Determined Accord Pandemic Preparedness Workshop for Continuity Managers Developed by: National Continuity Programs Directorate (NCP) Federal Emergency

Determined AccordPandemic Preparedness Workshop for Continuity Managers

Developed by:

National Continuity Programs Directorate (NCP)

Federal Emergency Management Agency (FEMA)

Department of Homeland Security (DHS)

Updated: July 2009

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Unit 1:

Introductions and

Course Overview

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Unit 1: ObjectivesAt the completion of this unit, you should be able to:

Describe the course purpose Identify the materials required for the course Understand continuity guidance directing the need for this

course Provide an overview of continuity and pandemic information

that supports the workshop Understand pandemic definitions

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Unit 1: ContentThis unit includes the following sections:

Student Introductions Course Purpose and Objectives Course Agenda Course Materials Continuity Guidance Influenza Pandemic Guidance

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Administrative Information Restroom locations Breaks and lunch Emergency exit routes Pagers/cell phones Telephone messages Course completion requirements Course evaluation

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Student IntroductionsIntroduce yourself by providing:

Your name and department or agency Your role in pandemic planning Workshop expectations

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Course Purpose Increase Continuity readiness under influenza pandemic

conditions for Federal Department and Agency (D/A), State, territorial, tribal, and local government agencies

Identify gaps and areas for improvement in pandemic planning in organization Continuity plans, policies, and procedures

Involve continuity managers in a structured exchange of information, ideas, solutions, and resolutions as they pertain to Continuity issues in an influenza pandemic event

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Course Objectives Increase the awareness of Federal, State, territorial, tribal, and local

government agencies of the requirement to incorporate influenza pandemic considerations and procedures into continuity planning

Identify special considerations for protecting the health and safety of employees and utilizing community mitigation measures while maintaining essential government functions and services during a pandemic outbreak

Discuss Continuity plans and procedures for telework and social distancing during a pandemic and identify best practices and areas requiring improvement

Review the Essential Elements of a viable continuity capability and explore how they correspond to continuity influenza pandemic planning

Identify solutions or alternative actions to challenges, gaps or weaknesses for continuity presented during an influenza pandemic event

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Course Agenda08:30 – 08:40 Welcome

08:40 – 09:30 Unit 1: Introductions and Course Overview

09:30 – 09:45 Break

09:45 – 10:45 Unit 2: Initial Pandemic Planning (Prevent)

10:45 – 11:45 Unit 3: Pre-Pandemic Checks (Protect)

11:45 – 12:30 Lunch

12:30 – 1:30 Unit 4: Continuity Implementation and Ops (Respond)

1:30 – 1:45 Break

1:45 – 2:15 Unit 5: Resuming Normal Operations (Recover)

2:15 – 2:55 Unit 6: Determined Accord Summary

(Train-the-Trainer presentation follows)

2:55 – 3:00 Closing Comments

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Workshop Ground Rules Brainstorming techniques and open

discussions are highly encouraged. The following rules apply while brainstorming: Non-attribution is in effect Promote maximum group interaction Keep issues on a high level Offer inputs based on facts; avoid

hearsay Non-constructive criticism is not permitted Focus on solutions, not blame Respect all ideas and comments Participate

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Handout and CD Reference Materials Student Manual and Slide Handouts National Strategy for Pandemic Influenza National Strategy for Pandemic Influenza Implementation Plan Key Elements of Departmental Pandemic Influenza Operational

Plans (Metachecklist 2008) National Continuity Policy National Continuity Policy Implementation Plan Federal Continuity Directives 1 and 2 Continuity Guidance Circular 1 Website References for Influenza Pandemic Participant Questionnaire

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Continuity Guidance Pursuant to NSPD-51/HSPD-20,

and with this National Continuity Policy Implementation Plan (NCPIP), the President directs the Executive Branch to reorient itself and to utilize an integrated, overlapping national continuity concept in order to ensure the preservation of our government and the continuing performance of essential functions

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National Strategy for Pandemic Influenza Strategy released on Nov. 1, 2005 Parallels the National Biodefense

Policy (HSPD-10/NSPD-33): Preparedness and Communication Surveillance and Detection Response and Containment

Articulates key principles: Slow, stop or limit the spread of a

pandemic virus to the U.S. Mitigate illness, suffering and death Sustain infrastructure and mitigate

impact to our economy and the functioning of society

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Implementation Plan for the National Strategy for Pandemic Influenza Plan released on May 3, 2006 Contains over 300 actions for

Federal Departments and Agencies

Provides guidance on implementation of the Strategy and the development of Department plans, and outlines specific roles and responsibilities of Departments and Agencies in pandemic preparedness and response

Communicates expectations of non-Federal entities

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WHO Global Pandemic Phases Continuity Planners and

Senior Leadership should monitor the World Health Organization (WHO) Pandemic Phases to maintain current situational awareness

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Government Continuity Planning for Influenza Pandemic All government organizations should be responsible for

developing pandemic plans that: provide for the health and safety of their employees; ensure that the organization will be able to maintain its essential

functions and services in the face of significant and sustained absenteeism;

provide clear direction on the manner in which the organization will execute its responsibilities in support of the Nation’s response to a pandemic as described in the National Strategy for Pandemic Influenza Implementation Plan; and

communicate pandemic preparedness and response guidance to all stakeholders of the organization.

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Pandemic Influenza Defined A pandemic is a global disease outbreak A flu pandemic occurs when a new influenza virus emerges

for which people have little or no immunity, and for which there is no vaccine

The disease spreads easily person-to-person, causes serious illness, and can sweep across the nation and around the world in a very short period of time

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Continuity

Influenza Pandemic

Introduction VideoVideo Credit: 2009 Flu Summit

Click on hyperlink to begin Inject Video

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Where Are We? What is a pandemic? Is an influenza pandemic imminent?

The appearance of a new influenza strain in the human population

Major pandemic

Timeline of Influenza Viruses

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Where Are We Headed? How would an influenza pandemic affect communities and

businesses? Up to 40% absenteeism

Source: PI Implementation Plan – Chapter 9 Potentially many deaths Significant impact on our current public health and medical care

capabilities

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Timeline of Influenza A (H1N1) Cases

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Timeline of Influenza A (H1N1) Cases

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Unit 1: Summary Course materials and introduction to Determined Accord Course purpose and objectives were identified Reviewed the materials required for the course which are also

included on the Determined Accord CD Discussed continuity guidance directing the need for this

course Provided an overview of continuity and pandemic information

that supports the workshop Discussed the definition of a pandemic Situational awareness of current pandemic events

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Unit 2:

Initial Pandemic Planning

(Prevent)

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Incorporate the elements of a viable continuity capability (FCD 1 and CGC 1) into your pandemic planning

Understand the types of triggers that can cause pandemic plan activation Incorporate essential functions as an important priority in your planning Understand how traditional continuity planning and influenza pandemic

planning are different and how they are similar Be familiar with Federal Government Planning Assumptions for pandemic

influenza Identify a Pandemic Coordinator and his/her roles and responsibilities

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Elements of a Viable Continuity Capability

Essential Functions Delegations of Authority Orders of Succession Continuity Facilities Continuity

Communications

Vital Records Management Human Capital Test, Training, and Exercise Devolution of Control and

Direction Reconstitution

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Supporting Components of a Viable Continuity Capability

Plans and Procedures Budget and Resources

Implementation and Operational Phases

Risk Management

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Plans and Procedures Essential Functions Orders of Succession Delegations of Authority Budgeting and Resources

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Situation Update #1

Health authorities in Mexico begin monitoring an increase in cases of Influenza-Like Illness (ILI)

Although not heavily affected in Mexico, the virus is affecting otherwise healthy young adults, as opposed to the traditional influenza patterns of affecting the very young and the very old

Some human cases are confirmed to be associated with an animal influenza virus

WHO Pandemic Phase 3

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Situation Update # 1 Within a few weeks, there are 20 laboratory confirmed H1N1

cases in the United States. New York, California, Texas, Kansas and Ohio all have confirmed cases, but no deaths have been reported

Additional suspected cases of H1N1 have been reported in 19 of Mexico’s 32 states. The Government of Mexico has reported 18 laboratory confirmed cases

The World Health Organization (WHO) and the Global Outbreak Alert and Response Network (GOARN) have sent experts to Mexico to work with health officials


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Situation Update # 1 WHO declares the event a

Public Health Emergency or International Concern

The U.S. Department of Health and Human Services declares that a public health emergency exists nationwide

The U.S. Government stresses the need for planning and preparedness


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Situation Update #1

Health officials have confirmed 40 cases in the U.S., with no deaths

Mexico has reported 26 confirmed cases. Canada has reported six cases, and one case has been confirmed in Spain


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Points of DiscussionPLANS AND PROCEDURES:

How does traditional continuity planning differ from influenza pandemic planning?

How are they similar?


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Points of Discussion PLANS AND PROCEDURES:

What major planning assumptions has your organization taken or will take into account regarding Continuity influenza pandemic preparedness?


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Summary of Federal Government Planning Assumptions – May 061. Susceptibility to pandemic influenza virus (PI) will be

universal

2. Efficient and sustained person-to-person transmission signals an imminent pandemic

3. The clinical disease attack rate will be 30 percent in the overall population during the pandemic

4. Some asymptomatic infected persons will be able to transmit the virus

5. Around half or more of all ill persons may seek medical care

6. Risk groups cannot be accurately predicted

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Summary of Federal Government Planning Assumptions – May 067. Absenteeism will fluctuate between 30-40% during the peaks

of the pandemic waves

8. Incubation period of PI is estimated to be approximately two days

9. Risk of transmission will be greatest during the first two days of illness

10.On average, each infected person will transmit the virus to two other people

11. Epidemics will last six to eight weeks in affected communities

12.Multiple waves are expected, lasting two to three months each

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Has the head of your organization designated a member of the organization’s leadership team as the Pandemic Coordinator?

What are the roles and responsibilities of your organization’s Pandemic Coordinator?

What organizations has your Pandemic Coordinator been in contact with so far and why?


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Many Continuity pandemic plans associate increasingly rigorous response actions with key activation protocols or “trigger” events. What does your plan consider to be the triggers?

Who has the authority to activate your plan when certain triggers arise?


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With the first confirmed human-to-human outbreak, what actions are you taking related to your Continuity influenza pandemic plan?

What actions should your organization be taking now to prepare for a pandemic?


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Points of DiscussionESSENTIAL FUNCTIONS:

How will your organization sustain its essential functions during an influenza pandemic?

Have you identified skills and personnel needed to continue essential services and functions?


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Points of DiscussionESSENTIAL FUNCTIONS:

What steps have you taken to ensure you will receive support from other organizations that support you in performing essential functions?

How can interdependent organizations mutually sustain essential functions during an influenza pandemic?


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Points of DiscussionORDERS OF SUCCESSION AND DELEGATIONS OF

AUTHORITY:

What steps have you taken to ensure that your organization has viable and robust orders of succession and signed delegations of authority for all levels of leadership so that it can continue operations during a pandemic?

How does your organization maintain established orders of succession that are at least three deep per responsibility and geographically dispersed, as appropriate, to take into account the expected rate of absenteeism?


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Points of DiscussionBUDGETING AND RESOURCES:

What type of process or methodology did your agency use to identify, prioritize, and justify the allocation of budgetary resources?

Where is your Continuity budget(s) documented, and how is it integrated and linked to the continuity objectives and metrics?

How does your budget address the length of time your agency should be prepared to provide resources necessary for continuity operations during a pandemic event?


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Unit 2: Summary Discussed elements and components of a viable continuity plan

during pandemic planning Traditional continuity planning and influenza pandemic planning

have similarities and differences Federal Government has developed pandemic planning

assumptions Pandemic coordinator plays a key role in pandemic planning Sustaining Essential Functions during a pandemic event Orders of Succession and Delegations of Authority that considers

an expected high rate of absenteeism associated with a pandemic Budgeting and Resource analysis that considers the extended

period of time associated with pandemic events

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Unit 3:

Pre-Pandemic Checks

(Protect)

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Use telework as an option to support social distancing as well as maintaining essential functions

Develop test, training, and exercise activities to prepare your organization to perform its essential functions during a pandemic

Understand the effects of absenteeism and social distancing on your organization and your partners

Consider the levels of risk exposure for employees based on mission requirements during a pandemic event

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Telework Test, Training, and Exercises (TT&E) Risk Management Human Capital

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Continuity

Influenza Pandemic

VideoVideo Credit: 2009 Flu Summit


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Situation Update # 2 The virus continues to spread.

Additional confirmed cases are identified in New Zealand, the United Kingdom, and Israel

Mexico is now at 26 confirmed cases with seven deaths. The U.S. is reporting 64 confirmed cases with no deaths

WHO raises the Pandemic Phase to 4


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Situation Update # 2 The virus continues to spread

rapidly. Within a few days, nine countries have confirmed 148 cases

Additional affected countries include Austria and Germany

The U.S. has 91 confirmed cases, with one death. Mexico has reported 26 confirmed cases, with seven deaths

WHO raises the Pandemic Phase to 5


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Points of DiscussionTELEWORK:

How does your organization’s telework policy account for long-term emergencies, such as pandemic?

How does your Continuity pandemic plan identify which employees have both the approval and technical capability to telework for extended periods?

How has your organization verified that its telework system will work during a pandemic or during any other period of extremely high usage?


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Points of DiscussionTEST, TRAINING, AND EXERCISE (TT&E):

What TT&E activities are you using to prepare your organization to perform its essential functions during a pandemic?

Has your organization conducted pandemic influenza-related exercises to examine the impact of a pandemic in performing essential functions?

How has your TT&E program exercised telework and/or shift-work plans?


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Points of DiscussionRISK MANAGEMENT:

What process did your organization use in developing its Risk Management Program?

Who is responsible in your organization for developing the Risk Management Program, and who are the members of your Analysis Team?

How have you considered the levels of risk exposure for employees based on mission requirements during a pandemic event?


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Occupational Risk Pyramid Very High Exposure Risk:

Healthcare employees performing aerosol-generating procedures on known or suspected pandemic patients

Healthcare or laboratory personnel collecting or handling specimens from known or suspected pandemic patients

High Exposure Risk: Healthcare delivery and support staff exposed to known

or suspected pandemic patients Medical transport of known or suspected pandemic

patients in enclosed vehicles Performing autopsies on known or suspected pandemic

patients

Medium Exposure Risk: Employees with high-frequency contact with the general

population

Lower Exposure Risk (Caution): Employees who have minimal occupational contact with

the general public and other coworkers

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Points of DiscussionHUMAN CAPITAL:

What human capital options do you have that will address significant employee absenteeism?

What roles and responsibilities does OPM or your organizational HR representatives have during a pandemic?

What workforce guidelines and/or alternative work arrangements (e.g., job sharing, flexible work schedules, telework, and modifying shift schedules) have you created and implemented to prevent or minimize workplace exposure to contagious diseases?


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Points of DiscussionHUMAN CAPITAL:

How can you help your employees cope with the emotional stress the pandemic will cause?

How can employees prepare themselves and their families for an influenza pandemic?

What will be the effects of absenteeism and social distancing on services or infrastructure that support your organization (i.e., public transportation, freight hauling, etc. ?)


Liberty Loan Parade - Philadelphia September 28, 1918

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Unit 3: Summary Discussed telework strategies and planning in response to

pandemic events Implement TT&E to test telework, social distancing strategies,

and continuity planning for a pandemic event Discussed the levels of risk exposure for employees based on

mission requirements during a pandemic event Continuity managers should work in conjunction with HR

representatives, in compliance with OPM guidance, to address Human Capital issues before, during, and after a pandemic

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Unit 4:

Continuity Implementation

and Operations

(Respond)

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Determine strategies that support social distancing that include the use of the organization’s primary facility, alternate facilities, telework, and shift work

Discuss continuity communications during pandemic Understand how the media can be an important communication tool Ensure access and sharing of vital records during a pandemic Know how the response of other Federal and non-Federal

organizations can impact your organization’s response

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Continuity Facilities Vital Records Management Continuity Communications Implementation and Operational Phases

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Situation Update #3 The virus has spread to 74

countries with more than 27,700 confirmed cases and 141 deaths

The WHO declares Pandemic Phase 6


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Situation Update #3

Pockets of influenza are simultaneously detected in major U.S. cities

The CDC confirms them as the strain of human virus

Other major cities in Europe and Asia also see concurrent flu outbreaks


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Situation Update #3 Flu appears in all major U.S. cities Hospitals and local clinics are reporting

record numbers of people who believe they are ill

Multiple school districts close in the hardest-hit areas, increasing absenteeism

Public outcry for a vaccine intensifies Some employees are afraid to come to

work Absentee rates fluctuate from 10-20%,

but are expected to grow


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Points of DiscussionCONTINUITY FACILITIES:

What criteria does your organization consider in deciding how to utilize its primary, alternate, or other facilities during a pandemic?

What decisions has your organization made about the use of its primary and continuity facilities during a pandemic, based on these criteria?

What have you done or will you do to ensure your continuity facilities can sustain operations for 30 days or more during a pandemic?


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Points of DiscussionCONTINUITY FACILITIES:

Has your organization developed and implemented a plan to identify adequate alternate worksites (e.g., home or other adequate alternate worksites that maintain social distancing measures), as appropriate, to assure capability to maintain essential services for up to several months during a pandemic?

How has your organization ensured adequacy of supplies and anticipated disruption with external providers?


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Points of DiscussionVITAL RECORDS MANAGEMENT:

What plans and procedures have you developed to ensure access to vital records needed to sustain operations that may be inaccessible remotely from alternative worksites?

How will your employees access and share vital records, files, and databases during a pandemic?


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Situation Update #4 Within weeks, infections

across the country number in the hundreds of thousands, perhaps millions, and fatalities increase

Medical supplies are becoming depleted

Many medical professionals are becoming ill


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Situation Update # 4 The governors of affected

states declare States of Emergency

Fear grips the population, especially in the affected states

Media coverage fixates viewers on worst-case scenarios

Governors are urging local mayors to coordinate and communicate pandemic activities


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Situation Update #4 Transportation and shipping

networks are breaking down and manufacturer supply chains are unraveling

Use of air transportation is declining and experts worry about industry health

Basic social services, such as trash removal, struggle to operate

The rate of infection is highest in cities and highly urbanized areas

Commuters fear public transportation


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Points of DiscussionCONTINUITY COMMUNICATIONS:

How will you provide employees and stakeholders with situational awareness about the pandemic’s effects on their jobs and lives?

What processes do you have in place to maintain communications with employees during all phases of a pandemic event (for example websites, 800 call-in numbers, and cascade rosters)?


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Continuity

Influenza Pandemic

Media Savvy VideoVideo Credit: Centers for Disease Control and Prevention


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Points of DiscussionCONTINUITY COMMUNICATIONS:

How will you ensure your organization maintains communications capabilities at the onset and throughout the duration of a pandemic?

What mechanisms have you developed and implemented to communicate relevant information to internal and external stakeholders during a pandemic?


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Points of DiscussionIMPLEMENTATION AND OPERATIONAL PHASES:

In what ways could pandemic response actions taken by other organizations influence or impact the execution of your organization’s Continuity pandemic plan or essential functions?


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Points of DiscussionIMPLEMENTATION AND OPERATIONAL PHASES:

What will be the potential effect of school closures, cancellation of large gatherings and absenteeism in workplaces in the non-government sector have on your organization's operations?


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Unit 4: Summary Discussed the roles that continuity facilities play in social

distancing during a pandemic event Maintaining communications with employees and

stakeholders during all phases of a pandemic event Discussed how the media can be an important communication

tool Planning for access and sharing of vital records during a

pandemic Identified how the response of other Federal and non-Federal

organizations can impact your organization’s response

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Unit 5:

Resuming Normal

Operations

(Recover)

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Inform employees that your organization is resuming normal operations

Implement steps within your organization’s reconstitution plan Assess losses to your workforce and damage to your

infrastructure Incorporate essential functions as an important priority in your

planning, especially devolving organizational control

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Devolution of Control and Direction Reconstitution Operations

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Situation Update #5 After repeated waves of

advance and decline, it appears that the threat from the pandemic is receding. The rate of new diagnoses has been declining for the last six straight weeks

Public relief is palpable. However, due to manpower shortages it may be several weeks until health care, public utilities, public services, and transportation services are able to increase levels of service

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Situation Update # 5 Organizations are free to

consider standing down and begin the reconstitution process, without sacrificing preparedness measures or reducing their ability to perform essential functions

A dispersal, transfer or devolution of operations may still be required to continue some essential functions

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Points of DiscussionDEVOLUTION OF CONTROL AND DIRECTION:

What plans has your organization made regarding the possible need to devolve or shift operational control of your organization’s essential functions from one office to another geographically separated office?

As appropriate, has your organization developed and incorporated detailed guidance for possible full or partial devolution of command and control responsibilities as a strategy to sustain essential functions during a pandemic?

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Points of DiscussionRECONSTITUTION OPERATIONS:

Who has the authority and what is the mechanism to resume normal operations?

How do you plan to inform all employees that the pandemic is over and that you are resuming normal operations?

What steps does your reconstitution plan identify as being crucial to resume normal operations?

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Points of DiscussionRECONSTITUTION OPERATIONS:

How will you assess losses to your workforce and any damage to your infrastructure?

How do you plan on replacing deceased employees?

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Unit 5: Summary Strategies for informing all employees that your organization

is resuming normal operations Addressed how to plan for losses to your workforce Identified crucial steps for consideration during reconstitution Incorporated essential functions as an important priority in

your planning, especially devolving organizational control

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Unit 6:

Determined Accord

Summary

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Provide a summary of discussion Discuss Lessons Learned and Best Practices Review available information sources and guidance

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What We Know What We Don’t Know Summary

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What We Know We will face another pandemic at some point

The impact will not be uniform

Leadership and communication will be critical

Leaders will be measured by how effectively they prepare and execute their responsibilities

Robust pandemic preparedness will enable bioterrorism and all-hazards preparedness

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What We Don’t Know When future pandemics will occur

Whether a known influenza virus or another strain will cause a pandemic

How virulent the virus will be

Whether pre-pandemic vaccines, antiviral medications or modern technology will mitigate impact

How the public, our institutions, other nations and leaders will react

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Continuity

Influenza Pandemic

VideoVideo Credit: 2009 Flu Summit


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Key Pandemic Flu Websites U.S. Government

HHS Pandemic Flu Website - www.flu.gov

CDC H1N1 – www.cdc.gov/h1n1

FEMA Continuity -http://www.fema.gov/government/coop/index.shtm

Homeland Security Information Network - https://government.hsin.gov/

Nongovernmental Organizations Association of State and Territorial Health Officials (ASTHO) –

www.astho.org

Infectious Disease Society of America – www.idsociety.org

National Foundation for Infectious Diseases – www.nfid.org

Institute of Medicine (IOM) – www.iom.edu

World Health Organization (WHO) – www.who.org

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Additional Pandemic Planning Resources Pandemic Influenza Continuity of Operations (COOP) Annex Template

http://www.fema.gov/government/coop/index.shtm

Key Elements of Departmental Pandemic Influenza Operational Plans http://www.pandemicflu.gov/plan/federal/operationalplans.html

Determined Accord

https://government.hsin.gov

Preparing Workplaces for an Influenza Pandemic

http://www.osha.gov/Publications/OSHA3327pandemic.pdf

Human Capital Planning for Pandemic Influenza

http://www.opm.gov/pandemic

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ObjectivesThe following objectives support attainment of the workshop goal: Increase the awareness of Federal, State, territorial, local, and tribal

government agencies of the requirement to incorporate influenza pandemic considerations and procedures into continuity planning

Identify special considerations for protecting the health and safety of employees and utilizing community mitigation measures while maintaining essential government functions and services during a pandemic outbreak

Discuss Continuity plans and procedures for telework during a pandemic and identify best practices and areas requiring improvement

Review the Essential Elements of a viable continuity capability and explore how they correspond to continuity influenza pandemic planning

Identify solutions or alternative actions to challenges, gaps or weaknesses for continuity presented during an influenza pandemic event

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Hot Wash Strengths:

Items to Sustain Best Practices

Areas for Improvement: Issues Recommendations

Participant Questionnaire (in your Handout) Other comments?

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Train-the-Trainer Source Material:

FEMA’s Continuity of Operations Program Manager’s Course

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Facilitating Discussions

What is the difference between presenting

and facilitating?

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Facilitating Discussions Encourage involvement

Ask open-ended questions

Respond to answers

Answer questions

Lead discussions

Lead exercises

Provide feedback

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What techniques have been used in this

training to encourage interaction?

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Facilitating DiscussionsUse questions to:

Encourage participation

Generate curiosity and thinking

Foster discussion

Check student understanding

Get feedback on the training

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Facilitating DiscussionsResponding to student answers:

Listen

Paraphrase

Respond or redirect

103


What are the barriers to effective listening?

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Facilitating DiscussionsParaphrasing demonstrates that you listened by:

Restating the speaker’s statements and feelings.

Using your own words.

Remaining neutral.

105


Acknowledge correct answers.Correct

Allow time to rephrase or clarify.Unclear

Guide the individual.

Allow other students to help.

Incorrect

106


What techniques have you used to “jump-

start” a group discussion?

107


1. State the purpose.

2. Create opportunities for everyone to participate.

3. Warn the students before ending the discussion.

4. Summarize the discussion.

108

Managing the Classroom Managing the physical environment.

Preparing the instructor team.

Managing the clock.

Making midcourse corrections.

Handling difficult students.

109

Classroom Arrangement

What are the pros &

cons?

What are the pros &

cons?

110

Managing the Classroom

Why do you think we’ve selected this

classroom arrangement?

111

Managing the ClassroomPreparing the instructor team:

Agree on responsibilities for instruction.

Agree to ground rules for working together.

Prepare guest speakers.

Conduct a “dry run.”

Develop a plan to touch base during breaks.

Debrief at the end of each day.

112

Managing the ClassroomBreak management tips:

Take a break about every hour.

Watch for nonverbal signs that a break is needed.

Try to find natural breaking points.

Enforce break time limits.

113

Managing the ClassroomMaking midcourse corrections:

Collect continuous feedback from the students.

Adjust the pace of the training.

Use breaks to reassess and adjust.

Substitute less time-consuming activities.

Ensure that corrections allow you to achieve all learning objectives!

114


If you’re running tight on time, what types of quick interactions can you use with a

group?

115


How many of you have been in a class

with difficult students?

116

Managing the ClassroomDealing with difficult students:

Take action before others get frustrated.

Preserve a positive learning environment.

Don’t compromise the individual’s self esteem.

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Activity: Pulling It All TogetherGetting ready:

Become familiar with the Instructor Guide.

Review the learning objectives.

Gain an understanding of the content.

Highlight the key learning points.

Tailor the content to your target audience.

118

Documents

Determined Accord Pandemic Preparedness Workshop for Continuity Managers Developed by: National Continuity Programs Directorate (NCP) Federal Emergency