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LeadingAge - Pandemic Playbook

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Appendix

Chapter 1 - Introduction

Chapter 2 - Management and Crisis Intervention

Chapter 3 - Clinical Impact, Infection Control, and Vaccination

Chapter 4 - Financial Impact and Strategies

Chapter 5 - Transparent Communications—Internal and External

Chapter 6 - Technology Applications and Telehealth

Chapter 7 - Workforce Management and Support

Chapter 8 - Wellness of Staff and Residents—Physical and Psychological

Chapter 9 - Reopen, Recover, Reimagine: Moving Forward Together

Chapter 10 - Provider-Specific Guidance

Chapter 11 - Appendix

Chapter 11 - Appendix

This Appendix is a compilation of resources, mentioned elsewhere in the Pandemic Playbook, from these categories: lessons learned; templates; sample documents, toolkits, and playbooks; podcasts from LeadingAge Daily Calls and other sources; videos from providers; and Member Ideas & Inspirations stories. LeadingAge has received numerous “lessons learned” tips from members during the COVID-19 pandemic.

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Chapter 10 - Provider-Specific Guidance

By intent, the vast majority of this Pandemic Playbook addresses topics that are of interest and applicable to providers of long-term services and supports across all types and locations. The topics, issues, and lessons learned may be of value to a range of providers from home-based caregivers to hospital-based systems of health care.

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Chapter 9 - Reopen, Recover, Reimagine: Moving Forward Together

In the event of a pandemic that involves a highly contagious infectious disease, resuming “normal” operations for an aging services provider will greatly depend on reliable testing and contact tracing. Scientific study and research will drive this purpose, as will understanding about the disease itself, and how it can be detected, improves and solidifies. Organizations will need to identify reliable sources of infectious disease information/data and will need to collaborate closely with state and local health agencies to ascertain the appropriate methods for testing and contact tracing.

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Chapter 8 - Wellness of Staff and Residents—Physical and Psychological

An organization that dedicates time, resources, and attention to the holistic well-being of persons served, staff, and other stakeholders may find that it is one of its wisest and most prudent investments. Promoting individual and collective wellness during a pandemic or other emergency is also a powerful way to build a sense of community. Organizations may find that sharing wellness resources among persons served and staff helps to form and strengthen bonds that enable everyone to find common ground. Circumstances may make it necessary to quickly shift wellness offerings into a different form or format, and the use of technology in this realm may prove to be essential in maintaining wellness offerings.

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Chapter 7 - Workforce Management and Support

Your employees are the foundation of your success as a community during an ongoing crisis. All on-site staff are at risk for contracting an infectious disease, not only in their care and service settings, but also in their own homes and communities. As a result, attention to your staff is critical on a number of fronts.

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Chapter 6 - Technology Applications and Telehealth

Technology is playing a significant role during the Covid-19 pandemic. For example, staff that are not providing direct care or hands-on services can now safely work from home by leveraging technology. Residents can use video chat technology to communicate and stay socially connected and engaged with family, friends, and staff while social distancing. Screening and contact-tracing technology can be used to minimize chances of bringing the virus into communities, and contact tracing in case of exposure.

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Chapter 5 - Transparent Communications—Internal and External

During the coronavirus pandemic of 2020, LeadingAge members found themselves in an information universe changing faster than ever before. Understanding of the virus, epidemiological advice, government guidelines and regulations, and the progress of infections changed constantly.

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Chapter 4 - Financial Impact and Strategies

In the event of a pandemic, adeptly managing cash flow and debt leverage can become vitally important to the financial sustainability of an aging services organization. Providers should be prepared to see potentially large increases in expenses to respond to the pandemic, as well as an equivalent decrease in revenue collection, depending on the provider’s ability to maintain services. Considerations such as occupancy of congregate living settings, modifications to service delivery to maintain revenue, and capitalization of federal and state emergency grants should be carefully weighed and structured. Telehealth and other virtual service delivery methods may become essential to continue operations.

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Chapter 3 -Clinical Impact, Infection Control, and Vaccination

Infections are common in long-term care facilities. Staff are trained to respond to outbreaks of respiratory tract infections, influenza A, and gastrointestinal infections. In 2020, we dealt with the outbreak of a global pandemic that stressed all systems. We were little prepared with experience, guidance, testing or personal protective equipment (PPE). LTSS providers needed to learn how to prevent, prepare, mitigate, test, isolate, and care for COVID-19-positive cases among both residents and staff with little direction or support.

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Chapter 2 - Management and Crisis Intervention

The management of housing and services for older adults requires a level of personal commitment that is more of a “calling” than a “job”—and that is in the best of times. The onset of a completely unforeseen pandemic poses a leadership challenge beyond the scope of textbook knowledge. It calls for quick thinking, fast action, leading by example, and proactive planning for tomorrow. COVID-19 caught our health care system unprepared, stretched, and grossly unsupported over a long period of time. This section provides guidance to assist management and boards in leading with knowledge, empathy, and resilience.

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Chapter 1 - Introduction

As we rang in a new decade, the economy was thriving, employment was at nearly 96.5%, and longevity was predictable for many who embrace a healthy lifestyle. Weeks later, a serious respiratory infection was reported to the World Health Organization by China. The rapid viral spread, lack of effective treatment, and voluminous loss of life rocked the world, and the most vulnerable individuals were identified as older adults and persons with pre-existing health conditions.

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Welcome to the Pandemic Playbook

About the Playbook

The Pandemic Playbook will help ensure that aging services providers can prepare for and mitigate the impact of a pandemic by applying what has been learned this year. The Playbook is a living resource that will be updated as LeadingAge gathers new information and lessons about preparing for future health crises.

• Management and Crisis Intervention
• Clinical Impact and Infection Control
• Financial Impact and Strategies
• Transparent Communications – Internal and External
• Technology Applications and Telehealth
• Workforce Management and Support
• Wellness of Staff and Residents – Physical and Psychological
• Reopening Guidance
• Provider-Specific Guidance

About Us

During the coronavirus crisis of 2020, LeadingAge members and partners, along with their dedicated staff, learned critical lessons about navigating a pandemic. This grant-funded Pandemic Playbook presents the collective intelligence they gathered. Read more about the Expert Panel and Staff Contributors.

LeadingAge represents more than 5,000 organizations representing the entire field of aging services, 38 state partners, hundreds of businesses, consumer groups, foundations, and research partners.

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The mission of LeadingAge is to be the trusted voice for aging.

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