Schools, Students, and Families in the DMV Face Big Challenges on Re-opening

Schools, Students, and Families in the DMV Face Big Challenges on Re-opening

Jim Cowen is Executive Director of the Collaborative for Student Success

Schools shuttered their doors—and rightly so—at the start of the pandemic, launching a great experiment in “remote-learning” as we collectively moved to working from home. That pivot occurred quickly, and teachers and parents agree that kids have struggled to stay engaged and get the most from that online instruction. In addition, Black, Latinx and low-income students in the D.C. region and elsewhere have disproportionately faced added hurdles like a lack of internet access that exacerbate already troubling achievement gaps.

Six months later, we face the start of a new school year. There’s an obvious desire to get kids back to what we would consider traditional in-person learning. But COVID-19 has proven to be extremely resilient, deadly, and highly contagious. Parents and teachers have every right to demand a safe learning environment for their children—and themselves—whatever that may look like.

This conversation on returning to school is consuming cable news, dominating dinner tables, and spilling into our socially distant happy hours throughout the DMV and the country. It is an important consideration for business leaders who are rethinking how they manage, support, and maintain an efficient workforce that is still largely working from home.  

Our education leaders, however, don’t have the luxury of simply “considering” this conundrum. They are charged with determining how we return to a quality system of learning and conduct schooling in a way that’s legitimately safe—whether students, teachers, and staff are in classrooms, on sports fields, or in school cafeterias.

How do you enforce social distancing in younger kids? How do you protect teachers and faculty who may see a hundred students or more per day? How do you know what skills students have lost from this time away from in-person instruction? How do you adjust the normal school curriculum to focus on the most important material to keep kids moving forward?    


It is encouraging to know that behind the scenes, education community groups, leaders, and practitioners have been coming together to consider various education scenarios and the nuts and bolts of learning in the COVID-19 era.


The enormity of the problem and the understandable concern from parents have universally pushed nearly all the public school districts in our region (including Fairfax, Arlington, District of Columbia, Prince George’s, Montgomery, Prince William, Loudoun, and Alexandria counties) to offer remote/virtual learning only for the new school year—at least at the start. 

Despite the angst and uncertainty, however, it is encouraging to know that behind the scenes, education community groups, leaders, and practitioners have been coming together to consider various education scenarios and the nuts and bolts of learning in the COVID-19 era. They are asking important questions and looking for solutions about how schools will function this fall—whether the learning is remote, in-person, or part of a hybrid model.

Over the summer, the Council of Chief State School Officers—the non-profit organization representing the public officials leading elementary and secondary education in all states—brought together more than 350 education leaders and experts from nearly 30 states to consider the issue. The result provides recommendations and actions to help school leaders put those plans together. Similarly, there must be a rethinking about curriculum and educational materials. Publishers have adapted their products to prioritize the most important content and help teachers meet the new reality caused by extended school closures.

In response to a questionnaire from the Greater Washington Board of Trade, DC Public Schools (DCPS) Chancellor, Lewis D. Ferebee, said that while engaging the community over the summer, the district heard, “a resounding desire to focus on prioritizing safety, maximizing learning–whether in school or at home–and providing equitable access to resources and supports.”

As a result, Ferebee said DCPS students this fall will receive live virtual lessons with their teachers, small group learning, and independent work time. On most days, pre-K and elementary students should anticipate 1-3 hours of live lessons with their teachers. Older students in middle school and high school should anticipate 4-5 hours of live lessons each day.

Particularly noteworthy is how DCPS is recognizing the stress that has been put on students, parents, and teachers by not just the pandemic, but also the current national dialogue around racial justice. Ferebee said, “Recent events have forced difficult conversations with friends and families about our country, race, and police violence. All students will begin the school year with the ‘Living Through History’ Cornerstone to process this incredibly historic time we are living through.”


“We simply cannot provide a risk-free environment given the regional and national situation this August. However, we can, and we will, deliver effective virtual education that will be of high quality and will incorporate as much of the ‘real school’ elements as possible.”

Superintendent Scott Braband, Fairfax County Public School

Fairfax County Public Schools (FCPS) has also listened to the community’s concern for putting health and safety first. FCPS Superintendent Scott Braband noted, “We simply cannot provide a risk-free environment given the regional and national situation this August. However, we can, and we will, deliver effective virtual education that will be of high quality and will incorporate as much of the ‘real school’ elements as possible.”

FCPS teachers will provide live face-to-face virtual instruction for four days each week with another day focused on independent learning with opportunities for other interaction and support from teachers and staff. “As compared to spring, students and parents will notice a more rigorous and engaging virtual-learning program with greater connections for all students at all grade levels,” Braband said.

If you’d like to see more details on area district reopening plans, WTOP has compiled a list of how schools in our region are addressing the re-opening challenge.

About the only thing that we can be sure of today is that in the near term there is little chance of returning to what we would consider a “normal” K-12 school experience. Fortunately, educators are listening to parents who want the best for their children and are looking for practical solutions. We are all in this together. We all deserve respect and patience in overcoming this unprecedented challenge.


The Collaborative for Student Success is a non-profit advocacy organization that works to defend high standards, high-quality assessments, and strong systems of accountability, to ensure that all kids are prepared for college or career. For more information, visit forstudentsuccess.org.

Government Relations & Transportation Updates

This July, the Board of Trade has been actively engaging elected officials around the region to advance policies that will help drive inclusive economic growth and hasten economic recovery and renewal. Stakes are especially high given the pandemic’s toll on our economy. Here are highlights of those efforts:  

  • We worked closely with the DC Chamber of Commerce, the Federal City Council, and other business advocacy groups to block a new three percent tax on advertising services proposed by the DC Council. We believed that a new tax was not what businesses needed during these very difficult times when they are struggling to remain open or stay afloat. We expressed our views though multiple joint letters (one example can be downloaded here) and discussions directly with Council members. We commend the DC Council for removing the ad tax from the FY2021 budget.
  • In Maryland, the public-private partnership (P3) managed lanes Draft Environmental Impact Statement was recently released. We are reviewing the impact statement and are in conversations with several organizations in support of this project. Hearings are scheduled in August and we are prepared to testify. Managed lanes would improve mobility throughout the region, connect communities, and support transit services.
  • On July 9, the Northern Virginia Transportation Authority adopted the FY2020-2025 Six Year Program, which includes funding for 21 new multimodal transportation projects totaling nearly $540 million over two years. You can read about the update and see the list of approved projects in the press release. The Board of Trade joined the Northern Virginia Transportation Alliance in advocating for these projects and is happy with this outcome.
  • On Monday, July 13, 2020, the Subcommittee on National Parks, Forests, and Public Lands in Congress held a legislative hearing on bill H.R. 7489. The bill will authorize the Secretary of the Interior to transfer National Park Service lands to the Commonwealth of Virginia to enable construction for the Long Bridge project. The Board of Trade and other organizations co-signed a letter in support of this bill.  Constructed in 1904, Long Bridge is a freight and passenger connector that, once upgrades and construction is finished, will benefit the country and the Washington region by adding much needed capacity to serve current and future transportation needs.
  • The Board of Trade has accepted an invitation to be a partner of the MD5G Partnership. This initiative seeks to grow Maryland’s innovation economy through communications infrastructure and next-generation networks. The Board of Trade believes that a regional approach to innovation and 5G connectivity will enhance our region’s quality of life and competitiveness.

Transportation Updates

Click the links to the agency’s websites for up-to-date information.

National Capital RegionAmtrak: Reduced schedule. Step-Up tickets used in conjunction with VRE multi-ride tickets will not be accepted on the designated Amtrak trains. The duration of this suspension is unknown at this time.
VRE: Reduced “S” schedule.
MARC: “R” schedule with limited supplemental service. Front-door bus boarding resumed, MARC Train, Commuter Bus, and Mobility Shuttle transition to normal schedules.
Metrorail: Mon-Fri 5:00 AM – 9:00 PM (0500-2100). Sat-Sun
8:00 AM – 9:00 PM (0800-2100)
Metrobus: Modified Sunday schedule.
MetroAccess: Same hours as rail and bus services.
Pentagon Shuttle Routes: Modified schedules.
District of ColumbiaDC Circulator: Provisional modified schedule.
MarylandMDTA: Customer Service Centers open, limited capacity.
Commuter Bus: Published “S” schedule, except R201.
Charles CountyVanGo: Running as scheduled.
Frederick CountyTransit Services: Normal weekday schedule for select Connector Routes.
TransIT-Plus: Operational.
Meet-the-MARC: Resumed service for select trains. Connector Peak service resumed
Taxi Access Program: Operational.
Montgomery CountyRide On: Expanded Essential Plus Service.
Prince George’s CountyThe Bus: Modified Schedules. Operational 6:00 AM to 6:00 PM (0600-1800)
Virginia
ArlingtonArlington Transit: Modified Sat. schedule.
AlexandriaDASH: Enhanced Saturday Operating Plan
Fairfax CountyFairfax Connector: Modified Operations.
Fastran: Operational.
Loudoun CountyTransit/Commuter: Modified Services. Service resumed to stops in and around the District of Columbia. Fares suspended on all routes until September 01.
Metro Connection: Free trips on Loudoun Transit buses until August 31.
Prince William CountyOmniRide: Operating at Friday service levels.

My Thoughts This Week

Dear members and friends in our community,

I spent most of the past week, like many of you, consumed with worry for our region and our country. Tensions were already high after several months of dealing with the COVID-19 pandemic, the biggest economic and public health crisis any of us have ever experienced. Then, the tragic murder of George Floyd ignited an explosion of anger at ongoing racial inequity and injustice. Communities across our region are hurt, disoriented, and fractured.

We understand and support the desire to be heard through peaceful protests, recognizing we have a shared responsibility to remedy the underlying causes that have persisted for too long. And we all sincerely hope for a lasting end to the violence that has swept our nation over the past several days knowing this will not unite us in moving forward.

I want to thank the many government, community, and business leaders who have worked for years to address inequality and justice issues across our region. I also want to acknowledge everyone currently determined to bring about the healing we require. We need to turn this dark time into a clarion call for constructive action. We need to invite honest dialogue, listen to residents’ concerns, embrace accountability and transparency, and implement permanent solutions to make our diverse communities more equitable.

We have a long way to go and it won’t be easy. It is no secret that our region is plagued by deep racial divides ranging from income inequality to gaps in life expectancy. Access to many basic daily necessities is often uneven—including transit, healthcare, jobs, housing, safety, education, technology, and food. We must reverse such disparities, ensure fairness, create equal opportunities, and embrace our different stories.

We must strive for a country and national capital area in which all people are supported and protected—and we can make that vision a reality by refocusing our efforts on inclusive, equitable communities and economic growth.

At the Greater Washington Board of Trade, we know that an inclusive and equitable region is healthier, more vibrant, more competitive, and more productive. Achieving equity isn’t only the right thing to do, our collective future prosperity depends on it. We will continue to listen and are committed to working with our members and partners to be part of the solution. Our region and our residents deserve nothing less.

Sincerely,

Jack McDougle
President & CEO, Greater Washington Board of Trade

How Board of Trade Members are Helping During COVID-19

Below are some of the unique and powerful ways that Board of Trade member organizations are responding to the COVID-19 crisis. We are proud of the swift action they have taken to serve their community in its time of need. We will keep sharing these stories over time. To submit an announcement of good work, contact Lindsey Longendyke.

Updates as of May 8, 2020

  • AT&T has made a $100,000 contribution to the Boys & Girls Clubs of Greater Washington (BGCGW) to allow them to provide 12 hours of daily childcare for COVID-19 first responders and essential workers. This childcare will be provided in facilities that practice social distancing, adhere to CDC approved sanitation guidelines, and are staffed by highly skilled professional staff. AT&T has also made an $80,000 contribution to several organizations in the D.C. area serving vulnerable residents. Earlier in April, it announced a total of $1.2 million in contributions from its Distance Learning and Family Connections fund to support small businesses focused on distance learning, including D.C.-based CommonLit.
  • Alzheimer’s Association has published guidance to help ensure the delivery of high-quality care for people living with Alzheimer’s and all dementia in long-term care and community-based settings during the current COVID-19 crisis.
  • The American Red Cross is helping the Food and Drug Administration (FDA) find fully recovered COVID-19 patients who can donate plasma. This is a potentially life-saving treatment for high-risk patients.
  • Bank of America committed $250 million in capital and $10 million in grants to community development financial institutions (CDFIs), and $100 million to support medical response, reduce food insecurity, and provide other forms of assistance to vulnerable communities impacted by the coronavirus.
  • Bechtel announced that its corporate foundation, in partnership with the crowdfunding nonprofit GlobalGiving, will donate $3 million through its new Bechtel COVID-19 Fund to support communities around the world coping with the impact of the coronavirus pandemic.
  • Booz Allen Foundation launches $1 million fund for COVID-19 innovation projects. Funding is available for nonprofits, small businesses and individuals with ideas to solve COVID-19-related social problems.
  • CannonDesign launched a coalition to design a better DIY face mask so that scarce N95 masks can be reserved for front line healthcare workers.
  • Capital Area Food Bank remains committed to distributing food to families that need it, especially in these difficult times, but has intelligently redesigned their distribution model to accommodate social distancing. They are also providing meals for children to compensate for school closures.
  • Chubb commits $10 million to pandemic relief efforts globally in support of front line workers and vulnerable communities.
  • Clyde’s has launched Food it Forward. Through this online platform, you can buy a meal for hospital staff, first responders, and people experiencing hunger in our own neighborhoods, while supporting local restaurants at the same time.
  • Comcast‘s COVID-19 response plan expands internet access by making internet essentials free for new customers, pausing disconnects and late fees, and other actions.
  • Geppetto Catering has partnered with the United Way of the National Capital Area, Jubilee Housing, and Goodwill of Greater Washington to provide meal for those in need through their Give a Meal Program.
  • Kaiser Permanente pledged $1 million to treat homeless individuals for COVID-19.
  • Maryland Environmental Service (MES) plans to award over $2 million in bonuses to many of its employees who are essential workers during the COVID-19 pandemic.
  • United Way of the National Capital Area activated its emergency assistance fund with an initial $50,000. It has received a $100,000 contribution from Pepco and further support from M&T Bank.
  • Verizon has invested $7.5 million to create a small business grant program with LISC. They have also launched Pay it Forward Live, a virtual concert series in support of small business.

An informed, coordinated reopening is the only way. Let’s make it happen.

In a 1925 speech to the American Society of Newspaper Editors, President Calvin Coolidge said, “The chief business of the American people is business. They are profoundly concerned with producing, buying, selling, investing, and prospering in the world.”

It has now been more than a month since any of us have dined out, gotten a haircut, dropped the kids off at school, visited a gym, or done hundreds of other daily activities—ones that we never imagined we were taking for granted.

It has been more than a month since many people have worked and received a paycheck.

It has been more than a month since many people have visited their workplace or seen their coworkers in person.

It has been more than a month since essential workers such as grocery store employees, first responders, nurses, and more have felt safe on the job.

It has been more than a month since many businesses have started losing revenue and laying off or furloughing workers while many others have started to close.

We are restless. We are tired of the uncertainty. And we are frustrated. We want to get back to work and restore our lives to some sense of normal. So, when will that happen?

These are perilous times, and much is riding on the timing of decisions to reopen our economy. There is no question that we must get back to work as quickly and safely as possible, and we are also deeply concerned about the health and wellbeing of our families, friends, neighbors, and coworkers.

If we get this wrong, it will only prolong and worsen the hardships we are facing. Decisions to fully reopen the economy need to be informed and coordinated.

What it means to be informed

An informed return to business means we are guided by public health experts, analysis, and data. The CDC and the White House have recommended that communities observe a steady drop in COVID-19 symptoms and cases over a two-week period before reopening schools and businesses. This will require ample testing and contact tracing. Communities should also have capacity in their healthcare system—beds, personnel, personal protective equipment (PPE)—to handle ongoing cases as well as any resurgence in cases.

Source: Washingtonian, April 24, 2020

When we do relax restrictions, we must do so in phases, reopening sections of our economy at a time. We must consistently monitor transmission rates, and if we detect a rebound, we must be prepared to respond accordingly. With diligence and patience, we can gradually reopen schools and businesses without triggering another spike in transmission.

Why must our actions hinge on public health data? The first reason is to save lives. Early studies of this pandemic warned that the United States could see hundreds of thousands of deaths. These estimates have been reduced to tens of thousands—not because the original estimates were exaggerated, but because our social distancing measures are working. Reversing course too early would be deadly and render today’s efforts meaningless.

The second reason is to avoid aggravating an already challenging business environment. Business thrives in a well-functioning system with the right public policies, appropriate regulatory guidance, the right education systems, public health and safety, and so on. And perhaps most importantly, business requires public confidence and trust.

More than 80 percent of Americans say they support social distancing measures, an unusually high degree of agreement in our typically polarized society. So, if everything opened today, would people feel safe enough to show up for work and resume their daily activities? Getting people spending and working again will require confidence in their own safety. The best way to undermine that confidence would be a rushed reopening in unsafe conditions.

What it means to be coordinated

In the Washington metro area, one out of five workers cross a state border to get to work. Many of us also routinely cross boundaries for recreation and to visit friends and family. That means that the virus crosses these lines too.

So far, Governor Hogan, Governor Northam, and Mayor Bowser have done an excellent job of coordinating their response to the pandemic. Very little time separated their decisions and it became clear early on that they would be a unified front in this fight.

We must see the same degree of coordination as plans and decisions are made to reopen the economy. Which businesses get to reopen first? What new guidelines, regulations, and requirements must be in place? How will regulations be enforced? Can frontline and other workers access enough PPE? Unifying these plans across our region will help restore confidence and accelerate our path to recovery.

The Greater Washington Board of Trade has asked the Governors and the Mayor to formalize their coordination in reopening our economy. We will also be working with them on our task force with business and community leaders to do just that while preparing for long term recovery. We know that a coordinated reopening will require significant conversations, negotiation, and planning, perhaps more than we have ever seen in our region.

We can do this

Today marks a stark milestone as the death toll from COVID-19 surpasses 50,000 in the U.S. Going forward we must be better prepared to reduce and even eliminate the threat of future pandemics. The road ahead will challenge us like never before, and we must recognize that the pandemic will result in a new normal—our lives will be changed forever. This will not be a sprint to recovery, but rather a marathon.

We must continue to work together and use our resources more effectively than thought possible. We must show a renewed willingness to adapt and change. We must question conventional wisdom and embrace creative and innovative solutions. We must build for the future. Our region is filled with smart, compassionate, resilient people. An informed, coordinated, and successful reopening is within our grasp. We can do this.

Four CSR Trends That Resonate in the COVID-19 Era

Michael Ford is Kivvit’s Director in Washington, D.C.

COVID-19 has posed unprecedented challenges to American businesses: In addition to the operational, financial, and HR challenges, every business is navigating a moment that demands an engaged corporate social responsibility (CSR) effort and tactful, authentic communications with their employees and consumers.

To determine which corporate initiatives are resonating the most with the public, the Kivvit Insights Team analyzed public engagement with news coverage and Facebook posts from Fortune 500 brands. These articles and updates focused specifically on how a Fortune 500 company was helping employees, customers, or communities. The analysis included over 260,000 articles and over 8,600 Facebook posts during the month of March.

Download the full report here.

Key Findings

Across high-performing corporate communications and initiatives, four primary themes emerge:

Communication from the top. Thoughtful and honest communications from the CEO can carry tremendous weight. A quick video or written message straight from the CEO tends to get above-average attention and appreciation.

Gratitude goes a long way. Americans love heroes. And in a crisis, there’s been a wave of support for the professionals — from doctors and nurses to delivery people and grocery store staffers — who have emerged as the face of front-line defense to both COVID-19 and the ensuing lockdown. Companies that go the extra mile to serve these professionals are getting credit from the public.

Understanding and anticipating customer needs. In a moment of crisis, companies are working with their customers to navigate rapidly changing circumstances. Four of the five most overperforming Facebook posts from Fortune 500 companies— posts receiving the most engagements compared to company averages — communicated such initiatives.

Supporting the war effort. While some companies are working within their existing enterprises to respond to the coronavirus, others have evolved entirely to join the war effort. And the public is taking notice.

For more on these findings, plus what not to do, I invite you to read the full report.

The CARES Act Provides Financial Relief for Nonprofits

By Orr Group‘s Steve Orr, Kelly Dunphy, and Katy Moore

The Coronavirus Aid, Relief, and Economic Security Act (CARES Act), the largest economic relief bill in U.S. history with an estimated $2.2 trillion price tag, was signed into law on March 27, 2020. The CARES Act includes several key relief elements that could prove essential for nonprofit organizations affected by the economic downturn.

Loans

The CARES Act created or expanded two Small Business Administration loan programs relevant to nonprofit organizations.

The Paycheck Protection Program (PPP) provides small nonprofits – those with fewer than 500 employees – financial relief in the form of low-interest (1%), federally-backed loans of up to $10 million to help cover operational costs such as payroll, rent, health benefits, insurance premiums, and utilities. PPP loans have few borrower requirements, no collateral or personal guarantee is required, and, if certain criteria are met, loan amounts can be forgiven in whole or in part. We’ve linked the official PPP fact sheet here.

The Economic Injury Disaster Loan (EIDL) program is an existing Small Business Administration program that provides loans of up to $2M (actual loan amounts are based on the amount of economic injury) to assist small businesses and nonprofit organizations in declared disaster areas with operating expenses such as payroll, accounts payable, and payment of fixed debts. Interest rates are fixed at 2.75% with repayment terms up to 30 years. Unlike the PPP loans, EIDL loans are not forgivable but can be more flexible than PPP in the types of expenses covered.

The National Council of Nonprofits has developed a simple side-by-side comparison of the two loan programs to help organizations determine which program, if any, is right for your needs.

If your nonprofit is eligible for one of these loan programs, you should apply.* You can only receive one type of loan, so do your research and choose the program that’s best for your organization’s situation. Here are a few next steps that we recommend taking ASAP.

Applying for a PPP loan:

  1. Determine eligibility.
  2. Contact your bank. Only approved SBA-approved lenders can accept applications for PPP. While it’s likely that your existing bank or credit union is a qualified lender, you can search here to confirm. Since funds are available on a first-come-first-served basis, it’s important to submit your application as soon as possible.
  3. When in doubt, file. There’s no penalty for applying and the SBA is expected to take a broad approach to eligibility.
  4. Don’t delay! Congress and the Treasury Department have already concluded that the initial amount of $349 billion for the PPP is not enough. With bipartisan support, they are beginning to take steps to allocate additional funding to the program. However, we recommend applying as soon as possible to secure funds that have already been approved.

Applying for an EIDL:

  1. Determine eligibility.
  2. Apply online.

Charitable Deduction Incentives

The CARES Act also provides incentives for charitable contributions. In 2017, the Tax Cuts and Jobs Act roughly doubled the standard deduction, dramatically reducing the number of individuals who could itemize their deductions and thus providing fewer tax incentives for individuals to make charitable donations.

The provisions of the CARES Act allow non-itemizers to deduct up to $300 in cash giving for the 2020 tax year, encouraging donors to support their favorite nonprofits organizations with small but essential gifts.

This also incentivizes taxpayers at higher incomes – those that do itemize – to increase their charitable giving by lifting the cap on annual giving, increasing it from 60% to 100% of adjusted gross income.

Many individual donors are unaware of these new charitable giving incentives. Nonprofits should consider communicating this information with donors and leveraging these new tax incentives to increase giving in this time of need.

Conclusion

Having a strong nonprofit sector is essential to our country’s social safety net. Nonprofit organizations are on the front lines of the COVID-19 crisis providing healthcare, food, shelter, and more. As your organization plans for the weeks and months ahead, make sure you understand and are accessing the many provisions of the CARES Act. This vital relief funding can help sustain your organization and your employees during and in the aftermath of this pandemic.

*Orr Group recommends contacting your financial or legal counsel to determine if applying for a loan is the best option for your organization.

Three Steps to Coming Back Stronger After a Crisis

Kelly Stepno is Senior Director & North American Crisis Practice Lead at APCO Worldwide

This blog was originally posted on apcoworldwide.com.

I’ve been in the crisis business for more than 20 years. I thought I had seen it all. I was wrong. Literally every single one of us right now is in a constant state of trying to figure out our new reality, which seems to change by the minute.

Beyond trying to manage all the changes in our personal lives, we are also trying to address the shifts in our businesses. Right now, most organizations we are working with are looking for guidance on how to put out the daily fires. And, we’re helping with this. We’re also talking a lot about recovery.

Yes, recovery. It seems impossible to even think about right now. But we must. For organizations, the economy and our communities to thrive when we come out of this global crisis, we must plan now. While there are still so many unknowns and we don’t know what our new normal will look like, there are steps that organizations can take now to help establish a stronger foothold, so we all come out of this stronger.

  1. Assign someone to think about the future. It can be someone in-house. It can be one of your external partners. But someone needs to do it.
  2. Condition the environment. You need to plan for, and take, immediate steps that will help in the long run. Almost all industries will face a long road back to financial health and it will be important to have a seat at the table when decisions are made about the future of business. Think beyond the box. What you do now will pave the way for how quickly and easily organizations, the economy and communities can recover.
  3. Plan to come back stronger. I recognize this may not be an option for all organizations. However, where possible, it is important to strategize for the future. Think differently. What do you need to plan for to embrace the new reality? How will your business change? What can you do now to pave the way to be able to pivot? How will you put that into practice? How will what you do impact your employees, the economy, and your community?

I recognize that it’s hard to think past today, let alone think about any time in the future. But we need to prepare for what’s to come, as uncomfortable and as unrealistic that may feel right now.

Read more coronavirus-related insights and guidance from APCO at apcoworldwide.com/coronavirus.

Quick Guide to SBA Loans

The Small Business Administration is offering several types of loans to small businesses, nonprofits, and other organizations adversely affected by the COVID-19 pandemic. The Board of Trade has produced a quick guide to help you compare your options.

Download the quick guide to SBA loans (PDF)

See the full guide here.

For more in-depth information on your loan options, visit:

Board of Trade Members: Do you have tips or advice for small businesses that are evaluating their loan options? If so, email Lindsey Longendyke.

COVID-19: FAQs for Organizational Leaders in the DMV

COVID-19 is a rapidly evolving situation. Below you will find quick answers to the top questions we have heard from members over the past week. We will continue to monitor the situation closely and release new information when possible.

Many of these questions were raised on a Board of Trade briefing call on March 5 with Dr. Michael J. Manyak, MD, FACS, Global Urology Medical Director at GlaxoSmithKline. Below is a summary of that Q&A and it has been reviewed by Dr. Manyak.

Is everybody overreacting? Isn’t this just a bad flu?

COVID-19 is not the flu and should not be treated like the flu. It is more severe and has a higher fatality rate, especially for people over 60 years of age and for people with compromised immune systems and other health issues. Compounding the problem is that it spreads more quickly than the flu, putting many people in the hospital at one time. When there are not enough hospital beds, equipment, and staff to properly treat those affected, fatality rates climb higher. Overwhelmed hospitals also struggle to treat people with other conditions. Intensive care units may be forced to triage patients and deny life-saving care to some. Northern Italy is currently facing this nightmare scenario.

Slowing the spread of the disease will save lives. It will keep the number of severely affected people below the threshold of what our medical system can handle. This is the idea behind the call to “flatten the curve.”

You can find more information on the COVID-19 virus on the CDC website.

What steps should I take now to protect my employees and my organization?

First, issue clear communication to employees on how to slow the spread of this disease, both within and outside your office.

  • Stress the importance of following standard hygiene recommendations, such as washing hands, avoiding touching one’s face, and coughing into a tissue.
  • Consider eliminating all non-essential staff travel and large meetings.
  • Ask that all employees who have the symptoms of COVID-19 (fever and cough), have come into contact with someone who tested positive for COVID-19, and/or have recently visited a high-risk area stay home for 14 days.
    • Refer to CDC and WHO guidance when determining whether a visited area should be deemed “high risk.”
    • Employees may struggle to comply with this policy. Employers can help by enabling employees to work from home or, if that is not possible, providing paid leave. Employees should know that there will be no repercussions for taking this important precaution. 

Second, start planning for a scenario where normal office operations must cease. Begin developing a business continuity plan which considers information technology needs, human resources policies, workflow adjustments, financial fallbacks, etc. (See: CDC Interim Guidance for Businesses and Employers, CDC Business Pandemic Influenza Planning Checklist, Technology Guidance for Remote Work from NTIVA, and Implications for Business from McKinsey & Company)

Lastly, consider how your organization can help the rest of the Greater Washington community should COVID-19 cause large-scale disruptions. In early 2019, this region was impacted by a prolonged government shutdown, and many types of organizations banded together to help those who were impacted. We can do that again.

What should I do if one of my employees thinks they could have COVID-19?

Instruct your employee to contact their primary care physician. If they meet the criteria for COVID-19 testing, their physician will order a test from the CDC. They should not go to the emergency department unless they are experiencing severe illness and require intensive treatment.

What should I do if one of my employees tests positive for COVID-19?

If they test positive, they should not return to your office until their primary care physician believes they are no longer contagious. You should notify all other employees who have come into contact with the infected employee and instruct them to self-quarantine for 14 days.

Am I obligated to notify the CDC or another government authority?

No. The CDC and local authorities will already know of your employee’s test results, so there is no reason to report them.

Is there a COVID-19 vaccine? What are the treatments?

There is no COVID-19 vaccine and we may not have one for another year at least. There is no specialized medicine for COVID-19, although fake medicines are being sold on the internet (do not buy them!).

Effective treatment for most cases will include the flu-recovery basics: rest, fluids, over-the-counter medicines, and hot soup. Severe cases may require hospitalization.

Should I cancel my meetings and events?

The more people who are in the same physical space at the same time, the greater the risk that a contagion will be brought into the group and spread. For this reason, many organizations are deciding to cancel or postpone large gatherings, and the DC Department of Health recommended that all gatherings over 1000 participants be postponed or cancelled. Some are moving ahead with meetings and encouraging participants to sanitize their hands and embrace contactless greetings, like waving, instead of shaking hands. Note that many organizations are disallowing staff from attending large gatherings, so if you are hosting one this spring you may see reduced attendance.

Ultimately, whether you host an event is a judgement call that depends on your risk tolerance and the risk tolerance of your attendees.

For more recommendations for event planners, see the CDC guidance.

Should I buy masks for my employees?

No. Masks should be reserved for healthcare workers and those who are already diagnosed with the virus. Wearing a mask does not reduce your risk—it only reduces supply for those who need them.

How long does the virus last on solid surfaces, like a keyboard of touchscreen?

A recent study estimates that the virus can survive on a solid surface for up to three days. For this reason, organizations should consider regularly disinfecting frequently touched surfaces in a shared office area, such as refrigerator door handles. (Note: You can find a list of COVID-19 fighting products here)

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