PART 2:
Is Your Business Ready for a
Pandemic from the Novel
Coronavirus (COVID-19)?
Dr. Lisa M. Koonin,
DrPH, MN, MPH

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Key Domains for Pandemic Planning
COMMUNITYCUSTOMERSCONTINUITYWORKFORCESUMMARY: 4 Key Planning Action Steps

Create emergency
HR policies that willallow non-punitive
sick leave

Build alternative
ways of serving
customers

Develop strategies
for excessive
absenteeism

Reach out to
Public Health &Emergency Mgt.

Using These Concepts:“Table-Top” Exercise

Inject 1a: March , 2020•Your table represents the BusinessContinuity Planning Team in a major
national corporation•Name your business•What kind of business?
•You have 2 minutes to discuss
FICTIONAL SCENARIO: Exercise Use Only

Inject 1b: March 2, 2020
•CDC just announced that multiple newcases of COVID-19 were detected in fourcities•Few of the cases had links to travel orknown exposure to a sick person
FICTIONAL SCENARIO: Exercise Use Only

Inject 1c: March 2, 2020
• Your headquarters offices are located 50 miles
from one of the cities that just identified the newcases, but no cases have been detected in yourcity, yet• Local public health officials have warned thatcases could be identified in the days to comeFICTIONAL SCENARIO: Exercise Use Only

Inject 1d: March 2, 2020
• Your CEO has instructed that your team to begin
immediate planning• Your Division Director has asked for a list of key
priorities for planning by COB

FICTIONAL SCENARIO: Exercise Use Only

Inject 1e: March 2, 2020
•Formulate 3 top priorities for immediate
planning•Write them on index card
•You have 5 minutes to discuss

FICTIONAL SCENARIO: Exercise Use Only

Inject 2a: March 6, 2020
• Cases have just been identified in your community• Over 1,500 cases have been detected nationwide• People are starting to worry and are buying extra
food and water at local stores• Public Health recommends that organizations andindividuals prepare now in order to reduce thenumber of illnesses and negative effects that could
occur in your community.
FICTIONAL SCENARIO: Exercise Use Only

Inject 2b: March 6, 2020
• Employees are worried and asking their supervisorsfor direction• Given that there are now cases in your community,
what actions do you take?
• Your company has its annual national senior leaders
meeting next week, with over 300 attendees• What policies or plans do you implement?
• You have 5 minutes to discuss
FICTIONAL SCENARIO: Exercise Use Only

Inject 3a: March 10, 2020
• Currently, there are hundreds of COVID-19 cases inyour community.
• Public health is only testing severe cases, so there
are likely many more cases• Absenteeism in your business has increased by 3%• Schools will be closed starting in 2 days and remainclosed for at least 3 weeks.
FICTIONAL SCENARIO: Exercise Use Only

Inject 3b: March 10, 2020
• Based on this announcement, what will your business doto maintain continuity?
• What strategies are needed now?
• Discuss your approach• You have 5 minutes to discuss

FICTIONAL SCENARIO: Exercise Use Only

Inject 4a: April 1, 2020
• Hospitals are full, and cases continue to grow• While many have mild illness, older people andthose with underlying medical conditions seem toget more sick
• Schools remain closed and many businesses havescaled back their hours of operations• Absenteeism at many of your worksites has
increased to more than 20%
FICTIONAL SCENARIO: Exercise Use Only

Inject 4b: April 1, 2020
• Discuss your approach and be prepared to briefsenior leadership• You have 5 minutes to discuss

FICTIONAL SCENARIO: Exercise Use Only

Inject 5a: April 15, 2020
• Cases seem to be subsiding in your community• As cases subside, what actions do you need to take?
• You have 5 minutes to discuss

FICTIONAL SCENARIO: Exercise Use Only

Forward Planning• Looking forward to this outbreak and its potential tocause major disruption for businesses andcommunities, what immediate steps will you takewhen you return back to your business?
• Please list 3-5 items on the index card
• You have 5 minutes to discuss
FICTIONAL SCENARIO: Exercise Use Only

Does Your Continuity Plan Include?
 Strategies to function for up to 30-40% absenteeism?
 Paid leave policies to allow sick employees to stay home?
 Continuity plans if schools close for four weeks or more?
 Plans for severe and sustained supply chain interruptions?
 Adequate equipment and policies to supporta large increase in teleworking?
 Work-arounds for public transportation disruptions
so well employees can get to work?
 Strategies to protect workforce and customers?
 Security procedures in the event of community civil unrest?
 Sources of credible information from local publichealth agencies and emergency management services?

SUMMARY: 4 Key Planning Action Steps

Create emergency
HR policies that willallow non-punitive
sick leave

Build alternative
ways of serving
customers

Develop strategies
for excessive
absenteeism

Reach out toPublic Health &Emergency Mgt.

GET READY!

THANK YOU!
lisakoonin@healthpreppartners.com