Journal of Critical Infrastructure Policy
in a database that MBEOC staff used to match the product or service they were offering to priority missions or needs . MBEOC staff vetted the companies for financial stability and legitimacy . Companies that met required criteria were entered into a qualified vendor list that resource managers used when filling the thousands of unmet needs during the pandemic .
Personal Protective Equipment ( PPE ) Requests
MBEOC provided resource management support through integrating private sector requests for PPE . Utilizing its business community relationships , the MBEOC assisted with coordination and distribution of PPE to private sector partners deemed essential by the Cybersecurity and Infrastructure Security Agency ( CISA ). Fulfilling these needs ensured that workers tasked with performing essential duties could do so safely and effectively . Critical infrastructure organizations and private sector frontline workers from the PSIP program were able to submit their PPE needs to the MBEOC Unit , which collected and broke down the data to assist the Department of Health with the fulfillment and distribution of items , including federally donated cloth masks .
Discussion
The MBEOC operated for 127 days , from the beginning of the response in February until June . The “ emergency ” response to COVID-19 had concluded and the State had entered its recovery phase giving the MBEOC the opportunity to deactivate the unit and return to normal operations . Any COVID-19 related needs were addressed through MEMA ’ s steady-state PSIP program . On-going services that continued after the deactivation of the MBEOC were corporate donations and assistance with testing , vaccine distributions plans , and public announcements campaigns . In addition , PSIP staff continued to work with private sector members to prepare for additional waves of the pandemic and eventual vaccine distribution . The MBEOC staff combined partnerships , information management , and resource management to improve coordination and integration between the various sector partners and public organizations . The lessons learned through MBEOC ’ s COVID-19 response demonstrate that to resolve complex problems associated with disasters , it is necessary to develop an integrated approach across government and the private sector .
MEMA deployed its partnerships to surge resources into Maryland , communicate critical messages , and address capability gaps . As a result of earlier collaborations , the private sector has sought additional involvement in government not only during disasters but also in reducing disaster risk and building more resilient communities . Without jointly investing in both consequence management and disaster risk reduction actions with the private sector , communities will never break the cycle of disaster .
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