What's up, Doc? Staff therapists could be a competitive advantage for restaurants


The death by suicide of the charismatic Bourdain ... resonated with many restaurant workers.

Restaurant jobs have always been difficult, but the mental stress has gotten worse during the pandemic as restaurants closed or cut hours — or became ground zero for the fight over mask-wearing.

"It is totally nerve-wracking sometimes because all of my tables I’m interacting with aren’t wearing their masks," said Nikki Perri, a server at French 75, a restaurant in downtown Denver. "I am within 6 feet of people who are maskless."


Health News on The Sentinel

Perri is 23, a DJ, and a music producer. And she’s not just worrying about her own health.

"I’m more nervous about my partner. He’s disabled. He doesn’t have the greatest immune system," she said.

After the initial shutdown, French 75 was having problems finding employees when it reopened. So were other restaurants.

"We put a Survey Monkey out and pay was No. 3," said chef and owner Frank Bonanno. "Mental health was No. 1. Employees wanted security, and mental health, and then pay."

His company, Bonanno Concepts, runs 10 Denver restaurants including French 75, Mizuna, and Denver Milk Market. The survey went out to employees of all 10. Bonanno said these jobs offer competitive pay and good health insurance, but the mental health benefits aren’t very good.

"Most such psychologists and psychiatrists are out-of-pocket for people to go to. And we were looking for a way to make our employees happy," he said.

That, according to his wife and co-owner, Jacqueline, was when they had a revelation: Let’s hire a full-time mental health clinician.

"I know of no other restaurants that are doing this, groups or individual restaurants," she said. "It’s a pretty big leap of faith."

It took a little while to figure out what exactly employees wanted and what would be most helpful. Focus groups began in summer 2021 and they made a hire in October 2021.

Qiana Torres Flores, a licensed professional counselor, took on the new and unusual role. Her title is "wellness director." She’d previously worked one-on-one with clients and in community mental health. She said she jumped at the chance to carve out a profession within the restaurant world.

"Especially in the restaurant and hospitality industry, that stress bucket is really full a lot of the time. So I think having someone in this kind of capacity, just accessible and approachable, can be really useful," she said.

Traveling among the 10 restaurants, Flores has led group sessions and mediated conflicts between employees. She has taught the company’s 400 employees techniques to cope with stress, and put on Santa’s Mental Health Workshop to help with holiday-related sadness and grief. She has done one-on-one counseling and referred some employees to more specific types of therapy.

"Not only is there help, but it’s literally 5 feet away from you and it’s free and it’s confidential. And it’s only for you," Flores said.

The owners say her presence gives them a competitive advantage and hope it helps them retain their employees.

Restaurant staff members often work difficult hours and can be prone to substance use issues — a grind-it-out mentality is part of the job culture. Many workers either don’t ask for help or don’t always see mental self-care as important.

"It has been a really important option and a resource for our team right now," said Abby Hoffman, general manager of French 75. "I was just overjoyed when I found out that this program was starting."

She gives the effort high marks, and said it builds on earlier efforts to recognize the psychological toll of restaurant jobs.

"I think the conversation really started around the death of Anthony Bourdain, knowing how important mental health and caring for ourselves was," Hoffman said.

The death by suicide of the charismatic Bourdain, a celebrity chef who openly struggled with addiction and mental illness, resonated with many restaurant workers.

Bourdain died in mid-2018. Then, Hoffman said, came the pandemic, which helped relaunch tough conversations about the psychological impacts of their jobs: "We were, again, able to say, ‘This is so stressful and scary, and we need to be able to talk about this.’"

Voicing these concerns, she speaks for an entire industry. The Colorado Restaurant Association recently conducted a survey, and a spokesperson says more than 80% of its members reported an increase in the stress levels of their staff over the past year. A third of the restaurants fielded requests for mental health services or resources from employees in the past year. More than 3 in 4 restaurants reported a rise in customer aggression toward staff members.

Denise Mickelsen, a spokesperson for Colorado’s restaurant association, said she’s unaware of other restaurants or groups hiring a full-time staffer dedicated to health and wellness.

"It’s fair to call what they’re doing fairly unique and/or innovative," said Vanessa Sink, director of media relations for the National Restaurant Association. "It’s something that some of the larger chains have been trying but is not widespread."

Other projects in a similar vein are springing up. One is called Fair Kitchens. It describes itself as a "movement fighting for a more resilient and sustainable foodservice and hospitality industry, calling for change by showing that a healthier culture makes for a healthier business." It cited research by Britain-based Unilever Food Solutions that found most chefs were "sleep deprived to the point of exhaustion" and "felt depressed."

Back in Denver, the server Perri said she’s grateful her employers see workers as more than anonymous, interchangeable vessels who bring the food and drinks "and actually do care about us and see us as humans. I think that’s great. And I think other places should catch up and follow on cue here."

And if that happens, she said, it could be a positive legacy from an otherwise tough time.

This story is part of a partnership that includes Colorado Public Radio, NPR and KHN.


How businesses can improve risk management and build long-term stability


Bad weather postpones carnival
Businesses across Illinois continue to face economic uncertainty, workforce challenges, and evolving regulations that can impact daily operations. Experts say firms that adopt stronger risk management strategies can improve stability, strengthen employee confidence, and better prepare for future disruptions.


by Casey Cartwright
Contributing Writer


Across Illinois communities, businesses continue to balance the pursuit of growth with environments shaped by uncertainty, evolving regulations, and shifting workforce expectations. From small service providers to larger regional employers, firms must navigate risks that extend beyond internal decision-making and into broader economic and social conditions.

These realities make it increasingly important for business leaders to adopt a more deliberate and structured approach to identifying and managing potential challenges before they escalate. Companies that embrace risk management strategies often discover that these efforts lead to more stable operations, improved employee confidence, and greater trust within their communities.


Bad weather postpones carnival
Photo: TIMO/PEXELS

For some business, bad weather can sometimes disrupt operations, forcing the business and its employees to suffer financially from the loss of income.

Recognize Your Local Risk Factors

Every business operates within a distinct local environment where regional conditions, infrastructure, and economic trends shape daily operations and long-term planning decisions in meaningful ways. In Illinois, factors such as seasonal weather patterns, transportation networks, and labor availability can introduce variables that directly affect productivity and safety. Taking the time to understand these influences allows firms to anticipate potential disruptions rather than simply reacting to them after the fact.

Leaders who actively evaluate their surroundings often gain a clearer understanding of how external conditions intersect with their internal processes. This can help them uncover vulnerabilities that may otherwise go unnoticed.

For example, they may examine how supply chain delays could impact customer commitments or how workforce shortages could affect service delivery. By identifying these connections early, businesses can begin to develop targeted responses that reduce risk exposure.

Establish Clear Internal Policies

Another way to enhance your firm’s risk management is to establish clear, comprehensive internal policies that set expectations for safety, compliance, and operational conduct across all levels of the organization. When employees understand their roles and responsibilities, they can contribute more effectively to a stable and predictable work environment. This clarity reduces the likelihood of misunderstandings that can lead to preventable incidents.

Consistency across departments also plays a critical role in reinforcing these policies, as uniform standards help create a cohesive operational structure that minimizes variability in how employees perform tasks. When all teams adhere to the same guidelines, the organization benefits from greater predictability and control. This alignment ultimately strengthens the firm’s ability to manage risk effectively.

Assess Your Financial Vulnerabilities

Financial risk represents a critical dimension of overall risk management, encompassing both predictable expenses and unexpected events that can disrupt a firm’s stability. Businesses that take a comprehensive approach to evaluating their financial exposure can better navigate challenges without compromising their long-term goals. This process involves examining everything from operational costs to potential liabilities.

For example, companies with fleets should examine how accidents can affect commercial automobile premiums. In addition to insurance, contingency planning provides an added layer of protection by preparing businesses for scenarios that existing policies may not fully cover.

Establishing financial reserves and identifying alternative resources allows organizations to maintain operations during periods of disruption. This preparation contributes to greater resilience and confidence in the face of uncertainty.

Use Data To Identify Trends

The growing availability of data has transformed how businesses approach risk management, offering new opportunities to identify patterns and make more informed, evidence-based decisions rather than relying on assumptions. By tracking incidents, operational disruptions, and performance metrics, companies can gain a clearer understanding of where risks are most likely to occur. This insight enables more targeted interventions.

Analyzing trends over time allows organizations to move beyond reactive responses and address the underlying causes of recurring issues, leading to more sustainable improvements. For example, identifying patterns in workplace incidents may reveal specific conditions or behaviors that require attention. Addressing these root causes reduces the likelihood of future occurrences.

Strengthen Your Communication Channels

Effective communication is a cornerstone of successful risk management, ensuring that information flows freely among employees, managers, and leadership to support timely decision-making. When individuals feel comfortable sharing concerns or observations, organizations are better positioned to address potential risks before they develop into serious issues. This openness fosters a culture of collaboration.

Leadership plays a significant role in shaping communication practices by setting expectations for transparency and responsiveness in daily operations. Managers who actively encourage dialogue and listen to employee feedback create an environment where they can address concerns constructively. This approach helps build trust within the organization.

Engage Local and Industry Resources

Businesses do not operate in isolation, and many benefit from engaging with local organizations and industry groups that offer guidance, resources, and support related to risk management. Chambers of commerce, trade associations, and public agencies often provide valuable information that can help firms navigate complex challenges. These connections expand access to expertise.

Collaboration within the business community allows organizations to share experiences and learn from one another, creating opportunities for collective problem-solving that benefits the broader region. By participating in these networks, firms can gain insights into best practices and emerging trends. This shared knowledge strengthens overall resilience.

Prepare for Regulatory Shifts

Regulatory requirements continue to evolve across industries, reflecting changes in public policy, safety standards, and economic priorities that can significantly impact how businesses operate. Companies that remain attentive to these developments are better equipped to maintain compliance and avoid disruptions. However, this vigilance requires ongoing effort.

Proactive preparation involves reviewing existing policies and procedures in anticipation of new regulations, allowing businesses to make adjustments before changes take effect. This approach reduces the likelihood of last-minute challenges and demonstrates a commitment to responsible operations. It also helps build credibility with regulators and stakeholders.

Invest in Employee Training

Employee training represents a fundamental component of effective risk management, as well-informed workers are better equipped to recognize and respond to potential hazards in their daily activities. Regular training sessions reinforce key principles related to safety, compliance, and best practices. This ongoing education supports consistency.


Minority-owned production meeting with employees
Pavel Danilyuk/PEXELS

Risk management is not a one-time effort but an ongoing process. Employee training represents a fundamental component of effective risk management. Regular workplace seminars help mitigate losses due to poor employee training and enhances production.

Your training programs should evolve alongside the business by incorporating new technologies, updating procedures, and educating workers about emerging risks that may affect your operations. By keeping content relevant and engaging, organizations ensure that employees remain attentive and prepared. This adaptability enhances the effectiveness of training efforts.

Review and Improve Your Strategies Continuously

Risk management is not a one-time effort but an ongoing process that requires regular evaluation and adjustment to remain effective in a changing environment. Businesses that commit to continuous improvement are more likely to identify weaknesses and address them before they lead to significant problems. This proactive mindset supports resilience.

Tracking performance indicators, such as incident rates, financial outcomes, and employee feedback, provides valuable insight into how well current strategies are working. These metrics allow organizations to measure progress and identify areas for refinement. Data-driven adjustments lead to more effective outcomes.

Enhancing a firm’s approach to risk management requires a thoughtful combination of planning, communication, and continuous learning that extends beyond individual policies and into the organization's broader culture. Businesses that invest in these efforts reduce their exposure to potential challenges and create environments where employees and stakeholders feel more secure. This stability will strengthen your operations and allow you to experience more reliable outcomes.


Casey Cartwright is a passionate copyeditor highly motivated to provide compelling SEO content in the digital marketing space. Her expertise includes a vast range of industries from highly technical, consumer, and lifestyle-based, with an emphasis on attention to detail and readability.



TAGS: Illinois business risk management, improving workplace safety strategies, financial planning for businesses, reducing operational risk exposure, employee training and compliance

Commentary |
The digital leash and how to break free



This hyperconnectivity has profound psychological implications. From an operational standpoint, informal and unregulated communication channels present structural inefficiencies.

by Nabajyoti Narzary
      Guest Commentary

oursentinel.com viewpoint
The modern workplace is constantly dynamic, molded and remolded by digital technologies designed to improve communication, coordination, and efficiency. However, beneath the surface of this digital revolution lies a growing concern: the blurring of boundaries between professional obligations and personal time.

What once ended with the office bell has now extended into our evenings, weekends, and even holidays. This erosion of work-life separation is contributing to increased stress, mental fatigue, and the slow but steady loss of personal well-being.

Contemporary professional environments are increasingly defined by their dependence on instant communication technologies. While these platforms promise speed and connectivity, they have introduced a new and less visible cost: the expectation of constant availability. Whether it's group messaging platforms, voice calls, or video conferencing applications, the deluge of notifications and messages promotes an environment where individuals feel perpetually on call.


Man texting at train station.
Photo: StockSnap/Pixabay
The line between work and life has increasingly blurred as new technologies keeps workers in constant communication with employers.

Employees today are frequently integrated into multiple digital groups, ranging from routine administrative updates to emergency response coordination. The volume and frequency of communication—often outside standard working hours—create a digital tether. What was once considered personal time is now frequently invaded by a stream of requests, reminders, and follow-ups. Unlike traditional communication tools such as memos or scheduled emails, real-time platforms simulate an "always-on duty" culture, implicitly demanding prompt responses regardless of the context.


From an operational standpoint, informal and unregulated communication channels present structural inefficiencies.

This hyperconnectivity has profound psychological implications. The inability to detach from work-related communications intrudes on mental space, affecting emotional well-being and leading to symptoms of burnout. Employees may experience persistent anxiety, irritability, and even sleep disorders. The stress caused by this round-the-clock expectation chips away at personal relationships, physical health, and the time needed for introspection and rejuvenation.

Younger professionals, especially those early in their careers, are disproportionately affected. In an attempt to prove diligence and reliability, many adopt an overly responsive approach, answering late-night messages or reacting to non-urgent communications during personal moments. This leads to heightened anxiety, as the line between dedication and overextension becomes dangerously blurred. Rather than being a tool for empowerment, communication technology becomes a mechanism for silent coercion.

From an operational standpoint, informal and unregulated communication channels present structural inefficiencies. Unlike traditional office systems that ensured accountability and order—through file tracking, documented instructions, and formalized hierarchies—instant messaging platforms lack structured workflows. Communication is often fragmented, imprecise, and susceptible to misinterpretation. Critical tasks can become obscured by trivial updates, resulting in oversight and duplication of effort.

Moreover, the absence of features like digital signatures, formal timestamping, and archival functionality poses significant challenges in authenticating instructions or referring back to communication trails. In environments where compliance and auditability are crucial, such informal exchanges fall short. What begins as a tool for convenience often morphs into a source of administrative confusion and inefficiency.

The overreliance on informal digital communication also deteriorates professional decorum. The casual tone often adopted in such platforms undermines the seriousness of official discourse. Important matters may be conveyed in fragmented or unclear messages, leading to misalignment and errors in execution. The erosion of formality in communication affects organizational discipline, creating a culture where urgency and clarity are constantly compromised.


There is a pressing need for a cultural and systemic shift in how organizations approach communication.

The broader implication is a workplace culture drifting toward toxicity. When employees feel scrutinized for their responsiveness or judged by their online visibility, a competitive and anxious atmosphere emerges. Surveillance replaces trust, and performance anxiety replaces teamwork. The result is a fragmented workforce where genuine productivity takes a back seat to the mere performance of connectivity.

This phenomenon cannot be resolved through technological intervention alone. There is a pressing need for a cultural and systemic shift in how organizations approach communication. Organizations must promote respect for individual time and distinguish between routine and urgent communications. Communication protocols should be standardized and aligned with realistic expectations.

A potential alternative is the development and adoption of dedicated platforms designed to cater to professional needs—systems that incorporate both the agility of instant messaging and the structure of formal communication. These platforms should enable features such as categorizing messages by priority, setting communication windows, archiving conversations systematically, and ensuring data security through encrypted and government-controlled servers where applicable.

In addition, leadership behavior plays a critical role. Managers and senior officials should set an example of responsible digital behavior by refraining from after-hours messaging unless absolutely required. This not only establishes a standard but also signals that the organization values the well-being of its employees. Establishing formal policies that define communication boundaries is vital in reinforcing these values.


The challenge lies in ensuring that technology serves us, not consumes us.

Training programs can also be instrumental. Sessions on digital etiquette, managing notifications, and setting boundaries can empower employees to engage more mindfully. Emphasis should be placed on time management, prioritization, and mental wellness. Organizations must actively cultivate an environment where boundaries are respected and employees feel secure in disconnecting without fear of judgment or professional disadvantage.

Furthermore, promoting trust-based work cultures over output surveillance will help dismantle the toxicity emerging from hyperconnectivity. By encouraging outcome-based evaluation rather than input visibility, organizations can allow professionals to work with autonomy and dignity.

That said, it is important to acknowledge that this very connectivity has brought significant advantages, particularly in sectors where rapid response and real-time coordination are critical. For emergency workers, disaster response teams, healthcare professionals, district administration, and law enforcement agencies, the ability to remain connected at all times has often meant the difference between life and death.

Real-time surveillance, instant data sharing, and continuous communication have enhanced situational awareness, streamlined coordination, and accelerated decision-making in high-stakes scenarios. In such contexts, the digital tether becomes an enabler, not a burden—ensuring that help is never too far away and that collective action can be mobilized swiftly in times of need.

Therefore, the modern workplace must recognize that digital connectivity is a double-edged sword. When harnessed wisely, it can effectively drive efficiency and collaboration. However, when left unchecked, it can lead to overwhelming pressure and a decline in quality of life. The challenge lies in ensuring that technology serves us, not consumes us.


Nabajyoti Narzary works in administration, where he explore the intersection of people and institutional systems at the grassroots level, uncovering untold stories of governance and everyday resilience. Writing is his sanctuary, flowing from daily observations and reflective moments, often captured in a personal diary and complemented by long evening walks with their dog, Nia. A college trip to Serbia sparked a lasting interest in Eastern European culture and history, inspiring a deep appreciation for the region’s complex tapestry shaped by centuries of conflict, coexistence, and cultural evolution.

Tagged: Digital Workplace Boundaries, Work-Life Balance in Tech Era, Always-On Work Culture, Workplace Mental Health, Employee Burnout and Technology, Hyperconnectivity and Productivity



Business | Solid advice on how to attract top-tier employees for your small business


Photo:Mina Rad/Unsplash
StatePoint Media - As most business owners know, one of the most valuable assets your enterprise needs to thrive is top-notch talent. Thanks to the University of Illinois, a world-class university in the community, Champaign-Urbana has a large pool of educated, strong candidates available.

With one in four U.S. adults currently looking for a new job, the right people are out there, it’s just a matter of connecting with them. According to CareerBuilder, here’s how to make your company attractive to job seekers and how to leverage tools to find them:

• Make room for growth: A recent survey from CareerBuilder and Morning Consult finds that when it comes to what’s most important to job seekers, it’s “good salary/benefits and interesting work.”

Give potential employees confidence that working for you will allow them to take care of their finances, provide for their families and do work that they are proud of.

Before posting the position, first seek out industry insights to ensure your compensation package is competitive.

Also ensure that you’re offering a clear path for growth. During the interview process, let candidates know that if they are hired, you will invest the time and energy in seeing them develop professionally.

"Employers must get creative in their approach to skill development and training as a way to fill the existing skills gap and accelerate promotions," says Kristin Kelley, chief marketing officer, CareerBuilder.

• Find your purpose: A people-oriented, purpose-driven work culture can help you not only attract great job candidates, but retain employees.

"Companies with a powerful mission, who also value their employees will stand the test of time. Creating an environment where people can thrive is equally important," says Kelley.

• Be flexible: If the nature of your business allows for it, consider embracing new technologies that allow you to implement flexible work experiences, such as remote or hybrid work. Giving your employees the option to work from home is a key benefit that will attract talent, plus it could potentially broaden your pool nationwide or even internationally.

• Turn to easy-to-use hiring platforms: Finding the best fit for a given position can be extremely labor-intensive and time-consuming. However, hiring software featuring industry-leading technology can make the process much smoother and more efficient. For example, CareerBuilder offers recruiting solutions that allow you to target your ideal job seekers with custom campaigns, build your talent pipeline, and source and screen candidates in a fraction of the time. The platform allows employers to quickly create highly visible job postings in one central hub where 140 million resumes and social profiles reside, search for job candidates 50% faster and reduce the overall hiring time by more than 30%. For more information, visit hiring.careerbuilder.com.

Talent acquisition is just one of a business owner’s many priorities. With the right mindset, strategies and tools, you can attract the best candidates for your business and bring them on board quickly.


oursentinel.com food & dining section

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National Labor Relations Board issues new rule that is hailed a win for workers


by Brett Peveto
Illinois News Connection

CHICAGO - The National Labor Relations Board recently issued a rule change that may have wide-ranging impacts for workers and businesses.

The update to the joint employer rule would require parent companies to negotiate collective bargaining agreements with employees even when using a staffing agency or subcontractor.

It also means franchisors and franchisees can both be held liable for unfair labor practices.

This replaces a Trump-era rule change that made it easier for companies to avoid a finding of joint-employer status.

Brian Petruska - general counsel with the mid-Atlantic regional organizing coalition of the Laborer's International Union of North America - said the rule change is a win for workers.

"It means that the employees' right to organize still is meaningful," said Petruska, "even in this modern world we live in with layers and layers of LLCs and corporations who are now defining the workspace."

The rule change now faces legal challenges including from the U.S. Chamber of Commerce, which filed suit against the board in federal court.

In a statement on its website, the Chamber says the rule change will "create chaos and more legal confusion that will harm both employers and workers."

The NLRB rule establishes that two or more entities may be considered joint employers of a group of employees when more than one entity possesses the authority to control employees' essential terms and conditions of employment.

The board says this change is more in line with established common-law agency principles.

Petruska said he sees opposition to the updated rule coming from a number of industries including restaurants, construction and hotels.

He also said the franchise business model will no longer insulate the parent company from labor issues.

"Now," said Petruska, "the fact that they have that control may cause them to be embroiled in local labor disputes that the franchisees are having with their employees."

The new rule will go into effect next February.


New Illinois law protects workers who document violence on employer devices


Employers are encouraged to review workplace policies to ensure compliance with the updated VESSA law. Employees who believe their rights are being violated may file complaints with the Illinois Department of Labor. State officials say access to documentation can be critical for securing protection orders.

Photo: energepic.com/PEXELS

A new Illinois law allows workers to record and access evidence of violence on employer-issued phones and tablets.


by Judith Ruiz-Branch
Public News Service


CHICAGO - A new change to an Illinois law provides significant protections for employees who use work-issued electronic devices to document instances of violence.

The amendment to the Victims Economic Security and Safety Act, or VESSA, allows employees in Illinois to use their work-issued cellphones or tablets if needed to document domestic violence, sexual or gender violence, or other violent crimes – said Lydia Colunga-Merchant, Leave Rights Division manager with the Illinois Department of Labor.

"It also allows employees to have access to that data," said Colunga-Merchant, "that is recorded on those work-issued devices."

The change took effect January 1. Colunga-Merchant encouraged employers to regularly review and update their workplace policies to maintain compliance with current law.

Colunga-Merchant said the amendment stems from an incident in New York, in which an employee experiencing domestic violence was disciplined by her employer for documenting instances on a work-related device. She said the woman was ultimately killed by her spouse.

"It's trying to prevent some of that access that maybe that employee could have had to that work-related device," said Colunga-Merchant, "if she needed that evidence to get potentially an order of protection or a restraining order – or any other type of protection or documentation that could have helped."

She adds employees can contact the Illinois Department of Labor to file a complaint if they believe employers are violating VESSA provisions.



TAGS: Illinois VESSA law update explained, employee rights documenting domestic violence Illinois, work-issued device protections Illinois law, Illinois Department of Labor VESSA enforcement, documenting abuse on employer phone Illinois

How your enterprise can get back lost time


One way your business can thrive is by investing in preventive maintenance. Unexpected equipment failures are among the most disruptive time drains in industrial settings. Breakdowns require rescheduling, customer communication, and sometimes rushed follow-up work that can drain a growning business.

Men discussing project on shop floor

Photo: Helena Lopes/PEXELS

Poor internal communication can stall projects and risks delaying production schedules.


by Casey Cartwright
Contributing Writer


Across Illinois, business owners understand that time is one of their most limited resources. Whether operating a manufacturing floor, managing a service company, or overseeing a training program, leaders measure progress in hours as much as in dollars. When projects stall or schedules stretch, businesses feel the effects quickly in payroll, customer relationships, and long-term planning.

However, lost time rarely disappears in dramatic fashion. More often, it fades in small increments through preventable delays, unclear processes, or workplace conditions that slow momentum. Read on to learn how your enterprise can get back lost time and strengthen its long-term performance.

Reassess Workflow From the Ground Up

Growth often happens faster than organization. Companies add equipment, expand teams, and repurpose spaces to meet demand. Over time, what once felt logical becomes inefficient. Mapping how materials and employees move through a space can reveal hidden delays.

For example, are your workers crossing the shop floor multiple times to get tools? Are staging areas too far from workstations? Rearranging your equipment, redefining your storage zones, or creating clearer pathways can reduce unnecessary movement. Even small layout improvements can save minutes per task and hours per week.

Clarify Roles and Accountability

Ambiguity can slow decision-making within companies. When responsibilities overlap or remain undefined, employees hesitate, double-check, or wait for approval that isn’t necessary. Clear role definitions help eliminate those pauses.

Establishing who approves purchases, who signs off on quality checks, and who handles scheduling questions ensures that companies can resolve issues quickly. Brief shift-start meetings can reinforce priorities and reduce confusion. When employees know where to direct their questions, work can continue without avoidable delays.

Invest in Preventive Maintenance

Another way your enterprise can get back lost time is by investing in preventive maintenance. Unexpected equipment failures are among the most disruptive time drains in industrial settings. Beyond the repair itself, breakdowns require rescheduling, customer communication, and sometimes rushed follow-up work.

Preventive maintenance shifts the approach from reaction to preparation. A consistent service schedule for critical machinery reduces the risk of surprise shutdowns. Documenting inspections and minor fixes can prevent small problems from becoming major interruptions. Enterprises that treat maintenance as a core operational priority often experience steadier output and fewer emergency stoppages.

Strengthen Communication Channels

Miscommunication multiplies lost time. For example, a missed email can stall a job that was ready to proceed.

Reliable communication systems, such as digital dashboards, shared tracking documents, or clearly updated production boards, keep information visible and up to date. Structured shift handoffs ensure your company addresses problems only once, not repeatedly. By investing in clear communication, you’ll shorten the distance between planning and execution.

Embrace Smart Technologies

Technology does not have to mean large-scale automation. Many time-saving tools are modest upgrades that reduce friction in daily tasks.

For example, digital inventory systems can prevent delays caused by missing parts. Shared production dashboards enable supervisors to identify bottlenecks quickly. Barcode labeling and standardized work-order platforms reduce paperwork confusion and speed approvals.

Smart tools are most effective when they support skilled workers rather than replace them. By simplifying tracking and reducing guesswork, they allow teams to focus on execution instead of troubleshooting preventable issues.

Reevaluate Scheduling Practices

Staggered shifts can reduce equipment congestion. Cross-training allows teams to cover absences without halting production. Building modest buffers into project timelines prevents minor delays from cascading into major setbacks. Enterprises that schedule for endurance often regain time that they would lose to burnout and rework.

Streamline Supply and Purchasing

Waiting for materials can bring operations to a standstill. Delayed deliveries, last-minute orders, and unclear vendor communication all contribute to idle time.

Maintaining a list of critical supplies that must not run out, establishing reorder points, and cultivating reliable supplier relationships can reduce disruptions. Even modest buffer inventories for essential components can prevent an entire shift from being lost to a missing part. Proactive purchasing protects continuity.

Focus on Training and Skill Development

Hesitation often signals uncertainty. Workers who are unfamiliar with updated procedures or new equipment may slow down to avoid mistakes or make errors that require time-consuming corrections.

Regular training sessions, refresher courses, and mentorship programs shorten learning curves. Clear written standards for recurring tasks also prevent employees from reinventing processes with each project. By investing in employee training, you’ll invest in your company’s productivity and future success.

Standardize Processes and Documentation

Consistency reduces confusion. When companies standardize and document repeatable steps, employees spend less time asking how to complete a task.

Establishing uniform setup procedures, inspection checkpoints, labeling conventions, and documentation practices creates a reliable baseline. This approach does not diminish craftsmanship; it protects it by ensuring foundational steps are correct every time. By taking these steps, you can also accelerate onboarding and reduce preventable rework.

Reduce Administrative Drag

Companies don’t only lose time on their shop floors. Administrative inefficiencies, such as scattered approvals, unnecessary meetings, and repeated paperwork, can quietly consume hours each week.

Batching routine approvals at set times, limiting meetings to clear agendas, and simplifying documentation forms reduce back-and-forth communication. When you streamline your office processes, operational decisions move more quickly.

Invest in Safety Measures

People sometimes only view safety measures through a regulatory lens. In practice, they are deeply connected to efficiency. Work environments that reduce risk also reduce interruptions.

For example, welding fume extraction arms can enhance a shop’s productivity by helping keep its workers healthy and preventing staff shortages. Additional safety investments, such as improved lighting, unobstructed walkways, updated protective equipment, and consistent safety training, reduce accidents that can halt operations for hours or days. Even minor incidents require documentation and recovery time.

Enterprises that treat safety as integral to daily operations often find that productivity rises alongside protection. Fewer disruptions mean steadier output, stronger morale, and a more resilient workplace.

Reclaiming lost time begins with observing where work slows unnecessarily and committing to incremental improvements. From clearer workflows and balanced schedules to preventive maintenance and strategic safety investments, each step reinforces stability. When companies use hours deliberately rather than lose them to preventable friction, they gain the consistency needed to grow with confidence.


Casey Cartwright is a passionate copyeditor highly motivated to provide compelling SEO content in the digital marketing space. Her expertise includes a vast range of industries from highly technical, consumer, and lifestyle-based, with an emphasis on attention to detail and readability.



TAGS: Use real-time digital inventory systems, look for safety upgrades beyond regulatory requirements, invest in preventative measures to keep business safe

Is your small business ready for the next pandemic lockdown?


Photo: Tetiana SHYSHKINA/Unsplash
SNS - As the lasting effects of COVID-19 become more and more apparent, many business owners are asking themselves how they might prepare for the next pandemic. For this reason, it is important that business owners have a plan in place for the future.

This can include a variety of different solutions. Most of them involve optimizing existing practices in addition to developing new strategies. With a solid strategy in place, you can ensure the company is able to ride out any disruptions.

Furthermore, businesses can take proactive measures now and remain proactive throughout any further lockdowns. This will allow them to mitigate their losses and decrease the overall impact of any future pandemic. That is why, In this article, we'll take a look at some helpful guidelines to keep in mind as you prepare for potential pandemics.

1. Review Your Business Operations

Reviewing your business operations is a critical step in preparing for a potential lockdown. Assessing your business model to ensure it's sustainable during a lockdown, identifying which products or services can be offered remotely, and evaluating how your supply chain may be impacted can help you determine which aspects of your business need to be adjusted to maintain operations.

Assessing your business model involves taking a close look at how your business functions and what changes may need to be made in order to continue operating during a lockdown. This is especially important if you are running a small business. For example, if your business relies heavily on foot traffic, you may need to consider new marketing strategies or offering online services to continue generating revenue.

Photo:Microsoft 365/Unsplash

2. Examine Your First Reaction to COVID-19

How did you handle prior lockdowns, and where did you make mistakes?

The first thing you must do is to revise your pandemic preparations if necessary. If you can identify the points at which your company's response is stalled, you can take steps to fortify your business continuity plan. Vaccines, for example, are more readily available today than in 2020. However, since the window of opportunity to receive the vaccine is small, vaccinating your staff now can be a good first step in preparing for the next outbreak.

3. Take Your Businesses Online

As a precaution against the global spread of COVID-19, several nations have instituted mandatory lockdowns, requiring workers in many industries to work remotely. Because of this, now more than ever, we are dependent on technology to do our jobs. That's why there's been a surge in money spent on new technologies. Companies that want to survive have adapted by allowing their workers the flexibility to do some or all of their duties from the comfort of their own homes.

This means that if you wish to prepare for the next pandemic, you have to create a hybrid work model. While this may seem like a bad thing, it is not. It will allow you to downsize and save money on rent. That said, if you decide to downsize and move your office someplace else, you should know about some challenges that can come during this process. 

4. Use Technology to Augment, Not Replace, People

Throughout the COVID-19 crisis, technology has allowed us to reevaluate how we go about even the most basic tasks. While the stock market's trading floors were closed, the market itself continued to function. For instance, the United Kingdom's Parliament now exists online.

Virtual call centers are proliferating all over the globe, and some of them even utilize AI. They use it to keep up with the volume of calls and the quality of service they provide.

These advances are remarkable, but many of the technologies and tools we are now getting a crash course in — like Microsoft Teams or Zoom — have the potential to allow us to achieve much more.

Rather than integrating technology with the existing workforce, many companies' first instinct is to replace employees with machines. Company heads should take advantage of the current time to consider how their companies may better use technology to enhance human capabilities in order to boost productivity, enrich the lives of their workers, satisfy their consumers, and stimulate economic expansion.

5. Devise a Lockdown Exit Strategy

The gross domestic product of several countries has recently plummeted as a result of the pandemic. For this reason, Governments are seriously considering certain lockdown escape strategies. These strategies will enable them to reboot economies while minimizing losses.

In a similar vein, companies will need to find out how to resume normal operations while still prioritizing the safety of their employees and coping with the immediate fallout of the lockdown. Planning is necessary for employees' eventual return to the office, as well as for any visits to customers' locations.

Since few businesses would return to the same working and customer service habits they had before 2020, we can anticipate short-term effects on productivity, prices, and employee morale. Additionally, in order to switch vendors quickly and easily, businesses may need to make their supply chains more agile and flexible.

6. Upskill and Cross-Train the Workforce

If you want to prepare for the next pandemic, you must look at cross-training their staff to guarantee the smooth running of the firm. This will provide them with more adaptability and a quicker turnaround when redeploying personnel.

That said, a skills audit may help firms gain insight into their staff's collective expertise. This tool can help you identify areas where your employees lack the necessary skills or where one person's absence could cause a coverage gap. With this information, you will be able to ensure that your business can function no matter what happens.

Conclusion

Now you know that if you want to prepare for the next pandemic, you need to plan carefully and have effective communication and flexibility. Reviewing your business operations, creating a contingency plan, investing in technology, and communicating effectively with customers and employees can help you weather the storm and emerge stronger on the other side.

By taking these steps, you can position your business for success even in the face of unexpected challenges. With the right preparation, your business can not only survive but thrive in the midst of a lockdown.



Commentary |
Another empty promise: Can Trump really make the government more efficient?



Jennifer Selin, Arizona State University



President Trump promises to make government efficient − and he’ll run into the same roadblocks as Presidents Taft, Roosevelt, Roosevelt, Truman, Eisenhower, Carter, Reagan, Clinton and Bush, among others

As President Donald Trump issued a slew of executive orders and directives on his first day of his second administration, he explained his actions by saying, “It’s all about common sense.”

For over a century, presidents have pursued initiatives to improve the efficiency and effectiveness of government, couching those efforts in language similar to Trump’s.

Many of these, like Trump’s Department of Government Efficiency, which he appointed billionaire Elon Musk to run, have been designed to capitalize on the expertise of people outside of government. The idea often cited as inspiration for these efforts: The private sector knows how to be efficient and nimble and strives for excellence; government doesn’t.

But government, and government service, is about providing something that the private sector can’t. And outsiders often don’t think about the accountability requirements that the laws and Constitution of the United States impose on government workers and agencies.

Congress, though, can help address these problems and check inappropriate proposals. It can also stand in the way of reform.

Proposing reform is nothing new

Perhaps the most famous group to work with a president on improving government was President Franklin D. Roosevelt’s Committee on Administrative Management, established in 1936.

That group, commonly referred to as the Brownlow Committee, noted that while critics predicted Roosevelt would bring “decay, destruction, and death of democracy,” the executive branch – and the president who sat atop it – was one of the “very greatest” contributions to modern democracy.

The committee argued that the president was unable to do his job because the executive branch was badly organized, federal employees lacked skills and character, and the budget process needed reform. So it proposed a series of changes designed to increase presidential power over government to enhance performance. Congress went along with some of these proposals, giving the president more staff and authority to reorganize the executive branch.

Since then, almost every president has put together similar recommendations. For example, Presidents Harry S. Truman and Dwight D. Eisenhower appointed former President Herbert Hoover to lead advisory commissions designed to recommend changes to the federal government. President Jimmy Carter launched a series of government improvement projects, and President George W. Bush even created scorecards to rank agencies according to their performance.

In his first term, Trump issued a mandate for reform to reorganize government for the 21st century.

This time around, Trump has taken executive actions to freeze government hiring, create a new entity to promote government efficiency, and give him the ability to fire high-ranking administrators who influence policy.

Most presidential proposals generally fail to come to fruition. But they often spark conversations in Congress and the media about executive power, the effectiveness of federal programs, and what government can do better.

Most presidents have tried the same thing

Historically, most presidents and their advisers – and indeed most scholars – have agreed that government bureaucracy is not designed in ways that promote efficiency. But that is intentional: Stanford political scientist Terry Moe has written that “American public bureaucracy is not designed to be effective. The bureaucracy arises out of politics, and its design reflects the interests, strategies, and compromises of those who exercise political power.”

A common presidential response to this practical reality is to propose government changes that make it look more like the private sector. In 1982, President Ronald Reagan brought together 161 corporate executives overseen by industrialist J. Peter Grace to make recommendations to eliminate government waste and inefficiency, based on their experiences leading successful corporations.

In 1993, President Bill Clinton authorized Vice President Al Gore to launch an effort to reinvent the federal government into one that worked better and cost less.

The Clinton administration created teams in every major federal agency, modeled after the private sector’s efficiency standards, to move government “From Red Tape to Results,” as the title of the administration’s plan said.

Presidential attempts to make government look and work more like people think the private sector works often include adjustments to the terms of federal employment to reward employees who excel at their jobs.

In 1905, for example, President Theodore Roosevelt established a Committee on Department Methods to examine how the federal government could recruit and retain highly qualified employees. One hundred years later, federal agencies still experienced challenges](https://www.gao.gov/assets/gao-03-2.pdf) related to hiring and retaining people who could effectively achieve agency missions.

So why haven’t these plans worked?

At least the past five presidents have faced problems in making long-term changes to government.

In part, this is because government reorganizations and operational reforms like those contemplated by Trump require Congress to make adjustments to the laws of the United States, or at least give the president and federal agencies the money required to invest in changes.

Consider, for example, presidential proposals to invest in new technologies, which are a large part of Trump and Musk’s plans to improve government efficiency. Since at least 1910, when President William Howard Taft established a Commission on Economy and Efficiency to address the “unnecessarily complicated and expensive” way the federal government handled and distributed government documents, presidents have recommended centralizing authority to mandate federal agencies’ use of new technologies to make government more efficient.

But transforming government through technology requires money, people and time. Presidential plans for government-wide change are contingent upon the degree to which federal agencies can successfully implement them.

To sidestep these problems, some presidents have proposed that the government work with the private sector. For example, Trump announced a joint venture with technology companies to invest in the government’s artificial intelligence infrastructure.

Yet as I have found in my previous research, government investment in new technology first requires an assessment of agencies’ current technological skills and the impact technology will have on agency functions, including those related to governmental transparency, accountability and constitutional due process. It’s not enough to go out and buy software that tech giants recommend agencies acquire.

The things that government agencies do, such as regulating the economy, promoting national security and protecting the environment, are incredibly complicated. It’s often hard to see their impact right away.

Recognizing this, Congress has designed a complex set of laws to prevent political interference with federal employees, who tend to look at problems long term. For example, as I have found in my work with Paul Verkuil, former chairman of the Administrative Conference of the United States, Congress intentionally writes laws that require certain government positions to be held by experts who can work in their jobs without worrying about politics.

Congress also writes the laws the federal employees administer, oversees federal programs and decides how much money to appropriate to those programs each year.

So by design, anything labeled a “presidential commission on modernizing/fixing/refocusing government” tells only part of the story and sets out an impossible task. The president can’t make it happen alone. Nor can Elon Musk.

The Conversation

Jennifer Selin, Associate Professor of Law, Arizona State University

This article is republished from The Conversation under a Creative Commons license. Read the original article.


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Few states are tracking dairy farmer worker health protections amid current Bird Flu outbreak


Records from 15 states with confirmed cases of bird flu in dairy cattle in the USA. Nearly 700 dairy cattle have been found infected.
Photo: Kylee Alons/Unsplash

by John McCracken
Investigate Midwest

In May, the Centers for Disease Control recommended that state public health departments, veterinarians and epidemiologists provide personal protective equipment, or PPE, for workers in direct contact with animals and their fluids, such as raw milk, that could be exposed to bird flu.

As of early December, almost 60 people have been infected with the virus, with the majority of cases stemming from human contact with dairy cattle. Nearly 700 dairy cattle herds have been infected.

The most effective way to protect workers is with face shields, latex gloves and respirators, the CDC advised.

However, records from 15 states with confirmed cases of bird flu in dairy cattle reveal inconsistent responses by agencies when it comes to providing farmworkers with personal protective equipment. Most state health agencies, which are often responsible for the human impacts of communicable diseases, have left PPE distribution to local county health officials.

The documents, which Investigate Midwest obtained through multiple public records requests, found:

  • At least a third of state health departments in states with confirmed dairy cattle outbreaks do not track the distribution of PPE.
  • Ohio, Wyoming and New Mexico, which have had active bird flu cases in dairy cattle, have either not tracked requests for farmworker PPE or are currently not accepting requests.
  • Only one dairy farm in Wisconsin, a major dairy state that has not had a confirmed cattle outbreak, has requested PPE from the state’s health department.
  • Minnesota has had few cases of bird flu in dairy cattle, but more than 200 agriculture businesses have received PPE from the state.
  • Michigan and North Carolina, which are also major dairy-producing states, have provided PPE to less than a dozen farms.

“It looks like a failure in how we’re communicating on the public health side to producers,” said Bethany Alcauter, director of research and public health for the National Center for Farmworker Health, a Texas-based nonprofit that provides resources and training to farmworkers and advocacy groups across the country.

Alcauter said farm operators and processors don’t have the same knowledge and outlook as public health officials because sick workers and animals are often part of the job.

“It’s not to say that they’re not getting sick, but because it’s maybe not that different from what they experience normally, it’s not going to change their perception of the risk just because it’s a different pathogen,” she said.


How dairy-producing states differ in providing PPE to workers during bird flu outbreaks

When dairy workers are milking cows, raw milk can come into contact with their hands, faces and bodies, increasing the risk of infection. The CDC advises that dairy workers wear PPE, including gloves, rubber overalls and face shields, to minimize the spread of the virus.

The Occupational Safety and Health Administration, OSHA, states that employers of workplaces where exposure to bird flu viruses could occur are responsible for providing PPE to workers and keeping records on infected animals and employees.

However, OSHA cannot enforce its standards on farms with less than 11 employees, an exemption that has harmed dairy workers in the past when dairy worker deaths and injuries went unreported. This makes the enforcement and responsibility of safety measures hard to pin down, Alcauter said.

“Workers are on their own in terms of actually enforcing anything,” she said.

Michigan and Colorado Workers Aren’t Using or Getting PPE

In a recent CDC study, the agency said that the prevention of human infections is critical to mitigating changes in the bird flu virus that could lead to a pandemic.

Employers can best reduce the risk of infection by providing and educating workers on the use of PPE, as well as monitoring and testing animals and workers for the virus, the study said.

While PPE is a needed tool to prevent the spread, the practical application can be hard for workers who are working long hours and completing repetitive motion tasks in tight corners and hot environments.

Every worker who contracted the virus has been tasked with cleaning and working in milking parlors, according to the study.

After surveying the predominantly Spanish-speaking workers at Michigan and Colorado dairies, the agency found that none of the workers who were infected with the virus reported using PPE. In fact, the use of PPE was low among all workers.

“This investigation identified low PPE adherence among dairy workers, which has been an ongoing challenge in hot, tight spaces where visibility around large animals is important and the use of eye protection can be challenging,” the study states.

Records obtained by Investigate Midwest show inconsistent PPE distribution processes in both Michigan and Colorado, where dairy industries have been wrestling with the virus since early this year.

From January 2023 to late September 2024, records show only 11 dairy farms requested PPE for farmworkers in Michigan. Only 16 other operations requested PPE from the state during this time.

Farms that have requested PPE from the state have had an average of nine farmworkers per dairy farm, according to the self-reported request forms, which Investigate Midwest received through its records requests.

Conversely, the handful of poultry farms that have requested PPE have an average of 60 farmworkers per operation.

In Colorado, 40 dairy farms have requested PPE from the state agency between the beginning of 2023 and September 2024, according to documents and interviews with the agency.

Most requests came over the summer when Colorado started seeing repeated outbreaks of bird flu at dairy operations. As of early December, the state has had 64 confirmed cases in dairy herds.

The average number of dairy farmworkers operating on Colorado dairy farms that have requested PPE was roughly 40 people per farm.

“Some farms also reported that they had already purchased PPE and therefore didn’t need to make a request,” David Ellenberger, a spokesperson for the Colorado Department of Public Health and Environment, CDPHE, wrote in an email to Investigate Midwest.

“Additionally, CDPHE has sent bulk orders of PPE to an agricultural workers outreach group, who has relationships with individual workers, and was able to further distribute PPE on an individual level,” Ellenberger added.

Texas, California Take Different Approaches

Earlier this year, Texas was the first state in the country to have a confirmed case of bird flu in dairy cattle and, soon after, became the second site of mammal-to-human transmission of the virus in the country.

Since then, Texas has had nearly 30 cases of bird flu in cattle.

The state’s department of health has eight regional offices and it instructs farmers to contact their local office to request PPE.

“Each region fills them as they come in,” Texas spokesperson Douglas Loveday told Investigate Midwest.

In California, which now leads the country in the number of confirmed dairy cattle cases, the health and agriculture departments do not track or manage the distribution of PPE to farms and affected facilities. This task is left to the state’s 58 local health agencies.

In an email, a California Department of Public Health spokesperson said the state supported a one-time distribution of PPE to dairy farms earlier this year. When local requests can’t be fulfilled, the state agency fulfills the request.

As of early December, the agency has fulfilled or is currently fulfilling 43 PPE requests from dairy farms, six from poultry farms and 11 from farmworker organizations.

A similar system is used in Iowa and Idaho, which have also had numerous cases of bird flu in dairy cattle.

Ken Gordon, Ohio Department of Health spokesperson, told Investigate Midwest that when bird flu was detected in northwest Ohio earlier this year, the state made PPE available as the USDA investigated the outbreak. The state received two requests for PPE from agricultural operations during that time.

Now that the farm is no longer being investigated, the state is no longer offering PPE to farmworkers upon request.

“The state-level Ohio Department of Health made PPE available, via the survey, to farms and agricultural businesses on a temporary basis as the situation was new and evolving,” Gordon said.

Other states have received few requests or do not track disbursements:

  • As of early December, only one Oklahoma farm had requested PPE from the state’s health department to manage bird flu. The state agency used to have a formal request process for PPE, but it has since closed. “The purpose of this program was to support farms as part of the immediate response until these farms were able to ascertain PPE on their own,” an Oklahoma State Department of Health spokesperson wrote in an email to Investigate Midwest. 
  • Idaho Department of Public Health spokesperson AJ McWhorter said the agency worked with the industry group Idaho Dairymen’s Association and local public health districts to identify dairy worker needs for equipment and filled a one-time request for PPE for dairy workers in June.
  • An Iowa health department spokesperson told Investigate Midwest they direct people to local agencies or to the U.S. Department of Agriculture. 
  • In Wyoming, a state with one confirmed affected dairy herd, the health department said it did not track PPE requests or make a request form available to producers. Wyoming Department of Health spokesperson Kim Deti said the state’s poultry and dairy industries are small and PPE requests have been taken on a case-by-case basis.
Few Farms in North Carolina, New Mexico and Wisconsin Request PPE

North Carolina has one confirmed case of dairy cattle infected with bird flu. The state has also seen numerous cases of infected poultry, which is a major industry in the state.

One farm and four farmworkers requested PPE from the state during the ongoing outbreak. The majority of the state’s requests for PPE have come from farmworker organizations and advocacy groups.

The Association of Mexicans in North Carolina requested 2,000 face shields for dairy workers, stating that the association will make PPE available through health fairs aimed at farmworkers and contractors and their families held across the state.

In New Mexico, a state with nine confirmed outbreaks in dairy cattle, only two farms have requested PPE, according to state health department spokesperson David Morgan.

Some major agricultural states are preparing for outbreaks, even if a confirmed case hasn’t been reported.

When dairy workers are milking cows, raw milk can come into contact with their hands, faces and bodies, increasing the risk of infection. The CDC advises that dairy workers wear PPE, including gloves, rubber overalls and face shields, to minimize the spread of the virus. graphic provided by the CDC

In Wisconsin, a major dairy-producing state, the state health agency has received 11 requests for PPE from the beginning of 2023 to September of this year. The state has yet to have a confirmed case of bird flu in dairy cattle or humans.

Only one Wisconsin dairy farm and one egg production company have requested protective equipment for employees.

Most of the state’s requests have come from cheese or dairy product manufacturers in the state, as well as veterinary offices.

In addition to workers on farms with dairy cattle, employees who work in dairy processing plants are at risk of exposure to the virus. The CDC states that employees on dairy and poultry farms, dairy processing plants and poultry slaughter plants, should receive PPE to prevent the spread.  The virus is destroyed when raw milk is pasteurized at a processing plant.

A spokesperson for Dairy Farmers of America, the country’s largest milk co-op and owner of nearly 50 dairy processing plants nationwide, told Investigate Midwest that the company has a safety protocol to provide PPE for workers at their plants.

DFA was not listed as a PPE recipient in the state of Wisconsin, where the company has three plants.

“PPE is (and was) standard protocol at our plants, prior to the bird flu, as many of our employees work around cleaning chemicals, “ a DFA spokesperson told Investigate Midwest in an email. “To date, we’ve had no requests for extra PPE.”

Wisconsin Department of Health Services spokesperson Elizabeth Goodsitt, said the agency has worked alongside the state’s agriculture department to provide updates about bird flu to producers, including information on how producers and industry groups can receive PPE.

“We know from our experience across public health that getting resources to agencies, organizations, and individuals who are most trusted by specific populations is the best way to share important information,” she said.

“Producers should continue to enhance their biosecurity efforts and monitor and control disease in their herds and flocks,” she said in an email to Investigate Midwest.

Minnesota Stands from the Rest

Minnesota’s Department of Public Health has fulfilled more than 200 requests for PPE since May despite the state having far fewer confirmed outbreaks in dairy cattle compared to its peers.

As of December, Minnesota has had 9 outbreaks in dairy cattle herds.

The majority of the state’s requests came from dairy producers, with 138 farms requesting. Twenty poultry farms requested PPE and nearly a dozen processing facilities, either dairy or poultry, requested equipment.


This story was originally published on Investigate Midwest. This article originally appeared in Sentient at https://sentientmedia.org/ppe-dairy-farm-workers-bird-flu/.

Investigate Midwest is an independent, nonprofit newsroom. Our mission is to serve the public interest by exposing dangerous and costly practices of influential agricultural corporations and institutions through in-depth and data-driven investigative journalism. Visit us online at www.investigatemidwest.org



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