Veoci Blog

As the COVID-19 pandemic continues, many organizations continue to ask themselves and local and state governments when they can bring employees back to the office, and start building towards normalcy again. How can businesses and organizations prepare for the return to the office/reopening and structure their reconstitution plans?

The pandemic will add another layer of complexity to the responses of teams across the Caribbean and the Southeastern US. What are some of the implications of the COVID-19 pandemic and other disasters mixing, and what can people do to prepare for natural disasters that occur during this pandemic?

Society is not going to return to pre-COVID status right away. Quarantining, social distancing, and self isolation are still norms in countries that are beginning to reopen. They’re also focused on bolstering the health system, increasing testing, and relying on contact tracing.

Non-essential businesses and organizations across the country (and the world) have shifted to a remote work structure to keep their workers safe during the COVID-19 pandemic, and to comply with widespread stay-at-home and lockdown orders.

After action reporting (AAR) takes a look at everything that went well and everything that needs work. It looks at the crisis holistically and determines what needs to be done to prevent certain lags in response for next time. Technology can be an excellent tool for supporting after action reporting because it enables you to collect data as a crisis unfolds, and then aggregate it for review in the end.

The Families First Coronavirus Response Act (FFCRA) went into law on April 1st, 2020. This piece of legislation serves both businesses and workers, protecting businesses from losing funds if a worker becomes infected with COVID-19, and, by extension, employees if they need to spend their time caring for themselves or a family member with the illness.

Most of the U.S., and the world, locked down in response to the COVID-19 pandemic, hoping to curb the spread of the virus. This required non-essential businesses, and some government agencies, to close their doors temporarily, which came with losses (and it continues to).

A fire department in Connecticut identified a need to track personal protective equipment (PPE) in response to the COVID-19 pandemic. Veoci teamed up with them to create a solution that would meet their needs.

Making sure people have access to regular meals is an essential function of COVID-19 response. Schools and municipalities have had to find ways to organize the distribution of food to students and members of the general public.

During these uncertain times of the COVID-19 pandemic it’s not only important to protect the physical health of essential employees, but the mental health as well. Inspired by Critical Incident Stress Management (CISM) practices in healthcare organizations, Veoci created a solution to facilitate reach out when essential workers need mental health support. 

Large cities are taking proactive steps to protect their most vulnerable citizens as COVID-19 continues to wreak havoc across the country. One such measure includes securing lodging for first responders, frontline medical workers, individuals in the behavioral health system, and the homeless. 

As COVID-19 equipment shortages abound across the country, a New England city wanted to stay ahead of the curve by ensuring its communities’ needs were consistently accounted for. Specifically, they needed a streamlined and efficient way of collecting pertinent data from local agencies and facilities to properly gauge things like equipment usage, projections, and existing inventory.

A major university in North Carolina acknowledged the importance of case tracking and contact tracing early on in the COVID-19 pandemic. They established a case tracking system, which Veoci identified as a best practice.

Knowing where everyone in the community was, letting them know what travel was allowed or what their options were to get to a homebase, and determining who would need to self-quarantine - these were vital tracking points essential to the overall safety of the campus and decision-making about what policies to adopt.

With a large-scale global pandemic such as COVID-19, there are many moving parts, such as the constantly changing status of patients, bed counts, protective equipment and staff.

One midwestern medical network needed a solution to fill the vacancies created by responding to the COVID-19 pandemic. The easiest solution is to ask existing staff and personnel within the network to pick up the extra work.