Tag coronavirus

Funeral Services in the Midst of a Pandemic

Tim Riecker, The Contrarian Emergency Manager Leave a comment

Despite Coronavirus and COVID19, there are things that must continue. Public safety, health and hospitals, grocers, shipping and distribution, banking and finance all carry on.  Unfortunately, be it related to COVID19 or otherwise, people die.  Based on social norms, religious practice, and family tradition, we mourn our dead, typically coming together to see them off to the afterlife.  Obviously, we need not risk our own lives to mourn the dead. 

With the recommendation for gatherings being no more than ten people, we should understand that this will likely mean only immediate family, or just a few select family members to be physically present for services.  There has been some great guidance going out from the National Funeral Director’s Association (NFDA) for funeral home directors and other related practitioners based upon information from and consultation with the CDC and other public health experts.  The CDC’s COVID19 site also has an FAQ for funerals (and other topics).  The NFDA recommends that funeral home directors and religious facilities provide live streams of services for loved ones who may not be able to attend services. 

Public safety agencies, emergency management offices, and other government officials may be getting inquiries about the conduct of funeral services.  It’s important that we know where to go for this information. 

Be smart, stay safe, stay healthy, and be good to each other.

© 2020 Timothy Riecker, CEDP

Emergency Preparedness Solutions, LLC

Responding to Coronavirus & a Second Major Incident

Tim Riecker, The Contrarian Emergency Manager 3 Comments

Springtime is practically upon us.  Trees are budding, asparagus is growing (yes, I mentioned asparagus), birds are chirping, and snow is melting.  And it’s raining.  Some people call it spring, others call it the first flood season of the year.  Flooding isn’t the only hazard we face right now.  It’s still early enough for the threat of snow and ice storms, and we’ve already seen tornado activity in the US.  Oh, and by the way, we’re dealing with a pandemic.  EDIT: In the midst of writing this post and also exchanging emails re Coronavirus with a client in Utah, he exclaimed in one of his responses that a 5.7 earthquake had just struck with an epicenter just outside Salt Lake City.  As one of my old bosses used to say, you can’t make this stuff up. 

So often we are used to dealing with one disaster at a time.  Yes, sometimes we get hit with a one-two punch, or other times the same incident, such as a hurricane, persists, but these are typically localized, not a nation-wide concern, much less global.  When our resources are already strained from dealing with Coronavirus, it can be a challenge to respond to another significant incident, especially when there is little mutual aid to be had.  I often think back to an example I use back from my days in EMS, and that’s the multi-trauma patient.  Most EMS instructors, following the standard curriculum, will teach you how to treat lacerations, fractures, burns, and the like.  But rarely do we learn about how to deal with those things when they all happen at once. I remember back when I was a young pup EMT, my first multi-trauma patient was a victim of a motor vehicle accident (as it probably was for most EMTs).  I recall having a brief moment of panic because that’s not what we were taught to handle.  My brain quickly reset, and I went back to my ABCs, assessing and stabilizing the patient in priority order. 

Another personal example I have is the crash of American Airlines Flight 587 on November 12, 2001 – two months and one day after 9/11.  The plane crashed in Queens borough of New York City as the result of a critical structural failure.  260 souls on board, plus 5 on the ground died.  This occurred in the midst of the response to one of the most impactful disasters in US history.  In a way we ‘lucked out’ that the incident occurred in New York City.  On a normal day, the City of New York can leverage more resources in a response than some US states and even nations.  November 2001 was anything but ‘normal’ with a massive amount of additional resources still rotating into the City to support 9/11 activities.  While at this point, two months following 9/11, things were reasonably stable in and around ground zero, the crash of Flight 587 still required a significant change in operations.  From my recollection, in the State EOC in Albany, we actually split some of our staff for a brief period of time (within the same chain of command), with some staying focused on 9/11 activity while others were focused on the crash.  We didn’t create a new organization, but there were people in Operations and Planning committed specifically to monitoring and supporting the new incident.  Like a Venn diagram, there were some different needs in the initial response with some overlapping needs between the two incidents.  As the two circles moved closer together, creating more overlap, we re-integrated our staff to track and support both incidents collectively.  I recall the reintegration occurring after only a few operational periods. 

So what to do when an incident occurs during our current pandemic?  There are a few concerns, some related to incident management, others related to our tactical responses and humanitarian needs.  While our general response times are likely to be improved, many resources are already strained.  We are likely in an operational continuity mode already, currently working with or ready to work with fewer staff as Coronavirus impacts our people and their families.  It’s incredibly important to be rotating your emergency staff, keeping people as rested as possible.  We can also leverage the lead agency status that is presently at play in most jurisdictions, with public health having the lead, and emergency management agencies and others supporting them.  If something occurs other than a second public health event, the emergency management agency may be able to pivot to be the lead coordinating agency for the new incident while still supporting public health.  (Of course, I say this fully recognizing that the vast majority of emergency management offices are one-person shops.)  If you are able to split off some staff within your Coronavirus organization (really speaking in terms of your EOC) similar to my Flight 587 example, that may be a workable strategy.  Another strategy could be the reverse of that, where most of your organization is focused on the new incident, since that is in its critical early stages, leaving a few other staff to continue supporting Coronavirus needs.  I generally wouldn’t consider creating parallel organizations as most jurisdictions simply don’t have the capacity for that, plus EOCs are intended to be able to support multiple incidents.  The splitting off of staff is generally only for the early response to ensure that we are gathering information and providing the support that is needed.  We can still leverage the organization as a whole (you probably don’t have a need to dedicate anyone in Logistics or Finance specifically to the new incident, though expenses should be tracked separately), and the chain of command still remains intact.  Your planning process, likewise, should accommodate both incidents. Depending on the scope of the new incident, certain subject matter experts may need to be brought in to address specific response and disaster recovery needs for the new incident.  Overall, flexibility is key.  I’ll also say that all this can be done while still adhering to organization tenants of ICS (even if your EOC doesn’t purely use ICS). 

From a more tactical perspective, the main concerns are staffing and safety.  Staffing, as mentioned before, may be a challenge as we progress through the most infectious stages of this pandemic.  Your continuity plans must absolutely address this.  I mention safety not only in regard to whatever hazards the new incident brings about, but also the continued safety measures we need to maintain for Coronavirus.  The most prominent of these safety measures are those involving an expanded circle of exposures for responders and the public; dealing with large numbers of victims, perhaps displaced from a building who may need shelter and other care.  Mass care is a big concern. Certainly, for smaller numbers of victims, hotels may be more appropriate than a shelter, but we know that we need to prepare for a credible worst-case scenario.  How?

  • We must ensure that our responders, VOAD, and social services agencies are prepared to address needs. 
  • With so many facilities being closed, we need to ensure that we still have access to identified shelters and the people and resources necessary to support them. 
  • Many of the VOAD organizations and social services agencies may have limited operations due to Coronavirus, with staff working from home.  Do they have the resources and equipment at-hand to support a response or do they need to retrieve these from their offices? 
  • Do they have an ability to recall staff? 
  • Is there any change in their capability and capacity? 
  • Are the supply chains we use for shelter food and supplies still viable?    
  • What needs to be done to support social distancing and limit exposure within a shelter environment?
  • How will you address isolation needs for those who may have been exposed or are symptomatic?
  • Are their activation and notification procedures impacted by Coronavirus? 

Now is the time to convene your VOAD and social services agencies (by tele/video conference, of course) to answer these questions and ensure that a written plan (an amendment to your standing sheltering/human needs plan) is developed and circulated for common understanding. 

Regardless of the circumstances, we cannot allow ourselves to become so focused on Coronavirus that we forsake the challenges we would face should another major incident strike, the changes to our capability and capacity, and the continued preparedness we need to maintain.  Remember, preparedness doesn’t stop simply because we are in the midst of a disaster. I’ll also mention that I’m certainly not the first to consider this issue.  Over the past few days, several people, including Ralph Fisk and Dr. Samantha Montano have posted their concerns about our ability to respond to other disasters in the midst of the Coronavirus response and impacts.  It’s something that shouldn’t just be on our minds, it’s something we need to be prepared for.  Developing a contingency plan for your EOC operations and other related support is something that should absolutely be taking place sooner rather than later.

I’m sure I didn’t cover all possibilities or considerations on this topic (I rarely do on any topic), but my intent is to get your mental juices flowing and to plant some ideas.  Please be sure to share any ideas or considerations you have in your contingency preparedness. 

Be smart, stay safe, stay healthy, and be good to each other. 

© 2020 Timothy Riecker, CEDP

Emergency Preparedness Solutions, LLC

Convening and Operating an EOC Remotely

Tim Riecker, The Contrarian Emergency Manager Leave a comment

I typically refrain from writing about disasters in the midst of those disasters.  It’s very easy to be critical of things as they are happening, without an appreciation for the circumstances and information that decision-makers are in.  There are also often plenty of critics out there between the media, politicians, and social media.  There is one thing, however, that has jumped out at me in this Coronavirus/COVID19 incident that is so egregious that it absolutely needs to be addressed, and that is the traditional convening of face-to-face EOCs by many jurisdictions, agencies, and organizations.  Much of the messaging we have seen in this incident promotes social distancing, yet so many are not practicing this.

It’s one thing to have a handful of people physically in your EOC.  While I acknowledge there are absolutely advantages to operating an EOC face-to-face, by doing so in the event of a pandemic, we are endangering these critical staff, other co-workers, and their families.  At this point, I have serious concerns with the leadership of any agency or organization that is substantially staffing an EOC in-person in the midst of this incident.  I’m tremendously disappointed in this.  Is it hubris?  Ignorance?  I don’t know what the cause is, but I do know that it’s simply irresponsible to endanger people and your operations, and it’s pretty much against everything we work for.

A virtual EOC is the answer to this.  Hopefully you have a plan for implementing one, though we know that many do not. Web-based EOC management platforms, of which there are many (and of varying capability and quality) can support facilitation of this, but aren’t necessary.  Through use of other technology, most of it free or potentially already owned by your agency or organization, you can still accomplish the things you need to.  Preparation obviously plays off, but you can make this happen on the fly, if needed, but it will still take some work to set up. 

What’s needed?  In all likelihood, most people will be working from home.  As such, reliable internet and a computer are essential, as are a phone, even if you are planning on doing most of your audio (and even video) through your computer.  We have a lot of collaboration tools available to us.  Below are a few (non endorsed) collaboration apps that, depending on the app, cover a range of capability from document sharing and live collaboration, chat, voice, video, project management, and more.  Some are practically full service, while others specialize in one or a few features.  Many of them integrate with each other for even more benefits.  They do have varying security capability, so be sure to read up on that if security is a concern (it should be to at least some extent):

  • Microsoft Teams – broad capability (available free from Microsoft)
  • Crisis Communications (this is an add-on to Microsoft Teams, also currently free from Microsoft)
  • Skype/Skype for Business – voice and video, some document sharing (available free from Microsoft)
  • OneDrive/SharePoint – document sharing (pay for more storage)
  • OneNote – document collaboration (Microsoft)
  • Dropbox – document sharing (free for limited data storage, pay for more)
  • Google Drive/Docs/Calendar/Hangouts – broad capability (free for limited data storage, pay for more)
  • Slack – broad capability, especially with add on apps (free for smaller-scale use)
  • Discord – broad capability, especially with add on apps (free)
  • WebEx – voice and audio, some document sharing (basic is free, pay for more capability)
  • HipChat – broad capability (basic is free, there is a cost for additional capability)
  • Zoom – voice and video, some document sharing (basic is free, pay for additional capability)
  • Yammer – broad capability (free with Office 365, pay for additional capability)

Working remotely may not be as convenient as face-to-face interaction, but it’s certainly possible and better for the safety of your staff and your own operational continuity.  Through use of these tools, we can still conduct all the necessary activities in an EOC.  We can communicate with people as a group or one-on-one.  We can conduct collaborative meetings.  We can develop documents, share drafts, and even work collectively on the same document in real time.  We can view videos, take calls, write reports, manage information, and track resources. 

Aside from EOC operations, I’d suggest that organizations look to these or similar tools to support remote work for their staff where possible.  I have some recent tips on continuity here.  For those of you in government, I suggest looking into what needs to be done to conduct public meetings in a virtual environment as well, while still ensuring they are open and accessible to the public.  Tools like Skype, WebEx, or Zoom can help support this.  States have varying requirements for public meetings, so these of course should be examined before making any changes.  I’d also encourage courts, especially lower ones such as traffic court, to consider postponing their proceedings or looking to alternate means of conducting their proceedings that don’t require individuals to be there in person.  I obviously appreciate that these are complex matters with a lot of legality, and as such may not have ideal solutions in the near-term, but good solutions absolutely need to be considered for future implementation. 

The bottom line here is that social distancing applies to you, whether you like it or not.  Some professions, such as public health and hospitals, first responders, and others have no choice but to continue engaging face-to-face and hands-on with people.  They are provided with PPE and safety procedures to minimize their exposures while they continue providing these critical services.  In emergency management, however, we do not need to be face-to-face.  It’s an unnecessary risk to take and there is plenty of availability of technology tools to help us do what we need to do. 

What collaboration tools do you use to support remote/virtual operations? 

Be smart, be safe, be well. 

© 2020 Timothy Riecker, CEDP

Emergency Preparedness Solutions, LLC

Facing Coronavirus/COVID19 and Implementing Business Continuity

Tim Riecker, The Contrarian Emergency Manager 2 Comments

Many organizations are trying to figure out how to sustain in the midst of COVID19.  While we have been advocating business continuity plans for decades, many organizations haven’t seen the necessity.  COVID19 seems to be demonstrating that necessity.  Understanding that many organizations are not familiar with business continuity, I’m offering some considerations in this article and have written on the topic in the past as well.  You may be tempted to short-cut the planning process in a sense of urgency… don’t do it.  This can result in missing important things. 

  1. Don’t do it alone.  The first step in all emergency planning is to build a team.  Get the right people together in a room to talk things through.  It ensures you have multiple perspectives and helps you divide the work. 
  2. Document, document, document.  Documentation is a key to successful planning and implementation. It helps support effective communication and understanding internally and externally. 
  3. Identify your Mission Essential Functions.  Mission Essential Functions are those activities that are absolutely necessary to keep your organization running.  Things like finance, payroll, HR, IT, and critical organizational operations (the activities that make you money or the activities that are part of your core organizational charter) are among your Mission Essential Functions.
  4. What else to think about? What work can or can’t be performed remotely?  Consider how your organization will handle the absence of your own employees if they become ill, must care for an ill family member, or have to care for children if schools are closed.  It’s also important to identify considerations for key partners (shippers, suppliers, etc.) if they are unable to conduct their services for a time.  How will these things impact your organization? 
  5. Engage HR.  Your Human Resources staff are critical cogs in the wheel of business continuity.  They will help identify HR/personnel/labor union policies, contracts, and other matters that may encumber the success of your business continuity.  Once problems are identified, set them to addressing those problems.  Sick leave policies, remote work policies, child care, and worker safety are among the priority discussions we’ve been seeing lately. 
  6. Engage IT.  Information Technology is a big aspect of business continuity.  Most business continuity plans call for many of an organization’s staff to work remotely.  Amazingly, so many organizations still have policies against working remotely, or at least no standard addressing how remote work is to be implemented, conducted, and managed.  HR and IT should be partnering on policies and procedures to address accountability, expectations of the organization, expectations of staff working remotely, and expectations of any staff still working in the office.   
    1. Along with policy matters, there are also matters of hardware, connectivity, and procedures.  What staff will be working remotely?  Has the organization provided them with the tools to do so?  Do they have internet connectivity from their remote location?  What systems and information will be accessed remotely and how?  How will system security be monitored and maintained?  Will a help desk be available to address problems?
    1. Test, test, test.  If you’ve not engaged a number of your staff in remote work before, now is the time.  Have some staff work from home and see how it goes.  Don’t just pick your most tech-savvy staff, either.  Now is the time to identify and address problems. 
  7. Consider the impacts of your changes.  Whatever organizational operations you are changing will have some impact on how you do business.  Where will your phones be directed to?  How will you conduct meetings?  How will signatures be handled?  How will you accept deliveries?  How will staff send mail from their remote work location?  Will you still meet face to face with clients/customers?  Does the office still need to be staffed? 
  8. Staff Communication.  Ensure that staff know what’s going on. Don’t leave them in the dark on this. Keep safety as the central point of your messaging.  Listen to their questions and concerns, and be timely and honest in your responses.  Keep open lines of communication.
  9. Stakeholder Communication.  Vendors, clients/customers, shippers, boards of directors, even the public at large… they all need to know what’s going on and how the continuity event will impact them and their interests.  Just as with your staff, listen to their questions and concerns, and be timely and honest in your responses.  Keep open lines of communication.

The items I listed here are some of the more common concerns and considerations I’ve seen as of recent.  There are a lot of other aspects to business continuity and business continuity planning.  Pressure may be on, but move with urgency, not reckless haste.  If your plan and systems aren’t properly in place, your organization will suffer from poor preparations. 

© 2020 Timothy Riecker, CEDP

Emergency Preparedness Solutions, LLC®