United Way and Community Crisis Response
United Way and Community Crisis Response
United Way’s roles in community crisis response are constantly changing. United Ways that
did not believe they would ever have a role to play are now being called upon by their
communities to perform duties for which they are not prepared. The experiences with
Hurricane Katrina illustrated how disasters as far away as the gulf coast can impact
communities in Michigan as displaced individuals and families were relocating in even the
smallest of towns, much of the time without warning.
This chapter will address potential roles for United Ways in community crisis response. It
will also help to prepare United Ways to engage with community emergency management
offices and to work collaboratively with health and human service providers.
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United Way and Community Crisis Response
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United Way and Community Crisis Response
United Way and Community Crisis Response
Table of Contents
Introduction
4
United Way – Guiding Principles in Community Crisis Response
Potential Roles for United Ways in Crises
Crisis Relief Fundraising
Donations of Goods
Volunteers
Working with the Media
Roles of Information & Referral and 2-1-1 Call Centers in
Crisis Response
Readiness of Community Agencies
When A Crisis Strikes During or Just Before a United
Way Campaign
Federal Emergency Management Agency (FEMA)
American Red Cross (ARC) and Salvation Army
National Voluntary Organizations Active in Crisis (VOAD)
Gifts-In-Kind International (GIKI)
America’s Second Harvest
Relevant Websites
Resources on Coping with Crisis
Memorandum of Understanding – Mutual Aid Agreement
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6
10
13
17
20
21
22
23
24
25
26
27
28
29
29
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United Way and Community Crisis Response
Introduction
United Way is not an immediate response crisis relief agency. Typically, local, state and
federal governmental agencies insure public safety and respond to infrastructure concerns
immediately following a crisis. Immediate response crisis relief organizations such as the
American Red Cross and Salvation Army work hand-in-hand with the Federal Emergency
Management Agency (FEMA) to assist affected populations with recovery efforts. It is
important to know how crisis organizations define their roles and responsibilities and how
United Ways fit into the recovery plan. (See Pages 25-29) for a brief description of these
organizations.)
United Way leadership should meet with local (municipal and/or county) emergency
management personnel to review potential United Way roles. Because of United Way’s
unique qualities as a convener, community builder, and recognized expert in local human
service resources, local emergency management personnel often welcome the United Way
involvement to help insure a comprehensive response to a community crisis.
When meeting with emergency management personnel:
a) Understand the local plan and the people who are involved;
b) Describe to the emergency management personnel the United Way assets;
c) Explain United Way’s relationship with partner agencies, other area non-profit
organizations and local businesses.
d) Describe United Way’s ability to connect with services beyond the mass care being
provided by American Red Cross and Salvation Army; and
e) Determine how United Way can help. Identify the specific areas where United Way
can provide leadership and fill gaps in the local emergency management plan.
Establishing this relationship and identifying appropriate roles for United Way is important in
creating an effective United Way crisis response plan.
Planning for and responding to a community crisis is an opportunity for United Ways to
demonstrate care and concern for the community, and exhibit the most fundamental form of
community impact. Although the plan provides the framework for effectively preparing for
community crisis, its success rests on successful execution of the plan by dedicated, welltrained, community conscious United Way staff and volunteers. Plans for United Ways
typically include establishment of media relations, seeking of/responding to corporate
partners, organizing/mobilizing volunteers, providing information to the public about
appropriate response resources, and assisting human service providers with resources
required for delivery of their services.
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United Way and Community Crisis Response
Local
The specific roles established for United Ways will vary depending on the organizational
capacities and the expectations of local emergency management teams. In some communities
the United Way will have a designated workstation inside the local emergency operations
center (EOC). Other United Ways not located at the emergency operations center may be
directly linked via phone and/or through other forms of communications. United Ways in
recent years have been asked to serve as fiscal agents for local crisis relief or recovery funds,
or to coordinate delivery of local human services. In other instances United Ways are
identified as the coordinators for food and supply donations, and others have been given the
responsibility of managing volunteers through their volunteer center.
State
In the event of a crisis, the United Way of North Carolina (UWNC) will coordinate United
Way efforts on a statewide level. The President of UWNC will serve as the point person, and
other staff will be assigned as needed. UWNC will work closely with the United Way of
America Crisis Response Team to assess the needs of any United Way(s) affected by the
crisis. UWNC will also serve as the liaison to the state emergency management center.
Areas of assistance that can be provided include communication and coordination of needed
resources (which may include emergency funding) and staffing.
National
United Way of America’s Crisis Response Team provides support and technical assistance to
aid United Ways to better prepare their communities for crisis situations and enhance the
capacity of the human services system to sustain or restore their functioning after disruptions
by serious community crises. UWA is available to assist United Ways in responding to a
community crisis event. United Ways should be familiar with the range of services that are
available.
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United Way and Community Crisis Response
United Way – Guiding Principles in Community Crisis Response
Modified from United Way of America
1)
During a crisis, community building is our primary business
There is no greater opportunity than a crisis to meaningfully engage
our citizens in the life of our community. There is no organization better
positioned than United Way to unlock the helping potential of business,
governmental entities, institutions, agencies, and individuals toward select common
goals.
To fulfill this role, United Way must have clarity of vision, be willing to remove barriers,
work to eliminate ambiguity and be courageous in issuing clear calls to action.
2)
United Ways need to identify and bring their organization’s unique strengths to
assist with the crisis
Fundraising, volunteer management, mobilizing public concern, media relations,
leveraging corporate or instructional partners, deploying agency expertise, information
and referral, in-kind goods, technical assistance, organizing diverse committees, etc. are
all important skills to bring to the table. United Way’s credibility can bring focus and
comfort to the chaos of a crisis. United Way’s partners and friends can quickly solve
many problems and open many doors.
3)
Our job is to make it easy for people (institutions, businesses, and associations) to
help
This means creating simple and effective systems for giving funds and in-kind resources,
for volunteering, for working together to solve problems. It means embracing offers of
assistance from outside our community and directing them to areas of need. It involves
finding a role for everyone who wants to participate in community rebuilding.
4)
Our job is to make sure it is easy for people (institutions, businesses, associations) to
receive help
Whether United Way is directly providing the help, offering the referrals or supporting
another entity in that role, United Way should offer any and all assistance possible to the
front line providers of help. United Way can look for ways to make it easier to access that
help. United Way can look for ways to make that helping more effective, efficient, or
abundant.
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United Way and Community Crisis Response
5)
Our job is to create opportunities for everyone to make a difference
The more we actively invite people to help, the stronger our community will be –
agencies, businesses, individuals, and clubs. We need to assess needs and identify and
implement resources. We should look not only for those individuals, families, and
institutions in need of help, but also stay alert to discover those who can be helpers.
6)
Our job is to increase the impact and effectiveness of those helping
How can we help the front line agencies be more effective? Where can we take some
"heat" off? Where can we generate and mobilize resources that will make a crucial
difference? What expertise can we loan or recruit and deploy? These are important
questions to answer in your community.
7)
Our job is to ensure that the caregivers are being cared for
What are the needs of the caregivers? Who is asking about their needs and addressing
their concerns? United Ways must take care of their own staff, partner agency staffs, and
professional crisis staff. Caregivers need time to grieve, an opportunity to vent stress, and
an atmosphere where they are not afraid to ask for assistance. Caregivers need sustenance,
rest, respect, and appreciation.
8)
Our job may be helping the community to mourn, to learn and to heal
In the face of tragedy our future together demands that we find a way to mourn, to
forgive, and to learn together. United Way has a role to play with clergy, mental health
and health providers, political and community leaders.
9)
Communication is vital
Identify all potential constituents – victims, families, institutions, agencies, volunteers,
donors, and media. Determine the core messages for each constituent group and repeat it
daily, weekly and hourly if necessary. As individuals and organizations deal with crisis,
their ability and opportunities to hear new information can be extremely limited.
10) Coordinate community communications
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United Way and Community Crisis Response
Collect information from a variety of sources. Ensure that communication staff, from all
responding organizations, is working in concert with each other. Establish a main
information source and identify a primary contact person. Summarize and clearly state
vital information. (This is the role for 2-1-1 if available.) Distribute the information
through a variety of media. Establish positive, functioning relationships with media outlet
staff.
11) Be willing to take off the organizational hat and put on the community hat
Do whatever is necessary to move the community forward – convene, lead, follow and
partner. In reality, United Way probably will assume each of these roles in a crisis. Think
outside-of-the-box. Be willing to take on new roles and be flexible in the ones you
already have. Constantly assess United Way priorities in light of community needs.
12) Do not underestimate the demands that will be placed on your resources
The need for staff, volunteers, systems, relationships, and organizational resources could
be huge. The demands on your system and your staff can easily last for months or years
depending on the severity and scope of the crisis. Draw on the strength of the United Way
system. Reach out to the power of community partnerships.
13) Set the highest ethical and conduct standards for your team and organization.
Exceed your standards whenever possible. Be truthful, follow through, give away credit,
give away responsibility, and demonstrate compassion. United Way’s job is to enable,
empower, encourage, and simplify. Be a model of your highest aspirations. Help others
realize their highest aspirations. Take care of your team.
14) Be patient. Be forgiving. Be thick skinned.
Don’t get caught between an individual or organization’s pain and their need to act on
that pain. Grief, anger, denial and fear can prevent effective communication and
successful decision-making. Organizations experience these powerful emotions just like
individuals. Everyone processes grief or fear differently. Everyone has a unique pathway
and timetable for healing. Mistakes will be made. There is absolutely no place for blame,
defensiveness, or territoriality.
15) Know there are very real dangers for your United Way
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United Way and Community Crisis Response
If your organization is not working from a position of strength, think carefully about your
role. In an emotion packed community crisis, most helpers take some hurtful and
probably untruthful criticism – both public and private. Be prepared for some distrust,
paranoia, or scandal. But know that it doesn’t have to stop you from doing the right thing.
16)
Retelling the community story – a final job for United Way
A final community-building strategy is retelling your community’s story. This mission
is a part of the mourning and the healing process. Admit that as a people, as a
community, you have been hurt and will never be the same. So where does that leave
you?
Help your community recognize and celebrate its’ own greatness and nobility. Glorify
large and small feats. Laugh. By thoughtfully telling the community story, you
empower, engage, heal, and redefine yourselves. Story telling sets the stage for
tomorrow.
United Way can articulate and celebrate the community’s true strengths and resources
by focusing on those unique qualities that enable us to face a crisis successfully. Who
are we as a people? What do we believe? How do we work together? Answering these
questions with care will help us believe in our own competence and compassion. It will
bring out the very best for the future.
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United Way and Community Crisis Response
Potential Roles for United Ways in Crisis
Modified from United Ways of Texas – Crisis Guide for United Ways in Texas
Recognizing that no single agency is equipped to respond to all the needs in a crisis, it is
recommended that plans be developed through a team approach. This approach will foster
community cohesion, ownership of the plan, and will help to maximize community resources.
Most local emergency management teams are comprised of city/county agencies, volunteer
groups, private entities and other political subdivisions.
Does your United Way participate on the local emergency management team? Does the
community know what it can expect of your United Way in case of a crisis? At a minimum, it
is important that United Ways communicate the level of response they are able to commit in a
crisis to their local emergency management coordinators.
The Role of a United Way In Responding to a Crisis
United Way is not an immediate crisis response agency. It is, however, integrally connected
to the community’s social services network. In the midst of a crisis, social services become
crucial and plans need to be made to ensure that services continue to be available. United
Ways need to define how they will support the local social services network during and after a
crisis. Each United Way’s response is unique and must be defined locally.
1)
Restore Community Services
Social service agencies must remain open so that they may continue to provide services
prior to and immediately following a crisis. Assisting affiliate organizations to remain in
operation is a crucial role for United Way. The assistance can be in the form of
emergency grants, or identifying temporary work sites should agencies’ offices be
rendered inaccessible. Helping them prepare for crises is extremely important (see
Readiness of Community Agencies, page 23).
2)
Serve as Convener
United Ways are in a position to convene the local social service organizations to develop
a plan that identifies the types of assistance and resources that might be needed. This plan
should be shared with and included in the local jurisdiction’s emergency management
plan.
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3)
Establish a Social Services Information Center During a Crisis and During
Recovery
Examples:
 Provide ongoing communications to social service agencies during a crisis;
 Provide a hard copy of the local resource directory;
 Inform the community of the locations of agencies providing assistance;
including temporary sites if agencies have relocated;
 Collaborate with the American Red Cross and the Salvation Army, in the
distribution of pictured identification cards for those agency staff who will need
to remain or enter the crisis area to provide services; and
 Distribute cell phones to agencies involved in crisis response if landline
telephones are inoperative.
4)
Provide Emergency Funding
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5)
Provide money and supplies based on need and availability.
Provide Information and Referral
2-1-1 Call Center/Information and Referral Centers (I & R) are the logical source of
information about available services. It is the responsibility of the community’s
2-1-1/I & R to:
1.
2.
3.
Provide accurate, up-to-date information about existing community resources.
Remain open during a crisis.
Provide important information during and after a crisis:
 Where to get help
 What help is needed
 Where to volunteer
 Where to get food, water, medical services and housing assistance
See page 21for more detailed information regarding Information & Referral.
Linkages to the local American Red Cross, the Salvation Army and the local
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Emergency Management Team needs to be maintained in order to communicate consistent and
accurate information to the public.
6)
Establish an Unmet Needs Committee
Establish and convene an Unmet Needs Committee, which will be a partnership of local
service providers, funding organizations and community leaders. The purpose is to ensure
that services and resources are provided to individuals and families in a timely way. This
committee can help identify options to meet the needs of the community, determine
service gaps, develop plans for providing resources, and can commit their agencies to
providing the resources that will help the community achieve recovery.
The success of such a committee lies in its composition and clarity of its mission. It is
important to pool together all of the agencies with resources and those with the
knowledge of current community needs. One of the tasks of the committee will be to
determine if there is a need for an Unmet Needs Fund. If so, is the United Way interested
in or prepared to contribute to this fund?
7)
Prepare for Handling of Donations
United Ways may receive unsolicited crisis relief donations from donors within and
beyond the community. It is important for the United Way to determine how it will
handle cash and/or in-kind donations (see Crisis Relief Fundraising, page 13 and
Donations of Goods, page 17). If a crisis relief fund is established it will be necessary to
develop clear criteria to distribute the donations. It is strongly recommended that United
Ways adopt a policy to allocate 100% of the donated funds.
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Crisis Relief Fundraising
United Way will often receive donations in the aftermath of a crisis. Whether your United Way
plans to accept and distribute donations is a decision that must be made in the planning stages.
What follows are recommendations for generating and handling cash donations should your
United Way decide to do so.
1) Strategy
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A Crisis relief fund should be a community fund, not just a United Way fund.
Consider partnering with another community fundraising organization to administer
the fund when it makes sense strategically.
Donations to the crisis relief fund should be solicited as donations above and beyond
a donor’s normal contribution to United Way (or other agencies that conduct
campaigns).
United Way can pull community and business leaders together and request them not
to start their own relief funds. This will have enormous tax and processing
consequences down the line when 80 different companies come to United Way to
administer funds without appropriate documentation.
2) Governance
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There should be a standing executive governance committee for the fund. This core
group will be prepared to recruit and familiarize additional members if called into
action.
The fund chairperson(s) should be strong, well-respected community leaders with the
ability to make public and press presentations.
Governance board members should sign a pledge of service.
Eligibility requirements including a definition of victims, physical area(s) covered,
and types of response services (burial/funeral assistance, rent and utility assistance,
emergency food, transportation for family members either to or from the area,
counseling, day care assistance, debt assistance, scholarships/higher education,
physical health/disabilities, medical expenses, occupational services, tax assistance,
miscellaneous assistance) funded should be determined by the governance committee.
Governance committee should include at least one accountant, one lawyer, and one
victim’s assistance representative acting in their professional capacities.
Governance committee is responsible for determining when to stop soliciting funds.
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3) Administration
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Have a bank account set-up ready to receive funds or an agreement with a financial
institution to have an account opened within hours.
Have a database set-up to receive information about donors.
Track and monitor receipt of all funds in a timely manner.
Methods of donating money should be easy and encompass a variety of giving
methods - check, credit card, phone, internet, etc.
Corporate and foundation pledges should be followed up with a signed pledging
agreement outlining payout dates, conditions, and circumstances.
Direct cash assistance to victims should not be handled by the United Way, but needs
to be assigned to a trusted agency with experience in cash assistance to clients.
4) Allocations and Disbursement
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All local charitable organizations, not just United Way agencies, are eligible to apply
for funds. Ad hoc groups formed specifically to respond to the crisis should also be
considered eligible.
Applications for funding should be publicized widely and readily available in a
variety of formats to all eligible agencies.
Agencies need to sign a grant agreement before receiving funds.
The allocations process must be broad and general enough to allow for unusual and
unexpected requests to be considered.
5) Eligibility for Agency Requests for Funding
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Must actively provide services to victims involved in the crisis.
Must be willing to share service information for tracking and reporting purposes.
Must be able to attend Resource Coordination meetings on a regular basis.
Must be willing to participate in the shared case management system.
Must have lost revenue due to crisis.
How broad do you want to go? The community at large is experiencing trauma and
counseling services may need to be made available. Child Care may become an issue,
particularly if schools are impacted by the crisis.
Determine general parameters. Some needs may arise that are not considered during
the initial recovery stages. You want to have flexibility in order to respond
appropriately.
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6) Communications
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Following a crisis it is not unusual for the affected community to be inundated with
donations. It is important that, as soon as possible, community leaders and the media
broadcast the message that in-kind donations are NOT immediately needed. Financial
assistance is the best way to help until other needs can be identified.
Crisis relief fund literature should clearly state the following:
 Intended fund recipients and use of funds
 Policy on administrative costs
 How fund disbursement information will be reported
 General timeline for disbursement
Fund applications should be announced through area media outlets throughout the
entire application period.
A standard reporting form should be created for recovery agencies to complete on a
monthly basis.
Press Releases on disbursements should be made available to the media as soon as
possible after checks are distributed.
Generate a monthly report on crisis recovery activities on the anniversary date of the
event every month for at least 12 months.
Provide donors with an option for receiving reports via email.
Produce and widely distribute a “Help for Hard Times” agency and service brochure.
7) Centralized Case Management Coordination
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Training for case managers by all participating agencies.
Shared database for client tracking will be utilized by all participating agencies.
System in place for Resource Coordination Committee.
Case managers will be responsible for presenting victim needs and funding requests
to the Unmet Needs Committee.
8) For United Way Staff
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Take copious notes throughout the entire crisis recovery. Write EVERYTHING
down. Keep all documents, notes, and business cards.
Many agencies may need a temporary line of credit or an immediate cash influx to
meet immediate needs. The United Way CEO needs to have Board authority to
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authorize these emergency funds from United Way reserves up to a predetermined
limitation (e.g., up to $5,000 per agency with a $50,000 total limit).
9) Internal Revenue Service Guidelines
Internal Revenue Service (IRS) Publication 3833 Crisis Relief: Providing Assistance
Through Charitable Organizations is a 28-page IRS Publication that explains how to
make contributions through existing organizations and how new organizations can apply
for, and receive, tax-exempt status. Publication 3833 can be obtained from the IRS website.
Publication 3833 is intended to be used to help plan relief efforts and to help victims in
ways that are consistent with the federal tax rules that apply to charities.
The publication includes information on:

Advice about helping to provide relief through an existing charitable organization
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Information about establishing a new charitable organization
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Guidance about how charitable organizations can help victims’ requirements for
documentation
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Guidance about employer-sponsored assistance programs
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Information about gifts and charitable contribution rules
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Reference publications and sources of assistance
www.irs.gov/pub/irs-pdf/p3833.pdf.
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Donations of Goods
The Federal Emergency Management Agency (FEMA) and the National Voluntary
Organizations Active in Disasters (NVOAD) provided the following information. For more
information about FEMA please see www.fema.gov and for NVOAD see www.nvoad.org.
The National Donations Steering Committee composed of voluntary organizations active in
crisis, federal, state and local government emergency management personnel has developed the
following information for people interested in supporting crisis relief efforts.
Gifts-In-Kind International (GIKI) assists in generating product donations required to provide
immediate emergency needs as well as for long term rebuilding efforts. GIKI coordinates the
delivery of donated materials with established distribution centers in the areas affected. More
about GIKI on page 28.
1) Financial Contributions are Often the Best Kind of Donations to Make
Providing a financial contribution to a voluntary agency involved in crisis relief is often the
most sensible and the most efficient way of helping the people in need after
a crisis. There are several voluntary agencies with considerable crisis relief
experience. These organizations have crisis skills in many areas such as
crisis needs assessment, crisis clean-up, mass feeding, mass shelter, first aid,
crisis counseling, pastoral care, child-care, home repair, family casework,
meeting “unmet needs” and many other areas. When the public supports
these organizations with financial contributions it helps ensure a steady flow
of important services to the people in need after a crisis.
Cash contributions to voluntary agencies also make sense for other reasons. The voluntary
agency will often spend the money in the local crisis area thus helping the local economy get
back on its feet. Cash donations rather than unsolicited donated goods avoid the complicated,
costly and time-consuming process of collecting, sorting, packing, transporting, unloading,
resorting, storing, repackaging, and distributing the goods. Cash donations to voluntary
agencies help meet peoples' needs more precisely as the voluntary agency is in a better position
to purchase what the people need or can provide vouchers for people to purchase what they
need. Cash donations to recognized relief organizations are also tax deductible.
(More details regarding crisis relief fundraising are outlined under crisis Relief Fundraising,
page 16)
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2) Used Clothing is Rarely a Useful Item to Collect for Crisis Relief
Used clothing is rarely a useful item to collect and send into the crisis area because it is
hard to clean, sort, pack, transport, store, and distribute. Mounds of clothing take up
valuable warehouse space and frequently end up being discarded. Constructive things to do
with used clothing are to have a yard-sale to raise money for the crisis relief organizations
that provide goods and services that the crisis survivors really need. Used clothing and
other small items can also be donated locally to help community-based organizations in the
local area.
3) Confirm the Need Before Beginning a Collection of Donated Goods
The most effective way the public can assist is to support the experienced crisis relief
organizations with either financial contributions or in-kind goods and services that the
organizations report are needed. Many of the experienced voluntary agencies involved in
crisis relief have toll-free numbers for the public to call in order to learn what kind of
donated goods might be needed in the crisis area. Often, when large-scale crisis occur in a
State, that State's Office of Emergency Management, working closely with the voluntary
agencies, will establish a toll-free Donations Coordination Hotline for the public to call in
order to find out what donated goods and services are needed, if any.
It is often a mistake to assume what is needed in a crisis. Over the years, there has been
considerable waste of countless tons of clothing because it was collected and sent with no
prior coordination. Try to get more precise information before collecting any donated
goods.
4) Donate Goods Through an Organization
It is never a good idea to collect goods for crisis relief without a firm plan in place that
confirms the goods are needed and addresses which groups will receive the goods, how
they will be transported, and how the goods will be distributed. Experienced crisis relief
organizations base their crisis relief activities on overall crisis situation assessments and
detailed needs assessments.
Many relief groups, if interested in the donated goods, have some infrastructure in place to
store and distribute the goods. Coordination with the relief group is essential so that the
right goods are collected, the right amount is collected, and that the logistics issues of
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transportation, warehouse and staging area coordination, and distribution are fully
discussed. Donors will find that it is often most practical to focus on one or two items that
an organization says is needed rather than collect a variety of items.
5) Transportation Must Be Planned in Advance
Transportation is frequently a major challenge for
donors. It must be planned in advance otherwise
a donor can easily be stuck with large amounts of
donated goods and no means to bring it to the
recipient agency in the crisis area.
Do not assume unsolicited relief supplies will be
transported at no charge or at government expense.
The donor has the primary responsibility to find
transportation for the donated goods. Local trucking
firms may be willing to help in times of crisis, if funds are available to cover part of the
expense. Often, donors raise money themselves to put towards the transportation of the
donated supplies.
6) Donated Goods must be Well Packed and Labeled
After confirming that the goods are needed and there is a plan to receive, store, and
distribute them, be sure that the goods are properly sorted, packaged and labeled. If unsure,
discuss these steps with an experienced crisis relief organization. Specific content lists
should be taped to the side of each box sent. This allows the receiving officials to determine
what is in the box without opening it, and gets it to the proper distribution location in a
timely manner. Put yourself in the shoes of the person on the receiving end of the shipment
and think about making the unloading, unpacking, warehousing, and distribution as simple
as possible.
See www.nvoad.org for a list of the major crisis relief organizations involved in crisis
preparedness, crisis prevention, crisis response and crisis recovery in the United States.
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Volunteers
Volunteers are encouraged to affiliate with a
voluntary agency involved in crisis response
and recovery. Before the next crisis strikes,
volunteers need to get some crisis training.
Volunteers will be in a better position to find
meaningful volunteer work at the time of a crisis.
Volunteering through an organization also provides a
better chance of insurance and liability protection. There are many tasks to do after a crisis cleaning up and rebuilding are two of the biggest. Both voluntary agencies and the local
government may be aware of opportunities for volunteer labor in the long and difficult recovery
phase. Watch the local media carefully to see what volunteer coordination efforts are being
organized.
Often the Volunteer Center in the area is an excellent source of information about volunteer
opportunities after a crisis, as it is the central clearinghouse to match volunteers with
community organizations that respond to crisis. The Volunteer Center will be a member of the
local Citizen Corps, which is a collaboration of the crisis response organizations in each
county. It will have the role of communicating needs, training workshops, and the appropriate
immediate, short-term and long-term responses that the Citizens Corps has identified.
In the immediate crisis response period there are often many people wanting to volunteer at the
same time. Remember to be patient. It may not be perfectly clear until a few days after the
incident how a volunteer can get involved. There are often greater needs for volunteer help
when the community enters the long-term recovery period. Also, note that volunteers should
plan to be as self-sufficient as they can be so that they are of little, if any, burden on the crisisaffected community. Also consider those affected by the crisis.
The human spirit rises in the most catastrophic
conditions, and people, no matter how bad their
personal situations might be, want to be part of the solution
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United Way and Community Crisis Response
Working with the Media
1) Organizations will need to alert the community
to its status and future plans as soon as possible
after a crisis has occurred.
2)
Identify a spokesperson for your organization.
This should be a point person that is used throughout
the year, not simply in the event of a crisis. Advise
employees, board members and volunteers not to
speak on behalf of the organization unless authorized
to do so.
3)
Build a relationship with the media so that they know and trust someone at your
organization when a crisis strikes.
4)
Identify a back-up spokesperson for your organization in the event that your first
person is unavailable. Never jeopardize a relationship with the media because someone is
out of town.
5)
Have alternate means of contacting your spokespeople and publicize them. If your
receptionist is the only one that knows the pager or cell phone number of your key contact,
you limit yourself to being contacted during regular business hours only. List contact
numbers for staff on your website, or leave them on voicemail messages in the event of an
emergency. List more than one contact name or number on your press releases.
6)
Be organized. Make sure that your spokesperson is kept up to date on what your
organization's role or situation is and communicate those facts on a regular basis. Have
crisis communications statements, prepared in advance, for as many conceivable situations
as possible.
7)
Be responsive. If the media calls, find out what their deadline is for the information they
need. Do everything in your power to beat their deadline. The odds are that they will either
choose do go ahead with their story without your information, or with incorrect
information, or they might drop the story all together. None of these options are ideal.
8)
Have a system established for contacting your local media, your agencies, your
employees and your volunteers. Don't rely on one method of communication, in the event
that such a venue is not available.
9)
Maintain contact information in two locations. In the event that you lose your file
drawer, or you can't log onto your computer, is the information maintained somewhere
else?
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United Way and Community Crisis Response
10) Maintain linkages with the local Red Cross, Salvation Army and the Emergency
Management Team. These linkages are especially crucial in order to communicate
consistent messages to the public.
The Roles of Information & Referral and 2-1-1 Call Centers in Crisis
Response
Modified from the United Ways of Texas Crisis Guide for United Ways in Texas
1) I & R centers and 2-1-1 call centers will receive calls, during a crisis, requesting assistance
or information from the public. The public will look to the center for information on
shelter, clothing, food and rebuilding.
2) An I & R center can provide vital, timely, and coordinated information for service
accessibility and the sharing of resources. The coordinated dissemination of information
promotes accuracy, improves service accessibility and increases the impact of shared
resources.
3) The I & R center will receive calls offering assistance and donations.
4) The recovery of a large-scale crisis can last from a few months to several years. I & R
centers are aware of existing resources. The linkages to these services will be important in
re-building the community.
5) I & R centers and 2-1-1 call centers become a logical source of information in crisis
response preparedness. All populations should be served, including persons with
disabilities.
2-1-1 Crisis Preparedness Model
The AIRS Crisis Committee constructed a Crisis Preparedness Training manual as a model for
an emergency operations plan. The Manual aims to guide Information & Referral and 2-1-1
Call Centers in effectively responding to a crisis. The plan provides a well-devised system to
best organize resources, and will guide all agency employees and volunteers to the duties and
functions they will be responsible for in the event of a crisis. The contents of the manual
include identifying a crisis, steps to activating a crisis plan, the changing roles of an agency
during the life cycle of a major crisis, and long-term recovery.
For more information on issues in Crisis Preparedness for Information and Referral
providers please see the AIRS home page at www.airs.org
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United Way and Community Crisis Response
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United Way and Community Crisis Response
Readiness of Community Agencies
Modified from the United Way of Florida
Crisis Plan
Introduction
One of the major benefits United Ways can provide in the crisis planning process is to ensure
that community agencies are also prepared. Preparing community agencies in the recovery
process is an important United Way community service.
Larger community agencies may already have crisis preparedness plans, but smaller agencies
may not. Helping community agencies be prepared to take care of staff and property will also
expedite their contribution to the community during the recovery phase.
Involving all agencies
It is important to consider the diverse roles that agencies can play, for example: childcare,
mental health counseling, volunteer recruitment and management. Agencies can provide Red
Cross training to staff and volunteers in order to help with shelters or case management.
Agencies not directly affected by the crisis can assist affected agencies with staff, volunteers or
temporary locations.
Agency preparedness
Engaging the entire United Way social services network in the planning and preparation for a
crisis will be an important benefit to the community. United Ways may convene a forum for
community agencies to discuss crisis preparedness. It may be useful to help agencies outline or
write a plan. Agency directors who have written plans could help those who do not have a
plan.
The forum may include a presentation by the local Emergency Management Team to give an
overview of the community plan. The Red Cross could explain the needs of shelter programs
and how volunteers can be best used. The local Volunteer Center could discuss volunteer
needs and the training of volunteers.
Keeping the agency connection
United Ways should maintain an agency directory with office and home contact information for
agency executive directors, along with in-kind services the agencies can provide such as: relief
staff, equipment, volunteers, and communication assistance.
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United Way and Community Crisis Response
The resources that community agencies have, combined with their collective community
knowledge, will be major resources in crisis preparation and community recovery.
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United Way and Community Crisis Response
When A Crisis Strikes During or Just Before a United Way Campaign
From the United Way of Florida Crisis Plan
Crises know no boundaries. For many United Ways, the intense pressure created during the
annual fall campaign, simply by the tasks at hand can be multiplied by events out of the
organization’s control. The following checklist may be helpful:
Do not worry about the immediate impact on the United Way fundraising campaign
Campaign dates and timelines can always be adjusted. Crisis relief must be handled promptly
and professionally. United Ways have dealt with crisis during campaigns. If United Ways play
a leadership role, particularly in working with campaign supporters, they will recognize and
reward the efforts of United Ways.
Communicate with your campaign supporters

Utilize fax, phone and other means to maintain communication.

Capitalize on the strength of your relationships with area business and community
leaders to share pertinent information.

Work to establish quick and concise points of contact with company representatives.

Many companies want to give additional help. Companies sometimes act without
counseling and direction. United Ways relationships with the business community can
be an important asset in the overall crisis relief effort.
Coordinating Crisis response activities with nearby United Ways
If United Ways have overlapping service areas, make sure one of the first contacts is to a
neighboring United Way. Duplicating services cannot be afforded during a time of crisis.
Consider developing a Mutual Aid Agreement (see page 34). Mutual Aid Agreements (or
‘buddy systems’) establish back up plans for specific services between neighboring United
Ways in case of an emergency or crisis. These agreements require advance planning and clear
communications between key staff or key volunteers of both United Ways. Generally, services
addressed in a mutual aid agreement include back up computer systems, information and
referral and staff assistance.
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United Way and Community Crisis Response
Federal Emergency Management Agency
FEMA is an executive branch, independent agency reporting to the President of the United
States. FEMA prepares for crisis, responds to them, helps people recover from them, mitigates
their effects, reduces the risk of loss, and prevents crisis from occurring. FEMA works to
reduce risks, strengthens support systems and helps people and their communities prepare for
and cope with crisis regardless of the cause.
After a crisis, FEMA can be brought in only after the governor of the state requests a federal
crisis designation from the President. FEMA first conducts Federal Damage Assessments
(FDAs) and then Federal Crisis Declaration can be made if appropriate.
Who is FEMA?



An agency with more than 2,600 full time employees who work at FEMA headquarters
in Washington D.C., at regional and area offices across the country, at the Mount
Weather Emergency Assistance Center, and at the FEMA training center in
Emmitsburg, Maryland.
Ten regional offices and two area offices.
4,000 standby crisis assistance employees who are available to help out after crisis.
What does FEMA do?


Assesses the scope of the crisis and determines the essential needs of the impacted area.
Creates and staffs federal/state Crisis Field Offices.
Each region serves several states. Often FEMA works in partnership with other organizations
that are part of the nation’s emergency management system. These partners include state and
local emergency management agencies, 27 federal agencies and the American Red Cross. To
locate your state emergency management office, check this website:
www.fema.gov/emanagers/
To locate your local emergency management office, please check your local phone book.
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United Way and Community Crisis Response
American Red Cross
The American Red Cross provides the following assistance to victims of crisis, whether manmade or natural: shelter, clothing, food, medical needs and occupational supplies. They also
offer mental health services through trained professionals.
It is the only agency that provides communications to military members regarding their
families, at any time, in any situation.
Red Cross also handles welfare inquiries from outside the area in regard to victims of a crisis;
as to their whereabouts, whether in a shelter, staying with friends or other family.
Immediately following a crisis, the Red Cross works with emergency service agencies and
others and provides emergency shelter, meals and many other personal care needs. They also
work with residents and their families to identify their crisis-caused needs, help them develop
an immediate plan, and provide them with the means to pay for basic necessities to return to a
more normal living situation as soon as possible.
www.redcross.org
Salvation Army
The Salvation Army crisis response teams are coordinated and directed by commissioned
officers and trained personnel, as well as supported by volunteers. These individuals are on
call to serve at all crisis and civil disorders which place a community at risk, along with
disrupting or destroying family security and well being.
Response and Recovery Programs:









Spiritual Ministry
Counseling
Identification/Registration
Mobile Feeding
Congregate Feeding
Financial Assistance
Shelter
Donated Materials
Basic Commodities
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United Way and Community Crisis Response



Reconstruction
Services to Volunteers
Advocacy
www.salvationarmyusa.org
National Voluntary Organizations Active in Disaster




NVOAD is a consortium of recognized national voluntary organizations active in crisis
relief.
They do not themselves deliver response and recovery services. NVOAD and other
VOADs support and facilitate the delivery of crisis services by their members.
Member organizations support the efforts of federal, state, and local agencies and
governments.
Local counterparts are encouraged to organize at the state and local level to form a
Voluntary Organizations Active in Disaster group (VOAD).
NVOAD coordinates planning efforts by many voluntary organizations responding to crisis.
Member organizations provide more effective assistance with less duplication of services by
coordinating before crisis strike. Once crisis occur, NVOAD, or an affiliated state VOAD,
encourages members and other voluntary agencies to convene on-site. This cooperative effort
has proven to be the most effective way for a wide variety of volunteers and organizations to
work together in a crisis.
www.nvoad.org
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United Way and Community Crisis Response
Gifts-In-Kind International
Gifts-In-Kind International (GIKI) partners with businesses and nonprofit organizations to
provide quality products and services that improve lives in communities around the world.
Some of the services they provide are as follows:




Assists in generating product donations required to provide immediate emergency needs
as well as for long term rebuilding efforts.
Coordinates the delivery of donated materials with established distribution centers in
the area affected. The administrative fees for product donations are reduced as much as
possible through donated transportation, but costs will likely range from $5,000 to
$15,000 depending on the scope and length of the emergency.
Reports to GIKI product donor companies including products required, tax reporting,
letters of appreciation, and updates on activities; and produces press release information
for product donors willingly to be recognized so as to encourage others to participate.
Provides technical assistance in coordinating product distribution immediately
following the crisis.
United Way’s Role
1.
2.
3.
4.
Establish the contact person within the organization to coordinate with GIKI via fax,
phone and email during the emergency. Set up the communications system and inform
the telephone operators of the GIKI number or method of handling product donations
made locally.
Complete an initial needs survey giving GIKI a perspective of the situation and the
items needed by your United Ways and the charities you support. Fax the survey to
GIKI within 24 hours. The faster the initial response, the more helpful GIKI can be.
Establish, before crisis strikes, the most appropriate location for the delivery of goods.
Most likely this will be the facility from which large quantities of supplies are
distributed. Likely locations include the Food Bank, Salvation Army distribution
center, school district warehouse, and similar facilities. More than one location could
be used. It may be appropriate, for example, for emergency relief supplies to be sent to
the Salvation Army distribution center. Computers, office supplies, and similar
products for charity operations should be sent to the United Way.
Fax a report to GIKI of recipients of goods and a brief narrative of how they were used
and an official thank you letter or two from your United Way and the agencies. This
should be done periodically during the emergency time.
www.giftsinkind.org
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United Way and Community Crisis Response
America’s Second Harvest
From America’s Second Harvest website.
America’s Second Harvest is the nation’s largest domestic hunger relief organization. Through
the network of over 200 food banks and food-rescue programs, they provide assistance to more
than 23 million hungry American’s each year, eight million of whom are children.
Last year, America’s Second Harvest distributed over 1.7 billion pounds of food to needy
Americans, serving all 50 states and Puerto Rico. Their goal is to end hunger in America.
America’s Second Harvest has taken an active role in recovery efforts following major crisis
and is a member of the National Voluntary Organizations Active in Disaster (NVOAD) and
The International Association of Emergency Managers (IAEM).
Through its network of over 200 regional food banks and food-rescue programs, America’s
Second Harvest is able to provide relief supplies to emergency feeding centers serving crisis
victims. In many crisis situations, America’s Second Harvest’s network provides supplies to
emergency feeding centers operated by the Salvation Army, the American Red Cross, the
Southern Baptist Convention, and others.
In addition to the daily crisis of hunger, the America’s Second Harvest network is well
prepared to respond to the devastation of crisis. No matter where crisis strikes across the
country, America’s Second Harvest network can provide relief for hungry people.
www.secondharvest.org
Relevant Websites
United Way
Go to UWA Teams then Crisis Response. Contains all of the crisis information as well as
articles regarding crisis of all nature.
www.online.unitedway.org
Federal Emergency Management Agency (FEMA)
FEMA works to reduce risks, strengthen support systems and help people and their
communities prepare for and cope with crisis regardless of the cause.
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United Way and Community Crisis Response
www.fema.gov
American Red Cross
Provides shelter, clothing, food, medical needs, occupational services, and mental health
services to victims of crisis.
www.redcross.org
Salvation Army
Offers counseling, mobile feeding, shelter, basic commodities, donated materials,
reconstruction, services to volunteers and advocacy.
www.salvationarmyusa.org
National Voluntary Organizations Active in Disaster (VOAD)
Assists in generating product donations required to provide immediate emergency needs as
well as for long term rebuilding efforts.
www.nvoad.org
America’s Second Harvest
Provides relief supplies to emergency feeding centers serving crisis victims.
www.secondharvest.org
National Weather Service
Real time weather, local forecasts, and severe weather watches/warnings.
www.nws.noaa.gov
Points of Light Foundation
National organization for Volunteer Centers. Has a crisis service staff and several publications
for dealing with unaffiliated volunteers in crisis.
www.pointsoflightfoundation.org
United States Crisis Preparedness Council
Provides information on preparedness, services, etc.
www.usdpc.org
General Service Administration
Provides logistical and telecommunications support during an incident. This support may
include providing space, telephones, transportation, supplies, equipment, and procedure-related
services.
www.gsa.gov
Environmental Protection Agency (EPA)
Coordinates preparedness and response for hazardous substances releases and oil discharges in
the inland zone.
www.epa.org
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United Way and Community Crisis Response
Church World Service Emergency Response Program
Provides latest emergency response plus training, partners, help information.
www.cwserp.org
SPAN (Strengthening Preparedness Among Neighbors)
Specializes in neighborhood crisis preparedness. May be very interesting for some rural
communities.
www.spancrisis.com
Hazard Information and Awareness
Provides information in assisting crisis resistant communities across the country by sharing
geographic knowledge about local hazards.
www.ersi.com/hazards
Tornado Safety Tips
www.fema.gov/library/tornadof.htm
Are You Prepared?
Emergency Preparedness center offers 72-hour kits, water storage, food reserves and more to
help you prepare for crisis.
www.areyouprepared.com
Crisis Preparedness for People with Disabilities
www.jik.com/crisis.html
Crisis Resources
Provides information for educators and families on crisis preparedness and recovery. It
includes information on recent crisis and links to agencies, organizations, and networks,
involved in crisis response, recovery and research.
www.ag.uiuc.edu/~crisis/
White House
Office of Homeland Security
www.whitehouse.gov/homeland/
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United Way and Community Crisis Response
Resources on Coping with Crisis
Children and Adolescents
How To Help Children After a Crisis
www.mentalhealth.org/publications/allpubs/KEN-01-0091/default.asp
Offers tips to parents on how to talk to children about the terrorist events.
After a Crisis: What Teens Can Do
www.mentalhealth.org/publications/allpubs/KEN-01-0092/default.asp
Provides information for teens to help understand some of their reactions as well as others, to
the terrorist events. Suggestions are also provided to help ease the unfamiliar feelings related to
the event.
After a Crisis: A guide for Parents and Teachers
www.mentalhealth.org/publications/allpubs/KEN-01-0093/default.asp
Explains how preschool age, early childhood, and adolescent children may respond to the
terrorist events. The link is intended for parents and teachers to be informed, recognize
problems, and respond appropriately to the needs of children.
Crisis Counseling Guide for Children and Family in Crisis
www.mentalhealth.org/_scripts/redirect.asp?ID=1944
Is a reference manual that provides helpful information for school officials, parents,
guardians and service providers. From the State of New York.
For Adults
A Guide for Older Adults
www.mentalhealth.org/publications/allpubs/KEN-01-0094/default.asp
Provides suggestions for older adults attempting to understand the recent terrorist events.
Mental Health Aspects of Terrorism
www.mentalhealth.org/publications/allpubs/KEN-01-0095/default.asp
Describes typical reactions to terrorist events and provides suggestions for coping and helping
others.
Crisis Counseling
www.mentalhealth.org/publications/allpubs/KEN-01-0096/default.asp
Provides suggestions for crisis counselors on establishing rapport and active listening.
Self-Care Tips for Dealing with Stress
www.mentalhealth.org/publications/allpubs/KEN-01-0097/default.asp
Covers things to remember when trying to understand crisis events, signs
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United Way and Community Crisis Response
that adults need stress management assistance, and ways to ease stress.
How to Deal With Grief
www.mentalhealth.org/publications/allpubs/KEN-01-0104/default.asp
Tips for Emergency and Crisis Response Workers
A Guide for First Responders
www.mentalhealth.org/publications/allpubs/KEN-01-0098
Provides suggestions for those who are at the scene. It outlines facts, indicators of
stress, and stress management strategies.
Español
Guía de Consejería de Crisis para Niños y Familias en Casos de Desastres
www.mentalhealth.org/_scripts/redirect.asp?ID=2963
Cómo Ayudar a los niños a vErselas con el miedo y la ansiedad
www.mentalhealth.org/publications/allpubs/KEN-01-0099
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United Way and Community Crisis Response
Memorandum of Understanding – Mutual Aid Agreement
The following Memorandum of Understanding is included as an example that United Ways
may use to develop 'mutual aid agreements'. It can be modified in any way that United Ways
find the most helpful.
MEMORANDUM OF UNDERSTANDING
BETWEEN
UNITED WAY OF SMITH COUNTY AND
UNITED WAY OF JONES COUNTY
This Memorandum of Understanding creates a framework of cooperation between the abovementioned United Ways in the event one of the United Ways is incapacitated because of a
natural or man-made crisis.
The purpose of the Memorandum of Understanding is to identify the roles and procedures to
coordinate personnel, service facilities, and resources in order to allow the incapacitated United
Way to continue to function during and after a crisis.
The United Ways will meet to develop a Mutual Aid Plan. Discussion items for the Mutual
Aid Plan may include:
 Information Coordination
 Support Technology
 Alternate site preparation and material/equipment transfers
 Workspace Sharing
 Short-term financial support
 Establishing liaisons with City, County, emergency/management, and other agencies
 Coordination of public relations and media relations
 Donations management
 Recruiting and managing volunteers
 Communicating crisis recovery information to donors
 Administrative and day-to-day operational assistance
 Communicating with board of directors, key volunteers and funded agencies
 Staffing assistance and support
On an annual basis, the United Ways will meet to review and update the Mutual Aid Plan.
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United Way and Community Crisis Response
When applicable, the non-affected United Way will:







Provide workspace to maintain operations
Provide adequate cellular or hard line telephones
Provide computer, Internet and e-mail access
Maintain and regularly update contact information (address, phone, cell phone, pager,
emergency contact information) of employees, key volunteers, board members, funded
agencies, partner agencies
Provide technology assistance including
 Databases
 Case management systems
 Field communications devices
 Volunteer management software
 Fundraising software
 Information and referral systems
Activate bank account for special donations
Maintain key phone numbers of emergency management organizations in the
community of the incapacitated United Way
Either partner may recommend future additions to this Memorandum of Understanding at any
time.
United Way of Jones County
United Way of Smith County
_____________________________
Authorized Signature
______________________________
Authorized Signature
______________________________
Printed Name
______________________________
Printed Name
______________________________
Title
______________________________
Title
______________________________
Date
______________________________
Date
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