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An Interview Guide for Assessing Change, Innovation, and Risk Management within the Food System in Response to COVID-19: FE1144, 8/2024

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Abstract

Extension professionals were, and in many cases still are, heavily involved in assessing how the COVID-19 pandemic impacted agribusiness operations and the broader food system. This publication describes the process that a core project team of Extension professionals and researchers from the University of Florida and Florida Gulf Coast University followed to design and implement an interview guide to harmonize the collection of such information from food system businesses in Florida. We discuss benefits of this method, tools that improved efficiency during implementation, and considerations for others who might want to modify and use this interview guide in their own state or region.
FE1144
https://doi.org/10.32473/edis-FE1144-2024
An Interview Guide for Assessing Change, Innovation,
and Risk Management within the Food System in
Response to COVID-191
David Outerbridge, Christa D. Court, Laura Birou, Catherine Campbell, Sebastian Galindo,
Eyrika Orlando, Fritz Roka, and Kelly Wilson2
1. This document is FE1144, a publication of the Food and Resource Economics Department, UF/IFAS Extension. Original publication date April 2024.
Visit the EDIS website at https://edis.ifas.u.edu for the currently supported version of this publication.© 2024 UF/IFAS. This publication is licensed
under CC BY-NC-ND 4.0
2. David Outerbridge, county Extension director, UF/IFAS Lee County Extension; Christa D. Court, assistant professor, Food and Resource Economics
Department; Laura Birou, Department of Management Studies, College of Business, University of Michigan Dearborn; Catherine Campbell, assistant
professor, Family, Youth, and Community Sciences Department; Sebastian Galindo, research associate professor, Department of Agricultural Education
and Communication; Eyrika Orlando, former graduate research assistant, Food and Resource Economics Department; Fritz Roka, director, Center
of Agribusiness, Lutgert College of Business, Florida Gulf Coast University; and Kelly Wilson, former Food Systems Specialist, UF/IFAS Lee County
Extension. UF/IFAS Extension, Gainesville, Florida 32611.
The Institute of Food and Agricultural Sciences (IFAS) is an Equal Opportunity Institution authorized to provide research, educational information and other services
only to individuals and institutions that function with non-discrimination with respect to race, creed, color, religion, age, disability, sex, sexual orientation, marital status,
national origin, political opinions or aliations. For more information on obtaining other UF/IFAS Extension publications, contact your county’s UF/IFAS Extension oce.
U.S. Department of Agriculture, UF/IFAS Extension Service, University of Florida, IFAS, Florida A & M University Cooperative Extension Program, and Boards of County
Commissioners Cooperating. Andra Johnson, dean for UF/IFAS Extension.
Abstract
Cooperative Extension professionals were, and in many
cases still are, heavily involved in assessing how the
COVID-19 pandemic has impacted agribusiness operations
and the broader food system. is publication describes
the process followed by a core project team of Cooperative
Extension professionals and researchers from the University
of Florida Institute of Food and Agricultural Sciences and
Florida Gulf Coast University to design and implement an
interview guide to harmonize the collection of information
about COVID-19 pandemic impacts upon food system
businesses in Florida. We discuss some benets of the
methods we used, tools that improved eciency during
implementation, and considerations for others who might
want to modify and use this interview guide in their own
states or regions or to explore other types of hazard events
that impact the food system.
Introduction
e University of Florida Institute of Food and Agricultural
Sciences (UF/IFAS) Cooperative Extension has a long
history of analyzing the impacts of natural hazards, such
as hurricanes, on production agriculture (Court et al.
2020). Typically, natural hazards aect physical supply
structures. For instance, hurricane-driven ooding causes
crop loss and damage to farming infrastructure like
irrigation systems and buildings (Court et al. 2020; FAO
2021). e COVID-19 pandemic, in contrast, reduced
the availability of labor because of stay-at-home orders
and other policies, but it also catalyzed shis in consumer
behavior and consumer attitudes about health, online
purchasing, and local produce (FAO 2021; Heng et al.
2020; Wertz 2021). Motivated by the need to document
these shis, faculty at UF/IFAS and Florida Gulf Coast
University (FGCU) designed structured interview questions
(see Appendix A) to collect qualitative data via interviews,
with the primary goal of capturing shis, adaptations,
and innovations occurring within Floridas food system in
response to pandemic-related change. A coding structure
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An Interview Guide for Assessing Change, Innovation, and Risk Management within the Food System in ...
for qualitatively analyzing the interview data collected from
food system businesses in Florida was also generated (see
Appendix B).
Because we thought others might want to adapt the
structured interview questions and coding structure for
their own purposes, we begin by describing the process
our core project team followed to design and implement
these resources. We also discuss the benets of the methods
recommended in this publication, some tools that improved
eciency during their implementation, and additional
considerations for others who might want to modify and
use these resources in their own states or regions or to
explore other types of hazard events that impact food
systems. Together, this publication and its appendices are
referred to as an interview guide for assessing change,
innovation, and risk management within the food system in
response to COVID-19.
Development of the Interview
Guide
A multi-institutional, interdisciplinary group from UF/IFAS
and FGCU, referred to hereaer as the core project team,
developed question banks for structured interviews for 15
food system sectors (see Appendix A). Sector selection was
based on consultations with researchers from elds such as
economics, supply chain management, Cooperative Exten-
sion education, livestock, dairy, small farms, horticulture,
and sheries.
Question banks were designed for interviews with owners
or operators of businesses within the following food system
sectors:
1. Agricultural input suppliers: Fertilizer, pest control, seed,
equipment, etc.
2. Production agriculture: Small to large farming/ranching
operations.
3. Processing/packing: Contracts with commercial and retail
companies.
4. Food transport: Transportation and logistics operations
for food products.
5. Wholesaling, statewide: Private or government-provided
wholesale food services for institutions.
6. Retail distribution, statewide: Privately/publicly accessible
consumables producer.
7. Retail distribution, local: Selling consumable goods within
a store.
8. School and community gardens: Food production within
community gathering spaces.
9. Cottage food operators: Preparing/selling food products
from an unlicensed home kitchen.
10. Food-related nongovernmental operations (NGOs): Soup
kitchens, food pantries.
11. Restaurants: Foodservice consumption on or near
premises, drive-through, or delivery service.
12. School food services: Agencies preparing and distributing
meals via K–12 public school systems.
13. Financial/insurance/real estate: Agricultural lenders and
insurance and real estate brokers.
14. Fisheries and related seafood operations: Fishers, aqua-
culturists, wholesale seafood dealers.
15. Agricultural associations: Large professional/advocacy
organizations (e.g., agriculture-focused state agencies,
agriculture/food-focused industry associations [local
and state level]).
e question banks are hierarchical. ey begin with
general, overarching subjects such as risk, impacts, labor,
new partnerships, regulation, and observed market changes
applied to all participants. ese are followed by second-
tier questions specic to a particular sector. Second-tier
questions act as a linear narrative to naturally guide the
conversations between participating industry stakeholders
and project interviewers. Project interviewers included UF/
IFAS Cooperative Extension educators as well as research-
ers from UF/IFAS and FGCU.
Each questionnaire includes three question styles indicated
by a symbol that appears at the end of each question. 1)
Open-ended questions (*) allow participants to tell their
stories through elaboration while focusing on the initial
question to reduce tangential discussion. 2) Percentage and
discussion questions (^) capture quantitative impacts that
can be used to categorize and elaborate on the qualitative
changes mentioned by interviewees. 3) Geographic/location
questions (~) dene the geographic scope of impacts to be
considered for discussion.
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An Interview Guide for Assessing Change, Innovation, and Risk Management within the Food System in ...
Implementation Guidelines
e interviewers contacted possible participants via email,
with content approved by the UF and FGCU Institutional
Review Boards (UF: IRB202001435, FGCU: Protocol ID
#2020-49). Participants were contacted based on three
criteria: 1) Group one, respondents to a quantitative study
conducted by the UF/IFAS Economic Impact Analysis
Program who expressed interest in further discussion
(IRB202000642); 2) Group two, stakeholders with an
existing relationship within their respective sectors and
who were willing to be interviewed; and 3) Group three,
informants the core project team thought likely to provide
unique insights into the food system and COVID-19
impacts.
Aer interview dates were set, trained interviewers called
or video-conferenced the interviewees. e interviews were
recorded, and recordings were later transcribed, stripped of
identifying information, and coded for data processing (see
Appendix B). e tools described in the bulleted list below
improved eciency during the implementation process.
For transcription, video conferencing soware platforms
oer transcription services. Digital transcription options
are oen free and can be provided post-interview over
the phone. Digital transcription saves time but must be
checked for errors, which increase when sound quality is
poor or when anyone uses slang, jargon, or has an accent.
e project team developed a code sheet and used it to
code the interviews. Assigning multiple coders to each
interview allows for greater consistency in implementa-
tion of the codes.
We stored the interviews in a secure, cloud-based ling
system with diering access tiers. is method allows
interviewers to upload transcripts; allows coders to access
interviews, code them, and store them in other locations;
and allows administrators and project investigators to
access and manage all ling and project management
tools.
For data analysis, we used a qualitative tool that automati-
cally evaluated sentiment and word use frequency and
evaluated coded documents based on the pre-constructed
coding scheme.
is form of analysis can produce many potential outputs.
e qualitative data collected via the interviews serves
to document a hazard event and to provide a baseline to
further investigate food system resilience, changes, and
capacity. e qualitative data can also be combined with
quantitative datasets for a mixed methodology approach to
inform business management, funding allocation, or future
research. Advanced qualitative analysis techniques can
also be employed depending on the research questions of
interest.
Usefulness to US Cooperative
Extension Professionals
Questionnaire design is integral for information gathering
in research but especially for those trying to understand
stakeholder needs, such as Cooperative Extension educa-
tors. Likewise, creating a questionnaire that both serves
researcher needs and avoids leading questions is an ongoing
struggle in data collection eorts. e project team’s harmo-
nized collection method for food system sector stories is a
set of holistic and vetted questionnaires that assist Coopera-
tive Extension educators in the collection of qualitative data
on stakeholder reactions to the COVID-19 pandemic. Note,
though, that transcription and coding are labor intensive
and that the use of slang and jargon unique to particular
sectors adds complexity to the research team’s comparison
of reactions across the entire food supply chain. Having
multiple transcript coders is essential to ensure consistency
in coding responses. is questionnaire can also be adapted
to explore other types of hazard events that impact the food
system.
Conclusions
is publication aims to provide current and future
researchers and Cooperative Extension educators with a
tool developed, vetted, and successfully utilized by UF/IFAS
Extension and FGCU shortly aer the initial phases of the
COVID-19 pandemic. e qualitative research design can
add valuable texture to any quantitative data collected. is
harmonized data collection method or modied versions
of it can assist Cooperative Extension educators in the
collection of qualitative data on stakeholder reactions to a
pandemic, other long-term disasters, or signicant change
events.
Acknowledgements
Valuable assistance in the preparation of the interview
guides, recruitment of participants, implementation of
interviews, and preparation of interview data was provided
by Lauren Butler, County Extension director and livestock
agent II, UF/IFAS Extension Okeechobee County; Angela
Corona, former public health specialist, UF/IFAS Extension
Osceola and Orange Counties Family Nutrition Program;
Dr. Vincent Encomio, UF/IFAS Extension Martin and St.
Lucie Counties Florida Sea Grant agent; Liz Felter, regional
specialized UF/IFAS Extension agent in central Florida;
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An Interview Guide for Assessing Change, Innovation, and Risk Management within the Food System in ...
Carlita Fiestas-Nunez, former Food Systems Specialist,
UF/IFAS Extension Family Nutrition Program; Yvette
Goodiel, UF/IFAS Extension Martin County sustainability
and commercial Horticulture agent; Jennifer Hagen, UF/
IFAS Extension Lee County family consumer sciences
agent; Brittany Hall-Scharf, UF/IFAS Extension Hernando
County Florida Sea Grant agent; Ron Hamel, agribusiness
consultant, Center for Agribusiness, Lutgert College of
Business, FGCU; Lisa Hickey, UF/IFAS Extension Manatee
County sustainable agriculture and food systems agent;
Molly Jameson, UF/IFAS Extension Leon County sustain-
able agriculture and community food systems agent; Elias
T. Kirche, Department of Information Systems Operations
Management, FGCU; Colleen Larson, UF/IFAS Extension
Okeechobee, Highlands, DeSoto, and Hardee Counties
regional dairy agent; Alexandre Magnier, assistant profes-
sor, Lutgert College of Business, FGCU; Gene McAvoy,
former associate director for stakeholder relations, UF/
IFAS Southwest Florida Research and Education Center;
Kelsey McDaid, research coordinator, Food and Resource
Economics Department, UF/IFAS Extension; Jeannie Nec-
essary, food systems specialist, UF/IFAS Extension Family
Nutrition Program; Chris Prevatt, former state specialized
Extension agent II, beef cattle and forage enterprise budget-
ing and marketing, UF/IFAS Range Cattle Research and
Education Center; Jessica Ryals, UF/IFAS Extension Collier
County agriculture and sustainable food systems agent;
Stuart Van Auken, eminent scholar, Marketing, Lutgert
College of Business, FGCU; and Andrea Moron Vasquez,
former program manager, Family Nutrition Program, UF/
IFAS Extension Lee County.
References
Court, C. D., A. W. Hodges, and M. Lollar. 2020. “Harmo-
nizing the Assessment of the Impacts of Natural Disasters
to Florida Agriculture: FE1075, 3/2020.EDIS 2020 (2) 15.
Gainesville, FL. https://doi.org/10.32473/edis-fe1075-2020
FAO. 2021.e impact of disasters and crises on agriculture
and food security: 2021. Rome. https://doi.org/10.4060/
cb3673en
Heng, Y., M. Zansler, and L. House. 2020. “Orange Juice
Consumers Response to the Covid-19 Outbreak: FE1082,
06/2020.EDIS 2020 (4). Gainesville, FL. https://doi.
org/10.32473/edis-fe1082-2020.
Wertz, J. (2021, January 30). “Changes in Consumer
Behavior Brought on by the Pandemic.Forbes. https://
www.forbes.com/sites/jiawertz/2021/01/31/
changes-in-consumer-behavior-brought-on-by-the-
pandemic/?sh=62af95f8559e
Appendix A: Structured Interview
Questions
Question Bank #1: Agricultural input
suppliers
Q1.1 Briey describe your business pre-COVID-19. *~
Optional Prompts:
Where is your business located?
What do you sell?
Who are your customers?
Where are your customers located?
Q1.2 How has (have) your market or markets changed
because of COVID-19? *~
Optional Prompts:
Describe how your relationships with your customers
have changed because of COVID-19.
Describe how your relationships with your suppliers
have changed because of COVID-19.
Q1.3 What adjustments, if any, did you make in reaction to
COVID-19? *
Optional Prompts:
Did you adopt new innovations or form new partner-
ships during the pandemic?
Q1.4 Have there been any regulations or other constraints
that have enabled or prevented you from making
adjustments you wanted to make within your opera-
tions in response to COVID-19? *
Q1.5 How do you think COVID-19 changes the future of
your business? *
Q1.6 Describe how you managed risk before COVID-19
(i.e., weather, market volatility). *
Q1.7 Has the COVID-19 pandemic changed your approach
to risk management? If so, how? *
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Question Bank #2: Production
agriculture
Q2.1 Briey describe your farming operation pre-
COVID-19. *~
Optional Prompts:
What do you grow/produce?
Who are your customers, or how do you sell your
products?
Where are your markets or customers located?
How many people do you directly employ in your
operation?
Q2.2 How has (have) your market or markets changed
because of COVID-19? *~
Optional Prompts:
Did your operation expand or contract?
Are you employing more or fewer people than before
the pandemic?
Describe how your relationships with your custom-
ers AND suppliers have changed because of the
pandemic.
Q2.3 What adjustments did you make in your farming and/
or marketing in reaction to COVID-19? *
Optional Prompt:
Did you adopt any new innovations or form new
partnerships?
Q2.4 Have there been any regulations or other constraints
that have enabled or prevented you from making
adjustments you wanted to make within your opera-
tions in response to COVID-19? *
Q2.5 How do you think COVID-19 will change the future
of your business? *
Q2.6 Describe how you managed risk before COVID-19
(i.e., weather, market volatility). *
Q2.7 Were you able to prepare for risks associated with the
COVID-19 pandemic? *
Q2.9 Has the COVID-19 pandemic changed your approach
to risk management? If so, how? *
Question Bank #3: Processing/
Packing
Q3.1 Briey describe your processing or packing operations
pre-COVID-19. *
Optional Prompts:
What do you process or pack?
Who are your customers, or how do you sell your
products?
Where are your markets or customers located?
How many people did you employ prior to the
pandemic?
Q3.2 How has (have) your market or markets changed
because of COVID-19? *~
Optional Prompts:
Did your sales or revenues increase or decrease?
Are you employing more or fewer people than before
the pandemic?
Describe how your relationships with your custom-
ers AND suppliers have changed because of the
pandemic.
Q3.3 What adjustments did you make in your operation
and/or marketing strategy in reaction to COVID-19? *
Optional Prompts:
Did you adopt any new innovations or form new
partnerships?
Q3.4 Have there been any regulations or other constraints
that have enabled or prevented you from making
adjustments you wanted to make within your opera-
tions in response to COVID-19? *
Q3.5 How do you think COVID-19 will change the future
of your business? *
Q3.6 Describe how you managed risk before COVID-19? *
Optional Prompts:
ink about how you anticipated actions against
hurricanes, drought, low prices from market volatility.
Q3.7 Were you able to prepare for risks associated with the
COVID-19 pandemic? *
Q3.8 Has the COVID-19 pandemic changed your approach
to risk management? If so, how? *
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Question Bank #4: Transportation
Logistics
Q4.1 Briey describe your trucking operations
pre-COVID-19.*~
Optional Prompts:
What percentage of your trucking business was
devoted to agricultural products?
Where do you deliver the agricultural products you
haul?
How many people related to your agricultural hauling
services did you employ prior to the pandemic?
Q4.2 How has (have) your business or businesses changed
because of COVID-19? *~
Optional Prompts:
Did trucking services for agricultural products
increase or decrease?
Are you employing more or fewer people than before
the pandemic?
Describe how your relationships with your customers
AND suppliers changed because of the pandemic.
Q4.3 What adjustments did you make in your trucking
operations in reaction to COVID-19?*
Optional Prompt:
Did you adopt any new innovations or form new
partnerships?
Q4.4 Have there been any regulations or other constraints
that have enabled or prevented you from making
adjustments you wanted to make within your opera-
tions in response to COVID-19?*
Q4.5 How do you think COVID-19 will change the
future of your business and specically in moving
agricultural goods?*
Q4.6 Describe how you managed risk before COVID-19.*
Optional Prompt:
ink about how you anticipated actions against
hurricanes, drought, low prices from market volatility.
Q4.7 Were you able to prepare for risks associated with the
COVID-19 pandemic?*
Q4.8 Has the COVID-19 pandemic changed your
approach to risk management? If so, how?*
Question Bank #5 (and #6):
Wholesaling/Retail distribution,
Statewide
Q5.1 Describe your operation prior to the COVID-19
pandemic.*
Q5.2 If COVID-19 has impacted your business, when did
you start experiencing these impacts (date)?*
Q5.3 How much has COVID-19 impacted your business
(lost/improved sales volume, customers, revenue,
product mix, cost structure)? *^
a. Describe the important areas of your operations
disrupted by COVID-19.
b. What have you done to help your customers main-
tain their business?
c. How has the product/service mix changed?
d. Has your customer base changed? If yes, describe.
e. What products/services do you have that are facing
shortages?
f. Do you have a product/service that has excess
capacity at this time?
g. Have you had to lay o workers? (If yes, what
percent?)
Q5.4 Did you have a contingency plan for any type of
business disruption? (Y/N) *^
a. If yes, how eective was it to prevent further disrup-
tion of your operations?
b. Briey explain any contingency plans.
c. Were there any constraints that limited your con-
tingency plans? If yes, how did you overcome these
constraints?
Q5.5 What percentage of regular hours are you currently
open for business? ^
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Q5.6 Describe the impacts of COVID-19 on sales: *^
a. What percent of your regular capacity is currently
being utilized?
b. Did customer orders change? Select the option that
best describes the scenario you are experiencing:
Increasing or Decreasing
c. Are your regular customers open for business?
(Y/N)
d. Briey describe the customer issues you are
experiencing.
e. What percentage of your customer operations are
impacted by the shortages:
f. Describe major impact on your business caused by
inadequate demand.
g. Have you changed any processes or strategies to
adapt to this situation?
h. Have you developed any innovative solutions?
Q5.7 Describe the impacts of COVID-19 on supply. *^
a. Are your regular suppliers available for business?
(Y/N)
b. Briey describe the supplier issues you are
experiencing.
c. What percentage of your operations are impacted by
the shortages of:
a. Describe major impact on your business caused by
inadequate supply.
b. Have you changed any processes or strategies to
adapt to this situation?
c. Have you developed any innovative solutions?
Q5.8 Based on the impact of COVID-19 on your business:
*~
a. Do you anticipate making any changes to your
business model?
b. Do you anticipate making any changes to your
processing, distribution channels, or customer base?
c. Do anticipate making any changes to your supply
base?
d. Do you anticipate changes in your risk mitigation
strategy?
Question Bank #7: Retail
Distribution, Local
Q7.1 Briey describe your food retail operations pre-
COVID-19. *~
Optional Prompts:
What do you sell?
Who are your customers, or how do you sell your
products?
Where are your markets or customers located?
How many people do you directly employ on your
operation?
Q7.2 How has your market changed because of
COVID-19?*~
Optional Prompts:
Did your retail operations expand or contract?
Are you employing more or fewer people than before
the pandemic?
Describe how your relationships with your custom-
ers AND suppliers have changed because of the
pandemic.
Raw materials %
Parts/components %
Transportation services %
Maintenance, Repairs, Operations (MRO) %
Storage/warehousing %
Finished goods/packaged products %
Labor %
Raw materials %
Parts/components %
Transportation services %
Maintenance, Repairs, Operations (MRO) %
Storage/warehousing %
Finished goods/packaged products %
Labor %
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Q7.3 What adjustments did you make in your marketing
approach as a reaction to COVID-19? *
Optional Prompt:
Did you adopt any new innovations or form new
partnerships?
Q7.4 Have there been any regulations or other constraints
that have enabled or prevented you from making
adjustments you wanted to make within your opera-
tions in response to COVID-19? *
Q7.5 How do you think COVID-19 will change the future
of your business? *
Q7.6 Describe how you managed risk before COVID-19
(i.e., weather, market volatility). *
Q7.7 Were you able to prepare for risks associated with the
COVID-19 pandemic? *
Q7.8 Has the COVID-19 pandemic changed your approach
to risk management? If so, how?*
Question Bank #8: School and
Community Gardens
Q8.1 Briey describe your school or community garden
location and operational structure pre-COVID-19? *~
Q8.2 Are there any changes in where community garden
participants are from geographically? If so, what are
they? *~
Q8.3 How have you managed the social interaction
restrictions?*
Q8.4 What role have partnerships played in responding to
COVID-19? Have you made new partnerships?*
Q8.5 How is produce from the garden used? How has this
changed as a result of COVID-19?*
Q8.6 Are there any lasting changes that will be made as a
result of COVID-19? *
Q8.7 Do you think your garden has contributed to com-
munity resilience in the face of COVID-19? If so, how?
If not, why?*
Q8.8 Have there been any regulations or other constraints
that have enabled or prevented you from making
adjustments you wanted to make within your opera-
tions in response to COVID-19? *”
Question Bank #9: Cottage Food
Operators
Q9.1 Briey describe your business, clientele, and areas of
operation pre-COVID-19. *~
Q9.2 How has your cottage food business adapted to
COVID-19? *~
Q9.3 Has demand increased, and if so, how are you deliver-
ing your products? *~
Q9.4 Have any partnerships or collaborations formed as a
result of COVID-19? *
Q9.5 Have there been any regulations or other constraints
that have enabled or prevented you from making
adjustments you wanted to make within your opera-
tions in response to COVID-19? *
Question Bank #10: Food-Related
Nongovernmental Operations
(NGOs)
Q10.1 Briey describe your non-prot pre-COVID-19. *~
Optional Prompts:
What communities do you serve?
What is the structure of organization?
How many employees?
How many participants?
Q10.2 What area do you serve geographically? *~
Q10.3 How and how much has demand for your services
changed? *
Q10.4 Where have you seen increases in demand geo-
graphically? Has this changed the way you distribute
to these areas? *~
Q10.5 How has your volunteer base changed? *^
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Q10.6 Have you made changes to how and where you
procure food? If so, what are they? *~
Q10.7 What funding impacts do you anticipate as a result of
COVID-19? *^
Q10.8 Do you anticipate lasting operational changes as a
result of COVID-19? If so, what are they? *
Q10.9 Have there been any regulations or other constraints
that have enabled or prevented you from making
adjustments you wanted to make within your opera-
tions in response to COVID-19? *
Q10.10 What role have partnerships played in responding
to COVID-19? Have you formed new partnerships? *
Q10.11 What risks has COVID-19 highlighted for your
operation? *
Question Bank #11: Restaurants
Q11.1 Briey describe your business pre-COVID-19. *
Optional Prompts:
How did you source products?
How many employees?
How long have you been in operation?
Q11.2 What has changed about the way you do business? *
Q11.3 How has this aected your need for labor? *^
Q11.4 Have you formed any new partnerships or collabora-
tions due to COVID-19? *(number of collaborations)
Q11.5 What has changed in the way you source products? *
Q11.6 Where are you sourcing your products? ~
Q11.7 Has this changed the way your business functions?
(yes/no) *
Q11.8 How do you feel about the new business model?
(good/bad/indierent) *
Q11.9 What aspects of your changes do you think you will
keep aer COVID-19? *
Q11.10 How would you manage risk in the future? *
Q11.11 Have there been any regulations or other
constraints that have enabled or prevented you from
making adjustments you wanted to make within your
operations in response to COVID-19? *
Question Bank #12: Financial/
Insurance/Real Estate:
Q12.1 What has changed about the way you do business? *
Q12.2 Briey describe your business pre-COVID-19. *
Q12.3 Has the pandemic directly impacted your business,
and if yes, please describe how? *
Optional Prompts:
Have customer services changed?
In general, how have your relationships with your
agricultural customers changed as a result of the
pandemic?
Q12.4 Has the pandemic changed the way your business
functions? (yes/no) *
Q12.5 What changes, if any, do you think you will keep
aer COVID-19 abates? *
Q12.6 Have your risk-management strategies been changed
by COVID-19? *
Question Bank #13: School Food
Services
Q13.1 Briey describe your school foodservice program
pre-COVID-19. *~
Optional Prompts:
How did you source products?
How many employees did you have?
How long has this program been in operation?
Q13.2 Describe the impacts of COVID-19 on demand for
food from your program. *^
Optional Prompts:
What percent of your regular capacity is currently
being utilized?
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How has this aected your need for labor?
Have there been changes in demand for dierent types
of food or ways to receive it?
Q13.3 How did COVID-19 aect your food supply? *~
Optional Prompts:
Were there changes in the way you source products?
How have the impacts of COVID-19 aected Florida-
grown food procurement?
Q13.4 Can you describe changes that your program has
made in response to the pandemic? *
Optional Prompts:
Have you changed any processes or strategies to adapt
to this situation?
Have you developed any innovative solutions?
Q13.5 What waivers, if any, have you used to adjust opera-
tions considering COVID-19? *
Optional Prompts:
If you using waivers, when do they expire?
Do you anticipate asking for extensions on waivers?
Q13.6 Have you formed any new partnerships or collabora-
tions due to COVID-19? *(number of collaborations)
Q13.7 How do you feel about the changes you have made to
your program considering COVID-19? *
Optional Prompt:
What aspects of your changes do you think you will
keep aer COVID-19? *
Q13.8 What have you learned from this experience that
will aect how you will manage risk and prepare for
disruptions in the future? *
Q13.9 Have there been any regulations or other constraints
that have enabled or prevented you from making
adjustments you wanted to make within your opera-
tions in response to COVID-19? *
Q13.10 Is there anything else you would like to share with
me about the eects of COVID-19 on your foodser-
vice program? *
Question Bank #14: Fisheries and
Related Seafood Operations ~
Part A: Aquaculture Operations
Q14a.1 Briey describe your aquaculture operation pre-
COVID-19. *~
Optional Prompts:
What do you grow/produce?
Who are your customers, or how do you sell your
products?
Where are your markets or customers located?
How many people do you directly employ on your
operation?
Q14a.2 How has (have) your market or markets changed as
a result of COVID-19? *~
Optional Prompts:
Did your operation expand or contract?
Are you employing more or fewer people than before
the pandemic?
Describe how your relationships with your custom-
ers AND suppliers have changed because of the
pandemic.
Q14a.3 What adjustments did you make to your production
and/or marketing in reaction to COVID-19? *
Optional Prompt:
Did you adopt any new innovations or form new
partnerships?
Q14a.4 Have there been any regulations or other
constraints that have enabled or prevented you from
making adjustments you wanted to make within your
operations in response to COVID-19? *
Q14a.5 How do you think COVID-19 will change the
future of your business? *
Q14a.6 Describe how you managed risk before COVID-19
(i.e., weather, market volatility). *
Q14a.7 Were you able to prepare for risks associated with
the COVID-19 pandemic? *
Q14a.8 Has the COVID-19 pandemic changed your
approach to risk management? If so, how? *
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Part B: Wholesale Distribution – Seafood
Wholesale Dealers
Q14b.1 Briey describe your seafood wholesale operations
pre-COVID-19, including procurement practices. *~
Optional Prompts:
What do you sell?
Who are your customers, or how do you sell your
products?
Where are your markets or customers located?
How many people do you directly employ on your
operation?
Do you buy directly from shers (how many)?
Q14b.2 How has your market changed as a result of
COVID-19? *~
Optional Prompts:
Did your retail operations expand or contract?
Are you employing more or fewer people than before
the pandemic?
Describe how your relationships with your custom-
ers AND suppliers have changed because of the
pandemic.
How have the products/services oered changed?
What products/services do you have that are facing
shortages?
Do you have a product/service that you can’t sell at
this time that you usually would be?
Q14b.3 What adjustments did you make in your marketing
approach as a reaction to COVID-19? *
Optional Prompt:
Did you adopt any new innovations or form new
partnerships?
Q14b.4 Have there been any regulations or other
constraints that have enabled or prevented you from
making adjustments you wanted to make within your
operations in response to COVID-19? *
Q14b.5 How do you think COVID-19 will change the
future of your business? *
Q14b.6 Describe how you managed risk before COVID-19
(i.e., weather, market volatility). *
Q14b.7 Where you able to prepare for risks associated with
the COVID-19 pandemic? *
Q14b.8 Has the COVID-19 pandemic changed your
approach to risk management? If so, how? *
Part C: Retail Distribution – Seafood-
Centric Restaurants ~
Q14c.1 Briey describe your seafood retail operations
pre-COVID-19. *~
Optional Prompts:
What do you sell?
Who are your customers, or how do you sell your
products?
Where are your markets or customers located?
How many people do you directly employ on your
operation?
Q14c.2 How has your market changed as a result of
COVID-19? *~
Optional Prompts:
Did your retail operations expand or contract?
Are you employing more or fewer people than before
the pandemic?
Describe how your relationships with your custom-
ers AND suppliers have changed because of the
pandemic.
Are you selling a dierent product/species mix than
before?
Has the pandemic had a greater impact on locally
sourced seafood or seafood from other regions with
regards to both supply and demand?
Q14c.3 What adjustments did you make in your marketing
approach as a reaction to COVID-19? *
Optional Prompt:
Did you adopt any new innovations or form new
partnerships?
Q14c.4 Have there been any regulations or other
constraints that have enabled or prevented you from
making adjustments you wanted to make within your
operations in response to COVID-19? *
Q14c.5 How do you think COVID-19 will change the
future of your business? *
Q14c.6 Describe how you managed risk before COVID-19
(i.e., weather, market volatility). *
Q14c.7 Were you able to prepare for risks associated with
the COVID-19 pandemic? *
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Q14c.8 Has the COVID-19 pandemic changed your
approach to risk management? If so, how? *
Question Bank #15: Agricultural
Associations
Q15.1 Briey describe your organization pre-COVID-19. *~
Q15.2 How has (have) your organization changed as a
result of COVID-19? *~
Optional Prompts:
Has the inability to meet in person impacted your
membership/solvency at the regional/local level?
Are you employing more or fewer people than before
the pandemic.
Describe how your relationships with your members
changed due to the pandemic.
Describe how your approach to advocacy changed due
to the pandemic.
Q15.3 What adjustments did you make in your approach
and/or marketing in reaction to COVID-19?*
Optional Prompt:
Did you adopt any new innovations or form new
partnerships?
Q15.4 Have there been any regulations or other constraints
that have enabled or prevented you from making
adjustments you wanted to make within your opera-
tions in response to COVID-19? *
Q15.5 How do you think COVID-19 will change the future
of your organization? *
Q15.6 Describe how you managed risk before COVID-19
(i.e., weather, market volatility). *
Q15.7 Were you able to prepare for risks associated with the
COVID-19 pandemic? *
Q15.8 Has the COVID-19 pandemic changed your ap-
proach to risk management? If so, how? *
Appendix B: Codes for Qualitative
Analysis of Interviews
Metadata labels for transcripts
Location of interview (UF/IFAS Districts/County)
Date of interview
Interviewer
Major themes
Question bank
a. Sector/question bank–for categorizing
questions asked
i. Business description
ii. Market change
iii. Adjustments to COVID-19
iv. Regulation constraint
v. Future outlook
vi. Risk perception before, during, and aer
vii. Other/added
viii. Prompt/probe
b. Impact–evaluative statement that
represents change in business practices,
approach, and eects due to direct or
indirect implications of COVID-19
i. Positive (the business/individual experienced
benecial outcomes during the initial phases of
COVID-19)
ii. Negative (the business/individual experienced
detrimental outcomes during the initial phases of
COVID-19)
iii. None
iv. Both positive and negative
v. Observed market impact
c. Partnerships–relationships between
businesses, individuals, or agencies
i. New (a partnership or relationship that was formed
in reaction to COVID-19)
ii. Improved (an existing partnership that expanded
due to COVID-19)
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iii. Declined (an existing partnership that was reduced
due to COVID-19)
iv. Loss
v. Change in relationship
vi. No change
d. Culture (institutional/business)–the
ethos and practices of a business,
institution, or individual that determine
approach, attitudes, and common
practices
i. Changed
ii. Remained the same
e. Internal change–adjustments in
reaction from within the business,
individual(s) or institution
(Internal change could be inspired by, accelerated by, or
in some other manner in direct relation to the event of
COVID-19 or awareness brought about during the time of
COVID-19.)
i. Operational/process change
ii. Physical (structural)
iii. Future changes
iv. Systemic change
f. External change–events or
circumstances outside of the business,
individual, or institution that determined
shifts in practices, behavior, and
operations
i. Weather
ii. Market output change
iii. Market input change
g. Technology
i. New technology adoption in operations
ii. Re-invention of already adopted technologies
iii. Positive remote meetings
iv. Negative remote meetings
v. No change
h. Risk mitigation–consists of actions,
attitudes, or perceptions towards risk
before, during, and after the initial phases
of COVID-19
i. During
ii. Aer
iii. Before
iv. Approach to risk
i. Constraints–limiting factors that
reduced the ability of the individual(s),
institution, or business to operate
(Constraints could be relatedto COVID-19 or COVID-19
decisions or to extraneous circumstantial occurrences.)
i. COVID-19-related
ii. COVID-19 decisions
iii. Circumstantial
j. Ongoing Concerns
k. Employees
i. COVID-19 risk
ii. Let go
iii. Hired more
iv. Stayed same
l. Geography
i. Expanded reach/market
ii. Reduction in reach/market
iii. New locations
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m. Legislation/regulation–regulations or
restrictions introduced or highlighted as a
result of COVID-19
i. Slowed business
ii. Supported business
iii. Complicated
iv. Indecisive
v. Limited
vi. Adapted
vii. Loosened
viii. Tightened
ix. No change
x. External to COVID-19
n. Future outlook–specic in relation to
the time of the interview
(Post-COVID-19 outlook should be addressed with risk
mitigation code.)
i. Positive
ii. Negative
iii. Unclear
iv. Concerned
v. External to COVID-19
o. Implied knowledge and elaboration
required
p. Business description
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