Following Guidelines During a Crisis

The guidance states, "These preventative measures can include steps to prepare personnel such as: * "Educating employees on topics such as, in the case of a pandemic, personal hygiene (hand washing and coughing and sneezing etiquette), social distancing, and appropriate use of sick leave * "Encouraging employees to get immunized as appropriate by providing information on local vaccination services or by offering on-site vaccination services, if reasonable * "Providing information for and encouraging employees to develop family emergency preparedness plans * "Reviewing CGMP [current good manufacturing practice] regulations regarding appropriate sanitation practices and restriction of ill or sick employees from production areas (see 21 CFR [Code of Federal Regulations] 211.28)" (2). Examples include: * "Production equipment routine maintenance * "Utility system performance checks and maintenance (e.g., air temperature, lighting, compressed air) * "Environmental monitoring of facilities such as cell culture, harvesting, and purification rooms during production * "Stability testing for certain drug products and components * "Periodic examinations of data and of reserve samples" (2). EMA, Guidance on the Format of the Risk Management Plan (RMP) in the EU-in Integrated Format, EMA/164014/2018 Rev.2.0.1 accompanying GVP Module V Rev.2 Human Medicines Evaluation (EMA, 31 October 2018).

E-Learning Quality Requirements for the Post COVID-19 Era in the Arab World

This study analyses the challenges that face the higher education sector in the Arab World in light of the overwhelming COVID-19 pandemic that struck the world in 2019 both on national and institutional levels. It takes into consideration the internal/on-campus challenges, which include the infrastructure, staff skills and attitudes, facilities, learning resources and applications, as well as smart solutions, in addition to off-campus challenges such as technology infrastructure, the culture of Arab families, students' attitudes, and the labor market and employers' appreciation of online learning. The study also investigates the different approaches and modes of e-learning that vary from complete distance to the blended and technology supported modes. A survey was conducted in a few Arab countries from the Gulf Council countries (GCC), North Africa and East Mediterranean countries, targeting faculty members at public and private universities, where 354 faculty members and administrative staff (including leadership) responded. Both quantitative and qualitative analysis were conducted. In addition, a review of 27 academic articles were on the students' voices regarding used tools and e-learning environment was carried out. This chapter then argues the quality of e-learning, including accreditation systems and their recognition by formal higher education sectors, as declared by the ministries of education and higher education in the selected countries. Then a proposed framework for the e-learning quality requirements in the Arab World is provided to help higher education institutions satisfy quality parameters towards reliable intended learning outcomes. © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.

Quality assurance in supply chains during the COVID-19 pandemic: empirical evidence on organisational resilience of conformity assessment bodies

Global supply chains rely on the compliance and safety of their products, processes, and facilities. These vital services (often referred to as ‘quality assurance' or ‘conformity assessment' services) are provided by Conformity Assessment Bodies (CABs). This empirical study explores the impact of the COVID-19 pandemic on CABs as well as their response to the resulting challenges. Data was gathered through an online survey among all accredited CABs in Germany, which resulted in 555 valid responses. Taking a resilience perspective, we reveal that CABs were hit hard by the disruptions caused by the pandemic, albeit to different degrees, in part due to their type of services, size, and sectors served. Furthermore, we find that contingency plans do not directly cushion order declines (as the main indicator of the economic impact of the pandemic) but rather indirectly through helping CABs respond more quickly, which in turn mitigates their order declines. However, our results show that contingency plans can also have adverse effects if they hinder flexible reaction to the crisis. The findings of our study help managers and policymakers learn from the COVID-19 pandemic and improve the resilience of the conformity assessment sector and quality assurance in the event of future crises.

COVID-19 Contingency Planning Among Radiologic Science Programs.

PURPOSE: To examine radiologic science programs' contingency planning related to the COVID-19 pandemic. METHODS: Using a mixed-methods approach, educators in magnetic resonance, medical dosimetry, radiation therapy, and radiography programs were surveyed to identify curricular changes, policy implementation, and financial implications related to pandemic recovery efforts. Quantitative data were summarized using descriptive statistics and percentages. Thematic analyses were performed on the qualitative responses. RESULTS: Continued curricular changes involved using technology to teach in the online environment and ensuring the safety and protection of students during clinical rotations. Institutional policies implemented because of the pandemic included social distancing guidelines, mask requirements, and availability of vaccine. The greatest financial implication witnessed among the sample of educators at their respective institutions was the halting of employer-related travel. Faced with the spontaneous shift to online learning while not being equipped with the appropriate training, most of the educator participants experienced COVID-19 fatigue and burnout related to teaching online. DISCUSSION: Social distancing guidelines make it difficult for large classes to meet in person, so virtual lectures using video conferencing platforms were an essential part of teaching during the pandemic. Most educators in this study selected recording technology for lectures as the most useful educational technology tool integrated into the didactic portion of their program. For many educators, having administration realize the adoption of technology is integral to and viable for radiologic science programs was a positive outcome of COVID-19. The pandemic caused educators in the study to experience fatigue and burnout related to online learning; however, the educators also expressed a high degree of comfort with using technology in the online learning environment. This implies that the source of fatigue and burnout was likely not associated with the technology, but with the focused and swift transition to predominately online learning. CONCLUSION: Although educators in this sample felt moderately prepared to handle future viral outbreaks and extremely comfortable using technology in the virtual classroom, additional research is needed to develop viable contingency plans and explore pedagogical approaches to content delivery beyond the traditional, in-person structure.

COVID-19 disruptions and Norwegian food and pharmaceutical supply chains: Insights into supply chain risk management, resilience, and reliability.

The purpose of this study is to investigate how the COVID-19 crisis affected delivery security and firms' preparedness and responses in Norway. Investigations focus on supply chains which were critical for maintaining the supply of essential goods when large parts of society closed down. This includes four firms belonging to food and pharmaceutical industries, representing different parts of the respective supply chains, and covering imports, exports, domestic distribution, and home-delivery services. The originality of this article is that we employ theoretical models on supply chain risk management, resilience and reliability in conjunction, where these are usually used separately. Recognizing links, overlaps, and complementarity between the models, and using them step-by-step, we exploit synergies that enable more comprehensive assessments of strengths and weaknesses in firms' supply chains, covering gaps, prioritizing between improvement areas, and collecting input towards detailed, actionable risk mitigation actions. Investigations build on semi-structured interviews, systematically covering the formative elements for each of the models. Using the models in conjunction, we compare the firms and identify differences, similarities, strengths, and weaknesses in the consequences of pandemic-related disruptions and how firms approached the challenges. The main challenges for the firms were sudden demand changes early in the pandemic. While the firms had minor differences, their pre-pandemic contingency plans were generally not actionable or detailed enough, nor prepared for the pandemic's longevity. Therefore, more detailed and long-term guidelines are desirable, noting the importance and interrelationships of elements of supply chain risk management, resilience, and reliability. A common feature for all firms, and crucial for handling disruptions, is the importance of good and long-term relationships with upstream and downstream supply chain partners and the need for improving contingency plans and future resilience.

Re-Starting the Cruise Sector during the COVID-19 Pandemic in Greece: Assessing Effectiveness of Port Contingency Planning.

Coronavirus disease (COVID-19) outbreaks on board cruise ships early in the pandemic highlighted gaps worldwide in public health emergency contingency plans (PHECPs) for responding to unknown threats. To restart cruise operations in 2021 and respond to potential COVID-19 outbreaks, a major tourist-based Greek island port (Port A) developed a COVID-19 PHECP. We assessed plan effectiveness by reviewing epidemiological data and monitoring outcomes, followed by an intra-action review (IAR) analyzing three event responses. From May to December 2021, 118 calls from 23 cruise ships with 119,930 passengers were recorded, with 29 COVID-19 cases in 11 cruises on board 7 ships. No outbreak was recorded during the study period. Strengths of the introduced PHECP included commitment of senior management; a core multi-disciplinary team of local authorities/ship agents involved in design and execution; interoperability agreements for port and ships' PHECPs; cruise industry commitment to compliance; and pre-existing scenarios considering capacity needs. Central government coordination for preparedness planning at local ports is essential for successful responses. Monitoring local and country level response capacities is critical to inform planning, risk assessment, and decision-making. Immediately recording ports' response actions provides the basis to capture lessons and improve contingency plans. To facilitate communication and common response protocols between European and non-European ports, IARs should be conducted between countries.

Impact of Omicron on sick leave across industries: A population-wide study.

AIMS: To estimate the industry-specific impact of the COVID-19 pandemic (Omicron wave) on sick leave. METHODS: Using individual-level data from the Norwegian Emergency Preparedness Register, the study covers all workers in different industries (N = 2,733,751 people) on a monthly level in the time periods January-March 2017-2020 (except March 2020) and 2022 (38,199,536 person-months). We estimated the industry-specific increase in monthly average sick leave during the Omicron wave in 2022 compared with the corresponding months in 2017-2020. RESULTS: We found an average increase in monthly sick leave rates of 2.92 percentage points (95% CI 2.9-2.94) during the three first months of 2022. The increases were strongest within food and accommodation (4.42 percentage points increase, 95% CI 4.33-4.51) and administrative support services (3.94 percentage points increase, 95% CI 3.85-4.03). CONCLUSIONS: The Omicron wave resulted in a substantial increase in sick leave, which was unevenly distributed across industries. The results of this study highlight the importance of industry-specific contingency planning when facing the rapid spread of infectious diseases.

Godrej commercial network contingency planning: in context COVID

Learning outcomes: This study aims to introduce students to uncontrolled and unprecedented business scenarios and strategies to deal with them, to make students understand the importance of contingency planning and create what-if scenarios, to step by step guide students how to build a network contingency planning tool and to enable students to use tools such as solver to build up a dashboard with given information. Case overview/synopsis: The case is about Godrej Commercial, a vertical of Godrej and Boyce that handles warehousing and transportation support to five verticals under the banner of Godrej operating pan India. How Godrej is trying to deal with COVID pandemic, what were their coping strategies and how contingency planning is done is what this case is all about. The main focus of this case is understanding how network contingency planning is done and what parameters should be considered. How a dashboard can be developed that can be used as a base for taking strategic decisions related to networking given the uncertainties due to COVID. The case gives hands on to students to use solver and build a dash board, plus gives a peep into Godrej and its operations. Complexity academic level: This study is suitable for students of undergraduate or first year MBA level. Specifically, the case can be used in business strategies, operations and supply chain management courses. Supplementary materials: Teaching notes are available for educators only. Subject code: CSS 9: Operations and Logistics. © 2022, Emerald Publishing Limited.

EXPLORING THE NEXUS BETWEEN ORGANIZATIONAL ANTICIPATION AND ADAPTATION IN CRISIS MANAGEMENT

Organizational anticipation involves the ability to foresee and analyze potential threats and disturbances as a means to minimize the likelihood of hazard occurrence and to reduce the potential impacts. Common methods include Risk and Vulnerability Assessments (RVAs) and contingency planning, where potentially harmful events are identified and analyzed, and where measures to prevent, respond to and recover from these events are suggested. This includes the development of plans and procedures for what actions to take in case calamities, identified in the assessment, occur. While highly important as a strategy to risk reduction, these anticipatory efforts will never be sufficient for eliminating and treating all potential threats, especially in situations characterized by large uncertainties and high complexities. In the last decade, the dangers of black swan events, i.e. surprising events that have not been anticipated, have gained increased attention to illuminate the limits of the anticipatory approach. As a complement, many scholars have therefore highlighted the value of promoting adaptive capacities as a means to perform resiliently and reduce risks in the face of sudden disturbances. Despite clear interconnections, the anticipatory and adaptive perspectives have been studied in partly disparate scientific strands of research. The purpose of this paper is to explore the nexus between these areas to provide ideas on how they can be combined in a proactive crisis management setting. The paper constitutes a continuation of a three-year researcher-practitioner collaboration in the municipality of Malmo, Sweden, where a method for RVA previously has been developed. The method relies strongly on an anticipatory perspective, but the occurrence of Covid-19 has highlighted the need to integrate or complement it with efforts that facilitate adaptative behavior in the face of sudden shocks and disturbances. The paper draws on a literature review of the anticipatory and adaptive perspectives, focusing on how the anticipatory perspective can be complemented with actions that promotes adaptative capacity. Particular emphasis is placed on the applicability of the adaptive approaches identified in the literature for the context of municipal RVA. © ESREL 2021. Published by Research Publishing, Singapore.

The Return to Occupancy & Beyond Survey Results

Planning for the Future 3.Decision-makers are assembling teams across their companies and documenting returnto-occupancy plans, contingency plans and budgeting for more technology and wellness services. a. Managers are preparing for potential COVID surge. 60% already have a documented contingency plan and 30% are preparing one. b. Besides the Facilities Management and health/ safety representation, RTO task forces include representation for key FM technical areas (HVAC, space management, security), Human Resources and Information Technology with Sustainability and Finance having significantly less representation. c. 90% of the respondents are confident in their plan's ability to succeed. d. Management rates 'safety, health and wellbeing of all building occupants' as the highest importance with 'return of the building to prepandemic occupancy' as the lowest importance Other areas highlighted include: i. Use of technology for smooth workflow ii. For employees with children at home, strategies such as flexible work benefits and data standards are being explored to facilitate the safe transition back to the office. a. 67% of facility professionals agree data will play a greater role in office management once people return to the office. b. Managers plan to extend parental benefits after the return to the office, with 80% pledging to provide flexible work hours. 7.Over half of building managers foresee workers returning to the office at least 3 days a week and they are preparing the office space for a hybrid workforce. a. Most likely scenarios are for a hybrid returnto-work for 3-5 days per week (55% of respondents), with an additional 23% saying their workers will have a 50-50 work location strategy. Large conference rooms accommodating 10 or more persons and private offices are decreasing c. There will be a greater focus on data ethics, data standards and data governance, according to two-thirds of the respondents. d. 7 in 10 office managers are planning to provide software and office equipment to support working from home while the number drops below half for office furniture, plants, gym memberships and subsidies for other home expenses. e. Remote work benefits could become a differentiator to retain talent. f. To retain talent, most organizations plan to allow employees to choose how many days they work remotely. The associations that participated in supporting and distributing the survey to their members for input were: * Counselors of Real Estate (CRE) * Institute of Real Estate Management (IREM) * International Facility Management Association (IFMA) * International Well Building Institute (IWBI) Survey participants were located in the US and Canada and included facility professionals, investment property professionals, real estate consultants and credentialed Counselors of Real Estate®, who have professional insights and/or front-line responsibility for planning and executing the return to office occupancy strategy and aligning it with the internal and external dynamics that are impacting the strategy.

Working through Disaster Risk Management to Support Regional Food Resilience: A Case Study in North-Eastern Australia

As a consequence of disasters such as pandemics and severe weather events, Australian communities often face ‘food shortages’ resulting from the reduced availability of food and reduced access to available food. These food shortages can be acutely felt by vulnerable populations, comprising people in communities who are already dealing with social or economic disadvantages. Despite growing calls to ensure food access for everyone during and following disasters, efforts are still largely ad hoc, champion based and highly variable in their reliability and quality of supply. There is also a disconnect between disaster-related food relief and improving business continuity towards local economic resilience. This study sought to tackle these challenges by exploring how ‘local food access’ could be integrated within disaster management mechanisms, to support the most vulnerable and also contribute to local economic resilience. This paper discusses the findings of a study undertaken in Cairns, a north-eastern Australian regional authority, and involves a review of disaster management planning and policy artifacts, an online survey, and semi-structured interviews with stakeholders providing care and advocacy for vulnerable populations. Synthesizing the findings, we present a disaster-management-focused ‘Local Food Access Model’ that connects shorter food supply chains to improved disaster response, resilience and contingency-planning agendas. Applying this model to Cairns, we conclude the multiple benefits and immediate stakeholder readiness for a virtual (online) food resilience and contingency hub, to enable the connection of local food availability and access information within existing disaster management processes. The research method used, the model, and the case-specific findings provide government decision makers with a useful process, a local food-access schematic and a case study example to support immediate improvements in disaster resilience for vulnerable populations.

Pandemic risk management: Resources contingency planning and allocation.

The repeated history of pandemics, such as SARS, H1N1, Ebola, Zika, and COVID-19, has shown that pandemic risk is inevitable. Extraordinary shortages of medical resources have been observed in many parts of the world. Some attributing factors include the lack of sufficient stockpiles and the lack of coordinated efforts to deploy existing resources to the locations of greatest need. This paper investigates contingency planning and resources allocation from a risk management perspective, as opposed to the prevailing supply chain perspective. The key idea is that the competition for limited critical resources is not only present in different geographical locations but also at different stages of a pandemic. This paper draws on an analogy between risk aggregation and capital allocation in finance and pandemic resources planning and allocation for healthcare systems. The main contribution is to introduce new strategies for optimal stockpiling and allocation balancing spatio-temporal competition for medical supply and demand.

Endangered mountain gorillas and COVID-19: One health lessons for prevention and preparedness during a global pandemic.

The world's 1063 mountain gorillas (Gorilla beringei beringei) live in two subpopulations at the borders of the Democratic Republic of Congo, Rwanda, and Uganda. The majority of mountain gorillas are human-habituated to facilitate tourism and research, which brings mountain gorillas into close proximity of people daily. Wild great apes are proven to be susceptible to human pathogens, including viruses that have caused fatal respiratory disease in mountain gorillas (e.g., human metapneumovirus1 ). This is the result of the close genetic relatedness of humans and gorillas as species, and the structural and genetic similarity in molecular receptors that allow viruses to infect cells2 . At the time of writing, there is no evidence that severe acute respiratory syndrome coronavirus 2, the coronavirus that causes coronavirus disease 19 (COVID-19), has infected a mountain gorilla. However, due to the significant potential for human-to-gorilla transmission, mountain gorilla range States took immediate steps to minimize the COVID-19 threat. These actions included a combination of preventive practice around gorillas and other great apes (e.g., mandatory face mask use, increased "social" minimum distancing from gorillas) as well as human public health measures (e.g., daily health/fever screenings, COVID-19 screening, and quarantines). Minimization of the COVID-19 threat also required socioeconomic decision-making and political will, as all gorilla tourism was suspended by late March 2020 and guidelines developed for tourism reopening. A consortium that collaborates and coordinates on mountain gorilla management and conservation, working within an intergovernmental institutional framework, took a multifaceted One Health approach to address the COVID-19 threat to mountain gorillas by developing a phased contingency plan for prevention and response. The aim of this paper is to describe how range States and partners achieved this collaborative planning effort, with intent that this real-world experience will inform similar actions at other great ape sites.

Decision support tool for hospital resource allocation during the COVID-19 pandemic.

The SARS-CoV-2 (COVID-19) pandemic has placed unprecedented demands on entire health systems and driven them to their capacity, so that health care professionals have been confronted with the difficult problem of ensuring appropriate staffing and resources to a high number of critically ill patients. In light of such high-demand circumstances, we describe an open web-accessible simulation-based decision support tool for a better use of finite hospital resources. The aim is to explore risk and reward under differing assumptions with a model that diverges from most existing models which focus on epidemic curves and related demand of ward and intensive care beds in general. While maintaining intuitive use, our tool allows randomized "what-if" scenarios which are key for real-time experimentation and analysis of current decisions' down-stream effects on required but finite resources over self-selected time horizons. While the implementation is for COVID-19, the approach generalizes to other diseases and high-demand circumstances.

Life in 90 words: opportunities for person-centred care amidst COVID-19.

OBJECTIVE: Coronavirus disease 2019 and the consequent public health and social distancing measures significantly impacted on service continuity for mental health patients. This article reports on contingency planning initiative in the Australian public sector. METHODS: Ninety-word care synopses were developed for each patient. These formed the basis for guided conversations between case managers and consultant psychiatrists to ensure safe service provision and retain a person-centred focus amidst the threat of major staffing shortfalls. RESULTS: This process identified vulnerable patient groups with specific communication needs and those most at risk through service contraction. The challenges and opportunities for promoting safety and self-management through proactive telehealth came up repeatedly. The guided conversations also raised awareness of the shared experience between patients and professionals of coronavirus disease 2019. CONCLUSION: There is a parallel pandemic of anxiety which creates a unique opportunity to connect at a human level.

COVID-19: Second Wave or Multiple Peaks, Natural Herd Immunity or Vaccine - We Should be Prepared.

Between December 31, 2019, and August 30, 2020 (date of this article), the novel coronavirus and its corresponding infection, coronavirus disease (COVID-19), increased to more than 25 million cases, and 843 158 deaths have been registered. Countries around the world have been affected, albeit in different levels and intensities.Despite implementations of preventive public health measures, most countries are seriously preparing for 1 or more waves. The threat of this surge is likely to persist until herd immunity is acquired either by natural infection or through vaccination. However, given the time frame needed for herd immunity to occur and the low probability that a vaccine will be available on a global scale by the coming fall and winter seasons, contingency preparedness plans should be established and put in place for the coming days or months. These plans should help mitigate new peaks of the pandemic while relaxing the social isolation rules, patient, public health, and hospital levels.In this article, we discuss recommendations that practicing physicians and public health agencies should provide to individuals, especially those at risk of infection, to take and implement pre-emptive measures in anticipation of the potential next peak of the pandemic.

Catching our breath: reshaping rehabilitation services for COVID-19.

PURPOSE: War and natural disaster have been spurs to the creation of rehabilitation services. The COVID-19 pandemic poses a different question for existing rehabilitation services: how best to respond to a disaster that is anticipated from afar, but whose shape has yet to take full form? METHODS: Applying the 5-phase crisis management model of Pearson and Mitroff, we report our experience at one of Scotland's largest centres for rehabilitation, in planning to cope with COVID-19. RESULTS: Contingency rehabilitation planning can be framed in a 5-phase crisis management model that includes (i) signal detection; (ii) prevention/preparedness; (iii) damage limitation; (iv) recovery; and (v) learning. We have reported the impact of COVID-19 on rehabilitation services within a Scottish context and shared some of our learning. CONCLUSION: COVID-19 has challenged healthcare worldwide and has served as an amplifier for the recognised ill effects of poverty and inequality. As rehabilitation clinicians, we are in a position to continue advocating for people facing disability, and also seeking and responding to signals of COVID-19's late effects in both COVID-19 and non-COVID-19 patients alike. IMPLICATIONS FOR REHABILITATION COVID-19 has resulted in unprecedented challenges in rehabilitation service planning. Contingency rehabilitation planning can be framed in a 5-phase crisis management model of Pearson and Mitroff, including (i) signal detection; (ii) prevention/preparedness; (iii) damage limitation; (iv) recovery; and (v) learning. COVID-19 has served as an amplifier for the recognised ill effects of poverty and inequality; as rehabilitation clinicians, we are in a position to continue advocating for people facing disability, and also seeking and responding to signals of COVID-19's late effects in both COVID-19 and non-COVID-19 patients alike.

Identifying Alternate Resources and Adjusting Expectations for Senior Design Projects During the COVID-19 Pandemic of 2020.

In March 2020, the COVID-19 pandemic required capstone design course instructors to transition to online learning. Student project teams were denied access to resources needed to construct and test prototypes scheduled to be delivered to project sponsors and clients at the end of the semester. Face-to-face collaboration was replaced with virtual team meetings. At Marquette University, efforts to identify (1) barriers to completing projects, (2) potential alternate prototyping resources, (3) adjustments to expectations of teams, and (4) changes to course deliverable requirements were completed. The results of these activities, the thought process used to guide students through the search for alternate resources, and final outcomes of student projects along with a discussion of what was learned from this experience are presented.