Key Takeaways:
- Build government resilience by proactively saving critical documents, questioning information, planning for emergencies, and revisiting your mission.
- Navigate uncertainty by implementing clear communication plans, verifying data sources, and prioritizing essential functions.
- Strengthen stability through strategic planning and reaffirming core values to guide decision-making during challenging times.
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In today’s socio-political landscape, priorities are shifting, government transparency is being challenged, and uncertainty within institutions, programs, and services reliant on government guidance and funding is intensifying.
Information, policies, funding, etc., are changing rapidly. What may exist today may be rescinded, withheld, or stuck in litigation tomorrow. In all, more confusion and more disruption in governing is an ongoing reality. As such, audit and consulting functions will need to adjust and operate accordingly.
Think, Question, Plan, Revisit (Repeat): A Framework for Stability in a Shifting Landscape
To navigate these uncertainties, proactive documentation, information vetting, and emergency planning are essential. Here are some key considerations to help guide your state or local government entity moving forward:
1. Think Ahead: Save Critical Documentation
If any of your engagements rely on federal regulations and guidance, it is advisable to save relevant documentation before it disappears. PDF and archive these materials, ensuring that file names include the print date. This is especially important for retrospective engagements where criteria may no longer be applicable but remain relevant to the period under review.
For example, if your work involves disadvantaged business enterprises (DBEs), now may be a good time to make sure you have associated federal regulations within your workpaper systems. If documentation has already been removed, consult archival resources like the Wayback Machine or public libraries, which may become increasingly valuable in maintaining access to historical records.
2. Question All Information Before Accepting or Distributing It
Conducting due diligence on data reliability and verifying sources of information is generally par for the course. However, further scrutiny of information will be necessary.
Evaluate the credibility of information by asking:
- What is the source of the data? Research the organization or individual behind the data, their mission, and their history of reliability. Be mindful of AI-generated data that may be biased or incomplete.
- What is being omitted? Examine methodologies, assumptions, and potential gaps in the analysis. Data omissions can skew conclusions — as seen during the COVID-19 pandemic when racial and ethnic data was frequently uncollected, impacting public health responses.
- Is there an agenda behind the message? Be aware of political biases and misinformation. Verify whether videos or stories are current and fact-check social media content before engaging with or sharing it. Seek comparative analyses from subject matter experts to understand the broader implications of policy changes. To that end, consider information from multiple sources — including independent journalists.
As misinformation spreads rapidly, developing internal fact-checking protocols can help prevent costly mistakes.
3. Plan for the Worst Before It Happens
Uncertainty within government can create daily crises. Rapid regulatory changes, disruptions in grant funding, and downsizing can all overwhelm operations. Emergencies will happen. The extent and magnitude of them will vary, and so will the impacts.
Generally, there are teams within organizations that conduct business continuity planning. This may include the IT team that focuses on cybersecurity threats and the emergency operations center (EOC) team that is ready to activate and respond at the onset of an emergency. However, it may be prudent to build emergency planning into daily operations and revisit emergency planning documents to make sure they are updated and relevant.
This includes:
- Communication plans: With changes in policies, programming, services, funding, etc., occurring daily, it is imperative to understand your entity’s core audience, the audiences’ needs, and potential impacts. Communicate promptly and continuously to minimize misinformation. Revisit and frequently test methods for mass communication (social media, emergency notifications, sign language interpreters, etc.) and internal communication guidelines.
- Critical and essential functions: Identify “critical and essential functions” to assist with prioritizing limited resources, time-sensitive situations, and/or narrowing the scope of focus as disruptions occur. “Critical functions” are time-sensitive activities that have a direct impact on life, on people, and on property (securing infrastructures, deploying critical personnel, etc.). “Essential functions” are also necessary for addressing and maintaining public health and safety during crisis but have a slightly longer timeframe for restoration (repairing infrastructure, payroll, etc.).
- Compliance with emergency preparedness standards: Make sure you are compliant with the required emergency plans and/or following best practice for preparedness. For example, the Code of Federal Regulations (Title 42, Section 491.12 Emergency Preparedness) currently requires rural health clinics and federally qualified health centers to establish and maintain an emergency preparedness program. Additionally, the National Incident Management System (NIMS) provides guidance to all levels of government, non-governmental, and private sector on emergency preparedness. Also, the California Emergency Services Act 2021 edition requires the Standardized Emergency Management System (SEMS) for managing multiagency and multijurisdictional responses to emergencies in California.
4. Revisit Your Values and Mission Statement
Many state and local government agencies will face difficult decisions as resources and funding become more constrained. The terms “resourceful,” “innovative,” and “resilient” have long been part of government lexicon, but today they carry more weight.
Now is the time to revisit your agency’s core values and mission statement as a guide for decision-making. When priorities shift and resources become scarce, your mission statement should serve as a touchstone to help you stay focused on what matters most.
- Are your programs still aligned with your agency’s purpose? In times of financial uncertainty, some initiatives may need to be scaled back or restructured. A clear mission statement can help you determine which services are essential and where adjustments are possible.
- Does your decision-making process reflect your core values? When facing difficult choices — whether it’s budget reductions, staff realignment, or policy shifts — lean on your agency’s foundational principles to navigate trade-offs while maintaining public trust.
- Are you communicating your values effectively? In uncertain times, public confidence can waver. Reinforcing your mission through clear, consistent messaging can help stakeholders, employees, and the communities you serve stay informed and engaged.
Preparing for the Winding Road Ahead
Resilience in government isn’t just about reacting to change — it’s about preparing for it. The challenges ahead may be unpredictable, but a proactive approach will help keep your entity stable and responsive in the face of uncertainty.
How MGO Can Help
With a dedicated State and Local Government team, we are here to help you navigate the uncertainty of the current environment. We offer a full suite of audit and consulting services to meet your specific needs, and we are always available to help you address any challenges or concerns that may arise. Reach out to our team today to find out how we can support you.