross cuts public policy, private sector and entrepreneurship focused on tackling complex urban issues, Future City Summit (FCS, now expanded into Good City Foundation or GCF) is dedicating this series to the various personas represented in our global network. It would be particularly helpful to a significant number of GCF members, who wear multiple hats and play “slash” roles. The forthcoming blog posts would form a prologue of the outreach done by GCF during this year’s global health crisis. Backed by our resilience theory (link), we use a stakeholder approach to evaluate how different roles contribute to increasing the resilience of a country or a city. We start from policymakers and civil servants, an important group of GCF partners, to discuss the new qualities needed in public sector leaders to keep people and cities stick together. Then we move on to the 100+ entrepreneurs and businessmen in GCF who have to take on expanded responsibility to help industries withstand shocks. We also speak about new forms of leadership and managerial skills with C-suite executives now ensuring their remote working teams do not fall apart. Last but not least, to the lively group of GCF civic society change makers, we share how to keep the advocacy spirits high when the world is in chaos. The series is not another article of high-level academic research. Rather, GCF would like to share best practices, up-to-date market intelligence and anecdotes we picked up when running GCF in the stressful times of COVID-19. We trust these insights have long- term implications to our partners and supporters who care deeply about future citives and future world. This differentiates GCF’s bottom-up approach, from other think tanks’ and institutions’. (0) Series Introduction
  • 3. Cases of pneumonia caused by COVID-19, a type of novel coronavirus, were first detected in Wuhan, Hubei Province of China in late December 2019. New infection cases increased rapidly throughout the next two months given the Spring Festival break. The virus appears to be highly contagious, but the fatality rate has been lower than historical pandemics, such as SARS. The Chinese government has taken large-scale efforts to contain the spread of disease including closure of transport links and work suspension in most provinces for two weeks or more. Citizens have to comply with strict health checks and quarantine measures. Transmission went on beyond China. In early February, there were cases detected around Asia and sporadic ones in the West. Very soon, social settings that are densely populated, such as cruise and cultural gatherings, have found group infections. Japan and Korea are the earliest among advanced countries to adopt emergency measures in response to domestic outbreaks. The number of injections continues to grow globally. As March approaches, over 100 countries have reported cases of COVID-19 and the patient toll surpassed 100,000. On March 11th, the World Health Organization (WHO) officially declared a pandemic. All countries are asked to take urgent actions to combat the alarming levels of spread and severity caused by COVID-19. Mass travel restrictions, border closure, country lockdowns and emergency public health enforcement are among the common tactics undertaken by governments. (1) The Global Context
  • 4. As a result of the global pandemic, the first economic shock landed on the oil market. Crude prices had its largest decline since 1991 and a failed compromise among producing countries further contributed to the instability of oil prices. The next up is public financial markets. Investors woke up in the multiple circuit breaks that occurred in the US stock exchanges. Most economists have slashed the short and medium term of global GDP growth forecasts. Policy and a well-planned dynamic urban governance can always set a high standard and collective prevention mentality in the servants and the public community. While new inter-agency task forces have been set to plan for long-term development and prevention, we note policymakers should be highly vigilant at this moment, especially those in emerging markets where GCF has worked extensively to help shape the political and economic landscape. Public-sector leaders will have to accept that market cycles are going to be increasingly shorter and more volatile in the future. Historical patterns are no longer indicative of the future. People will need their government officials to be equipped with high emotional intelligence to handle all sorts of uncertainty with calmness and neutral emotions under pressure. It is also related to skills dealing with the press and different pressure groups (e.g. cultural and demographic), so that a clear narrative and the key messages can be timely communicated to the public. COVID-19 is proving to be a high-stake test for government’s appraisal capability. Good leaders ought to be very familiar with its own country’s fiscal, economic and diplomatic balance sheets. For instance, a country with huge trade surplus and reserves like China is likely to have more buffer, in a catastrophe- like situation, versus other nations with serious deficits. Any under-estimation or inaccurate appraisal of a country or a city would misguide the decision-making process. From the experience of GCF and the solution-oriented hackathons we hosted, appraisal is always the first step towards problem solving. Governments require a clear, consistent understanding of their respective assets, liabilities, strengths, weaknesses, opportunities and threats. We witnessed how the same policy measures can lead to very different outcomes for countries with contrasting institutional attributes. (2) To Policymakers
  • 5. Supply chain disruption is arguably the biggest hit to the private sector, with no exemptions to large multinational corporations. Before COVID-19, companies enjoyed cheap liquidity and infinite access to suppliers or outsourcing contractors. In fiercely competitive markets, the only concern of companies is maximizing cost efficiency with little consideration of investing to develop a wide range of long-term capabilities. Hence, new business models are invented such as “white-label”, “just-in-time”, “asset-light”. We thought those days of easy success would last forever. Until a coronavirus struck in 2020. Companies took a painful lesson to recognize the immense benefits of building a system that can be fully destroyed at all times. At least, they should have planned for contingent nearby suppliers and service providers (such as logistics and warehousing) for coping with massive industrial break- downs. By GCF’s observation, most emerging countries have a large informal economy with most sectors being fragmented and filled with small and micro enterprises. However, as the crisis develops, those who own strategic fixed assets quickly become winners. They can rapidly take over weak unproductive players and scale up production to fill in the severe shortage (e.g. medical essentials and basic food supply). Industry consolidation will accelerate much faster than expected. On the other hand, as not all companies can be completely integrated due to capital and resource constraints, how to manage vendor relationships becomes tricky. When funding is tight under current circumstances, it is natural to think about an individual firm’s survival. But as a supporter of long-term partnership values, GCF would say survival of a value chain should come first because companies are highly interrelated. Similar to our objectives of bringing all stakeholders to one conference table when organizing our Annual Meet, a lenient and conciliatory approach is highly preferred to resolve delays in payments or delivery of goods. It would be a key support pillar for everyone in the same ecosystem or industry value chain to safely navigate through a difficult transition. (3) To Private Sector
  • 6. As an organization that has been managing remote teams since foundation, GCF has substantial experience in creating a virtual environment for all team members to be productive and fulfilled. We consciously made the decision of building a virtual team to practice our vision of becoming a multilateral organization that fosters cross-sector collaboration. Moreover, we appreciate the diversity of input received from members located in different places. On the external- facing business side, GCF manages a partnership network of 40+ cities in Asia, Africa and beyond. At the time of writing and in the middle of the global pandemic, GCF founders, executives and lead advisors are in Singapore, Hong Kong, Bangladesh, Australia and the United Kingdom respectively. We maintain the best practices and highest standards of managing efficient teams. There is a strong focus on direct and transparent communication. Everyone is only one phone call away to discuss business matters as well as personal concerns. The support system and organizational culture come into play when team members are refrained from travelling and arranging in- person meetings. In GCF, most of us have healthy social media habits. We keep people posted on interesting things, big or small, in our daily lives. Sure these are great conversation starters over the phone. They can also be a good gauge of an individual member’s well-being when adapting to unfamiliar conditions such as social distancing. Virtual team bonding is possible when an organization has a common goal of happiness, social impact and work productivity. This is what keeps GCF carrying out our mission further. Since the very inception of the organization, Good City Foundation has run most of its operations remotely. As the board members are working closely from Singapore, Hong Kong, Bangladesh, Australia and the United Kingdom, talented and agile executives from Indonesia and Philippines are working closely to run the daily tasks of the organization. Moreover, the organization is expanding its branch offices in Bangkok, Manila and Jakarta. The local partners in these three cities are also working remotely and bringing in diverse perspectives and resources to the organization. Good City Foundation has been a borderless, domain-independent and emerging talent-driven organization where colleagues work closely and often remotely. To master the perfect flow, here are the 4 key inhouse practices the Foundation does: • Daily Communication: Slack does not slacken, rather fastens the day to day communication of GCF. The team maintains proper channels and communications threads for daily internal communication. Slack helps the team members to save and share files easily, maintain communication loops and stay close. • Milestone and Task list: The morning starts with a hello to Trello! The foundation maintains separate boards for each department. Each board has multiple cards of tasks with proper mention of the task, deadline, designated person and necessary resource materials are added. 4) To C-Suite Executives
  • 7. • Documentation is the key: The foundation of the Foundation lies on the strong documentation culture of the team. Maintaining proper mail culture, sharing documents through google drive, noting down meeting minutes and multiple other documentation activities have made work easy for the team. • Meetings: Why spend hours in face to face meetings when things can get done with equal efficiency in a shorter time? Most of the meetings are done online in the foundation. Before the meeting, clear agenda are set, the meetings involve everyone’s perspectives and minutes are noted down for next steps. This saves time, gets work done and keeps the organization running.
  • 8. Arts and humor are the universal language to spread love, care, empathy and optimism. No one can be certain when COVID-19 will end. Many people are in despair alone and search for hope through media outlets. GCF has a talented city partner who drew some funny sketches to bring smiles back to people’s faces. In the next few months, we continue to stretch our creativity for gathering moral support and standing behind the people whom we serve and are proud of. Afterall, we need a break from serious business sometimes. During this critical phrase, people around the world are in quarantine. Being alone and locked can have extreme psychological consequences which might lead to serious depression. Social Media platforms and specially funny contents are playing important roles to elevate the mood of the people. The Internet is seeing a massive surge of sarcastic contents. People are using platforms like Facebook, Instagram, 9GAG, Reddit to share memes and funny contents to fight against depression, stay entertained and often mocking failure of the authorities through memes. Moreover, influencers and vloggers from all$ over the world are helping through sharing important insights through social media which is creating an alternative source of information and mass communication. Being in quarantine for weeks is a great chance to spend more time with the family. People are working from home, spending more time with family and sharing meals together. It's a great chance to catch up on each other’s lives, reminiscing good incidents from the past and being more empathetic towards each other. This is a golden opportunity of increasing social bonding. On top of that, after multiple virtual catch-ups, GCF noticed young local community leaders whom we work with are often quite anxious. They want to do something concrete and fight against the virus for their communities. They are desperate for masks and medical items, or raise public awareness of local small medium businesses. As a seasoned resource aggregator and facilitator, GCF advises against any panic running around and making rash decisions. The world is moving towards an uncharted territory with many pitfalls. Civil society actors have to avoid wasting time, energy and valuable resources on hasty decisions or ineffective actions. On the other hand, there are certain cultural influences on people’s behaviour towards the COVID-19 outbreak. Certain cultures are calling for mass gathering to raise COVID-19 awareness, coming up with wrong ( but culturally believed) remedies to fight against COVID-19 without any scientific evidence, coming up with multiple conspiracy theories and so on. The role of GCF and the stakeholders will be to raise awareness to stop any sort of cultural wrongdoing which might make the situation worse or might lead to racial discrimination as well. The Government’s emotional intelligence, proper access to information through technology and responsible use of social media can play a major role to bring the world on the same page and provide proper guidance to fight against this pandemic. (5) To Civil Society Actors
  • 9. Here comes the power of leverage, synergy and collective wisdom. Collaboration remains a major driving force to effecting a long-term, sustainable, positive change to a society. In the light of the global pandemic event, GCF is launching a global crowd-sourcing platform for practical ideas that support vulnerable people and businesses impacted by COVID- 19. The platform will be a starting point to help local young leaders in correctly estimating the project costs and value (could be distorted by the crisis). Plus, GCF will tap the wealth of local knowledge to find overlapping areas that may create synergy among community leaders and magnify social impacts. While nations are getting shut down, travelling is banned and people are in quarantine, it seems like planet earth has got some chance to breathe. Unexpected but true, the COVID-19 outbreak is benefiting the environment while having a negative impact on other sectors. Animals are moving freely around their habitat; canals and rivers are getting cleaner giving a room for the fishes and swans to come back; global air quality is getting better. Data from the European Space Agency (ESA) has demonstrated a distinct drop in an air pollutant - nitrogen dioxide from January to March. Air and noise pollution is getting lower than ever before in some of the world's most polluted cities. But the COVID-19 is taking its toll on the animal conservation sector quite heavily. Due to fund shortage and travel ban, the animal conservationists are unable to run their works which might lead to a deep negative impact on animal life across the globe. (6) Nature and Environment:
  • 10. This current crisis has made the citizens across the globe realize that “COVID-19 is a global crisis and we are into this together”. This mindset is an opportunity to promote cross-border and cross-sector collaboration to work for the greater good. Just like people are considering doctors, nurses, pharmacists, teachers, caregivers, store clerks, utility workers, small-business owners as national heroes who have worked hand in hand during this crisis, people are also realizing the importance of cross-border collaboration. A good example is China extending hands to send medical supplies and doctors to the countries in need or Cuba sending medical teams to help Italy. The crisis has helped people to think from a larger spectrum and realize that weakness and strength of one country will definitely have a significant impact on other countries. No one is an island; we cannot isolate any country just because of geographical, cultural or economical differences. Even emerging nations like Cuba can be of a great help for developed nations like Italy. The COVID-19 has become a global health crisis since January 2020. In response to this highly stressful event, people may develop psychopathological symptoms. These symptoms persist when people process the crisis in a way that creates a sense of serious threat (Ehlers & Clark, 2000). This sense of threat has been thought to result from excessively negative appraisals of the crisis and a disturbance of memory formation, as well as maladaptive coping strategies. The cognitive model (Ehlers & Clark, 2000) explains the psychological processes underlying the development of symptoms of post-traumatic stress disorder, anxiety and depression during the COVID-19. Based on this model, appraisal, memory and coping strategies are the key targets to understand for prevention and intervention. (7) Cross-Sector and Cross-Border Collaboration: (8) Psychology and Behavioural Science:
  • 11. The COVID-19 has become a global health crisis since January 2020. In response to this highly stressful event, people may develop psychopathological symptoms. These symptoms persist when people process the crisis in a way that creates a sense of serious threat (Ehlers & Clark, 2000). This sense of threat has been thought to result from excessively negative appraisals of the crisis and a disturbance of memory formation, as well as maladaptive coping strategies. The cognitive model (Ehlers & Clark, 2000) explains the psychological processes underlying the development of symptoms of post-traumatic stress disorder, anxiety and depression during the COVID-19. Based on this model, appraisal, memory and coping strategies are the key targets to understand for prevention and intervention. (8) Psychology and Behavioural Science:
  • 12. Sector Resource Person Pharmaceutical and Medical Urban Planning Psychology and Behavioral Science Development Finance Investment Automotive and Electronics Logistics and Shipping Tourism and Hospitality Fintech E-Commerce Banking Executives and Management Policy and Governance Public sector and Local Government Art and Culture Food Industry Aerospace European Union / Deep tech x Sustainability BioTech / Product design? Media and Entertainment Workforce and Employment Law and Justice Healthcare Vincent Ng Lawrence Yu Peggy Tse Wira (from portfolio. Can also look for more) Sparky Shadman Sadab Andre Kowk Mayors from each city (easy access Mayor office of Bandung) Richard Hsu (Global Branding) Khunglang, Wichuda Helen Tung (GCF advisory, helentung.tlc@gmail.com) Vladimir Bataev Isaya Yunge Karl Kongkham Wahyu (from portfolio. But can look for more) Attorney Jay From Harvard Medical School can be involved
  • 13. The Flow of Contents: Blog Podcast Documentation of Insights Formation of COVID19 Resilience Playbook Advisory support to the stakeholders of GCF Implementation of COVID19 Knowledge in FCS and PPP by Youth. Nature of Contents: Blog: Short blogs will be written on the impact of COVID19 on different sectors. Each blog will project data and information to give a clear context, create a foreground to dig deep into each topic during the Podcast. If relevant persons and stories are available within the GCF ecosystem, then we can go for storytelling along with data projection in each blog. Click here for example Click here for Link to (Urban) Planning for Pandemics: why we need to act now! GCF partner event Podcast/Videocast: Each Podcast/ Videocast will bring in experts from different domains and regions to share deeper insights about the COVID-19 situation in their domain and region, the steps being taken for fighting the situation and they will summarize the talk by calling for actions to recover from the crisis and build future action plans. Click here for Podcast Plan Documentation of Insights: Further insights and documents will be compiled along with the sharings from the speakers to form a concrete document on the impact of COVID-19 in each sector. COVID-2019 Resilience Playbook: Keeping the spirit of City Resilience and Serving the bottom of the pyramid in mind, all the documents will be compiled as a full fledged playbook for COVID-19 Resilience which will work as the key handbook for the stakeholders of GCF to fight against COVID- 19 and rebuild after COVID-19. The playbook will also shed light on the future necessary steps for fighting against pandemics. Advisory Support: Keeping the very initial cause of starting this series in mind, GCF will start providing professional advisory support, through the Rainmaker Ventures, to the stakeholders of GCF on COVID-19 Resilience. Implementation During Programs: COVID-19 and Pandemic Resilience will be incorporated as one of the key agenda of the Foundation. This will echo the upcoming programs and meet-ups, panel discussions, private meetings and other activities of the Foundation. The vision is to facilitate the Emerging Nations to get through the global crisis with a very bottom up approach and to build City Resilience. The knowledge and outcomes from the Blog and Podcast series will be incorporated in the process.