Business Continuity in the Food Service Industry

Last year I had the pleasure of working with a number of folks in the food service industry on business continuity.  Just like any industry, they have some very specific mission essential functions which must be maintained or minimally disrupted in the event of a disaster. 

If you’ve watched Bar Rescue or other similar shows (or eaten in a restaurant) you should know that sanitation is a critical issue in the food service industry.  Sanitation is the aspect of food service which is most heavily inspected (not as often as it should be in my opinion) and cited.  It is a critical component of regulation in the food service industry (usually done by local health departments) and failure to comply with sanitation can, will, and should result in being shut down.  Operating in a disaster environment is no exception to this – particularly when people are more susceptible and more exposed to food borne illness during disasters.  Part of sanitation, by the way, also includes the control of vermin. 

In my discussions with food service folks on business continuity, sanitation is the primary mission essential function they must maintain.  Others on the list include receiving and storage (at appropriate temperatures) of food goods and preparation of food (to proper temperatures and maintaining those temperatures until food is served). 

As restaurants examine their hazards they need to know what impacts hazards can have on their operations.  Certainly a loss of power can inhibit their ability to store and prepare food – but does it make it impossible to do so?  Maybe.  Dry ice can help regulate cold storage, but must be carefully monitored.  Food preparation is often done with natural gas or propane stoves, so power may not necessarily be required.  Even refrigeration can be outfitted to be powered by propane or natural gas.  That’s how food trucks and carts do it. 

Other considerations during a disaster are the ability of employees, customers, and suppliers to access your location.  You may have to operate with minimal staff as some of your staff could have been impacted by the disaster.  Assuming access is viable and that you can safety store and prepare food, it is possible for you to make money or at least minimize losses, even with a smaller menu, since those impacted by a disaster may not be able to make their own food and responders and relief workers will be happy to sit down and enjoy a warm meal. 

The best way to minimize your losses during a disaster is to have a business continuity plan.  If you need help building one, call Emergency Preparedness Solutions, LLC.  Reach us at consultants@epsllc.biz or www.epsllc.biz

National Preparedness Month Webinars for Businesses

September is National Preparedness Month in the US and to help promote preparedness across the whole community, FEMA is partnering with the Small Business Administration and their consultant Agility Recovery to spread the word to the business community.  Below is information on a webinar series with topics to help prepare your business!  

Get Your Business Ready For Any Kind of Disaster at Free National Preparedness Month Webinar Series

 WASHINGTON – Each year small businesses nationwide are forced to close their doors in the aftermath of severe storms, flooding, tornadoes, wildfires and hurricanes. Business interruptions, even if they last just a few hours, are costly in terms of lost productivity and profits.

 You can get help with your own business preparedness planning through a series of free webinars in September hosted by the U.S. Small Business Administration and Agility Recovery.   The September series is presented in collaboration with FEMA’s Ready Campaign as part of National Preparedness Month.  

 The SBA wants to help business owners take charge of the well-being of their own companies, the safety of their employees, and the sustenance of their local economies by being prepared to rebound quickly from any kind of disaster.

 The half-hour webinars will be presented at 2 p.m., Eastern time, each Wednesday in September. Visit http://snurl.com/296yw4e to register for any or all of the webinars listed below:

 September 3: Crisis Communications for Any Organization

Learn best practices for developing an emergency communication strategy.

 September 10: How to Plan for a Power Interruption…and Recover Fast

Tips on how to make your company resilient and better prepared to mitigate losses during power outages.

 September 17: The Top 5 Steps for Preparedness This Year

The top five ways to prepare for disaster-related business interruptions will be discussed.

 September 24: If You Do Nothing Else This Year

Simple, low-cost tips on building a solid business continuity plan.

 SBA has partnered with Agility Recovery to offer business continuity strategies through their “PrepareMyBusiness” website. Visit www.preparemybusiness.org to check out the archived webinars and for more disaster preparedness tools.

What Planning Format To Use?

Comprehensive Preparedness Guide 101 (CPG 101) describes three format options for your emergency operations plan (EOP): The traditional functional EOP format, the Emergency Support Function (ESF) format, and the agency/department focused format.  As mentioned in CPG 101 the traditional functional EOP format is the most popular and widely used.  It generally provides for three major sections – the basic plan, functional annexes, and hazard specific annexes.  The traditional format provides for the greatest flexibility and allows a jurisdiction or organization to easily evolve their plan as the need for addressing additional issues or hazards is recognized.  Continuity of Government/Continuity of Operations (COG/COOP) plans are easily integrated as annexes as our newer concepts such as resiliency plans and climate change plans. 

Agency/department focused EOP formats provide utility for those folks that like to crack open the book looking to answer the question ‘what is expected of me?’.  This format offers some flexibility, but under most occurrences where the need to address a new issue arises edits need to be made through much of the plan to identify and address each agency’s involvement in said issue.  It can also be awkward to include other associated plans, such as the afore mentioned COOP and COG plans.  It does work for smaller communities, though, whose hazards and other planning areas stay fairly static. 

The ESF EOP format is modeled after the National Response Framework (NRF) (originally the Federal Response Plan) which addresses functions by grouping agencies and organizations with responsibility and resources to address those functions.  This model has worked fairly well for the federal government given their structure and the general federalist approach of most agencies (aside from those agencies with direct authorities such as the US Coast Guard).   There is some flexibility in this model with the ability to include both support and hazard specific annexes, but one must be cautioned not to confuse the ESF annexes with the support annexes.  The key word in the format is ‘support’, which is largely what the federal government does in response to a disaster. 

Last week Lucien Canton posted an article Emergency Support Functions: Misunderstood and Misapplied.  Read this!  As usual, Lu states his point expertly as he discusses the pros, cons, and uses for the ESF structure.  Many jurisdictions, in an effort to mirror a system which seems to work for the federal government, create their EOP in an ESF format.  I’ve rarely ever seen it well applied – at least not in the form that the feds use.  Understanding that the feds structure their ESFs to address policy and coordination, these same needs may not exist at a state or local level.  Therefore states and locals change the ESF structure.  While there is certainly no requirement to use only those ESFs which are used in the NRF, using a different format can cause great confusion.  For example, what is ESF #12 (Energy) in the NRF may be an ESF for economic recovery for a city or county.  Now we have what we’ve been trying to avoid in incident management – a lack of common terminology. 

Each jurisdiction and organization should choose which format works best for them.  I would strongly recommend the traditional format which is the easiest to shape to meet your needs rather than trying to work within an awkward planning framework.  Remember that no plan is ever perfect, but requires regular attention to ensure that it evolves with and addresses your needs.  Don’t try to tackle it all at once, either, or on your own.  Proper planning is a team effort requiring input from multiple stakeholders in your jurisdiction or organization.  CPG 101 references ‘whole community’ planning which is a great idea to ensure that you capture multiple perspectives and that all stakeholders are bought into the process and the product.  Take on your planning work in small bites, one component at a time.  First work on the base plan – the most essential part.  Then identify those functional and hazard specific annexes which are most important – accomplish those next.  To help guide your work it will help to create a project chart for your planning efforts identifying timelines and benchmarks, stakeholders, and needed inputs.  Finally, don’t forget to exercise your plans to validate them! 

Lastly, my marketing plug – If you need help planning please contact Emergency Preparedness Solutions!  EPS is experienced in working with governments, private sector, and not for profits in all facets of preparedness including assessment, planning, training, and exercises.  We are happy to discuss your needs and determine the best way to meet them. 

What planning format do you prefer and why?

© 2014 – Timothy Riecker

 

 

 

What, if Anything, Will Change in Law Enforcement?

The events this past month in Ferguson, MO have caught not only national but international attention.  As I’ve mentioned in earlier blog posts and comments to others, we still do not yet know all the facts of what actually transpired in the death of Michael Brown, therefore I urge everyone to hold off on any analysis or judgment and allow the family to grieve and judicial processes to work. 

The other topic of discussion related to Ferguson, MO has been the use of police force and the equipment used by law enforcement.  This has spurred a number of national-level news stories and even a request by the President to examine the programs which provide surplus military-grade equipment to law enforcement authorities.  One such article can be found here

Such inquiries can certainly be conducted but the fact of the matter is that the items that law enforcement is obtaining, such as body armor and armored vehicles, can be purchased on the open market.  Armored vehicles of some type have been in the possession and use of law enforcement agencies decades before this post-9/11 program ever existed.   The primary intent of the post-9/11 program is to bolster the resources of law enforcement agencies in the event that they encounter a terrorist threat.  Having these resources for that purpose doesn’t mean we should moth-ball them away in the event of a terrorist attack, however.  They should be used so our officers are familiar with them.  We’ve certainly seen other legitimate uses such as responses to mass shootings, busting drug labs, and gang-related responses and arrests.  Examine the case of the 1997 North Hollywood bank robbery where heavily armed and armored men simply had their way with LAPD.  Law enforcement should never be caught in this type of situation again.  A badge and a six-shooter just don’t cut it any more.  Gun control laws have proven wholly ineffective against criminals who are determined to obtain high powered weapons.  Clearly law enforcement must continue to have the upper hand to defeat these criminals and protect the public. 

The CBS article referenced in the second paragraph does bring about some interesting examples of potential overzealousness in the use of these resources, however.  Note that I do say ‘potential’, as a mere mention by the media does not tell the whole story, but we have seen articles with similar mentions over the last few years which do give cause to at least raise an eyebrow.  The article suggests that perhaps additional training is needed in the deployment and use of such resources.  I would suggest that the use of these resources must first be rooted in policy and procedure, accountability, and then training – just like everything else done in law enforcement and throughout most of public safety.  I’m sure most departments who possess these resources already have such things in place, but some may not.  Clearly we need to balance officer safety with operational necessity and even public perspective. 

While I’ve worked with law enforcement for years, I’ve never worked in law enforcement.  I’m curious about what others think.  What, if anything, will change in law enforcement as a result of the events in Ferguson, MO? 

© 2014 – Timothy Riecker

Emergency Visions Experts Corner

I’m proud to announce that I have been recently included in the Emergency Visions Experts Corner.  Emergency Visions is a company I have recently been chatting with regarding their technology solutions for THIRA and resource management.  The Emergency Visions software solutions are well thought through to ensure applicability across any jurisdiction or organization helping clients to track data real-time and perpetually to aid in preparedness, response, and recovery efforts. 

As part of their Experts Corner, I will partner with Emergency Visions to provide topical information, similar to this blog, and also have plans to conduct a webinar this October with them and their partner Carahsoft on the THIRA process and integrating THIRA results into other preparedness endeavors.  I encourage you to check out some of the blog posts and webinars already listed on the Emergency Visions website.  I’ll post information on the upcoming webinar once we have the details hammered out. 

Thanks as always for following this blog.  I’m grateful for the opportunity to continue to share ideas with others in the emergency management and homeland security field. 

– Tim Riecker

An Academic Study in Ferguson Civil Disorder

From an academic and emergency management lessons learned perspective, there will be a great deal to learn from the events in Ferguson, Missouri.  In this brief article on Western Illinois University’s Emergency Management program, faculty comment on how a few of the courses within their degree program expect to analyze this social disaster. 

I anticipate a lot of post-incident analysis once we have the facts of this event.  Respecting the loss of life as we do in any disaster, the practice of emergency management within the greater professions of public safety and even government administration stand to learn a great deal from an after action analysis of this incident to help us improve by preparing for and preventing the impacts of future incidents. 

Cyber Security Video – Stop. Think. Connect

Students and faculty from Grand Valley State University created a video for the West Michigan Cyber Security Consortium and the US Department of Homeland Security’s campaign on cyber security called Tapping In – Stop. Think. Connect.  The information site for the video (including a link to the video) can be found here – Stop. Think. Connect.

It’s a clever video about the dangers of hackers, the importance of individual vigilance, and ways to maintain your own cyber security.  Overall the video is well done and the music is catchy, although I think the production is a bit long (five and a half minutes), leading to the message getting a back seat to the music.  I do like the characterization and the vignettes that drive the video and the overall message.  I’m hopeful they will edit down the piece to provide video segments a bit more palatable to our short attention spans and conducive to inclusion in advertising campaigns. 

More of this is needed.  The public at large seems to pay little attention to cyber security and the role that individuals play in it.  While data infiltrations of large corporations like Target get a great deal of media attention, hackers and phishing scams lead to data and identity theft of individuals on a daily basis. 

How do you promote cyber security in your organization or jurisdiction?  What materials and methods do you use to promote it?  Do you feel you are reaching your audience?  

© 2014 – Timothy Riecker

Crowdsourcing CPR

Emergency Management Magazine has run a great article on LA County Fire Department linking its dispatch system to an app that will notify CPR trained citizens of the need for their lifesaving skills.  This app, PulsePoint, has apparently been in existence for a while and has, according to the article, 650 emergency response systems linked to it from across the country.

I was not aware of this app, but I think the concept of crowdsourcing lifesaving skills like CPR is great – especially given the narrow window of time that emergency medicine can be effective following cardiac arrest.  This concept leads me to think of what other areas within public safety can be crowdsourced, relying on the good will of citizens to provide aid in times of need.

What possibilities do you see?

– Tim Riecker

 

UPDATE

After posting this blog I downloaded the PulsePoint app on my phone.  I was amazed at the number of locations PulsePoint serves across the country.  While there were none near me I still activated the alerting feature on the app as I do travel to many of the locations listed.  When searching for the app in the App Store, I also came across PulsePoint AED, which is another crowdsourcing app which allows users to help identify the locations of AEDs in their communities (this database is cross referenced with the CPR app so users can be alerted to the location of an AED).  There didn’t seem to be any indicated in my area, so there likely are not any users around here as of yet.  I’ll certainly be keeping an eye out for these locations when I’m out in the community and contributing to PulsePoint’s database.

Having a Resource Management Common Operating Picture

Resource management is one of the most complex aspects of emergency management.  The resource management cycle could be seen as a microcosm of the emergency management cycle with a number of steps operating in sequence and some simultaneously before, during, and after a disaster.  We need to properly establish our resource management systems, procedures, and policies and keep them, as well as our inventories, up to date.

Referencing the Core Capabilities, the capabilities of Public and Private Services and Resources, Planning, Critical Transportation, and Operational Coordination all have bearing on resource management.  Resource management is also one of the key components of NIMS.  The following graphic on the resource management cycle comes from NIMS doctrine.  While this is largely a logistics issue, the importance of it all cuts across all levels of all organizations.

NIMS Resource Management Cycle

NIMS Resource Management Cycle

Consider each of the steps identified in the resource management cycle.  There is quite a bit of complexity to each.  An additional challenge is that they are always in motion as requirements regularly change, new resources are obtained, and obsolete resources are retired from service.  Often one change in a step of the cycle requires changes cascading to other steps.  Also consider the variety of people involved in each step.  No one agency or department has all the resources, therefore we are relying on information from others to create a common operating picture of resource management.  Additionally, the regularity of changes in this information require us to have establish and maintain a system which allows for real-time tracking of this information.

Any information can be viewed in a variety of manners.  A fairly simple web-based tool can allow for multiple stakeholders to input data and change resource status, but the display of that information the reporting available from such as system allows for better utility.  The integration of GIS can help us identify not only where our resources are, but what their status is (NIMS provides us with three resources status indicators: Assigned, Available, and Out of Service), as well as detailed information on the resource such as the kind and type (again, these are NIMS-driven definitions that describe the capability of a resource), the owner of the resource along with contact information, and other information including technical, operational, and maintenance information.

In a pre-incident condition we should know what we have, what capability of those resources, and the conditions for deployment.  Operating under ICS, once an incident occurs, Logistics obtains resources for the incident where tracking becomes the responsibility of the Resource Unit in the Planning Section.  After an incident, these resources return to their owners where they are maintained and re-inventoried.  Depending on the incident, owners may be reimbursed for their use which requires reporting on a variety of metrics.

Wildfire incident management practices brought us the T-Card system – a great low-tech way of tracking incident resources.  A T-Card system is easy to learn and deploy and does a great job of tracking resources but can be very labor intensive and certainly has a delay in reporting.  I’ve also used spreadsheets and stand alone databases, which allow for more flexibility and automated reporting, but still suffer from a delay with a single point of data input and management.  Networked systems allow for immediate inclusion of staging areas, bases, and other mobilization or stockpile areas and are suited for simple and complex incidents.  Consider leveraging technology to maximize your resource management common operating picture on both a daily basis and for incident management.  Of course it’s always good to have a low-tech back up (and the know-how to use it!).

What systems do you have in place for resource management?  What best practices have you identified?

© 2014 Timothy Riecker

 

Planning for a Mass Fatality Incident

Planning for a mass fatality incident can be almost as complex as responding to such an incident.  Mass fatalities can arise from transportation incidents, pandemics, mud slides, mass shooting, or other sudden incidents.  Thankfully mass fatality incidents do not occur often, but due to the impacts and complexity of managing such incidents every jurisdiction should have a plan in place to address them.

A mass fatality incident management plan should be an annex to a comprehensive emergency management plan.  Just as with any deliberate emergency planning effort (ref CPG 101), we start by assembling a planning team.  This planning team should represent all relevant stakeholders from across the community.  Beyond your usual public safety agencies, the team should also include the coroner or medical examiner, public health, public works, hospitals, social services agencies, the American Red Cross, funeral directors, and cemetarians.  It is also important to consider the cultural and/or spiritual requirements of how the deceased are handled so community leaders from these groups should also be included in your planning process.

Your plan should acknowledge the hazards in your community which can lead to a mass fatality incident.  These should already have been identified through your hazard analysis/THIRA.  If you have not conducted a THIRA, your planning team should discuss the impacts of such an event through a briefly outlined credible worst-case scenario then identify what capabilities are needed to address these impacts.

Assisting agencies may have some slightly different roles in the management of a mass fatality incident than they would in other incident responses.  These differences should be identified in the mass fatality incident response plan.  It should also be recognized that the causal nature of the incident is most likely to drive who will be in charge of such an incident.  Typically there are other matters which must be mitigated to save lives, protect property, and stabilize the incident which will determine who is in charge.  Because it is a mass fatality incident the coroner or medical examiner will be managing a significant portion of the incident and may also be driving policy based upon their legal responsibilities, but they may not be in command, although they may be likely to be part of a unified command.

While the coroner or medical examiner will be handling the deceased, it must absolutely be remembered that the living must also be cared for.  First and foremost are the immediate survivors, if any, of the incident who will require emergency medical care.  Depending on the nature of the incident, others may need to be treated for exposure.  Mental health care is a much more prominent issue in a mass fatality than perhaps any other incident – and the need for mental health care applies to everyone working the incident, families and friends of victims and survivors, and the community at large.

A common venue in mass fatality incidents for providing mental health assistance to families and friends of victims and survivors is a Family Assistance Center (FAC).  The Aviation Disaster Family Assistance Act of 1996 requires family assistance centers to be established for major transportation incidents (the joint responsibility of the NTSB and the American Red Cross) but these centers have been used for other mass fatality incidents as well.  In additional to crisis mental health counseling, a variety of other services can also be provided at a FAC.  A FAC should be established very quickly and it should be recognized that surviving victims may be stranded in the area and that family and friends will flock to the area – many of which may have little support structure or plans for essentials such as lodging.  A FAC is also an ideal location for authorities to obtain information from survivors about the missing or deceased which will help with future identification.  FACs are often located in hotels where large conference facilities, lodging, food, and other services can be obtained.

Another facility common to a mass fatality incident is a temporary morgue.  Temporary morgues are established either as a matter of operational convenience (rather than having to transport remains to the jurisdiction’s usual morgue site) or because the usual morgue site is too small to accommodate a larger operation.  Usually in conjunction with a temporary morgue is the need for cold storage for remains.  This is most often accomplished via refrigerated trucks/containers.  The incident morgue is obviously a secure location, with only authorized personnel being allowed access.

The amount of logistical planning required to establish and support facilities such as a family assistance center and temporary morgue lend themselves greatly to pre-planning efforts, including MOUs, site-specific standard operating procedures, mobile caches of disaster supplies, and exercises to test the standard operating procedures for setting up and running such facilities.  There are a variety of resources available to assist you with assembling your mass fatality incident response plan from LLIS, the federal Disaster Mortuary Response Team (DMoRT), state health departments, state emergency management agencies, and funeral home director’s associations.  The National Association of County and City Health Officials also has information which can assist you.

Take the time to create a mass fatality incident management plan, train personnel on the plan, and exercise it regularly.  Mass fatalities represent some of the most complex incidents I’ve ever been involved in and are very multifaceted.  As always, if your jurisdiction needs assistance in any preparedness efforts, Emergency Preparedness Solutions, LLC is here to help!

© 2014 Timothy Riecker