We are now 23 months past the arrival of Covid-19 in January, 2020,[1] the world is a changed place, and I am happy to see that a good number of my March, 2020 recommendations on how to address this COVID-19 pandemic situation,[2] have made their way into the policies of several governments near and far.  Thankfully, though, the mortality rate has not been as high as initially anticipated with the “stronger” suggested steps.[3]  Some industries and businesses have done fabulously well, while others have not, and some are only barely still here.[4]  But, as workers and consumers, we are ALL still here.  Other than essential workers in the food, medical, other services and retail sectors, many of us “office workers” are and have been, working from home.

 

We do not know whether Covid or “some” sort of Covid will be and become an endemic thing that just does not completely go away.  And, we do not know whether we will all be asked to get booter shots against it and them, on a regular basis.  One thing is certain, though, and this is the fact that Remote Work (“Remoting”) has taken a solid hold of both the workers and those for whom they work.  It is getting better organized, more entrenched, and businesses and governments are rushing to cater to it, grow it, and make it more comfortable.  So, what then, are the key requirements for a peaceful, productive, and promotable remoting experience?

 

 

THE 5 KEYS TO GOOD AND EFFECTIVE REMOTING

I would say that there are 5 (“five”) key requirements for a peaceful, productive, and promotable remoting experience, and these are: Systems, Trust, Empathy, Ability, and Mindset, or simply “S-T-E-A-M”.

 

(i)         SYSTEMS (S5/C9):

There are two types of Systems needed, one group for supports and one group for coordination.  If the remote workers were hosted at a single secondary site, such as with a sudden office relocation due to a compromise of their original or customary space, then the employer would have been responsible for all 5 (“five”) Supporting Systems for Safety, Security, Sanitation, Sustenance, and Socialization.  However, with fully remote workers, the employer is not responsible for any of these, and especially not anyone’s safety and security.  Remote workers in their own homes are pretty much responsible for their own safety and security, unless working with tools provided by the employer that are or may be hazardous to their health.  That, though, is supposed to be rare, nowadays, with factories and research institutes being better suited.

 

The systems for coordination, on the other hand, are almost always under the employer’s control, by their nature.  These 8 (“eight”) Coordinating Systems are for communications, collaboration, completions, complaints by clients, coaching, compliance of the workers, cybersecurity, and contingencies in general.

 

 

(ii)        TRUST:

What has become abundantly clear, is that “trust” does not equal “Face Time” or being seen.  Good workers in the physical office can still be good workers in their own homes, without micro-managers hovering over their every move.  There are, however, cases of employers “digitally” hovering over and monitoring employees, which can range from activity monitoring and logging websites visited, gathering granular productivity data, and taking occasional screenshots, to keystroke logging, live video recording, and voice recording, whether with or without disclosure to the worker.[5]  All of that, however, is for another discussion.  Suffice it to say, at this point, that employers should certainly consult with their legal advisors before getting into “any” type of monitoring, because what is lawful in the employer’s jurisdiction of organization or control, may not necessarily be lawful where every employee lives.  Mass worker actions (standstills, protests, working to rule) and class actions (generally bad for business), really should not be invited-in.

 

Trust should also arise from having Common Goals.  This can be producing widgets, service customers, or other outcomes, depending on what the entity does and values.  Ongoing reference to and updating of, such tools as Mission Statements, Project Charters, and Statements of Values, can also serve to publicize the goal, outline the steps to get there, and ensure more widespread buy-in.  And finally, another way of ensuring trust, and that goals are both common and being met, is through honest and constructive Feedback, and that would be 2-way feedback, being both from employer to employee, and from employee to employer.  There should also be a commonality of goals, and eSupports, or emotional supports for employee health and wellness, such as counseling, holistic remedies, and assorted therapeutics like massage and yoga instructors and providers.  And all of this, leads us directly to the third key of good and effective Remoting, which is Empathy.

 

 

(iii)       EMPATHY:

There are 5 (“five”) elements of empathy, including 4 (“four”) types of care, and these care types are, in no particular order, Kinder Care (child care), Elder Care, Client Care, and Self Care.  Then we add-in the “E” to make the equation of Empathy = “MC2”, which stands for the Magnetic Care Square.  If you place the worker in the middle of this square, and have one of the care types at each corner of the square, then the job of the employer is to help the worker not “have” to be drawn so long or so closely to any one of those corners, that one or more of the other corners is unduly neglected.  It is also the job of the employer to help the worker remain sufficiently engaged with all 4 of these care types, that they are not actually drawn out of the square by one of them, and therefore become effectively disconnected from the rest of the care types.  Of course, not every worker will have cares at all corners of the square, but the model holds true.

 

All of this has required delicate balancing and will continue to do so, along with a requirement that the supervisors and managers “be in the workers’ business” to a somewhat greater degree than they ordinarily were, since they cannot physically see the worker that requires an absence, but will need to have paperwork or a voice or video call performance, that justifies that late start or that urgent absence request.  The need to cultivate those managers with more eSkills, being empathy, as opposed to the computer and internet champions who can do hard coding, have clearly become more important.  If the workers are not feeling right or cannot focus due to other cares and commitments, then no amount of machines and tools, are likely to make it happen.

 

 

(iv)       ABILITY:

Remote Workers also need to bring some of their own good qualities to the table, because it is not all or only about the employer.  But, at the same time, the employer will need to encourage and even help to build and develop these qualities, as a part of that employment contract, and as an indispensable necessity of doing business, if it intends to “continue” doing business as a going concern.  The first quality is Audacity, because people must be willing to try new ways of doing things in this new normal.  To stand still without trying is both failing to try, and trying very hard to fail; especially when all of your competitors are jumping through hoops to test new organizational models, new suppliers and supply chains, and hardening and backing up their operations in general against fires,[6] floods,[7] political and social unrest,[8] and hoarding – by consumers and companies, alike.[9]  As a direct result of this, Remote workers and Resilient systems are now spoken of in the same sentence, more often than not.

 

Secondly, the usual Biases must continue to be addressed, even if you cannot see your people or the way they interact (or fail to interact) with one another, under your nose, so to speak.  These include the prohibited biases listed in applicable laws and codes, systemic biases that were never honestly discussed and addressed in the past, and the “presence” bias.  With this last one, care and steps must be taken to ensure that those workers who actually do work in the office on an occasional or regular basis, due to their roles, are not unduly placed on a faster promotion path than those of their colleagues, equally or even more talented, who are mostly or fully remote.

 

The third quality is Clarity, and this one must be mutual.  To the extent possible, roles and the performance requirements related to those roles should be made clear by the employer, and that clarity should then be confirmed as understood by the worker.  I say “to the extent possible”, because we are all living in a very changeable environment, and the actual functions of various roles can change very quickly – both by being added to and by being subtracted from, and hence the need to revisit that skill-fill treadmill every few years, to get and stay current.[10]  This is where clarity interacts with Audacity, as both the managers and the managed, must have the audacity to consider and show some agility, whether prompted by situations, or speeches, or sense.

 

The fourth quality is Digital Literacy, which goes beyond the basic digital literacy of using a computer but having technicians physically present.  Although a technical support worker can take remote control of a device almost anywhere in the world, that should be the exception and not the norm.  Hence, because those Remote Workers will be spending a good deal of time in the digital domain, which is full of dangers and risks, but still navigable in a relatively safe way, they must be armed with the right tools to do so, and have a good command of the “WEB-DVC”.  This acronym stands for:

  • Work Programs;
  • Email etiquette and Chatiquette;
  • Basic troubleshooting;
  • Device care and management (at a “basic +” level);
  • Version and document controls; and
  • Cyber awareness (of phishing, of social engineering, of link and attachment policies).

 

Having and circulating clear and current Email and Social Media Policies, are indispensable, here.  Similarly, while BYOD (bring your own device) ecosystems were tricky even when IT technicians could see and touch those actual devices from time to time, when workers were physically in the office, that whole calculus changes when remote workers can potentially buy and install all sorts of random, conflicting, and potentially corrupted devices and peripherals without any knowledge of IT until something goes wrong.  For these reasons, many of the employers who allowed it before, albeit grudgingly, remain exposed to risks and will need to address them, purposefully.[11]

 

 

(v)        MINDSET:

The fifth and final key to good and effective Remoting, is Mindset.  This starts with the employer, but it must be shared with and also taken-on by, the worker.  It has 4, “GRCC” components, of Growth, Raft, Continuous Disruption, and Continuous Adaptation, as follows.

 

The first mindset component, is Growth.  The employer needs to believe in training, coaching and mentoring, and providing meaningful and sincere opportunities for people to expand their skills and abilities, try out new work experiences – including shadowing and deployments across units and departments, and give them as broad and as deep an understanding and experience of the employer’s operations as possible.  In this way, you develop supervisory and management talent in-house, you combat skill obsolescence in the face of changing and declining roles,[12] and you show true and tangible interest in talent development, building loyalty and easing succession planning.

 

The next mindset component, is the “RAFT” on which everyone travels, in this new normal of Remoting.  It stands for Respect, Accountability, Fairness, and Transparency.  With Systems, Trust, Empathy, and Ability having been established already, there should be Respect of the employer for the workers and their concerns through open and honest communication, full disclosure of any monitoring or tracking embedded in employer-owned or supported systems, and respect for the Magnetic Care Square.  There should also be respect of the workers for the employer and its needs, through feedback, common goals, and broad-based nurturing of talent.

 

Accountability, refers to owning one’s decisions and the outcomes of those decisions; thinking things through and being able to explain the reasoning behind the choices one makes; and being a good custodian of employee assets and relationships by following applicable policies and procedures, engaging in employer-sponsored or employer-directed training, and being one on whom others can rely to do what they say, and to be where they are supposed to be, and when.

 

When it comes to Fairness, this is a confidence at all levels and on both the management and labor side, that the employer’s rules and regulations will be fairly and equitably applied.  This means there will be no favouritism, no biases in the allocation of opportunities for growth and promotion, and that any and all suspicions and allegations of wrongdoing will be fully and effectively investigated with no pre-judgement, and a hearing of both sides before any decision.

 

Finally, Transparency means that to the extent possible, management will not make and implement decisions without communication down the line, and will not take important decisions that impact their workers in a vacuum.  For example, worker consultation and input should be sought when hours or tools of work change, when the conditions or location of work changes, and workers should be advised when there are significant personnel movements.  This last item could be a change in senior management, the creation of a new unit or group, or when a specific worker is terminated who had seniority, or after a widely known event or investigation.

 

The mindset must also have an understanding that there WILL be a Continuous Disruption coupled with Continuous Opportunities, and that there MUST, in response, be Continuous Adaptation coupled with Continuous Improvement.  Life and business do not follow a straight or uncluttered path.  This is the norm, and it is a basic law of existence.  New obstacles will arise, and existing but previously unseen ridges and potholes on the road of various sizes, will try to make you stumble.  But, with each and every one of these recurring disruptions, is the opportunity to overcome it.  Both the employer and the workers must be ready, willing, and able to accept this disruption and the opportunities it presents to adapt and adjust themselves, the way they work, and the way they think, with continuous improvements and the micro or major adjustments in roles, operations, approaches, and responsibilities needed to get their jobs done.

 

Some inevitable side-effects of the pandemic, are the fact that some were never able to take time off their jobs (essential workers); the fact that some used the time on lockdown to discover how much they really disliked their jobs; the fact that some businesses were able to pivot on the same axis (the sit-down restaurant moving to take out-and delivery only, and the yoga and fitness instructors going more permanently online to deliver their classes); the fact that some personal services workers were also able to pivot into a different line of work (the hairdressers, barbers, and masseuses who started driving for ride hailing services); and the fact that some blue-collar and white-collar workers moved to Gigging, or started new lines of work, as their own bosses.[13]  This reinforces the Caveat that nothing will retain those workers who are really set on leaving, and it also re-emphasizes the need for exit interviews to help employers adjust, where needed.

 

 

SUMMARY

And so, there we have it.  Remoting is likely here to stay, in one or more forms, and hopefully, the Pandemic is not.  Nevertheless, we need to get used to both, as they have worked together to change life and the work life, as we used to know it.  Whether acting as legal counsel, or as management and strategic consultants, we can only give reasoned advice and make recommendations, that those hearing and reading, can decide whether and how far, to heed.

 

Many years of experience and the Covid-coping experience, have shown “us”, that Systems, Trust, Empathy, Ability, and Mindset, should now be your key concerns in worker retention, and in the best practices for maintaining your operations, your resilience, and your market share – especially if you are also managing any remote workers who you do not physically have in the office, and who may or may not return to the office in the near future, according to the ever-shifting pandemic-related regulations of the many different jurisdictions in which they reside.

 

If you have a better idea that will help you proceed at full steam, go for it, but mind the bumps!

 


Author:

Ekundayo George is a lawyer and sociologist.  He has also studied organizational and micro-organizational behavior, and gained significant experience in programs, policy, regulatory compliance, litigation, and business law and counseling.  He has been licensed to practise law in Ontario and Alberta, Canada, as well as in New York, New Jersey, and Washington, D.C., in the United States of America.  See, for example: https://www.ogalaws.com.  A writer, blogger, and avid reader, Mr. George has sector experience in Technology (Telecommunications, eCommerce, Outsourcing, Cloud), Financial Services, Energy, Healthcare, Entertainment, Real Estate and Zoning, International/cross-border trade, other services, and Environmental Law and Policy; working with equal ease and effectiveness in his transitions to and from the public and private sectors.  He is a published author on the national security aspects of Environmental Law, has represented clients in courts and before regulatory bodies in both Canada and the United States, and he enjoys complex systems analysis in legal, technological, and societal millieux.

 

Trained in Legal Project Management (and having organized and managed several complex projects before and while practicing law), Mr. George is also an experienced negotiator, facilitator, team leader, and strategic consultant – sourcing, managing, and delivering on complex engagements with multiple stakeholders and multidisciplinary teams.  Team consulting competencies include program investigation, sub-contracted procurement of personnel and materials, and such diverse project deliverables as business process re-engineering, devising and delivering tailored training, crisis consulting, and targeted engagements through tapping a highly-credentialed resource pool of contract professionals with several hundred years of combined expertise, in: healthcare; education and training; law and regulation; policy and plans; statistics, economics, and evaluations including feasibility studies and business cases; infrastructure; and information technology/information systems (IT/IS) – also sometimes termed information communications technologies (ICT).  See, for example: https://www.simprime-ca.com.

 

Hyperlinks to external sites are provided to readers of this blog as a courtesy and convenience, only, and no warranty is made or responsibility assumed by either or both of George Law Offices and Strategic IMPRIME Consulting & Advisory, Inc. (“S’imprime-ça”) including employees, agents, directors, officers, successors & assigns, in whole or in part for their content, accuracy, or availability.

 

This article creates no lawyer-client relationship, and is not intended or deemed legal advice, business advice, the rendering of any professional service, or attorney advertising where restricted or barred.  The author and affiliated entities specifically disclaim and reject any and all loss claimed, no matter howsoever resulting as alleged, due to any action or inaction done in reliance on the contents herein.  Past results are no guarantee of future success, and specific legal advice should be sought for particular matters through counsel of your choosing, based on such factors as you deem appropriate.

 

[1] AJMC Staff.  A Timeline of COVID-19 Developments in 2020. (American Journal of Managed Care).  Posted January 1, 2021, on ajmc.com.  Online: <https://www.ajmc.com/view/a-timeline-of-covid19-developments-in-2020>   The World Health Organization (WHO) announced the discovery of a cluster of pneumonia-like cases in Wuhan, China, on January 9, 2020, and by January 31, 2020, and by January 31, 2020, the Novel Coronavirus had been identified, and the WHO had declared it to be a Global Public Health Emergency.

[2] Ekundayo George.  COVID-19: Potential National & Subnational Measures.   Posted March 10, 2020, on ogalaws.wordpress.com.  Online: <https://ogalaws.wordpress.com/2020/03/10/covid-2019-potential-national-subnational-measures/>

[3] Ibid.

[4] CNN Business Staff.  These businesses were the surprise winners of 2020.  Posted December 30, 2020, on cnn.com.  Online: <https://www.cnn.com/2020/12/30/business/winners-losers-2020-business/index.html>

[5] Matthew Finnegan.  The New Normal: When work-from-home means the boss is watching.  Posted October 29, 2020 on computerworld.com.  Online: <https://www.computerworld.com/article/3586616/the-new-normal-when-work-from-home-means-the-boss-is-watching.html>

[6] MH&L Staff.  Factory Fires Top Reason for Supply Chain Disruption in 2020.  (Material Handling & Logistics).  Posted April 17, 2021 on mhlnews.com.  Online: <https://www.mhlnews.com/global-supply-chain/article/21162322/factory-fires-top-reason-for-supply-chain-disruption-in-2020>

[7] Dr. Serasu Duran (University of Calgary) and Dr. Feyza G. Sahinyazan (Simon Fraser University).  B.C. floods reveal fragile food supply chains — 4 ways to manage the crisis now and in the future.  Posted November 25, 2021 on ucalgary.ca/news.  Online: <https://www.ucalgary.ca/news/bc-floods-reveal-fragile-food-supply-chains-4-ways-manage-crisis-now-and-future-0>

[8] Will Green.  Firms must adapt to ‘new normal’ of civil unrest.  Posted January 16, 2020, on cips.org (The Chartered Institute of Procurement and Supply).  Online: <https://www.cips.org/supply-management/news/2020/january/firms-must-adapt-to-new-normal-of-civil-unrest/>

[9] Dr. Yossi Sheffi, MIT CTL.  How Companies Can Break the Hoarding Habit.  (Massachusetts Institute of Technology, Center for Transportation and Logistics).  Posted July 27, 2021, on supplychain247.com.  Online: <https://www.supplychain247.com/article/how_companies_can_break_the_hoarding_habit>

[10] Stephanie Kasriel, CEO, Upwork.  Skill, re-skill and re-skill again. How to keep up with the future of work.  Posted July 31, 2017, on weforum.org.  Online: <https://www.weforum.org/agenda/2017/07/skill-reskill-prepare-for-future-of-work/>

[11] iTNews Asia Team.  Companies remain exposed to unmanaged BYOD risks during pandemic.  Posted June 16, 2021, on itews.Asia.  Online: <https://www.itnews.asia/news/companies-remain-exposed-to-unmanaged-byod-risks-during-pandemic-565973?utm_source=feed&utm_medium=rss&utm_campaign=iTnews+Asia+>

[12] Supra, Note 10.

[13] Joanne Lipman.  The Pandemic Revealed How Much We Hate Our Jobs.  Now We Have a Chance to Reinvent Work.  Posted May 27, 2021 on time.com and updated Jun1, 2021.  Online: < https://time.com/6051955/work-after-covid-19/>

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THE CURRENT SNAPSHOT –

Storming into an unsuspecting world in December, 2019 and January, 2020, this Novel Coronavirus has become a Global Pandemic in “COVID-19”, with more than 650,000 people dead from COVID-19 and now over 16,000,000 cases worldwide, to date.[1]  Although close to 9,000,000 people are said to have “recovered from COVID-19”,[2] this description does not always mean clear or comfortable days ahead as significant damage and impairments can occur and linger-on.[3]

 

Nations have taken many different approaches to battle COVID-19, and some have had more success than others.  In fact, many of my initial suggestions for national and sub-national measures have thankfully become routine, like travel restrictions and temperature checks.[4]

 

However, with national governments starting to face pushback over the staggering levels of COVID-19 spending,[5] subnational governments pleading for fiscal stimulus,[6] the Global Pandemic still very much in our faces,[7] and limited options to make a living for those stuck at home, even after considering many disparate or improbable combinations,[8] it is time for something new.

 

 

A NEW APPROACH: “MIS-AM-DITCH” ! –

Whether or not you agree, the COVID-19 is running-off in a way that is so rampant and out of control in many parts of the United States, that over 150 medical professionals called for a total and hard shutdown to stop its spread,[9] in an Open Letter that was publicized on July 24, 2020.[10]

 

I feel it is now glaringly obvious that the United States of America will absolutely find itself in a ditch, if the following 11-point program of a direct, unified, multi-focal attack on the COVID-19 Pandemic across the nation, is not immediately adopted.  Only with this can the nation “MIS-am-DITCH”, as anything less than this exact approach, risks precisely that calamity.  These steps are:

 

M-asks: their usage must be uniform, obeyed, assisted, and rigorously enforced, with constant and consistent reminders to the public in general and especially vulnerable communities and population segments in particular, encouraging (and demonstrating) proper usage.

I-solation: quarantine rules once cases are suspected or discovered, must also be uniform, obeyed, assisted, and rigorously enforced; and these may soon extend significantly beyond 15 days as the virus strengthens and mutates after being left to run rampant in the misguided hope of finding and enhancing some herd immunity.  Sadly, and at this point, that isolation may also and of necessity, include a nationwide shutdown with a Stay-at-Home order that must also be uniform, obeyed, assisted and rigorously enforced, this time around.

S-creening: all people entering indoor public spaces must be pre-screened for COVID-19 indicators through active surveillance.

A-lliances of Aptitudes: these 6 (“six”) interested stakeholder groups, must work and coordinate their work, in concert, being – Operators (medical) delivering care and treatments on the front lines; Leadership at the municipal, state, and national levels; Originators of personal protective equipment (PPE); Scientists who are both assisting with epidemiological investigations and searching for an effective vaccine; Laboratories that are both creating and processing tests; and, the Owners and purveyors of those critical enablers of food, academics, shelter, and technology (all being the “OLOSLO” collective).

M-oney: there should definitely and also be money to assist people who are out of work, out of unemployment and medical insurance, and in many cases also out of food, judging by the lines that have been seen at the nation’s outdoor food bank pickup and drive-through pantry locations.[11]  To deprive Citizens of a critical fiscal lifeline in order to cajole or even “force” them back to work, while COVID-19 cases and deaths are rising so precipitously nationwide, is not only unwise, but also dangerous and on multiple levels.

D-istancing: there should be clear rules, visible marking and warnings, and easy compliance on physical (social) distancing to hinder the further spread of COVID-19.

I-4: these are information, inclusion, and influence initiatives to make and move effective messages to the public regarding COVID-19, its progression, and the fight against it.

T-esting and Treatment: testing should be available and have results that are timely and therefore useful, and treatment should be available at massively surged, well- and professionally-staffed (into several shifts), and fully stocked and equipped facilities.

C-ontact tracing: this should be responsive, omni-available, accurate, robust, and sustained.

H-ygiene: there must be constant and consistent reminders to the public in general and especially vulnerable communities and population segments in particular, encouraging (and demonstrating) the proper use of gloves, hand sanitizer, and the washing of hands.

 

THE SUM OF IT –

Web meetings are now widely-available, as have long been the email, fax, text, and phonecalls, all curtailing the need for much business and social travel despite travel and aviation industry losses.  “Safe Travel Lists” for persons entering or leaving any nation, or any closely-knit collective of nations that has controlled or seeks to control its COVID-19 rates, should also be discouraged.[12]  The alternative risks creating a global Whack-a-Mole mess that may well never, EVER, end.

 

Speaking at the United States Capitol with Representative Nancy Pelosi on Thursday, July 23, 2020, Senator Charles (Chuck) Schumer described the COVID-19 response of the Trump administration as being severely wanting, stating that “[e]ven after all this time, it appears the Republican legislative response to COVID is on unified, un-serious, unsatisfactory[13]  Senator Schumer also blamed much of the resulting illness, death, and health and economic hardship on a conclusion that “this administration has a no direction, no plan, no straight line of attack.”[14]  Be that as it may, I would say that the national response has also been “un-unified, un-serious and un-satisfactory”, and on this point, at least, there can and should be, no argument.  Hence, in order to avoid being stuck in a ditch with new daily COVID-19 cases of 50,000 or even 100,000 and more piling-in on top, which would add and include a daily death rate of 1,000 or even up to 5,000 and more, something definitely has to change, and REALLY fast, as that result is a ditch that any nation would be very hard pressed to escape, as new cases and deaths “super-cumulate.” If it would be such a hard task to get out of that ditch with no guarantee of ultimate success, then the most advisable course of action is to miss it, and not let oneself get into it, in the first place.

 

With the Executive branch fixated on conspiracies and Hydroxychloroquine,[15] and the Congress tied in a gordian partisan knot,[16] – which as I had said several months ago in early March, 2020, would hinder ANY effective, national-level, unified response to the COVID-19 Pandemic in the United States,[17] the Governors need to completely wrest this COVID-19 battle out of federal hands.  Awaiting an election to (hopefully) change federal power and policies, risks waiting until COVID-19 deaths in the United States reach and surpass 250,000.  There is no guarantee that uniform and credible elections will even take place, or that the end result will be widely accepted if they do.  Similarly, judging by rapidly rising outside and in-person temperatures and casualties, and ever more brazen displays of ire, angst, and cabin fever, law and order is likely to break down long before that perilous mortality count is reached.  The danger that the United States could devolve into a nuclear failed state with its people balkanized into 5-8 largely autonomous regions, each in different configurations of law or disorder, all with their residents equally barred from travel to better governed jurisdictions, and with each region sharing ultimately similar COVID-19 incidence rates, is a clear and present one, and gains a stronger probability ratio by the day.

 

 

Hopefully ……….. someone with authority, somewhere in the nation, is paying close attention.

 

 

Good luck; Stay safe; Get serious !

 

****************************************************************

 

Author:

Ekundayo George is a lawyer and sociologist.  A keen student of organizational and micro-organizational behaviour, he has gained significant experience in programs, policy, regulatory compliance, litigation, and business law and counseling.  He has been licensed to practise law in the provinces of Ontario and Alberta, in Canada, as well as in the states of New York and New Jersey, and Washington, D.C., in the United States of America.  See, for example: https://www.ogalaws.com.  He has studied and worked as an Industrial Safety Officer for the Energy industry (oil, gas, and petrochemical plants), he is a published author on the national security aspects of Environmental Law, he has represented clients in state and federal courts across several jurisdictions and before a number of regulatory bodies in both Canada and the United States, and he enjoys complex systems analysis in legal, policy, technological, and societal millieux.

A writer, blogger, and avid reader, Mr. George has sector experience in Technology (Telecommunications, eCommerce, Outsourcing, Cloud), Financial Services, Energy, Healthcare, Entertainment, Real Estate and Zoning, International/cross-border trade, other services, and Environmental Law and Policy; working with equal ease and effectiveness in his transitions to and from the public and private sectors.

Trained in Legal Project Management (and having organized and managed several complex projects before practicing law), Mr. George is also an experienced negotiator, facilitator, team leader, and strategic consultant – sourcing, managing, and delivering on complex engagements with multiple stakeholders and multidisciplinary teams.  Team consulting competencies include program investigation, sub-contracted procurement of personnel and materials, and such diverse project deliverables as business process re-engineering, devising and delivering tailored training, crisis consulting, and targeted engagements through tapping a highly-credentialed resource pool of contract professionals with several hundred years of combined expertise, in: healthcare; education and training; law and regulation; policy and plans; statistics, economics, and evaluations including feasibility studies and business cases; infrastructure; and information technology/information systems (IT/IS) – also sometimes termed information communications technologies (ICT).  See, for example: https://www.simprime-ca.com.

Hyperlinks to external sites are provided to readers of this blog as a courtesy and convenience, only, and no warranty is made or responsibility assumed by either or both of George Law Offices and Strategic IMPRIME Consulting & Advisory, Inc. (“S’imprime-ça”) including employees, agents, directors, officers, successors & assigns, in whole or in part for their content, accuracy, or availability.

This article creates no lawyer-client relationship, and is not intended or deemed legal advice, business advice, the rendering of any professional service, or attorney advertising where restricted or barred.  The author and affiliated entities specifically disclaim and reject any and all loss claimed, no matter howsoever resulting as alleged, due to any action or inaction done in reliance on the contents herein.  Past results are no guarantee of future success, and specific legal advice should be sought for particular matters through counsel of your choosing, based on such factors as you deem appropriate.

 

 

[1] WORLDOMETER.  COVID-19 Coronavirus Pandemic.  Visited July 27, 2020.  Online: >https://www.worldometers.info/coronavirus/?utm_campaign=homeAdvegas1?<

[2] Ibid.

[3] Stuart Ramsay.  Coronavirus warning from Italy: Effects of COVID-19 could be worse than first thought.  Posted on sky.com.  Visited July 18, 2020.  Online: >https://news.sky.com/story/coronavirus-warning-from-italy-effects-of-covid-19-could-be-worse-than-first-thought-12027348<

[4] Ekundayo George.  COVID-2019: Potential National & Subnational Measures.  Posted March 10, 2020, on ogalaws.wordpress.com.  Online: >https://ogalaws.wordpress.com/2020/03/10/covid-2019-potential-national-subnational-measures/<

[5] Ian McGugan.  Pandemic debt: Countries are spending trillions to save the economy from the coronavirus crisis. Can the world afford it?  Posted on theglobeandmail, April 3, 2020.  Online: >https://www.theglobeandmail.com/business/article-can-the-world-afford-the-cost-of-fighting-covid-19/<

[6] Alex Boutilier and Robert Benzie.  Ottawa sending $19B to provinces for COVID-19 aid.  Posted on thestar.com, July 16, 2020.  Online: >https://www.thestar.com/politics/federal/2020/07/16/ottawa-sending-19b-to-provinces-for-covid-19-aid.html<

[7] The following several examples from around the United States, alone, show that the COVID-19 Pandemic is not ebbing anytime soon.  See e.g.  Tamara Lush and Terry Spencer.  Florida Shatters Daily Record With 15,300 New COVID-19 Cases.  Posted July 12, 2020 on nbcmiami.com and updated July 13, 2020.  Online:  >https://www.nbcmiami.com/news/local/florida-shatters-daily-record-with-over-15000-new-covid-19-cases/2261128/< ; KHOU.  CORONAVIRUS.  July 14 COVID-19 update: Texas sets new single-day record with 10,745 new cases.  Posted July 14, 2020 on khou.com.  Online: >https://www.khou.com/article/news/health/coronavirus/july-14-covid-19-case-reports/285-3ec438f0-3d7f-45c4-8c7b-5f65fd3a8652< ; Los Angeles Times.  California shatters record with more than 11,000 new coronavirus cases in 1 day.  Posted on ktla.com, July 15, 2020.  Online: >https://ktla.com/news/california/california-shatters-record-with-more-than-11000-new-coronavirus-cases-in-1-day/< ; Lisa Shumaker.  Coronavirus: U.S. breaks daily record with over 77,000 new cases.  Posted on globalnews.ca, July 16, 2020.  Online:  >https://globalnews.ca/news/7187712/coronavirus-us-daily-record/<

[8] Ekundayo Geoge.  FINDING AND CATCHING WIND TO SAIL IN A DEAD CALM DOWNTURN (Part 3, Covid-19). Posted July 6, 2020, on ogalaws.wordpress.com.  Online:   >https://ogalaws.wordpress.com/2020/07/06/finding-and-catching-wind-to-sail-in-a-dead-calm-downturn-part-3-covid-19/<

[9] Cecelia Smith-Schoenwalder.  Over 150 Medical Experts Urge Trump, Congress and States to Shut U.S. Down Again Amid Virus Surge.  Posted July 24, 2020, on usnews.com.  Online: >https://www.usnews.com/news/health-news/articles/2020-07-24/over-150-medical-experts-urge-trump-congress-and-states-to-shut-us-down-again-amid-coronavirus-surge<

[10] United States Public Interest Research Group (U.S. PIRG).  Shut it down, start over, do it right.  An open letter to America’s decision makers, on behalf of health professionals across the country.  Posted July 6, 2020 on, uspirg.org and last updated and visited July 26, 2020.  Online:  >https://uspirg.org/resources/usp/shut-it-down-start-over-do-it-right<

[11] Clay LePard.  Residents continue to rely on drive-thru food pantries months after being furloughed.  Posted July 23, 2020, on clickorlando.com.  Online:  > https://www.clickorlando.com/news/local/2020/07/23/residents-continue-to-rely-on-drive-thru-food-pantries-months-after-being-furloughed/<

[12] Philip Blenkinsop.  EU excludes United States from ‘safe’ travel list.  Posted June 30, 2020, on reuters.com.  Online: >https://www.reuters.com/article/us-health-coronavirus-eu-travel/eu-excludes-united-states-from-safe-travel-list-idUSKBN2410WJ<

[13] MSNBC.  Joint Press Conference from the Capitol of The Honorable Senator (D-NY) Charles Ellis (Chuck) Schumer, and The Honorable Representative Nancy Patricia Pelosi (D-CA), Speaker of the United States House of Representatives.  Viewed live, at 11:05 a.m. on Thursday, July 23, 2020, at time stamp 3:14 [sic].  Transcript: >https://www.rev.com/blog/transcripts/speaker-nancy-pelosi-press-conference-transcript-july-23<

[14] Id. Chuck Schumer, at time stamp 11:45 [sic].

[15] Jacob Jarvis.  Trump Shares Conspiracy Theory About Hydroxychloroquine and 2020 Election.  Posted July 28, 2020, on newsweek.com.  Online: >https://www.newsweek.com/donald-trump-hydroxychloroquine-election-1520878<

[16] Pew Research Center.  Republicans, Democrats Move Even Further Apart in Coronavirus Concerns.  Posted June 25, 2020, on pewresearch.org.  Online: >https://www.pewresearch.org/politics/2020/06/25/republicans-democrats-move-even-further-apart-in-coronavirus-concerns/<

[17] Ekundayo George.  COVID-2019: Potential National & Subnational Measures.  Posted March 10, 2020, on ogalaws.wordpress.com.  Online: >https://ogalaws.wordpress.com/2020/03/10/covid-2019-potential-national-subnational-measures/<

Which is worse – being free to roam without finding work in a great recession[1] or during sustained global economic stagnation,[2] or being on full or partial lockdown in a COVID-19 Global Pandemic situation (hereinafter “Covid”) ?

Each has its own challenges in terms of earning a living.  However, with Covid, things are that much tougher because getting too close to others to shake hands or even breath the same air in sequence, can be very bad for you, or for them, or for both of you together – and even deadly.  So, what can one do to make some meaningful income while the whole world stands apart for as long as they and we individually, all can, without going stir-crazy, getting precaution-lazy, or surviving, cashless, on dry beans and gravy?

 

WHAT IS IN THE ECONOMY, ANYWAY?

Well, as always, start with the basics ………… what is the economy at its barest bones?

We have often heard of the 3 factors of production, being Land, Labor and Capital/Kapital.

Then, we hear of the human condition’s 3 survival basics, being Food, Shelter, and Clothing.

Those are 6 key elements already, but the modern economy adds or splits-out, two more, which are Technology, and Consumables.  With these 8, then, we can start to break them down, further categorize, compartmentalize, and strategize.

 

HOW DO WE SORT THESE 8?

Put Land, Labor and Technology on one side; Food and Shelter in the middle; and the three Cs (Capital, Clothing, and Consumables) on the other side, then identify them with the rule of 3.

 

L + L + T

Land, including land with improvements such as a home, an industrial plant, or a commercial or rental property building, can be any of: (a) under water or fallow land; (b) in a steady state and barely drawing even or simply where you have your own business; or (c) it can be an income property that is actually cash flow positive and producing an income.

In terms of Labor nowadays, you can be: (a) jobless; (b) working from home; or (c) in an essential function or group, and working outside the home.  Some jurisdictions, of course, have remobilized their populations and restarted to various degrees, but with varying results, and so we won`t go there right now, and there are also many different definitions of essential, such as health and security workers, grocery store clerks, utility and transportation workers, office workers in a payroll and benefits function, an inventory rotation and maintenance function, or responsible for the care of live animals, so we won’t delve deeper into those terms, either.

Technology is an enabler that helps you with: (a) knowing (which includes communication, advice, entertainment, and basic information retrieval); (b) it can help you with acting on that information; and (c) it can help you with moving – whether as a result of information, to get information, or as a movement enabling technology in its own right through some form of transportation ranging from the scooter, through an Uber, to a plane, train, or simple bicycle.  You can also know, act, and move at the same time with Technology in the massive enabling of “telepresence”, through the current super-spike of online video meetings and web-based events, where by attending without moving you really “CAN” be in two places at once.

 

F + S

Food (and drink) you can: (a) produce and sell; (b) purchase to consume; or (c) stockpile it for re-sale or later personal use.

Shelter, you can: (a) own; (b) let-out; or (c) yourself rent, whether or not you actually live there; remembering that shelter can be anything from an actual house, through an apartment or hotel room or bed and breakfast arrangement, to a mobility property such as a boat or houseboat, a private aircraft, or a camper or recreational vehicle whether towed or self-propelled.

 

C + C + C

Capital can be identified as: (a) income (inflow); (b) expense (outflow); or (c) an investment (sideflow).

Clothing can be: (a) multi-purpose basic ear; (b) general workwear including suits and pantsuits and uniforms; or (c) it can be general- or specific-purpose Personal Protective Equipment (PPE).

Consumables, finally, can be: (a) a variety of services and content; (b) medications; or once again (c) PPE.

 

ANALYSIS

You will have noticed that PPE appears twice, which is not surprising, given its importance in the middle of a Global Pandemic.  So it is a high demand category that is evident in the initial shortages of things like face masks, gloves, and household cleaning wipes, and their ongoing high rates of usage and sporadic shortages as Covid rages-on.

Without passing judgement on the ethics, legality, or propriety of any of the following, I will give some examples of: (I) same category folding, (II) cross-category pairing, and (III) tri-category bridging, to make things happen.

I.   Same Category Folding, was already seen in technology, with teleconferencing that combines moving, with information. On a non-macro-level, it can also be seen with land, where you sublet that un-used portion of a commercial property that you own or let, or with shelter where you let out a portion of the home that you occupy.  Similarly with labor, if you are at home on furlough, then you may also be able to start a home based business and work from home to supplement unemployment insurance income or leverage and re-deploy any other funds made available to you during Covid.

II.   Cross-Category Pairing, can be seen where one uses a vehicle as technology that they own or control, and combines labor as an essential worker to now drive in a Ridesharing arrangement, or to deliver food, in either case as an essential worker. One can also work from home to produce clothing in the form of masks as PPE, or even another consumable in the form of advice and counseling services.

III.   Tri-Category Bridging, was in clear view when some people used their capital in sideflow, to buy and resell large amounts of PPE (clothing or consumables) or food and drink.  Knowledge workers can likewise work from home by investing (sideflow) in technology cloud power or production equipment as simple as a few camcorders, and then acting by creating consumables in services or content for larger providers, or even by themselves, such as with a short film, infomercial, or actual YouTube channel.

 

CONCLUSIONS

One would have factored-in the ability to liquidate personal goods to generate some quick cashflow.  However, the ability of Covid to linger on hard surfaces somewhat discourages those modern garage sales for all but the most hardy.  As the above shows, though, using a little ingenuity can help you find those hidden and glaring opportunities.

Most of us can look down and see five fingers or five toes, and those who cannot, have in many cases compensated and still been able to survive and even thrive despite those limitations.  So, just look to, and take an honest inventory of:

(i) your Possessions (across the original 8 factors), including what you occupy or control;

(ii) your Abilities (in terms of labour);

(iii) the “Rational” needs of the market (rational as in what “you” can manage to provide in line with the prevailing government medical advice or lockdown status, not what the people “feel” that they need, but that is totally unattainable or otherwise ill-advised for whatever reason or reasons at that time);

(iv) your own Tolerance of risk; and

(v) the many Synergies that you can create through Tri-category bridging, Cross-category pairing, and Same category folding …………… so, go on, take these “parts” and make them – and yourself, whole !

 

Good luck; Stay safe !

****************************************************************

 

Author:

Ekundayo George is a lawyer and sociologist.  He has also taken courses in organizational and micro-organizational behavior, and gained significant experience in programs, policy, regulatory compliance, litigation, and business law and counseling.  He has been licensed to practise law in Ontario and Alberta, Canada, as well as in New York, New Jersey, and Washington, D.C., in the United States of America.  See, for example: https://www.ogalaws.com.  A writer, blogger, and avid reader, Mr. George has sector experience in Technology (Telecommunications, eCommerce, Outsourcing, Cloud), Financial Services, Energy, Healthcare, Entertainment, Real Estate and Zoning, International/cross-border trade, other services, and Environmental Law and Policy; working with equal ease and effectiveness in his transitions to and from the public and private sectors.  He is a published author on the national security aspects of Environmental Law, has represented clients in courts and before regulatory bodies in both Canada and the United States, and he enjoys complex systems analysis in legal, technological, and societal millieux.

 

Trained in Legal Project Management (and having organized and managed several complex projects before practicing law), Mr. George is also an experienced negotiator, facilitator, team leader, and strategic consultant – sourcing, managing, and delivering on complex engagements with multiple stakeholders and multidisciplinary teams.  Team consulting competencies include program investigation, sub-contracted procurement of personnel and materials, and such diverse project deliverables as business process re-engineering, devising and delivering tailored training, crisis consulting, and targeted engagements through tapping a highly-credentialed resource pool of contract professionals with several hundred years of combined expertise, in: healthcare; education and training; law and regulation; policy and plans; statistics, economics, and evaluations including feasibility studies and business cases; infrastructure; and information technology/information systems (IT/IS) – also sometimes termed information communications technologies (ICT).  See, for example: https://www.simprime-ca.com.

 

Hyperlinks to external sites are provided to readers of this blog as a courtesy and convenience, only, and no warranty is made or responsibility assumed by either or both of George Law Offices and Strategic IMPRIME Consulting & Advisory, Inc. (“S’imprime-ça”) including employees, agents, directors, officers, successors & assigns, in whole or in part for their content, accuracy, or availability.

 

This article creates no lawyer-client relationship, and is not intended or deemed legal advice, business advice, the rendering of any professional service, or attorney advertising where restricted or barred.  The author and affiliated entities specifically disclaim and reject any and all loss claimed, no matter howsoever resulting as alleged, due to any action or inaction done in reliance on the contents herein.  Past results are no guarantee of future success, and specific legal advice should be sought for particular matters through counsel of your choosing, based on such factors as you deem appropriate.

 

[1] Ekundayo George.  FINDING AND CATCHING WIND TO SAIL IN A DEAD CALM DOWNTURN (Part 1, 2011).  Posted September 3, 2011, on ogalaws.wordpress.com.  Online: >https://ogalaws.wordpress.com/issues-counseling/<

[2] Ekundayo George.  FINDING AND CATCHING WIND TO SAIL IN A DEAD CALM DOWNTURN (Part 2, 2013).  Posted January 3, 2013, on ogalaws.wordpress.com.  Online: >https://ogalaws.wordpress.com/2013/01/03/finding-and-catching-wind-to-sail-in-a-dead-calm-downturn-part-2/<

The Novel Coronavirus which originated in Wuhan, Hubei Province, China in late 2019, has become a growing global concern.  As such, there are many potential and many proven measures that nations and sub-national units can leverage in an effort to address it.  One such far-ranging and quick sketch of a scheme, that I laid-out before the first and partial Italian lockdown of Saturday, March 7, 2020,[1] is what I would call the “TRIPLE TAP-OUT (TTO)“:

 

DECLARATION & DURATION:

*Declare a national and international health emergency for thrice renewable 250-day periods on the sole authority of the head of government, before re-assessment and any renewal for the same period with or without some wider government input.

 

LAW ENFORCEMENT & NATIONAL SECURITY APPARATUS (LENS):

*All vacations and leaves canceled.

*All principals and spouses and custodial issue restricted to barracks.

*30 days quarantine, 30 days operational, 30 days recovery on the Triple Tap Out.

*Establish treatment, quarantine, and testing locations and prepare for mass casualties and the safe categorization, handling, and disposal of large amounts of hazardous waste.

*Impress medical and nursing students and cadets into service; have 3 shadows (1 x junior, 2 x students or cadets) to a senior practitioner; 2 shadows (1 x junior, 1 x student or cadet) to a mid-level practitioner, for ease of replacement and continuity of care in case of necessity.

*Consider calling medical and nursing professionals out of retirement, and retraining or re-certification in order to bring them back fully online.

*Secure and store “much more than sufficient” supplies of unexpired safety gear (personal protective equipment), testing and diagnostic kits, and contact-less thermometers.

 

OVERALL NATIONAL & REGIONAL LEADERSHIP:

Again with Triple Tap-Out (TTO), and on that 30-day operational rotation:

*2 alternating shifts of 8 hours across 1 or 2 physical locations; a third crossover/surge and backup group in a separate location for 2 x 12 hour shifts.

*This ensures continuity of service and government (have 2 x VP, or 2 x Deputy PM in national government as appropriate).  All 3 leadership centres would have to be rendered ineffective at the same time or within the same span of time, for the system to collapse on this Triple Tap-Out.  A set line of succession is already enshrined in the United States, but many other nations have only 1 Deputy PM or VP.  Again, after a very contentious impeachment exercise, some U.S. Republicans may, in an electoral season, balk at the Democratic House Speaker potentially leading the nation under “their” watch and term.  Partisanship may continue to hinder a full and effective emergency response.

 

CLIENT FACING / REGULATORY / UTILITIES:

*Establish the required or permissible lower levels of critical and essential services, and appropriate staffing rates.

*Have staff camped out and segregated (no travel to and from home), with a flat pay rate of 1.5 x regular time, for TTO rotations within each of the 250-day periods.

 

TRAVEL & SPECIAL POPULATIONS:

*Mandate a 30 day quarantine for all permitted arrivals (which should slow inflows), being disclosed well in advance to be a managed quarantine in designated locations and not a self-quarantine; with related other disclaimers.

*All arriving + departing mass transit and cruise carriers should be mandated to have and show comprehensive and scientifically and demonstrably effective cleaning and disinfecting, or else they will neither embark nor debark passengers in that jurisdiction.

*initiate Six Sick Testing (SST), such that mass transit and cruise carrier crews and passengers must be tested:

(i) before original home port departure,

(ii) in flight/en route incoming,

(iii) before debarking here,

(iv) before re-embarking back,

(v) in flight/en route outgoing, and finally,

(vi) before debarking there at a final destination – that works for a round trip, and can also apply to connecting flights within the subject jurisdiction.

*Consider monitoring or limiting cross-nation travel; expediting trucking, barge/internal waterway, and rail transport, and guarding supply lines.

*Do not neglect the homeless and indigent.

*Do not neglect remote and isolated communities.

*Do not neglect prisons, nursing homes and buildings with senior concentrations.

*Do not neglect convalescent, rehabilitation, or recovery homes and units.

 

FINANCE:

*Mandate that “ALL” installment payments within the jurisdiction be cut to 50% for 6 month renewable periods during the emergency, without any loss of assets or breach of contract.

*Mandate into force up to 30 days of sick leave (paid at 50%, free of tax + payroll tax), in every 6 month period during the declared emergency, for every employee in the jurisdiction.

*Mandate into force some guarantee or limit on direct patient costs regarding diagnostic testing and treatment in those jurisdictions lacking universal health coverage or the like.

*Mandate into force that all public + private sector payrolls within jurisdiction and for renewable periods of 6 months, be reduced to 50%, free of tax and payroll deductions, adding 7.5% (tax and deductions free) if having and for children, and adding another 7.5% (tax and deductions free) if and for major medical needs, as to be defined (assisted living, mobility aids, special diets, in home care, convalescing from recent surgery, current or recent child birth or maternity leave, and so forth).

*Consider permitting people to leave work on furlough for thrice renewable periods of 90 days, in which they:

(i) work as an activated reserve of civilian, military, or civil defence staff under applicable terms of service;

(ii) work in a volunteer capacity to care for family and friends sickened and otherwise during the emergency; or

(iii) work in a regular employment capacity as additional staff,- such that the entire 90-day furlough can cover a 30-day quarantine into the furlough, the 30 days of work, and a 30 day quarantine back out to the general population.

*Ensure that regular jobs, seniority levels, pensions and benefits of these people are fully protected and available for them at the conclusion of their service in the emergency, as applicable.

 

INSURANCE:

*Mandate that “ALL” Insurance premiums within the jurisdiction be cut to 50% for 6 month periods renewable during the emergency, without any loss of coverage or breach of contract.

*Mandate into force, including by unilateral force majeure invocation by and on behalf of parties, all selected business interruption provisions (including but not limited to voiding the standard exclusions for war, pandemic, force majeure, and Acts of God), as well as with blue penciling for coverage, duration, and limitations; necessitating consultation with insurers, on:

(1) extension to their non-selecting insureds,

(2) future available and mandatory coverage options and limits, and

(3) current government fiscal support of the industry, or future government fiscal concessions to the industry, or both – with teleconferences advised for any and all such meetings.

*Insurer cash on hand and near-cash reserves may need to be significantly drawn down, with liquidation of near cash equivalents in order to provide the requisite funds and avoid depressing markets with sudden and substantial asset sales, and attempted substantial asset sales where there are no takers.

 

MASS GATHERING AREAS:

*Suspend all schools and colleges of all levels, all religious gatherings outside families and residential groupings, all mass events like weddings and funerals and conferences, and theatres, and the like.

*Education at all levels should be encouraged to continue where distance learning is both an option, and accessible.

*Restaurants can remain open – take your own drinkware + silverware (paper napkins supplied); fast foods for takeout and pickup only, and delivery where available with no eating in.

*Mandatory 6-point testing and/or temperature checks for all food and public facing workers, as well as all workers not operating from home in a telework capacity, who remain in large or high-occupancy buildings, both public and private:

(i) On waking – called in by the subject;

(ii) On reporting to work;

(iii) At the end of lunch and on returning to work;

(iv) Before leaving the workplace for the day; and

(v) Before sleeping – called in by the subject.

*A sixth spot test and/or temperature check should also be made at a moving random daily time, as well as when any co-worker is reported to have tested positive, or is denied entry or denied any continued work or return to work, due to showing listed symptoms or having a fever.

*Workplaces should also consider their notification and communication plans, cross trained employees, remote work – whether from home or a third contingency plan location, or from both of these as co-branded mutual redundancies.

*Officially encourage all households to stock enough food, water, medication, sanitary and cleaning supplies, garbage bags, and other necessities to last all residents for at least 30 days without restocking or leaving the home, in case a large scale quarantine is suddenly required, certain areas are suddenly deemed off limits or otherwise inaccessible, some or all shopping locations are simply out of stock for those who didn’t act on time as advised, or there is otherwise no set schedule as to when supply lines will reopen with an adequate flow to meet the backlog in pent-up demand and move forwards from there.

 

PUBLIC:

*If stringently used, the above should waylay or seriously delay the need to quarantine large areas, but large quarantines and mandatory self-quarantines should both be heeded, if needed, with strict penalties for violating orders (courts suspended, but statutes of limitations also suspended on infractions and all other matters; and 3-6 months of medical detention allowed for violating disclosed quarantine, as well as 3-6 months of public or judicial order violator detention allowed – even sequentially.

*If not already done, have landlords take and provide inventory of residents, with government instruction to tenants to comply and give regular updates.

*Start house to house resident registration, medical and medication needs assessments, and regular temperature taking of all inhabitants, by mobile health teams.

*If not already done, prepare to stockpile, secure, and distribute food, water, medication, and cooking and sanitary materials in packages to households.

*Consider mobile health teams taking appropriate temperatures and assessments at places of public transit embarkation (perhaps restricting said locations in number and modifying routes), and outside high occupancy buildings and offices.

*Consider special mobile patient transportation and contact tracing teams pre-positioned at various locations for appropriate purposes and tasking, with supporting entry and extraction security details.

 

OTHER MEASURES:

*If and as deemed to be, necessary, or advisable, or appurtenant to any or all of the foregoing.

 

TOTAL MOBILIZATION:

This needs a whole of government and a whole of population approach, with a further specific analytical loop for addressing the situation, that jointly and individually pay homage to the sacrifices of patriots.

 

The total mobilization is a “WENLIANG[2] Mobilization, where:

W is workers,

E is the employers,

N is Novices being assistants, students, interns, and apprentices,

L is Landowners and Landlords,

I is Industrialists,

A is Agriculturalists or farmers,

N is Netizens, being GIG Economy players and Nationalists and Patriots not otherwise covered, and

G is Governments at all levels.

 

Similarly, the loop approach is the “ADADEVOH[3] Analytical Loop, where the first

A stands for Analyze apparent cases, news articles, and accumulated knowledge;

D is for Deduce the identity, incidence rate and incubation period of the malady; the second

A is for Advise the LENS (the law enforcement and national security apparatus), key principals, constituency leaders, and the general public; and the second

D is for Devise management measures, mobilization needs and levels, and mass messaging. That “A-D-A-D” cycle should be repeated, continually in a loop.

 

Under each of those 4 loop elements, are nestled, as applicable:

E for Execute on all relevant fronts;

V for the 5 primary Variables to consider, being the 5 modern factors of production in Land, Capital, Technology, Consumables, and Labor;

O for the 9 key Objectives to consider; and

H for the 9 potential Hindrances to consider.

 

At this point I will refrain from boring you with additional details and minutiae, but Strategic IMPRIME Consulting & Advisory Inc (S’imprime-ca) and its many on-call professionals, remain available for remote engagement at various levels involving Covid-2019, and George Law Offices can also, likewise, advise & counsel remotely on same.

**********************************************************************

Author:

Ekundayo George is a lawyer and sociologist.  He has also taken courses in organizational and micro-organizational behavior, and gained significant experience in programs, policy, regulatory compliance, litigation, and business law and counseling.  He has been licensed to practise law in Ontario and Alberta, Canada, as well as in New York, New Jersey, and Washington, D.C., in the United States of America.  See, for example: https://www.ogalaws.com.  A writer, blogger, and avid reader, Mr. George has sector experience in Technology (Telecommunications, eCommerce, Outsourcing, Cloud), Financial Services, Energy, Healthcare, Entertainment, Real Estate and Zoning, International/cross-border trade, other services, and Environmental Law and Policy; working with equal ease and effectiveness in his transitions to and from the public and private sectors.  He is a published author on the national security aspects of Environmental Law, has represented clients in courts and before regulatory bodies in both Canada and the United States, and he enjoys complex systems analysis in legal, technological, and societal millieux.

 

Trained in Legal Project Management (and having organized and managed several complex projects before practicing law), Mr. George is also an experienced negotiator, facilitator, team leader, and strategic consultant – sourcing, managing, and delivering on complex engagements with multiple stakeholders and multidisciplinary teams.  Team consulting competencies include program investigation, sub-contracted procurement of personnel and materials, and such diverse project deliverables as business process re-engineering, devising and delivering tailored training, crisis consulting, and targeted engagements through tapping a highly-credentialed resource pool of contract professionals with several hundred years of combined expertise, in: healthcare; education and training; law and regulation; policy and plans; statistics, economics, and evaluations including feasibility studies and business cases; infrastructure; and information technology/information systems (IT/IS) – also sometimes termed information communications technologies (ICT).  See, for example: https://www.simprime-ca.com.

 

Hyperlinks to external sites are provided to readers of this blog as a courtesy and convenience, only, and no warranty is made or responsibility assumed by either or both of George Law Offices and Strategic IMPRIME Consulting & Advisory, Inc. (“S’imprime-ça”) including employees, agents, directors, officers, successors & assigns, in whole or in part for their content, accuracy, or availability.

 

This article creates no lawyer-client relationship, and is not intended or deemed legal advice, business advice, the rendering of any professional service, or attorney advertising where restricted or barred.  The author and affiliated entities specifically disclaim and reject any and all loss claimed, no matter howsoever resulting as alleged, due to any action or inaction done in reliance on the contents herein.  Past results are no guarantee of future success, and specific legal advice should be sought for particular matters through counsel of your choosing, based on such factors as you deem appropriate.

 

[1] Eric Sylvers, Giovanni Legorano.  Italy Plans Large-Scale Lockdown in Country’s North to Fight Coronavirus.  Posted on msn.com.  March 7, 2020.  Online: >https://www.msn.com/en-us/news/world/italy-plans-large-scale-lockdown-in-countrys-north-to-fight-coronavirus/ar-BB10SVjj<  By Tuesday, 3 days later, that quarantine zone effective to April 3, 2020, had been extended to cover the entire Italian nation.  See generally Vanessa Romo & Sylvia Poggioli.  Italy Expands Quarantine Measures Nationwide To Stem Spread Of Coronavirus.  Posted March 9, 2020 on nprillinois.org.  Online: >https://www.nprillinois.org/post/italy-expands-quarantine-measures-nationwide-stem-spread-coronavirus<

[2] Dr. Li Wenliang.  Biographical entry.  Wikipedia – visited March 9, 2020.  Online: >https://en.wikipedia.org/wiki/Li_Wenliang<  <

[3] Dr. Mrs. Ameyo Stella Adadevoh.  Biographical entry.  Wikipedia – visited March 9, 2020.  Online: >https://en.wikipedia.org/wiki/Ameyo_Adadevoh<

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