Integrating pandemic flu response planning with business continuity planning at Johns Hopkins University Applied Physics Laboratory

Mary Lasky

Journal of Business Continuity & Emergency Planning, 2007, vol. 2, issue 1, 58-69

Abstract: Pandemic response planning augments continuity planning and preparedness. This paper describes experiences in integrating pandemic response with business continuity planning at the Johns Hopkins University Applied Physics Laboratory. The paper discusses environmental triggers that provide a framework for specific actions, such as activating social distancing and work-at-home measures to be taken during a pandemic, and argues that having staff able to work at home is key to ensuring the organisation can reach the balance of supporting customers, caring for staff and staying solvent. To understand potential cash-flow problems, financial modelling is used to predict the impact of severe and more moderate pandemic influenza outbreaks. Lessons learned, suggestions for effective communications and a control structure are discussed, together with insights and strategies.

Keywords: pandemic; continuity; preparedness; planning; emergency; triggers (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2007
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2007:v:2:i:1:p:58-69

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