Volunteer Center Response Plan

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Volunteer Center Response Plan

TABLE OF CONTENTS

Section	Contents
I.	Purpose
II.	Assumptions
III.	Types of Emergencies
IV.	Activation of Plan
V.	Incident Command System
VI.	Staffing Positions, Assignments, and Command Structure
VII.	Emergency Procedures (internal plan)
VIII.	Volunteer Center Operations (external plan)
IX.	Staffing Policies and Procedures
X.	Resource Lists
XI.	Forms
XII.	Maps
A.	Appendices

I. PURPOSE

TheVolunteer Center of ** Disaster Plan describes how the Volunteer Center functions during and following a major disaster and defines the roles and responsibilities of staff. The plan outlines the way in which the Volunteer Center carries out its primary disaster function which is to coordinate the deployment of emergent volunteers for disaster response and recovery. It also includes steps to be followed in the event of damage to the Volunteer Center.

II. ASSUMPTIONS

In the event of a major disaster in the Bay Area, the Volunteer Center may suffer injuries to personnel, property loss, and impairment to utilities and communications systems. We have been advised that for up to 72 hours, or even longer, emergency services (police, fire, ambulance) may not be available. Because teamwork is critical for effective response to an emergency situation, all employees of the Volunteer Center are automatically on the disaster team.

III. TYPES OF EMERGENCIES

Earthquakes - The hazard posing the greatest threat to the community and to the Volunteer Center's operations is an earthquake which could cause widespread devastation to the entire Bay Area. Experts warn that a major earthquake can be expected in the foreseeable future. Effects could include major road closures, extensive damage to structures, loss of public utilities, and multiple injuries and deaths. The demands upon public safety agencies will be overwhelming. Non-public responders such as the Volunteer Center will play a major role in recovery.

• Winter Storms/Floods
• Urban/Wildland Fires
• Hazardous Material Incidents

IV. ACTIVATION OF PLAN

The plan will be activated by the Executive Director, Disaster Coordinator or other designated staff member, when a disaster occurs significant enough to cause damage to the Volunteer Center or within the geographical area served by the Volunteer Center. The plan may also be activated upon declaration of a local emergency by the county Office of Emergency Services (OES), or by request from the American Red Cross, another Bay Area Volunteer Center, or The Volunteerism Project.

V. INCIDENT COMMAND SYSTEM

Insofar as feasible, this plan follows the principles and features of the Incident Command System (ICS). Used by emergency response organizations throughout the state, ICS is an effective model for centralized management. It clearly defines staff roles and responsibilities and lines of communications. In the ICS model the base of operations for response to a disaster (incident) is the Command Center.

Incident Commander - Upon activation of the plan, the Executive Director becomes the Incident Commander and is in charge overall. The Incident Commander will establish the Command Center and initiate the ICS. In the absence of the Executive Director, the highest-ranking staff member present becomes the Incident Commander and remains so until relieved by a higher-ranking staff or the Executive director.

Command Center - The Command Center will be the Volunteer Center's offices located at ****. If that facility is unsafe or cannot be made operational, the Command Center will be established at one of the following alternate sites: ******

VI. STAFFING POSITIONS, ASSIGNMENTS, AND COMMAND STRUCTURE

The Volunteer Center follows the Incident Command System for designating functions and assigning staff. Positions include:

• Incident Commander
• Information Officer
• Safety Officer
• Liaison Officer
• Operations Officer
• Planning Officer
• Logistics Officer
• Finance Officer

These positions are pre-assigned to staff; assignments are noted in the chart on page 5. A single staff person may serve multiple functions if the workload is light or if there are not enough staff to allocate singly to functions.

Staffing Position Responsibilities

Incident Commander

• Activate Incident Command System
• Establish Command Center
• Manage overall response
• Operations, Planning, Logistics, Finance and Public Information Officer report to Incident Commander
• Coordinate all staff and volunteer functions
• Approve requests for procurement and release of resources
• Authorize release of information by Public Information Officer (PIO)
• Approve plan for demobilization

Public Information Officer

• Maintain ongoing briefings by Incident Commander
• Establish and maintain single contact point for media
• Prepare initial information summary
• Arrange appropriate contacts between media and Volunteer Center staff

Safety Officer

• Monitor and assess unsafe situations
• Conduct damage assessment
• Develop measures for staff safety
• Participate in planning meetings
• Review action plans

Liaison Officer

• Point of contact with other Volunteer Centers, Red Cross, nonprofit agencies, and other entities cooperating with the Volunteer Center
• Coordinate requests by Volunteer Center staff for interagency contacts
• Monitor interagency contacts for potential problems

Operations Officer

• Responsible for management of all operations directly applicable to the primary mission
• Brief and assign operations personnel in accordance with disaster plan
• Develop operations section of plan
• Review suggested list of procurement or release of resources for Incident Commander
• Assign specific tasks to staff and volunteers
• Monitor work progress and make changes when necessary

Planning Officer

• Responsible for collection, evaluation, dissemination and use of information about current Volunteer Center operations
• Establish information requirements and reporting schedules for all sections needed in preparing action plan
• Identify needs for use of specialized resources
• Perform operational planning
• Advise staff of any significant changes in action status
• Prepare and distribute Incident Commander's orders

Logistics Officer

• Responsible for providing facilities, services and material in support of the Volunteer Center's operations
• Assign work locations and preliminary tasks to section personnel
• Identify service and support requirements for expected operations
• Ensure communications plan is prepared
• Advise on communications capabilities and/or limitations
• Set up telephone and radio systems and see they are tested
• Ensure an equipment accountability is established
• Coordinate medical emergency needs, including transportation of injured
• Determine feeding needs and assure food and related supplies are provided
• Establish ordering procedures
• Establish sleeping facilities as required
• Oversee sanitation, maintenance, lighting and clean-up

Finance Officer

• Responsible for all financial and cost analyses
• Track all expenditures, with special attention to possible reimbursable items
• Determine need for time recording for personnel
• Provide for records security
• Maintain current posting on all charge or credits for fuel, supplies and services
• Supervise operation of commissary
• Prepare and sign all contracts for goods and services
• Responsible for overall management and direction of all compensation claims
• Maintain log of all injuries sustained
• Handle all claims other than injury

VII. EMERGENCY PROCEDURES (coordinated by Safety Officer)

Earthquake Checklist

• Injuries
  Designate First Aid area and report location to Incident Commander. Check for injured and treat as appropriate; move if possible to First Aid area. First Aid supplies located in *****.
• Gas
  Gas valve located in *****. If odor of gas is present (check outside as well as inside), get gas shut-off wrench from disaster supplies and shut off gas.
• Structure Condition
  Be cautious -- aftershocks may follow earthquakes. Check for visible signs of damage. Evacuate if structure seems questionable (err on side of safety). If possible, retrieve any cellular phones but do not place yourself or others at risk to do so.
• Telephone and Communications
  If electrical power is off, a non-Centrex phone system will probably not work; Centrex systems do not require power to operate and therefore should be OK. If electrical power is off, the telephone on your fax machine will also probably work. If available, use cellular phone(s), but only if no other telephones are working.
• Power
  If power is out, do not light candles during an earthquake. There are two dangers -- from explosion caused by gas leak and ignited by spark from match, and from candles falling and starting fires. For lighting, use flashlights, lanterns and lightsticks. Use a generator if one is available.
• Building Tenants
  Check on welfare of other tenants in building, if appropriate.
• Hazards
  Rope off area where electrical lines are downed and all structural and area hazards. Inform Incident Commander of downed lines, gas leaks and water line breaks. Remove anything blocking street, except downed electrical lines, which would prevent access by emergency vehicles.
• Damage Assessment
  Conduct detailed damage assessment as soon as possible and photograph or video damage.

Fire Checklist

Evacuate immediately.
**** will account for all staff. Phone 9-1-1.
Phone as soon as possible. Shut off gas if needed (meter located *****).
If odor of gas is present (check outside as well as inside), get gas shut-off wrench from disaster supplies and shut off gas. Notify other building tenants (if appropriate). Items to take:
If possible, retrieve back-up computer disks and important papers (these items should always be ready to go). Damage Assessment
Conduct detailed damage assessment as soon as possible and photograph or video damage.

Office Evacuation Plan

• Determine best evacuation route and advise all staff.
• Designate alternate meeting place for post-evacuation.
• Meet at designated place to decide next steps.
• *** will account for staff after evacuation.

Where to Meet after Evacuation

Under What Conditions Office Will Be Evacuated

Office/Building Floor Plan

Disaster Equipment and Supplies (list)

Staff Notification Procedures

Communications Systems

VIII. VOLUNTEER CENTER OPERATIONS (coordinated by Operations Officer)

Phone Bank - The Volunteer Center will establish a clearinghouse for people who want to volunteer and for agencies requesting volunteer assistance. The first priority, once staff and facility safety are secured, will be to set up a Phone Bank operation. Callers will be using both the Volunteer Center's main number and the 800# to call in. The volume of calls may require the installation of additional phone lines.

Volunteer Reception Center - In some cases, the Volunteer Center may set up and manage a Volunteer Reception Center (VRC) instead of or in addition to the Phone Bank. The VRC is not dependent on phones and is therefore an option when phones are not working. Both the Phone Bank and VRC will be managed by the Operations Officer.

Volunteer Data Base - It is important from the beginning to enter into the computer basic information about volunteers. At the very least, it will provide a record of how many people called, what their skills were, and where they were referred. It will also make it easier to identify and call back volunteers with special skills or those that couldn't immediately be referred.

Researching Agency Needs - Ideally, the Volunteer Center will have collected information in advance of the disaster from agencies likely to need volunteers. However, this information will need to be updated with details on time, place, supervision, etc. Also, many agencies will not have anticipated disaster-related needs, but will have them nevertheless. All pertinent information about agency needs should also be entered into a computerized data base so it can be printed out in various formats.

The Agency Disaster Volunteer Job form (see Section XI. FORMS) is used to log requests. Staff can take the information over the phone, receive it by fax, or get it in person by delivery or pick-up. Generally, these kinds of needs can be expected to emerge:

• traditional disaster response agencies (Red Cross, Salvation Army, Food Bank) will need large numbers of volunteers to staff their response activities
• other CBOs will also have disaster response roles because of the geographical area or special population they serve, or the special skills/resources they offer
• new groups, not previously known and/or involved in disaster preparedness/response, will emerge

Checklists - See the following checklists for setting up the Phone Bank and setting up and managing a Volunteer Reception Center. See the appendix for supplemental operations checklists on the Phone Bank, Volunteer Reception Center, and data entry procedures.

Phone Bank Set-up Procedures

• Establish liaison with local agencies and determine needs as soon as possible; this can be done by phone and also by runners equipped with cellular phones.
• Make sure agency needs and volunteer databases are ready to go.
• Get agency and volunteer intake forms ready.
• Set up in room or area where additional phone lines can be installed (preferably one large room).
• Inform all staff that business as usual may be suspended at any time.
• Send representative to ARC.
• Copy instructions for Phone Bank operators.
• Designate one or more persons to take all disaster volunteer calls. As they start to become busy, you need to expand, using designated staff and volunteers.
• Designate one or more persons to take agency calls.
• Appoint Day Captain to supervise Phone Bank operators.
• Try to anticipate volume of calls so additional lines can be added before they are absolutely necessary.
• Notify ARC and media when ready to receive calls.
• Schedule one or more times each day to orient and train new Phone Bank staff.

Volunteer Reception Center Set-up Procedures

• Establish site, preferably large indoor room with tables and chairs available.
• Bring box of supplies.
• Arrange the room carefully to allow for foot traffic and to maximize wall space (see suggested layout under Section XII. MAPS).
• Face tables and chairs so that information can be easily seen and so that volunteers feel they are receiving personal attention.
• Allow enough space for volunteers to fill out the volunteer intake form.
• Clearly mark the reception desk.
• Provide a space with seating for volunteers to "cool down." This will be an impatient time for them and they will need a breathing space to transition into your setting and away from the stark reality outside.
• Post a sign outside the center to direct potential volunteers to your site.
• Set up separate sections for each major class of work, with information about available placements. Typical headings might be:
  • Food services ´ Clerical/office work
  • Computer data entry ´ Phones/receptionist
  • Plumbers/electricians ´ Shelter workers/hosts
  • Repair/reconstruction ´ Communications
  • Counseling services ´ Medical/health
  • Interviewing ´ Transportation
  • Child care ´ Cleanup -- home and other
  • Rescue ´ Interpreters/translators (including sign)
  • Damage assessment ´ Miscellaneous
• Set up only as many stations as you can staff.
• Assign early volunteers to staff the Reception Center and be runners. Runners will bring in information about volunteer needs from the disaster scene and other agencies.
• Designate an area for training/orientation. Utilize times when demand is slow to orient new volunteers to the disaster situation and to train them in Reception Center policies and procedures.
• If utilizing the Reception Center approach for a single agency, adapt stations to show internal needs. The Center will provide the "breathing space" your agency needs to effectively handle large numbers of convergent volunteers.
• Reception Centers can also be utilized in neighborhoods to organize the efforts of local residents. A garage can easily be converted using a couple of card tables.
• Notify ARC, media when ready to open.
• Remember -- keep the coffeepot full!!!

Managing the Volunteer Reception Center (VRC)

• Receptionist greets prospective volunteers, asks them to complete an intake form, and shows them where to sit.
• Assign extra staff in the seating area to help the volunteers with completion of forms and debriefing.
• Once the prospective volunteer has completed the form, a Guide takes it, looks at skill areas checked, and suggests appropriate station(s) to visit.
• Staff at each station visited tells the prospective volunteer about which opportunities are currently available in that particular skill area. (The stations are set up to reflect various types of volunteer opportunities -- you may have many or few depending on the number and types of jobs available and the volume of prospective volunteers coming through.) See interviewing procedures below for more detail.
• If prospective volunteers need more information or assistance while visiting the station area, direct them to the Information Station rather than Reception.
• Tell prospective volunteers of any pertinent orientation or training sessions which have been scheduled at the VRC.
• For communications inside the VRC, have Runners staffing the Runners' Station relay messages. Runners may also be asked to accomplish tasks outside the Volunteer Reception Center such as putting up signs, bringing messages from other agencies, etc.
• Schedule one or more times each day to orient and train new VRC staff.

IX. STAFFING POLICIES AND PROCEDURES

Employees - Every Volunteer Center employee is a disaster response worker and is expected to work at any time when the Volunteer Center activates this disaster plan (see Section IV. ACTIVATION OF PLAN). It is expected that all employees will work in their assigned disaster response roles after they have assessed the welfare of their families and the safety of their surroundings. Readiness to assume these roles will be facilitated by staff's prior development of personal and household disaster preparedness plans.

During Normal Business Hours - All employees on site at the time of the disaster are expected to assist with implementation of this plan. As soon as they are able, those not on site are expected to report in to the **** office to determine whether and when they will be needed for staffing.

Outside Normal Business Hours - When a disaster occurs during non-business hours, the Executive Director will contact the Disaster Coordinator (staff disaster team leader) as soon as possible to determine what steps are to be taken. Either one may activate the disaster plan if any of the activation conditions are met (see Section IV). The Executive Director and/or Disaster Coordinator will contact other employees as needed to provide adequate staffing for the Volunteer Center. Employees are expected to communicate with the **** office as soon as feasible and to respond to requests for staffing help. Employees should tune in to radio station *** and listen for emergency broadcast information.

Volunteers - The Volunteer Center welcomes trained volunteers to assist in its disaster response activities. Trained volunteers are those who have completed the Volunteer Center's disaster training program, or who are determined by the Disaster Coordinator to have comparable training and experience. If authorized by OES to administer, have all volunteers complete a Disaster Services Worker form.

Staffing Shifts and Breaks - The maximum shift for any employee or volunteer is eight hours. Each worker will receive and must take at least one ten-minute break every two hours. If any employee is asked to work more than 8 hours in a 24-hour time period, the Volunteer Center's personnel policies regarding overtime for exempt and non-exempt employees will apply. All decisions regarding overtime work (beyond 8 hours per day or 40 hours per week) for non-exempt Volunteer Center employees must be approved in advance by the Volunteer Center Executive Director or person designated as Acting Executive Director.

Procedures -

1. No person works alone; a minimum of two staff must be onsite at all times.
2. The office will not open to the public in the morning until two staff are present.
3. The last two people in the office will lock up and leave the building together.
4. If the Center is open longer than 8.5 hours per day, staff must be scheduled in overlapping shifts.
5. A rest area away from the other activities will be designated.
6. Each employee and volunteer will sign in and out each day so that an accurate record of hours can be maintained.

X. RESOURCE LISTS

Staff List (insert)
Disaster Volunteer List (insert)
Agencies Contact List (insert)
Volunteer Resources (insert)

XI. FORMS

Volunteer Intake (insert)
Agency Request (insert)
Daily Volunteer Sign In (insert)
Daily Staff Sign In (insert)
Staff Notes Log (insert)
Disaster Services Worker (insert)

XII. MAPS

County (noting location of OES, ARC)
Cities (noting location of OES, ARC)
Volunteer Center Floor Plan
Volunteer Reception Center Layout

Appendix A.

AGREEMENTS
Resolution By Volunteer Center Board Of Directors (insert)
Memoranda Of Understanding (insert)
Bay Area Volunteer Centers Mutual Assistance Plan (insert)

Appendix B.

SUPPLEMENTAL OPERATIONS CHECKLISTS
Interviewing Disaster Volunteers at the Phone Bank

• Have blank intake form ready to begin taking information over phone.
• Ask volunteer for all information needed and fill in on form.
• Highlight or circle skills they checked that are on your needs list.
• Ask volunteer to elaborate on priority skills.
• If no priority skills are indicated, ask the volunteer which of his/her identified skills is strongest or which he/she would prefer to offer.
• Briefly explain project(s) where you would like to refer volunteer.
• Note referral(s) on intake form.
• If unable to refer volunteer at this time, explain situation and say they may be called back.
• If volunteer has resources to offer, ask when resources will be available, and if offer of resources is conditional on volunteer (who offered resource) operating.
• Refer volunteer with resources to appropriate agency, organization or collection point.
• If appropriate, refer volunteer to orientation and/or training area.

Interviewing Disaster Volunteers at the Volunteer Reception Center

• Review volunteer intake form.
• Highlight or circle skills they checked that are on your needs list.
• Ask volunteer to elaborate on priority skills.
• If no priority skills are indicated, ask the volunteer which of his/her identified skills is strongest or which he/she would prefer to offer.
• Briefly explain project(s) where you would like to refer volunteer.
• Note referral(s) on intake form.
• If unable to refer volunteer at this time, explain situation and give him/her an idea of when you will call back.
• Review resources volunteer may have to offer, if applicable.
• Ask when resources will be available, and if offer of resources is conditional on volunteer (who offered resource) operating.
• Refer volunteer with resources to appropriate agency, organization or collection point.
• If appropriate, refer volunteer to orientation and/or training area.

Data Entry Procedures (Volunteers)

• Start computer, open file, and bring up screen for data entry (see format for setting up file in Appendix ****).
• Start entering data from volunteer intake forms.
• When data entry is completed, check for accuracy, then date and initial form.
• File completed forms alphabetically.
• Each morning, print out a summary of the following:
  • callers, previous day and to date
  • who wanted to volunteer
  • referred
  • who wanted to donate money or resources
  • who wanted information only

Data Entry Procedures (Agencies)

• Start computer, open agencies file and bring up data entry screen (see Appendix *** for file format.
• Start data entry from information on agency volunteer request forms.
• When data entry is complete, check for accuracy, then date and initial form.
• File completed forms alphabetically.
• Twice a day, print out requests (see sample format in Appendix ****) and distribute to ******.

Appendix C.

Tips on Effective Management of Disaster Volunteers

• Plan carefully
  
  • Commit to provide trained leadership
  • Set realistic goals for each day's work
  • Help volunteers see where they fit in the "big picture"
    
• Organize effectively
  • Refer to written checklists for each job to be done
  • Create a master list of all jobs with a one-line description of task and to whom volunteers report. POST.
    
• Staff responsibly
  • Make assignments to volunteers based on their skills, interest and experience
  • Train people in how to do their job; give them the information they will need for success as well as a vision of what you are doing.
    
• Supervise in an enabling way.
  • Help people to be successful.
  • Praise their good work; correct errors immediately.
  • Help people feel important, included, valuable.
  • Watch for signs of burnout and rotate tasks or relieve volunteers appropriately.
  • Be specific, brief, clear in giving instructions.
  • Use humor to help people over the rough spots.
  • Always be fair.
  • Remind volunteers that their efforts are helping the entire community.
  • Keep people informed.
  • Watch for signals that people want increased responsibility.
  • Recognition, recognition, recognition

Appendix D.

ROLES AND RESPONSIBILITIES OF EACH VOLUNTEER CENTER FOR DISASTER RESPONSE

1. Assess Center's capability to function, including:
• Building safety, breakage, clutter, etc.
• Staff availability/readiness
• Phones
• Utilities
• Office equipment
• Need for backup from other Centers
2. Implement contingency plans, including request for mutual assistance.
3. Follow notification procedure (to be established), e.g., notify TVP, Red Cross, media.
4. Arrange for staffing of phone bank.
5. Set up and operate phone bank.
6. If needed, open and/or manage onsite or off-site Volunteer Reception Center(s) for walk-in volunteers.
7. Contact agencies regarding their needs, by phone or in person.
8. Collect data on volunteers and enter on computer.
9. Collect agency requests and enter on computer.
10. Follow status report procedure (to be established).
11. Respond to requests from other Volunteer Centers for mutual assistance.