Connect2Help
Emergency Operations Plan
Connect2Help, referred to herein as C2H, is an Endorsed 2-1-1 Center of the Indiana 211 Partnership, Inc.
(IN211). This manual was created from a template developed through an emergency planning process, funded
by the Indiana State Department of Health, in 2004. The template is based on materials created by the Alliance
of Information & Referral Systems, Connect2Help™ and other emergency management planning sources,
under the guidance of Homeland Security consultant Paul Bergman of PDK Enterprises, LLC. Many thanks to
Lynn Engel of Connect2Help and the IN211 Centers for their contributions to this work.
Date of Last IN211 Revision of Template: 8/30/04
Date of Last Center Revision: 8/6/2004
Date of Last IRN Revision: 5/5/2006
Date of Last Center Revision: 3/01/07
Date of Last IN211 Revision of Template: 7/13/10
Date of Last Center Revision: 01/17/11
Date of Last Center Revision: Revised Color Threat Levels Removed– not distributed, 11/01/11
Date of Last Center Revision: 01/02/12
Date of Last Center Revision: 12/04/12
Date of last Center Revision: 01/23/13
Date of last Center Revision: 05/20/13
Date of last Center Revision 06/26/13 Distributed
Date of last Center Revision 07/05/13
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TABLE OF CONTENTS
If there is an emergency, go to “Emergency Procedures” on page -66C2H MISSION STATEMENT DURING EMERGENCY SITUATIONS................................................................... 4
C2H VISION STATEMENT DURING EMERGENCY SITUATIONS ....................................................................................... 4
IN211 PARTNERSHIP ROLE IN DISASTER ASSISTANCE .................................................................................................. 4
ORGANIZATION OF THIS MANUAL ................................................................................................................................ 5
GENERAL INFORMATION ................................................................................................................................................................ 6
ROLE OF I&R AGENCIES IN DISASTERS ........................................................................................................................ 7
DISASTER ASSUMPTIONS ............................................................................................................................................ 11
DISASTER 101 ............................................................................................................................................................. 14
THE RESPONSE PHASE OF A DISASTER ........................................................................................................................ 20
VOLUNTEER AND DONATION MANAGEMENT 101 ....................................................................................................... 21
Volunteer Management .................................................................................................................................................................. 21
Affiliated and Unaffiliated Volunteers ............................................................................................................................................ 22
Other Resources ............................................................................................................................................................................. 24
Principles of Donation Management .............................................................................................................................................. 24
LOCAL INFORMATION .................................................................................................................................................................... 25
LOCAL SECTION .......................................................................................................................................................... 26
HAZARD ANALYSIS ..................................................................................................................................................... 26
SPECIFIC HAZARDS ..................................................................................................................................................... 28
THE DISASTER RESPONSE COMMITTEE ....................................................................................................................... 28
ORIENTATION AND TRAINING ..................................................................................................................................... 30
DISASTER DATABASE .................................................................................................................................................. 32
SAFETY AND WELL-BEING OF STAFF AND FAMILIES ................................................................................................... 32
THE INCIDENT COMMAND SYSTEM ............................................................................................................................. 35
DUTIES & RESPONSIBILITIES OF STAFF MEMBERS .......................................................................................................... 37
THE EMERGENCY MANAGER ...................................................................................................................................... 38
THE EMERGENCY LIAISON .......................................................................................................................................... 42
THE OPERATIONS MANAGER ................................................................................................................................... 47
THE LOGISTICS MANAGER .......................................................................................................................................... 50
THE FINANCE OFFICER ............................................................................................................................................... 52
EMERGENCY PROCEDURES ................................................................................................................................ 54
ACTIVATING THE EMERGENCY PLAN ........................................................................................................................ 54
EMERGENCY SHELTERING-IN-PLACE .......................................................................................................................... 55
General Guidelines for Sheltering-in-Place ................................................................................................................................... 55
EMERGENCY EVACUATION ......................................................................................................................................... 56
EVACUATION OF THOSE NEEDING ASSISTANCE .......................................................................................................... 57
PLANNING IN ADVANCE FOR AN EVACUATION ........................................................................................................... 58
SPECIFIC EMERGENCY EVACUATION INSTRUCTIONS .................................................................................................. 59
I. BUILDING EVACUATION INSTRUCTIONS FOR C2H ....................................................................................................... 59
II.
FIRE EMERGENCY................................................................................................................................................. 60
III.
FIRE SPRINKLER SYSTEM ............................................................................................................................................. 60
IV.
CHEMICAL/BIOLOGICAL CONCERNS .................................................................................................................. 60
V.
EXTENDED POWER OUTAGE ..................................................................................................................................... 61
FIRST AID/911 REQUESTS ............................................................................................................................................ 62
BUILDING SECURITY ................................................................................................................................................... 62
BOMB THREAT ............................................................................................................................................................ 63
ALERT AND NOTIFICATION ......................................................................................................................................... 65
STAFF REPORT-IN POLICIES AND PROCEDURES .......................................................................................................... 66
RE-ROUTING OF C2H’S 2-1-1 CALLS .......................................................................................................................... 67
TEMPORARY RELOCATION OF C2H OPERATIONS........................................................................................................ 67
TRANSITION TO LONG-TERM RECOVERY .................................................................................................................... 68
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APPENDICES ........................................................................................................................................................................................ 71
APPENDIX A: LIST OF ACRONYMS ............................................................................................................................... 72
APPENDIX B: IN211 CENTER FORM TO BE COMPLETED WHEN OPERATIONS ARE INTERRUPTED .............................. 74
APPENDIX C: GO-TO BOX ITEMS................................................................................................................................. 75
APPENDIX D: SUGGESTIONS FOR COMPRESSING DUTIES FOR IN211 CENTERS WITH SMALLER STAFFS ....................... 76
APPENDIX E: ALL IN211 CENTER AND STAFF INFORMATION...................................................................................... 77
APPENDIX F: TEMPLATE FOR IN211 CALL CENTER SITUATION REPORTS ................................................................... 78
APPENDIX G: OUT-OF-AREA REPORT-IN CHECKLISTS ................................................................................................ 79
APPENDIX H: ICS POSITION CHECKLISTS .................................................................................................................... 80
APPENDIX I: SPECIFIC OPERATION PLANS FOR REFER USERS ..................................................................................... 86
APPENDIX J: FLOOR EVACUATION ............................................................................................................................... 89
APPENDIX K: DISASTER LOG .................................................................................................................................... 90
APPENDIX L: EMERGENCY DISASTER RESOURCE LIST ........................................................................................... 91
APPENDIX M: LIST OF POSSIBLE I&R SERVICES ........................................................................................................ 100
APPENDIX N: HAZARD ANALYSIS ....................................................................................................................... 101
APPENDIX O: ALERT AND NOTIFICATION .............................................................................................................. 113
APPENDIX P: IMC COAD PLAN .......................................................................................................................... 114
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C2H MISSION STATEMENT DURING EMERGENCY SITUATIONS
Connect2Help is recognized by the State of Indiana, local Emergency Management Agencies, and FEMA
(Federal Emergency Management Agency) as an important source of information regarding human services
resources for victims of major disasters and other emergency situations in Boone, Clay, Crawford, Daviess,
Delaware, Dubois, Elkhart, Greene, Hamilton, Hancock, Hendricks, Henry, Johnson, Knox, Madison, Marion,
Martin, Montgomery, Morgan, Parke, Perry, Pike, Putnam, Randolph, Shelby, Sullivan, Vermillion, and Vigo
counties.. As a member of the countywide and regional disaster response network, C2H’s primary mission
during times of emergency is to maximize community access to critical resources.
C2H VISION STATEMENT DURING EMERGENCY SITUATIONS
C2H will assist the community during an emergency or disaster situation by adapting our normal informationgathering and service-delivery procedures to meet the circumstances of specific disasters and/or emergency
situations.
Emerging needs will be evaluated as they occur and prioritized in relation to the needs of our routine operation.
Priorities will be shifted to addressing time-sensitive and disaster-specific issues as needed, while maintaining
normal service as much as possible until we can return to full normal operations.
C2H will aggressively seek new and updated information and actively disseminate such information to
individuals impacted by the emergency; to other agencies, organizations, and individuals involved in the
disaster response efforts; as well as to the media and the general public.
IN211 PARTNERSHIP ROLE IN DISASTER ASSISTANCE
The role of IN211 Partnership*, it’s Executive Director, staff, and Board Members are to assist IN211 Centers
during times of emergency or disaster. IN211 staff and professional liaisons will assist by providing situation
and resource updates, training and communication, and by handling routing issues and media contacts when
invited to do so by Center Management. IN211 has the capacity to route all of C2H’s 2-1-1 calls to other IN211
Centers or other specified termination numbers, for example, to I&R (Information and Referral) Specialists
working from home during an emergency.
*Currently, C2H staff members are performing many of the duties assigned to the IN211 Partnership above.
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ORGANIZATION OF THIS MANUAL
This manual is designed to be an easy-to-use and easy-to-update document. This manual is based on a template
created for all 2-1-1 Centers through the Indiana 211 Partnership. The template is composed of standardized
information for all 2-1-1 Centers and localized information inserted by the IN211 Center. Ideally, all IN211
Centers will verify all local data elements and create a new manual at minimum once a year. However, the
template is designed to be easily updated whenever a 2-1-1 organization undergoes any substantial changes in
staffing, service delivery area, or office/building procedures.
This manual includes both information that is standardized for all IN211 Centers and information that is unique
to each local 2-1-1 Center and its community.
Standardized Information

Disaster 101

Roles for I&R in Disasters

Types of Disaster and Specific Responses

Phases of a Disaster

Volunteer and Donation Management 101

Disaster Response Committee and Specific Roles for Staff

Training and Orientation

Acronyms

Memoranda of Understanding (MOU)
Localized Information

Hazard Analysis (available from County Emergency Management Agency)

Types of Disaster and Emergency Procedures

Staff Assignments

Common Local Acronyms

Local Memoranda of Understanding (MOUs)
o Red Cross
o 911
o EOC (Emergency Operations Center)
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GENERAL
INFORMATION
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ROLE OF I&R AGENCIES IN DISASTERS
The role of an I&R agency in a disaster will vary depending on the type and location of the disaster and the
availability of other agencies within a community. IN211 Centers respect the expertise of other community
agencies such as the American Red Cross and other voluntary organizations. IN211 Centers promote existing
services and, when a gap exists, may assume various other roles through either coordination or collaboration.
The local I&R agency will actively participate in community meetings that address plans for disaster
preparedness, mitigation, response, relief, and recovery.
The information below was taken from “Using 2-1-1 to Respond to Disaster,” created as a supplement to “Crisis
Readiness Training” by AIRS (Alliance of Information and Referral Systems) and United Way of America,
supported by a grant by Lilly Endowment.
The following list includes potential disaster response roles for an IN211 Center, including action steps they
might take in preparation for, or in response to, a disaster:
1.
Manage and track available resources: In addition to traditional human services, the resource database
should also include disaster-related services. See the “Disaster” taxonomy. Whenever possible, IN211
Centers should review the categories and locate the available resource information ahead of time. The
Emergency Management Agency (EMA) Office will have some of this information. Ensure that this
information is included in the database and is updated annually.
2.
Manage and track requests for resources: Have a back-up plan for augmenting the number of I&R
options available to answer caller needs in the event of a disaster. In times of disaster, call volume could
increase by 100% or more. New options for routing these calls to resources include (but are not limited
to):
a) Using a comfort message (a prerecorded message that plays to callers waiting in queue)
prompt to direct callers to a website with Disaster Assistance information, or to a site with the option to
“Email a Specialist”
b) Preparing a quick training manual and reference set for volunteers in order to program a
comfort message prompt that instructs callers with a single (well identified) need to “Press 3 for Disaster
Assistance”. This volunteer corps could be trained and put in place quickly and would be available to
address a single issue with callers. Callers with additional issues would be transferred to experienced
Specialists for more referrals.
The Connecticut 2-1-1 Center trained Department of Social Services workers as back-up telephone
support. Their Center had adequate telephone hardware capacity to handle the increased volume of calls.
Current estimates are a lag time of up to 60 days for the provision of additional telephone lines. During
Hurricanes Katrina and Rita, local United Way organizations, other IN211 Centers, and people from the
general public kindly provided volunteer back-up telephone support to the 2-1-1 Center in Indianapolis.
3.
Provide comfort and assurance: In the event of a disaster, people will need a place to call. I&R
Specialists need to be prepared to listen to a variety of needs—many times just the need to connect with
someone. 2-1-1 offers an easy-to-remember telephone number that invites people to call.
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4.
Volunteer management: If the community has a volunteer center separate from the 2-1-1 Center, Points
of Light Foundation, United Way of America, and AIRS encourage the 2-1-1 Information and Referral
Center to draft a memorandum of understanding that outlines how 2-1-1 can be used to provide call
management for volunteerism for the local volunteer center. The incidence of spontaneous volunteerism
is enormous following a disaster. The local volunteer center and/or the 2-1-1 Center can be critical in
managing this important asset.
5.
Donation management (both financial and in-kind): Behind spontaneous volunteerism comes
spontaneous donation. If the local emergency management plan designates a particular organization for
donations, the local IN211 Center will attempt to negotiate a memorandum of understanding regarding
appropriate donation-management referrals. United Way of America is drafting a training program to
outline models for financial donation management. American Red Cross (ARC) and Salvation Army
will probably run their own media donation campaigns, but a community-wide campaign for funds may
need to occur to ensure that the community has the funds necessary to recover. 2-1-1 Centers may be the
financial information provider or may possibly take telephone donations via a web based credit card,
PayPal or via “text-to-give” options on behalf of the entity designated in a community to manage the
donations. (Any financial information or guidance given concerning donations should always be noted
as a referral.)
In-kind donation management is usually written into the Emergency Management Agency plan. In cases
where it is not, and such donation is possible, the IN211 Center may ultimately end up handling those
calls. The local food bank (member of Second Harvest network) should be used when possible for all
packaged food donations. If the community has a Gifts-In-Kind Program member, that organization may
have the capacity to manage the spontaneous in-kind donations. In general, most disaster victims do not
need large quantities of donated clothing, and so IN211 Center personnel should attempt to discourage
such donations. Typically, American Red Cross will not accept used clothing or furniture, only new. The
Salvation Army reserves the right to re-sell such items in their thrift stores. It may be possible for the
IN211 Center to offer these organizations spaces at the 2-1-1 Center to answer the phones and access
their tracking systems. Specific protocols should be developed and used for screening referrals to the
local volunteer center or Gifts-In-Kind Program. There are many ways to create a partnership with these
key community partners.
6.
Information for coordination of services: The 2-1-1 Center should know who is providing what kind of
services, when, and for whom. This information becomes a critical piece to locating victims and
providing comprehensive relief and recovery services. This information should be provided at all
disaster response meetings, both in print and in the form of a link where it can be accessed online.
7.
Rumor control: Dispelling rumors may become essential following an emergency. IN211 Centers will
“stick to the facts,” get to the bottom of questionable information, and refrain from giving out any
unverified information.
8.
Media contact: In the event of a disaster, the media will want to know who is doing what, for whom,
and where. The IN211 Center is in a position to provide information about disaster-relief service
providers. IN211 Centers must be careful, in most cases, to avoid giving out information about victims,
leaving that part of the service to the direct service providers. Questionable information will be verified
and corrected, and the most positive report possible on how agencies are responding will be provided to
members of the media. The AIRS Disaster Training Manual provides more information on working with
the media. Should an agreement be made with Indiana Department of Homeland Security (IDHS) or
other entities, 2-1-1 will be advertised as the easy–to-remember number for comprehensive information
about the community’s response to the disaster.
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9.
Evacuation/traffic: In a disaster situation, the IN211 Center may receive calls about evacuation routes
or highway closings. The Department of Transportation (DOT), radio stations, and/or television stations
will be utilized to get the most current information. The IN211 Center will have a process for updating
the resource database and distributing changes to the staff.
10.
Travelers’ aid: Persons may become stranded in the community as a result of a disaster. When possible,
the normal system to respond to the travelers’ needs will be utilized. If the default organization is
overwhelmed, nontraditional agencies will be contacted and assistance will be sought on behalf of the
travelers.
11.
Displaced pet location: The local chapters of the Society for the Prevention of Cruelty to Animals
and/or Humane Society have a process for locating and boarding pets following a disaster. These
resources will be included in the database.
12.
Information for corporations: Disasters offer an opportunity to introduce corporations to 2-1-1 and the
role of information and referral. If the Center has the capabilities, it will publish a daily or weekly
update on available disaster resources and volunteer/in-kind opportunities. This is an excellent
community-relations service that benefits the entire community.
13.
Money management resources: Disasters can take on many forms and create a variety of financial
problems for people. IN211 Centers will understand the available federal funding streams (FEMA,
disaster unemployment, etc.) and have in place training to make certain the Specialists are able to screen
and refer persons appropriately.
14.
Burial assistance: Many communities have limited burial-assistance resources available for families. If
there has been a large-scale disaster resulting in a high number of deaths, there may be an increased
need for these types of services. The local IN211 Center will gather and verify this information.
Coordinating those organizations that can assist in payment and delivery of burial services may be a role
for IN211.
15.
Missing persons tracking: A large-scale disaster, like the September 11th event, may create the need for
a service that locates missing persons. It was determined that, within the domestic defense process, the
performance of this service was not assigned to any specific agency or entity. IN211 Centers may be
willing to explore the use of 2-1-1 for this service.
The preceding list consists of services IN211 may be able to provide during a time of community emergency or
disaster. Specific services per Center and the costs involved will be determined on a Center-by-Center basis
except for those instances when a state contract may have been agreed to by the IN211 Partnership.
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Additional services (such as those listed in Appendix M) may be offered by I&R/2-1-1 agencies, depending on
their capacity and capabilities. It is recommended that IN211 and individual 2-1-1 Centers use the guidance and
costing structure outlined in Appendix M when negotiating for enhanced I&R roles such as volunteer
management, donation management, rumor/information control, coordination of services, evacuation/traffic,
special needs registries, displaced pets or persons, missing persons location, money management, burial
assistance, and traveler’s aid.
Guidance in negotiating enhanced I&R roles in a disaster may come from:

The “Principles and Criteria for Contracts and Opportunities”, an internal Indiana 211 Partnership
document, adopted 2005, especially as it relates to sustainability, standards, communications, and
decision making

Stakeholders in disaster preparedness and response, with whom you maintain strong relationships
before, during, and after the disaster

Recognition of effects on other 2-1-1 Centers in terms of misrouting, re-routing, media promotion, and
after-hours, as well as database resources
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DISASTER ASSUMPTIONS
Professionals in emergency management assume that the threat of a major disaster affecting
Indiana in the future could be very high. Depending on the situation, help from emergency services
may not be available for up to 72 hours or more. Parts of Indiana may experience extensive
damage, resulting in injuries, property loss, or loss of critical services (telephones, utilities, and
roadways). This could result in a disruption or complete interruption of C2H services upon which
clients depend.
This Emergency Operations Plan (EOP) will help staff prepare for and effectively and efficiently
organize to begin recovery from an emergency incident or disaster. Planning, practice
implementations, and revisions of this Emergency Operations Plan are essential to prevent loss of
life and injury and to be able to continue providing important client services.
C2H’s emergency plan priorities will be realized if and only if each C2H staff member has
prepared his or her home, family and self for an emergency before a disaster strikes.
In order to develop a uniform disaster-assistance response throughout all IN211 Centers and with
the Indiana Division of Homeland Security, the following levels of magnitude will be utilized
whenever practicable in describing a Center’s operational level or a subsequent request for
additional assistance:
The Consolidated City of Indianapolis uses the following criteria to identify the circumstances
that would require EOC activation. There are six levels of activation. Within the Emergency
Operations Center (EOC), the Mayor, through the Department of Homeland Security (DHS),
may designate what level of activation is required in response to a given situation, and shall
ensure all steps for notification and operation are completed for that level of activation. The
level of activation within Connect2Help and IN211 is made by C2H and IN211 personnel and
board members, and is communicated to UWCI (United Way of Central Indiana).
A. Special Event: Normal activation of the EOC for use as a command and control center for
special events. This Special Event Level rarely (if ever) affects Connect2Help Operations.
B. Level V (Emergency Standby): Emergency Activation of EOC. Conditions have developed
that heighten dangers or potential dangers to the Consolidated City of Indianapolis. The
conditions have not yet caused, and may never cause, a disaster. Monitor Only. A Level V event
rarely (if ever) affects Connect2Help Operations.
C. Level IV: Disaster emergency conditions have occurred and are having a serious but limited
impact on portions of the Consolidated City of Indianapolis. On-site Incident Command in effect
to stabilize the incident. Monitor and provide resources. A Level IV event has little impact on
C2H’s normal operations beyond possibly reviewing the emergency plan and issuing special
disaster bulletins. Some Level IV events may be federally declared natural or technological
disasters. Examples might be a flood, a heat or snow emergency, or a large apartment fire.
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D. Level III: Disaster emergency conditions are having a serious effect on most or all of the
Consolidated City of Indianapolis; resources are heavily deployed, resulting in Multiple Incident
Command (EOC) sites. A Level III event is expected to have a moderate impact on C2H
operations. A Level III event will require activation of the Emergency Operations Plan and
issuance of fairly extensive bulletins over an extended period of time. Not all C2H activities will
be affected; however, they may become more labor intensive. Examples might be a snow or heat
emergency coupled with a simultaneous power outage, multiple anthrax incidents, an airplane
crash into homes or buildings, or race-related riots.
E. Level II: Emergency conditions are having a serious effect on most or all of the Consolidated
City of Indianapolis; resources are fully committed and the incident(s) continue to expand. State
and federal assistance is needed. A Level II event has a potential major impact on C2H
operations. A Level II emergency will be a large, federally declared disaster such as the
September 11th Incident or a disaster situation similar to Hurricanes Katrina and Rita. There
might be a limited deployment of staff to off-site locations if requested by Emergency
Management Agency (EMA). IN211 Centers will work closely with the Emergency Operations
Center (EOC), the surrounding counties, and state officials. Bulletins will be extensive, require
frequent updates in the first period, and continue to be issued for many months. IN211 will
probably request mutual aid from the county and/or affiliates and AIRS. Normal operations will
be significantly degraded. The expected operational duration for C2H will be several months.
Examples might be a downtown roof collapse at a stadium event, a tornado touchdown in a
heavily populated area or a significant earthquake
F. Level I: National Command Authority declares National Security Emergency. Requires the
highest level of awareness and response. A Level I event will have a catastrophic impact on
communities in Indiana and throughout the country and will severely affect C2H operations. The
emergency can be expected to exceed the capacity of local resources, including those of C2H and
local emergency management organizations, to meet the needs of the community. Many C2H
staff should be prepared to be deployed to disaster operation sites for extended periods.
Significant levels of mutual aid resources from other counties and State and Federal agencies
will be needed for C2H to meet its disaster responsibilities. An example of a potential Level Four
Emergency is a terrorist attack at the Indianapolis 500 Race resulting in a mass casualty incident,
or a terrorist incident in a large community like Indianapolis.
The State of Indiana Emergency Operations Center is located in the lower level of the Indiana
Government Center. This is the physical location where multi-agency coordination occurs and is
managed by IDHS. The purpose of the State EOC is to provide a central coordination hub for the
support of local, district and state needs. The State EOC can be configured to expand or contract
as necessary to respond to the different levels of incidents requiring state assistance. Indiana
State EOC Activation Levels are outlined below. (From the State of Indiana Comprehensive
Emergency Management Plan – CEMP – published 06/01/2012)
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DISASTER 101
In the event of a disaster, FEMA (Federal Emergency Management Agency), SEMA (State
Emergency Management Agency), VOAD (Voluntary Organizations Active in Disaster), and other
agencies may be involved in the response. The following information gives a general overview of
common responders to disasters:

Federal Emergency Management Agency (FEMA) is the independent federal agency
responsible for leading America’s efforts to prepare for, prevent, respond to, and recover
from disasters.

Indiana Department of Homeland Security (IDHS) The Indiana Department of
Homeland Security (IDHS) was created in 2005 through the combination of several
existing agencies aimed at emergency management, domestic security and public safety.
IDHS in unique and unlike any other state emergency management agency in that it also
has the Emergency Medical Services, Fire Marshal’s office, State Building Inspectors,
and Public Safety Training Institute, Emergency Management Agencies and Homeland
Security Department all under one umbrella in one single agency, allowing it to control
and provide valuable interaction with these and other state and local agencies.
o Joint Information Center (JIC) Led by the Indiana Department of Homeland
Security, the Indiana Joint Information Center is an emergency information
coordination center to ensure the accurate and timely release of relevant
information to the public during a disaster. The JIC is staffed by personnel from
federal, state and local agencies.

Local Emergency Management Agencies (EMA) are located in every Indiana County.
In addition, five municipalities have chosen to maintain their own emergency
management agency: Anderson, Elkhart, Goshen, Michigan City, and Hammond.

Voluntary Organizations Active in Disaster (VOAD) comprises a number of formal
and informal supports at the local, state, and federal level. The acronym VOAD is used
both to describe the formal VOAD organization and the organizations which respond to
disasters.

Community Organizations Active in Disaster (COADs). COADs provide the platform
for launching unmet needs groups in their communities in the event of a disaster event,
but they also do much more. Permanently established COADs encompass the phases of
emergency management: mitigation, prevention, preparedness, response and recovery.
COADs use community disaster education, hazard analysis, training exercises, classes for
community leadership, local emergency management plans, and the expertise of its
members to bring holistic disaster awareness to its community and citizens.
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
National Voluntary Organizations Active in a Disaster (NVOAD, commonly
pronounced “no-vad”) is the national organization of voluntary organizations. INVOAD
is the state organization. Many Indiana counties have a local VOAD organization or
coalition. Most VOADs are composed of the same local or state organizations that also
compose NVOAD. These include chapters of the American Red Cross, The Salvation
Army, and numerous faith-based organizations which all have an area of disaster
response expertise (such as mud out, counseling, tree removal, or shelter.

Incident Command System (ICS) The Incident Command System (ICS) is a
standardized, on-scene, all-hazards incident management approach that:



Allows for the integration of facilities, equipment, personnel, procedures, and
communications operating within a common organizational structure.
Enables a coordinated response among various jurisdictions and functional agencies,
both public and private.
Establishes common processes for planning and managing resources.
ICS is flexible and can be used for incidents of any type, scope, and complexity. ICS
allows its users to adopt an integrated organizational structure to match the complexities
and demands of single or multiple incidents. ICS is used by all levels of government—
Federal, State, tribal, and local—as well as by many nongovernmental organizations and
the private sector. ICS is also applicable across disciplines. It is typically structured to
facilitate activities in five major functional areas: Command, Operations, Planning,
Logistics, and Finance/Administration. All of the functional areas may or may not be
used based on the incident needs. As a system, ICS is extremely useful; not only does it
provide an organizational structure for incident management, but it also guides the
process for planning, building, and adapting that structure. Using ICS for every incident
or planned event helps hone and maintain skills needed for the large-scale incidents. C2H
endorses the ICS system and will make every effort to describe our functions within an
ICS model.

National Incident Management System (NIMS). A basic premise of NIMS is that all
incidents begin and end locally. NIMS does not take command away from State and
local authorities. NIMS simply provides the framework to enhance the ability of
responders, including the private sector and Non- Governmental Organizations, to work
together more effectively. The Federal Government supports State and local authorities
when their resources are overwhelmed or anticipated to be overwhelmed. Federal
departments and agencies respect the sovereignty and responsibilities of local, tribal, and
State governments while rendering assistance. The intention of the Federal Government
in these situations is not to command the response, but rather to support the affected
local, tribal, and/or State governments.

State and Federal Responses to Disaster: The impact of a disaster incident on the
community and the ability of the community to coordinate a response will determine how
the incident is defined. Usually, the local government assumes a first level of response.
Most disasters in Indiana are NOT of the level to require federal coordination and/or
15
assistance. When an emergency or disaster occurs, local governments activate their
respective Comprehensive Emergency Management Plan (CEMP). State assistance
through IDHS may be requested, and the state Emergency Operations Center (EOC) may
or may not be activated, depending upon the level of severity of the incident. After the
declaration of a Local Disaster Emergency for the Consolidated City of Indianapolis, the
Mayor may request that the Governor proclaims a State of Disaster Emergency under
Indiana Code 10-14-3-29 (Local disaster emergency) and IC 10-14-3-12 (Disaster
emergency; emergency gubernatorial powers). The request will be forwarded to the IDHS
EOC, with a copy of the local disaster declaration and the damage assessment summary.
When state and local governments and their citizens are overwhelmed by a disaster, the
President may issue a disaster declaration,
16
Stages of an Emergency - This manual is structured to reflect C2H’s changing tasks during the
lifecycle of a major disaster. Note that some disaster experts combine prevention and mitigation
phases. AIRS notes 4 stages of a disaster: Mitigation, Preparedness, Response and Recovery.
PHASES OF AN EMERGENCY INCIDENT
PREVENTION PREPAREDNESS
RESPONSE
RECOVERY
MITIGATION
The period prior
to a disaster; the
everyday focus
is on steps to
negate the
occurrence of a
disaster
The period of a few
months to a few
minutes when a
disaster appears
imminent; the
focus is on
reviewing plans,
resource lists, and
training to
effectively respond
to a disaster
The period of
responding to the
disaster; the
focus is on
saving lives and
minimizing the
damage to
property
The period during
and after a disaster,
during which basic
life needs and
essential services
are restored; the
community heals the
physical, emotional,
and financial
wounds left by the
disaster
The ongoing
process
following one
disaster, and
before the next,
when attention is
paid to actions
that will lessen
the impact of
future disasters
GOVERNMENT Evaluate threats,
AGENCY TASKS focus on varying
Provide leadership,
funds, and training
programs in a
continuous process
to motivate and
assist agencies with
community
preparedness
First responder
agencies seek to
address the
short-term, direct
effects of an
incident and
limit loss of life
and minimize
property damage
Provide mass care
and shelter to
victims, provide
medical care,
achieve family
reunification, and
execute service and
site restoration plans
to restore essential
services
Provide
leadership,
funds, and
programs to
minimize or
eliminate future
damage to lives
and property
Gather the human
and material
resources to carry
out disaster tasks
Ensure the safety
of staff and the
viability of
C2H’s IN211
Center
Provide the
community I&R
services, broadly
defined, that can
help to affect full
recovery through
short-term and longterm phases
Provide staff
with information
and motivation
so that they and
their families
will be prepared
for future
disasters
Recoup
extraordinary
expenses to the
greatest possible
extent
Enhance the
safety and
readiness of the
C2H facility
TIME FRAME
AND MAIN
CONCERNS
actions to protect
lives and
property
C2H TASKS
Work with the
local, county,
and state
government to
disseminate
accurate and
helpful
information to
the community
Assist staff with
home
preparedness
Build an
appropriate
structure for
disaster work
Begin to gather and
disseminate
important disaster
prevention
information
Check disaster
information for
accuracy
Activate disaster
information
procedures and
capabilities
Define and explore
new possibilities
created by the event
Provide
information to
community
planners
Identify gaps
At the onset of a major disaster, C2H will use the
C2H’s
ORGANIZATION Incident Command System (ICS), modified as
necessary to meet our needs, to achieve rapid
STRUCTURE
mobilization and build-up of a disaster-specific
organization.
Once management determines that the response
phase is over, C2H will revert to its normal
operations. Staff may be responsible for new or
expanded tasks and for directing more resources
than usual.
17
Phone Tree for 2013/2014 Board Disaster Notification (separate tree exists for C2H Staff
Notification)
In the event that a conference call becomes necessary for staff/board
emergency meetings and communications, please use the Conference Bridge as outlined
below:
Phone Number:
317- 713-1481
Passcode:
4211#
18
This illustration denotes the stages of a disaster with additional definitions of what activities may
occur in each stage:
19
THE RESPONSE PHASE OF A DISASTER
The Response Phase of a disaster as defined in terms of its impact on Connect2Help™
I.
During the Response Phase of an Emergency:
A.
The situation changes rapidly. Plans are short-ranged and must be reviewed
frequently; information from outside sources may be incomplete or contradictory.
B.
Our normal operations are seriously affected; the scope and nature of our disaster
operation is not fully defined.
C.
Normal staffing and supplies are not adequate to meet the emergency needs; what is
required for the emergency may not be immediately clear.
D.
The emergency operations make financial demands on C2H outside the normal
operating budget; total operating costs and available resources may not be clear.
All of the above require constant re-evaluation of operational priorities so as to best
preserve C2H’s I&R/2-1-1 services, meet the needs of the community, and allow us to be
a reliable partner to other community organizations.
The Disaster Response Committee is required to meet frequently during this phase to
stay on top of the disaster incident and to anticipate future needs.
II.
IN211 Center Responsibilities During the Response Phase
A.
The Center Director or designee will notify the IN211 Executive Director if 2-1-1
operations will be affected for more than 2 hours.
1.
The form under Appendix B will be completed and emailed to the IN211
Executive Director and the President/CEO of Connect2Help.
(lengel@Connect2Help.org ).
2.
Phone contact will be made with the IN211 Executive Director. If a message
is left and there is no return phone call within 15 minutes, the Center Director
or designee will call the Director of Operations of Connect2Help.
(smorgan@Connect2Help.org)
B. The Center will stay operational as long as necessary and possible. If needed, Center
Directors will arrange to provide after-hours services on-site.
20
III.
Stabilization
Once the situation stabilizes so that planning and allocations can be projected out at least
a month, the Response Phase may be declared over, even though C2H may still be
heavily immersed in emergency work.
VOLUNTEER AND DONATION MANAGEMENT 101
Disaster is often followed by a spontaneous outpouring of support from individuals and groups—
both from within the local community and from outside the community. The challenges for many
communities are 1) communicating the needs in order to ensure that donations and volunteer
skills match the needs, and then 2) utilizing volunteers and donations efficiently. Depending
upon the extent of the disaster, the organizations affected, and the extent of the disaster, the 2-1-1
Center may be asked to play a role in volunteer and donation management for the community.
The role may range from maintaining up-to-the-minute volunteer and donor information for
referrals to coordinating volunteers and/or processing donations in-house.
Volunteer Management
Many communities have volunteer centers, citizen’s corps, or other COAD organizations that
have experience in recruiting, screening, tracking, and recognizing volunteer activities. These
organizations can help manage both “affiliated” and “unaffiliated” volunteers. Pre-disaster, the
IN211 Center is encouraged to maintain a memorandum of understanding with volunteer
management organizations where available. Where not available, each IN211 Center is
encouraged to learn what volunteer organizations are available and to consider the Center’s
potential role in filling the need for disaster volunteer management, without duplicating the
efforts of other organizations.
Many NVOAD organizations play specific roles in each stage of disaster response and recovery.
For example, the American Red Cross typically offers shelter, mass feeding, first aid, comfort
kits, and medical supplies. The American Baptist Men typically provides debris removal,
cleanup, and mud outs and, when requested by FEMA, acts as the coordinating body for all faithbased organizations and volunteer groups. Approximately 30 NVOAD organizations each
provide specific skills or tools for each stage of a disaster. See the NVOAD Long-Term
Recovery Manual, which is available for download with other helpful documents at
http://test.nvoad.org/library/cat_view/5-long-term-recovery-groups .
21
Affiliated and Unaffiliated Volunteers
“Affiliated Volunteers” are those volunteers who already have an affiliation with an
organization, be it American Red Cross, Salvation Army, a church, an alumni club, civic
organization, or other organization. They usually have already been screened and/or trained by
the organization or will look to their organization as the source for training, tracking, and
recognition. “Unaffiliated Volunteers” have no affiliation with any formal organization and,
during a disaster, can sometimes contribute to a “second disaster” by getting in the way of
emergency responders or experienced relief organizations. However, when mobilized effectively,
unaffiliated volunteers can provide invaluable support and contributions. The Points of Light
Foundation, in partnership with FEMA, NVOAD, and other national partners, developed
national principles for managing unaffiliated volunteers. A primary goal is to help unaffiliated
volunteers to “affiliate” with an organization, in order to provide appropriate screening, tracking,
training, liability protection, and recognition. (“Unaffiliated” volunteers are also known as
“convergent,” “emergent,” “walk-in,” or “spontaneous” volunteers.)
22
The following chart attempts to summarize some of the best practices recommended by Points of
Light Foundation, NVOAD, and FEMA in managing volunteers during disasters.
HELPING MANAGE VOLUNTEERS IN THE PHASES OF DISASTER
PREPAREDNESS




Have a plan for
managing volunteers,
which includes
recruitment, screening,
tracking, training, and
recognition
RESPONSE

Implement a plan to register  Strengthen and maintain
and place unaffiliated
long-term “volunteer
volunteers
coordination team”

Implement process to
 Review liability and
determine volunteers’ skills,
insurance policies and
interests, and abilities
make sure referred
agencies and volunteers are
Identify and track
aware of liability and
organizations’ needs
insurance laws
Provide information on
 Provide stakeholders with
available services for
database access, screening,
volunteers (e.g., counseling)
and other ongoing support
Provide a hazard-free

Ensure availability of
environment
services for volunteers,
Recognize the efforts of
including stress debriefing,
individual volunteers and
mental health or health care
the community
 Capture and document
Coordinate communication
important facts, such as
with the Public Information
dollar value of volunteer
Officer at the EOC and with
efforts
media
 Coordinate and liaison
Provide ongoing contact
with groups to secure
with each volunteer and try
grants and other resources
to affiliate the unaffiliated
 Recognize volunteers and
Maintain a database of
follow up for retention
special skills to be used

Evaluate important
during recovery phase
functions
Participate in or form a 
“Volunteer Coordination
Team” that includes

stakeholders and
volunteer organizations
Understand and, where
appropriate, help build
capacity of volunteer
organizations
Prepare to establish a
“Volunteer Reception
Center” where large
numbers of volunteers
could be processed and
placed

Develop mutual aid
systems

Develop a “shut down”
plan
Forms to develop:
Volunteer instructions
Registration Form with
Release of Liability
Safety Orientation
Checklist
Role Descriptions
Work site sign-in/sign-out
Expense log
Disaster volunteer referral
(if screening/matching)
Volunteer identification
RECOVERY





Volunteer Contact Info should
include:
Name
Address
Phone/Fax/E-mail
Skills (languages, computer,
equipment, medical, etc.)
Task Preferences
Previous Emergency Training or
Certification
Availability
Geographic Area
Phase of Emergency
Resources:
United Way of America has a
checklist for documenting
efforts and expenses
MITIGATION

Identify existing local volunteer
coordination resources

Develop relationships with local
VOAD organizations

Emphasize importance of predisaster planning

Develop standardized media
messages

Review local hazard analysis to
assess potential impact of
unaffiliated volunteers

Educate community about
unaffiliated volunteers and unneeded donations
Resources:
Citizen Corps Councils
Local VOAD groups
Volunteer Centers
SEMA, local EMA
Indiana Commission on Community
Service and Volunteerism
(ICCSV)
23
Other Resources
Citizen Corps Councils: www.citizencorps.gov/councils
Indiana Office of Faith-Based and Community Initiatives: http://www.in.gov/ofbci/
VOAD listing: http://www.nvoad.org/
Points of Light Foundation: www.pointsoflight.org
Key External Emergency Phone numbers (Appendix L), including contact numbers for County
EMAs, and emergency Indianapolis resources are now also filed in the C2H SOD Manual.
All 2012 Emergency Volunteer Forms are now filed in M/Volunteer 2012 EOP Volunteer Packet
update. This folder includes the 2012 Volunteer Application (with release of liability), policies,
and targeted training materials.
Principles of Donation Management
The principles below were outlined by FEMA and NVOAD, as unwanted or unusable donations
often create “the disaster within the disaster.”
I. Financial contributions are often the best kind of donations to make. Financial
contributions go directly to the need, allow for bulk purchasing, ensure a steady flow of
supplies, and avoid costly and time-consuming work in managing goods. Also, cash
contributions are often spent in the local community, helping the economy.
II. Used clothing is RARELY a useful item to collect for disaster relief. Mounds of clothes
frequently end up discarded. Better to have a yard sale and donate the money.
III. Confirm the need before beginning a collection of donated goods. The most effective way
to help is to work through an experienced disaster relief organization.
IV. Donate through an organization with a confirmed need, transportation method, and plan for
how goods will be distributed.
V. Transportation must be planned in advance and is the responsibility of the donor, unless
confirmed by a relief organization.
VI. Donated goods must be well-packed and labeled. Specific content lists should be attached.
Unless requested, it is better to have a full box of one item rather than assorted items.
24
LOCAL
INFORMATION
25
LOCAL SECTION
Connect2Help is located at 3901 N. Meridian Street, Suite 300, Indianapolis, IN 46208-4026.
C2H is in a gray block building located approximately one block north of the intersection of 38th
and Meridian in Indianapolis.
Connect2Helpmay be reached by the public by dialing 2-1-1 or (317) 926-4357. Staff may be
reached through alternative telephone numbers available on the “Alert and Notification” chart.
HAZARD ANALYSIS
Indiana counties are vulnerable to a wide range of natural, technological, and human-related
hazards.
Periodic disasters resulting from fires, floods, tornadoes, winter storms, and similar events
cause injuries and loss of life, disruption of services, and the possibility of significant property
damage in any community. Such events may also have negative impact on the areas in which
they occur, long after the event has taken place. Major disasters, such as the Ohio River
Flooding of 1997, the American Eagle Crash of 1994 (which killed 68 passengers and
crewmembers), and the Blizzard of 1978 (which shut down every county in the State for 5
days), have all heightened Indiana’s awareness to the idea that all Hoosiers are vulnerable to
such events.
Advancements in technology and the increased development and use of hazardous materials
have resulted in a new range of technological threats virtually unknown 25–30 years ago.
These threats can cause or contribute to significant injury, loss of life, and property destruction.
Events such as these may range from unintentional spills or releases, to intentional acts of
terrorism using weapons of mass destruction.
Managing these various threats and protecting life and property are the challenges faced by
emergency response agencies and personnel at all levels of government. In order to attain an
effective program of managing emergencies and disasters, a comprehensive evaluation and
understanding of the hazards that various counties in the State of Indiana may face must be
obtained. This was accomplished through the completion of a Comprehensive Hazard
Analysis. This analysis assisted all counties in their efforts to mitigate against, prepare for,
respond to, and recover from any significant natural, technological, or man-made threat that
may arise.
26
Through the process of conducting a detailed hazard analysis, emergency management
personnel, and community leaders are now better aware of the nature, extent, and magnitude of
the potential hazards that threaten Central Indiana. By pinpointing the locations where these
hazards have occurred in the past and by examining any knowledge of new or emerging risks,
it is possible to determine the probability of such events occurring in a given area, as well as
the vulnerability of people and property. When coupled with the relevant land use and
demographic information, a hazard analysis becomes a powerful planning tool that allows
Indiana communities to set priorities and goals for resource allocation and mitigation and
preparedness activities.
The local County Emergency Management Agencies, in conjunction with various response and
support agencies within the Counties, have come together to build and promulgate a
Comprehensive Hazard Analysis. The recent development of a local county Comprehensive
Emergency Management Plan and the Terrorism Consequence Management Planning Element
has clearly shown the interest and need for an understanding of the hazards faced.
Information utilized to develop the county’s Comprehensive Hazard Analysis has come from
various public records, Internet information sites, governmental agencies, and other invaluable
sources.
It is intended that all IN211 Centers will seek out this localized document from their respective
local Emergency Management agencies and use it as a resource that will aid in providing a
clear and focused approach in preparing to manage their roles in providing essential disaster
assistance services to the citizens of their communities in the aftermath of an emergency.
For specific Hazard Analysis information based on the geographic area served by
Connect2Help see specific hazard information as developed by the local Emergency
Management Agencies served by this Center. Admittedly, each IN211 Center will need to be
prepared to respond to disasters within its entire geographic service area. For purposes here,
C2H has only included those hazards listed on Appendix N along with information on Specific
Emergencies requiring Evacuation (see index) which will have a direct effect on its ability to
maintain 2-1-1 service.
27
SPECIFIC HAZARDS
Minor hazards (involving only one individual or family) to large ones (resulting in a mass casualty
incident) can affect the important everyday work done by IN211 Centers. As a result, being
“prepared for”, rather than waiting and “reacting to” a disaster, is an absolute necessity. While
multiple hazards are listed by our local EMA and C2H, detailed definitions outlining the scope and
danger of these individual threats are noted in Appendix N: Hazard Analysis. . In each case,
specific procedures for each disaster need to be flexible; depending on the severity, speed of on-set
and duration of these hazards. Connect2Help recognizes that some, but not all of these disasters
may require an evacuation of our floor or our building. (Examples could be earthquakes, severe
spring storms, or a terrorism incident) Other disasters may require sheltering in place (civil
disturbances or a radiological incident) and all emergencies would require that Connect2Help be
prepared to offer the public guidance and resources. Connect2Help employees are instructed to
follow the following guidelines when a disaster or emergency happens:
1) If ever instructed by management; building security or an alarm to evacuate the floor or
the building, do so immediately and, once safe, review the instructions in this manual
under:
EVACUATION OF THOSE NEEDING ASSISTANCE
PLANNING IN ADVANCE FOR AN EVACUATION
SPECIFIC EMERGENCY EVACUATION INSTRUCTIONS
2) If instructed by management, safety officers or government officials to shelter-in-place
within our suite or floor, Connect2Help employees should do so. Also read and review
the instructions offered in this manual:
a. EMERGENCY SHELTERING-IN-PLACE
3) If employees become aware of an unfolding emergency or disaster, and have not
received instructions, or are concerned and have any questions at all, it is the
responsibility of the employees to contact a member of Connect2Help management
staff and request instructions.
a. Connect2Help employees are encouraged to use the office TVs to keep up on
developing events, and to use their EOP manuals as a reference.
The Disaster Response Committee
I.
Disaster Response Committee
1)
The Disaster Response Committee (DRC) is a permanent standing committee that
provides technical and administrative support before, during, and after disaster
operations.
28
2)
The DRC is made up of Board and Staff members, assigned by the C2H Executive
Committee.
1. Additional staff can be assigned to the committee by the Emergency Manager
whenever deemed necessary to enhance the capability of the DRC.
2. During a natural or technological emergency or disaster situation, the committee
will set regular times to meet as needed. The decision for meetings and times
will be made by the Chair of the DRC or the Emergency Manager.
3. Meeting times related to terrorism issues are tied specifically to Homeland
Security threat levels.
4. The DRC will meet a minimum of once per quarter, when the Center is not in
disaster or emergency mode.
(a) Some duties/topics for discussion for the DRC may include, but not be limited
to, improvements to the Emergency Operations Plan, resource discussions,
test dates, and time planning.
(b) Safety and site security issues should be reviewed and updated periodically.
DRC Member List
Vi Donoho..................Board of Directors Member & Committee Chair
317-224-8251
Mike Schwarz ............Board Chair
317-874-8371
Walter Kirkwood .......Board Secretary/Treasurer
317-514-7635
Lynn Engel .................President/CEO – ICS Emergency Manager,
317-402-9137
Shari Morgan………..Director of Operations – ICS – Operations,
317-753-7323
Elizabeth Radcliff .....Database Services Manager – ICS – Planning,
317-319-5662
Joy Owen ...................I&R Services Manager – ICS – Logistics,
317-506-9089
29
II.
Safety Issues to Be Checked in All Center Areas During Emergency Conditions
A.
Verify all doors are completely closed and locked.
B.
Verify all windows are closed and locked.
C.
Verify all window coverings are closed for privacy.
D.
Verify all TV monitoring cameras are focused properly and in working order.
E.
Verify all panic/alarm devices are in working order.
F.
Arrange for staff and volunteer personnel to park in secure areas and have escorts
when they leave Center area.
G.
Have cellular phone backup capability in Center area and with parking lot escorts.
H.
Verify all personnel requesting access to Center area (TV monitor, peep hole, etc.).
I.
Deny access to all visitors and cancel all non-emergency activities.
J.
Advise host receptionists, where applicable, of new emergency procedures.
K.
Review all emergency shelter-in-place, evacuation procedures, and personnel safety
issues.
L.
Advise IN211 Executive Director if localized emergency condition exists. If
requested by the Center, IN211 will provide assistance with potential closing or
relocation.
ORIENTATION AND TRAINING
I. ORIENTATION
A.
New staff members shall review this Emergency Operations Plan and any other
related disaster procedures within the first 90 days of their employment. C2H will
provide general training for staff that addresses the specific types of disasters
common to the area; C2H’s role and mission in times of disaster; the phases of
disaster; federal, state, and local response plans and resources; and other topics that
will help prepare staff for an emergency and ensure that they understand C2H’s
commitments to the community/government.
B.
C2H requires all staff members to reorient themselves with this Plan and related
disaster procedures on a periodic basis and/or as any updates occur, but not less
than on an annual basis.
C. All new staff and Board members will receive copies of this Emergency Operations
Plan as part of their initial C2H materials. These copies are to be kept with the staff
member so that in the event of an emergency, all C2H staff members have their
copies available to them immediately. During orientation, C2H Staff members will
30
sign that they have reviewed this plan. In the event of an emergency, staff members
will be held to the requirements set forth in this plan.
II.
D.
I&R Specialists will be trained to have the skills to respond effectively to people in
crisis, work cooperatively with other organizations, remain flexible in a rapidly
changing environment, are willing to work under adverse conditions (e.g., long
hours, uncomfortable surroundings), are aware of their own stress level and coping
mechanisms, respond appropriately in face-to-face communications and work
within the boundaries of their I&R role.
E.
The Contact Module will include a “Disaster Tag” within the inquirer data
collection field so that calls, needs, referrals, and unmet needs related to the disaster
can be designated in reports. I&R Specialists will be trained to use the “Disaster
Tag” in times of disaster.
F.
C2H will provide training for Resource Specialists that addresses the types of predisaster resources that need to be included in the database and those that need to be
added following the occurrence of an emergency; use of the Disaster Services
section of the AIRS/211 LA County Taxonomy of Human Services as a
classification structure; and procedures for the collection, validation, maintenance,
and dissemination of disaster-related information.
TRAINING
A.
The Training Manager (ICS – Liaison) will work with the Emergency Manager and
the local Emergency Management Agency Office to design and conduct training
exercises and staff operations.
1.
Regular (tabletop), role-play exercises or All Staff trainings on the EOP will
be held at least once each year.
2.
Special (tabletop, functional or full-scale) exercises may be held to implement
recommendations of an After Action Report.
3.
New Staff will be oriented to C2H’s disaster activities as part of their initial
training.
4.
Drills on such procedures as database backup, phone tree usage, and
evacuation will be initiated by the Operations Manager and/or the designated
personnel at least once per year.
5.
As the community communications hub, C2H has a role-play whenever the
community conducts a training exercise. I&R Specialists will be encouraged
to
take
the
NIMS
100
online
course
at
http://training.fema.gov/EMIWeb/IS/courseOverview.aspx?code=is-100.b.
31
B.
Emergency Management and various emergency response agencies (including
City/County officials) hold disaster exercises on a regular basis. C2H
representatives should contact their local EMA office and ask to be a team member
on these occasions. Participation in these community exercises would also enhance
C2H’s visibility to local government as a disaster-ready organization.
DISASTER DATABASE
I. Maintenance of the Database
A.
The Resource Department will create and maintain a database of known
government agencies and nonprofit organizations with a defined disaster mission.
B.
The database will be updated per the AIRS standards.
C.
The database will also be updated when there is a disaster warning or at the onset of
an event.
1.
All primary disaster records are checked for accuracy.
2.
Information specific to an event, such as the location of emergency shelters, is
entered at the onset of the event and as changes occur.
D.
Additional information is entered into the database as it becomes available.
E.
Inclusion/exclusion criteria may be modified to meet the needs of the public in a
disaster.
SAFETY AND WELL-BEING OF STAFF AND FAMILIES
2-1-1 is critical to our community during a disaster, just as 911, hospitals, police, fire
departments, and other agencies are critical. It is imperative that all IN211 staff, volunteers, and
management personnel understand the commitment that is implied by becoming a member of the
2-1-1 system in Indiana.
32
I. Staff and their families’ safety and well-being
A.
Connect2Helpwill attempt to balance C2H needs with the needs of staff members
and their families by being flexible and making necessary feasible accommodations
while maintaining 24 hour operations whenever possible.
1.
Staff that is already at work needs to remain at the work site (or, if the
building is damaged, at the designated alternate site when requested) and
await further instructions.
2.
All staff members will be given an equal opportunity to check on their
families and their homes as soon as possible.
B.
C2H has designated 765-742-0244 at the Lafayette Crisis Center as the out-of-area
report-in line telephone number to use in an emergency. (N.B. UWSWI uses C2H
as their out-of-area report-in line, and they dial into our SOD line.) The out-of-area
report-in line is designed so that staff and staff’s families can use it to report on
their situation and needs immediately following a disaster. The designated out-ofarea report-in center will use the checklist on Appendix G for recording information
regarding calls received.
C.
In the event of a disaster, vacations may be postponed. However, if staff members
need to take time off to see about home repairs or similar recovery activities in the
weeks and months following the disaster, C2H will work with them to help make
that possible.
D.
C2H is committed to looking at available options in order to remove barriers that
interfere with the provision of normal and disaster-recovery service to the
community.
1.
II.
It is impossible to predict what barriers may result from a disaster. To
illustrate: some employees may not be able to get to the Center. Possible
accommodations might include arranging for staff to work at home or
alternative sites or compensating employees for increased travel time.
Stress debriefing
A.
It is recognized that working very long hours and dealing with members of the
public that are under extraordinary stress produces stress among helping personnel.
B.
C2H may use the stress debriefing services of a designated mental health agency
following the event (and during) if needed.
33
III.
Home preparedness plan
A.
Everyone should have an emergency plan for his/her home. This is especially
important for people who will be called on to respond to the public’s needs in case
of a disaster. C2H staff can help minimize their personal problems and maximize
their ability to respond effectively by developing, in advance, an emergency plan
for their homes.
B. A good emergency plan should include a strategy for reuniting the family, including
an out-of-state telephone number, which family members can use to contact each
other if local lines are overloaded. The selected contact should live far enough away
that they would be unlikely to be directly affected by the same event, and they
should know they are the chosen contact. Make sure every household member has
that contact’s, and each other’s, e-mail addresses and telephone numbers (home,
work, pager and cell). Leave these contact numbers at your children’s schools, and at
your workplace. Your family should know that if telephones are not working, they
need to be patient and try again later or try e-mail or phone text messages. Many
people flood the telephone lines when emergencies happen but e-mail and phone text
messages can sometimes get through when calls don’t.
C.
An emergency plan also includes having an adequate supply of food, water, and
medications to sustain all members of the family (including pets) until help arrives.
1.
D.
The general rule is that households should be prepared to be self-sufficient for
at least 3 days wherever they are.
Home preparedness means having good snow removal equipment, salt, and other
similar supplies and a vehicle in good working condition that can be counted on to
get you to work, regardless of weather conditions or other obstacles.
34
THE INCIDENT COMMAND SYSTEM
Connect2Helpwill utilize the Incident Command System (ICS) during the response phase of a
major disaster. As soon as practical, the organization will go back to its normal operation. The
Emergency Manager, or a designated alternate in his/her absence, shall function as the Incident
Commander for 211 Centers during a disaster.
The Incident Command System for C2H
Emergency Manager
Lynn Engel
 Oversee all emergency
activities
 Determine scope of C2H
mission in this disaster
 Determine
possible sources
of reimbursement
for expenses
 Develop plan for
long-term work
 Respond to Media
requests
Planning
Elizabeth Radcliff
 Activate
and maintain
disaster database
 Review info
and determine
credibility
Operations
Shari
Morgan
Shari
Morgan
 Oversee the provision
of services on-site and
off-site according to
plan
 Coordinate
all emergency
services and personnel
Liaison
Charlotte Shoulders
 Liaison with City/County
 Liaison with VOAD
 Liaison with United Way
and other community
partners
 Liaison with other
agencies involved
in disaster assistance
 Liaison with media
Logistics
Joy Owen
 Determine training
materials needed to
implement plan
 Assist the
Operations Manager
with staffing needs
Finance
Sharon Woloshin
 Maintain
all financial
records relating
to emergency
 Procure materials
needed to implement
plan
 Provide timely expense
reports
35
The ICS organization table offers several advantages for the response phase of emergency
operations. It is simple, flexible, and intuitive. It provides a common terminology that we can
share with our partners, thus facilitating communications among us in the midst of the confusion
of a disaster. It also gives us a common terminology with the government agencies that we will be
working with in the emergency support phases following a major disaster. Finally, it will offer a
universal method we can use to make subsequent checklists to ensure that we are considering the
basic functions our organization needs to do effective work in the context of a fast-breaking
disaster. Note that in small organizations, one person may fill more than one role.
36
DUTIES
&
RESPONSIBILITIES
OF STAFF
MEMBERS
37
THE EMERGENCY MANAGER
Lynn Engel
I. The Emergency Manager
II.
A.
The Emergency Manager (EM) will be the primary or alternate person named in the
checklist unless he/she makes another appointment for operational reasons.
B.
The Emergency Manager will handle all press conferences, TV appearances, and
print interviews as the Center’s representative, unless this responsibility is
delegated to another staff member.
C.
The Emergency Manager may designate another staff person to carry out any of the
following tasks, but the responsibility for the task remains with the EM.
The Emergency Management Team
A.
The Emergency Management Team is composed of the Managers of the other ICS
functions and anyone else the EM brings in to help with management and
coordination of tasks.
B.
The Emergency Management Team is a different group than the C2H Disaster
Response Committee (DRC).
C.
D.
1.
The Emergency Management Team meets during times of emergency to keep
members informed of events pertaining to the crisis and, within C2H, makes
decisions and determines plans of action.
2.
The DRC is a permanent standing committee that provides technical and
administrative support before, during, and after disaster operations.
3.
The DRC is made up of those individuals, both Board Members and Staff,
assigned by the C2H Executive Committee.
The Emergency Manager will personally (or designate someone to) prepare the
agenda and facilitate meetings of the Emergency Management Team.
1.
All members of the team that are available should meet, even if other
members are not available. The people present will make decisions on
emergent matters.
2.
Meetings should be brief and task-oriented.
The Emergency Management Team may meet from one to three times per day
during an emergency situation, until the Emergency Manager declares an end to the
emergency.
38
III.
Prior to any Emergency or Disaster event, the Emergency Manager will personally
perform or delegate responsibility for and maintain oversight of the following
activities:
A.
Enter into commitments/agreements/understandings with other agencies, such as
INVOAD, Red Cross, and Salvation Army.
B.
Enter into commitments/agreements/understandings with the EMA.
C.
Convene the Disaster Response Committee on a quarterly or as-needed basis.
D.
See that C2H has taken the steps that are necessary to establish a relationship with
their telephone service provider to ensure that the organization is given high priority
for continued phone service in times of disaster.
E.
See that C2H has the ability to reroute calls to another location (e.g., via IN211
Partnership, to cell phones, to I&R Specialists answering calls from their homes, or
to another local agency or an I&R service out of the region with which the C2H has
an MOU) if their own business site is not accessible.
F.
Assure that C2H has conducted an assessment of its facility to identify equipment,
connections and other resources that may be vulnerable under emergency
conditions and has taken steps to mitigate the situation, such as moved computers
and telephones that are located on the floor to safer locations.
G.
Sees that, if possible, C2H has an Uninterruptible Power Supply (UPS) on all
critical systems for short-term recovery in the case of a power failure.
H.
Sees that, if possible, C2H has an emergency generator or other power back-up that
will allow continued operations on a longer term basis during a power failure. The
Emergency Manager will need to determine the length of time the back-up power
supply will operate and inform staff regarding the components of the organization’s
operations (which computers, telephones, etc.) that it will power.
J.
Assures that C2H has back-up systems for their telephones (such as one or more
analog lines, cell phones with charged and spare batteries, or two way battery
operated radios) to ensure ongoing access in situations where there is no local
electricity. Private Branch Exchange/Automatic Call Distribution systems
(PBX/ACD systems) rely on a central computer that will fail when local electrical
power to the system is cut off. High capacity Uninterruptible Power Supplies (UPS)
and emergency power generators connected to the PBX/ACD telephone system can
also meet this requirement.
K.
Sees that C2H has T1 lines from multiple central offices, where possible.
39
IV. Technical coordination of Computer Resources and Telecommunications Resources
V.
A.
The person(s) responsible for Computer and Telecommunications Resources (for
purposes here, called the Network Administrator and/or Communications
Technology Consultant) will determine the operational status of the computer and
telephone networks, report to the Director of Operations and the Emergency
Manager and take the necessary steps to make the systems operational or to devise
work-arounds.
B.
The Network Administrator and the Communications Technology consultant will
coordinate with the Logistics Manager and the Director of Operations, should the
need arise to work at one or multiple off-site locations.
C.
The Network Administrator will inform the Emergency Liaison if he/she will need
outside help to prepare computers. In that case, the Emergency Liaison may request
assistance from the appropriate agency, including from the county through the
EOC.
Once an event occurs, the Emergency Manager will personally perform or delegate
responsibility for and maintain oversight of the following activities:
A.
Manage the overall emergency response.
B.
Initiate emergency operations.
C.
Determine the level of the disaster based on information provided by the Office of
Emergency Management and other sources.
D.
Mobilize C2H resources and divert resources from normal operations.
E.
Run Emergency Management Team meetings.
F.
Make policy-level decisions, with the assistance of the DRC and/or Executive
Committee when necessary, to direct the development of a specific plan to guide
C2H’s work in the emergency.
G.
Authorize activation of the use of 2-1-1, or another number, as the Emergency
Information Hotline to the public after reaching agreement on information to be
relayed from requesting party or parties (EMA, ISDH, Mayor’s office, etc.).
H.
Implement the relocation plan if the main facility is not operational.
I.
Supervise the ICS Functions: (Management, Operations, Planning, Logistics and
Finance).
J.
Communicate with IN211 and other Centers as appropriate.
K.
Supervise maintenance of the disaster activity log.
40
L.
Approve all new commitments/agreements and changes to existing commitments/
agreements with other agencies.
M.
Approve and authorize the release of any disaster and/or C2H related information to
the media (this includes all forms of media).
N.
Approve
a
plan
to
end
the
response
phase
of
the
event.
41
THE EMERGENCY LIAISON
Charlotte Shoulders
I.
Internal Responsibilities
A.
The Emergency Liaison (EL) will assist in gathering information about the nature
and extent of the disaster.
1.
B.
The Emergency Liaison works with the Finance Manager to obtain personnel and
materials needed for the disaster work.
1.
II.
Information will be obtained from all sources available, including emergency
management offices and media.
The Emergency Liaison will use established contacts with government and
private sources.
Inter-agency responsibilities and relationships
A.
The Emergency Liaison will keep an updated calendar on community meetings that
address plans for disaster preparedness, mitigation, response, relief and recovery
and will monitor statewide, multi-state or national disaster exercises as appropriate.
B.
As soon as possible after an Emergency situation is declared, the Emergency
Liaison will initiate contact with EMA’s Emergency Operations Center.
1.
C.
He/She will inform them that C2H is mobilizing and inform them as to when
we expect to be ready to respond to requests and/or calls.
The Emergency Liaison coordinates with the County Office of Emergency
Management in activating the Emergency information hotline once approval has
been received by the EMA office.
1.
The Emergency hotline is a county function operated by C2H as a part of the
county disaster response team.
2.
C2H controls the specific content and presentation on the Emergency Hotline.
3.
Precise information, such as phone numbers, will be faxed to the Emergency
Management Agency Office as well as communicated by telephone as a check
for accuracy.
42
III.
Media
A.
The Emergency Liaison will release normal information to the media upon
authorization from the Emergency Manager as pertains to the Center’s operations.
B.
When a Joint Information Center (JIC) is activated, the Emergency Liaison (or
alternate designee) may report to the established JIC and function in concert with
other public information representatives of the country’s emergency response
agencies. This coordinated effort will ensure the “one voice-one message” concept
is maintained in an effort to educate the public and mitigate any rumors.
C.
The Emergency Liaison will prepare statements and procedures to instruct C2H
personnel when dealing with the media.
D.
The Emergency Liaison will receive prior permission from C2H personnel and
volunteers before allowing them to be photographed or interviewed.
43
THE PLANNING MANAGER
Elizabeth Radcliff
I. Disaster Database Creation Prior to an Event
A.
Action Plan for creating the Disaster Database
1.
2.
The Planning Manager is responsible for developing a detailed Action Plan
guided by the Emergency Manager’s policy decisions.
a.
The Action Plan will include specific goals and timelines.
b.
The Action Plan will go to the Finance Officer for cost analysis if the
Emergency Manager deems it appropriate.
c.
The ability to access the resource database (e.g., via the Internet, a standalone single user copy of the database on a laptop, a directory or other
print version) in times of emergency if C2H’s standard database
program is not accessible will be part of the Action Plan. (Refer Users
see Appendix I)
The Action Plan will be reviewed on a schedule determined by its timelines to
see if goals are being met.
a.
B.
If any goal is not met on time, a new timeline must be established, the
goal must be modified or the goal must be abandoned.
Disaster Database
1.
The Planning Manager supervises the activation of the standing pre-disaster
database when an emergency situation occurs. The pre-disaster database will
include a ‘Disaster Tag’ (Contact Marker) within the inquirer data collection
field so that calls, needs, referrals and unmet needs related to the disaster can
be designated in reports.
2.
Resource personnel are assigned to review the standing pre-disaster database,
verify all records and update records with specific information (e.g., location
of emergency shelters).
44
3.
The Planning Manager supervises the gathering of special resource
information relevant to disaster/emergency assistance.
a.
C.
II.
III.
Inclusion/exclusion of criteria will be reviewed and modified if
necessary.
The Resource Department will use the C2H database and other sources to identify
agencies providing emergency services.
Disaster Database after an event has occurred:
A.
Resource staff will scan the various media for information about the situation and
about potential resources. All information taken from broadcast media will be
verified before being disseminated either internally or externally.
B.
Resource staff will contact key agencies in the community to learn what special
services, policies or procedures they may institute.
1.
Resource staff will identify organizations responding to the specific
emergency in ways different than their day-to-day mission.
2.
All information will be verified before release except for critical types of
resources from reliable sources, which may be released prior to verification
(but in any case will be verified as quickly as possible). (Refer Users see
Appendix I)
a.
This resource information will be disseminated to the phone room and
management using the most effective combination of computer, dry
erase boards and/or hard-copy methods.
b.
Updates will be issued as often as necessary to ensure that Specialists
have accurate and current information.
c.
Any change that will be valid for two (2) hours or more must be added
to the database within 30 minutes of verification.
C.
The Planning Manager will assign research projects to locate information and
resources in response to off-site staff requests, where appropriate, and inform the
Operations Manager of findings.
D.
The Planning Manager, along with the Liaison, will oversee the incorporation of
verified information from the field in bulletins disseminated to line staff and other
agencies.
Disseminating disaster-related information
A.
Disseminating disaster-related information internally and externally is an
Operational Function. The Liaison will assist with this function.
45
B.
C.
The Planning Manager, Operations Manager and the Liaison will pull together
information concerning the emergency situation from as many reliable resources as
possible.
1.
The Planning Manager, along with the Emergency Liaison, activates
information exchanges with the United Way, the American Red Cross, the
Salvation Army, and other agencies as assigned.
2.
The Planning Manager, along with the Emergency Liaison, establishes ad hoc
links with key agencies not in a pre-established communications tree.
Where possible, the Planning Manager will transfer data using the most automated
system, whether fax modem or computer message board, including Refer, or Web
EOC.
1.
The Planning Manager, Operations Manager and the Emergency Manager will
develop a permanent distribution list for information bulletins that should be
maintained through tests at least once each 6 months.
2.
Temporary deletions from the distribution list (for example, if an agency
requests to be taken off the list toward the end of an event) should be made in
a temporary file, leaving the permanent list intact.
3.
The I&R service enables staff from other agencies to use the resource database
to provide service delivery or resource database maintenance support by using
the Disaster Services section of the AIRS/211 LA County Taxonomy of
Human Services to index disaster-related services. Additional classification
structures such as keywords may supplement the Taxonomy, but must be
connected to the Taxonomy rather than functioning as independent indexing
systems.
46
THE OPERATIONS MANAGER
Shari Morgan
I. Operations
A.
Preplanning: The Operations Manager will assure that C2H has the ability to
reprogram its phone lines and data network remotely.
B.
A plan for phone room and Supervisor-on-Duty staff reporting will be
developed by or under the direction of the Operations Manager or, in his/her
absence, by the Logistics Manager.
1.
The plan will be developed as quickly as possible, and no later than 6 hours
into the event.
2.
If the local telephone system is operational, but severely overloaded, the plan
will be entered into the back-up out-of-area report-in system at the Lafayette
Crisis Center.
a.
C.
Both the local and out-of-area emergency phone systems are two-way
systems, allowing staff to receive instructions and leave a message about
when they will report in.
3.
The Operations Manager will assign a staff person to monitor the emergency
phone systems (local and out-of-area) for messages about staff that can and
cannot report to C2H.
4.
The Operations Manager will work with all departments to provide the needed
staff and equipment to allow C2H to function in the event of emergency or
disaster. The Operations Manager may increase hours of staff and volunteers
or recruit help from other 2-1-1 Centers to meet this requirement.
5.
The Operations Manager will coordinate all phone room staff activities.
6.
The Operations Manager will develop and maintain work schedules.
If the telephone system is not functioning, C2H staff that are not on the “Alert
and Notification” chart (Appendix O) should not report to work until they are
contacted. Staff listed on the “Alert and Notification” chart and all Resource
staff should report to C2H as soon as possible.
1.
Instructions will be placed on the C2H system, on the out-of-area system if
conditions warrant, and an attempt will be made to contact each staff person at
his/her designated telephone number.
47
D.
If Non-Refer Specialists are working out of their homes or from other sites,
plans will be made to provide them with resource updates at least once each
day. Ad hoc plans may be developed to meet the special conditions of the
emergency, such as computer updates, having workers pick up resource
information at C2H, receiving information from a remote telephone menu
system, or receiving it database access at home or other locations. (Refer Users
see Appendix I)
E.
Activating the regional disaster communications network.
1.
F.
As soon as possible after an Emergency has been declared, Web EOC will be
activated and monitored by the Operations Manager or his/her designee.
Local Assistance Centers: When a community emergency affects the C2H service
area, at the Operations Manager’s discretion, the following protocol will be utilized
to gather, update and distribute information about emerging resources in the
immediate aftermath of the event. (Non-Refer Users must create their own policies)
1.
A 2-1-1 Resource Specialist may be pre-assigned to serve as the liaison in the
affected community’s local assistance center(s) (LAC).
2.
If requested by Community Partners, Connect2Help may prepare a specific
resource sheet for a locality, a certain disaster, or a single partner. The
resource sheet includes the following:
a.
Connect2Help’s logo.
b.
Date and time of publication.
c.
Description of resources, including agency name, address, phone
number, hours, eligibility criteria.
3.
Resource sheets are emailed to the requestors as required.
4.
Resource sheets may also be distributed per the following:
a.
Distribution to response agencies participating in the community’s
Emergency Operations Center who have no internet access.
b.
Email to 2-1-1 partner agencies.
c.
Email to media outlets as appropriate.
48
G.
Situation Reports (SIT REPS)
1.
The Director of Operations supervises the gathering of information for the
preparation of SIT REPS about C2H, its clients, and the area.
a.
SIT REPS (reports periodically updated to reflect the current status of a
disaster) are used for internal planning and provided to other
organizations via the Emergency Liaison.
b.
The Liaison writes the SIT REPS a minimum of once per day throughout
the emergency/disaster situation.
c.
After approval of the SIT REP by the EM, the Liaison will provide the
information, as needed, to other organizations.
49
THE LOGISTICS MANAGER
Joy Owen
I.
Logistics Management
A.
II.
III.
IV.
V.
Staff
A.
The Logistics Manager will keep in contact with all C2H staff, including those in
the office, working from home, working at another site or waiting at home.
B.
The Logistics Manager will assure that C2H has an alternative phone number in a
different location for staff to access C2H in case of an emergency that makes the
regular phone lines inaccessible.
Transportation
A.
The Logistics Manager will keep apprised of, and relay transportation issues, both
to the C2H main office or other sites, if necessary.
B.
If necessary and appropriate, the Logistics Manager will arrange transportation for a
needed Specialist who is unable to get to the office or alternate site on his/her own.
Care and Shelter
A.
The Logistics Manager will determine whether staff will be going to and from their
home to the worksite or if accommodations need to be made on site.
B.
The Logistics Manager will arrange for food and sleeping facilities when necessary.
Reimbursement
A.
VI.
The Logistics Manager will maintain all staff records.
The Logistics Manager will keep and provide detailed lists, records and receipts to
the Finance Officer.
Staffing the main facility and off-site locations, including federal/state information
centers, shelters and feeding stations
A.
If staffing of field locations is requested by the Emergency Management Agency
Office, FEMA, Red Cross, etc., the Emergency Liaison will determine how many
sites are involved, their locations, estimated number of clients to be served at each
and an estimate of how long each site will be operational and report this
information to the Operations Manager.
50
VII.
1.
The Logistics Manager or designee will schedule staff for off-site locations,
taking into account language and any other special needs.
2.
To the greatest extent possible, staff will be assigned to off-site locations on a
volunteer basis.
3.
Where possible, staff will be assigned to work in their home communities.
The Logistics Manager will, with the Operations Manager and the Emergency
Manager, determine when to activate the Emergency Volunteer Corp.
A.
Once the decision if made to activate the Corps, the Logistics Manager will follow
all notification and training protocols.
1.
The Logistics Manager will work with the Operations Manager to determine
schedules needed.
51
THE FINANCE OFFICER
Sharon Woloshin
I.
II.
Function
A.
The Finance Officer is responsible for obtaining any equipment needed for the
event.
B.
The Finance Officer will maintain a record of all items purchased, including a
description of why the item is needed and where and how it will be used.
C.
The Finance Officer will keep a copy of all receipts, invoices, contracts or other
financial records.
D.
The Finance Officer will work closely with the Emergency Liaison to obtain
equipment and supplies from outside sources as needed.
E.
It is the responsibility of the Finance Officer to make certain contact information on
all C2H employees is accurate and up-to-date.
Activation of the Event Cost Accountant Function (ECA)
A.
The ECA function will be activated as soon as C2H goes on emergency status.
B.
The ECA will receive and keep copies of all records of financial transactions
related to the event.
C.
The ECA will maintain payroll information that may be needed for reimbursement.
1.
This includes details of overtime worked such as exact hours (not just number
of hours), where and what service was provided during these hours.
2.
This also includes all payroll, transportation and per diem information for any
loaned staff received through mutual aid.
52
III.
Coordination with Office of Emergency Management for reimbursement
A.
IV.
As soon as possible after the beginning of an event, the Finance Officer will contact
the county local Emergency Management Agency Office to inquire about possible
reimbursement for event-related expenses.
1.
The Finance Officer will seek assurance that costs will be reimbursed.
2.
If reasonable assurance is not forthcoming from the Emergency Management
Agency Office within 72 hours after the start of an event, the Disaster
Response Committee will be convened to discuss the budget implications of
operating without recovery of extraordinary expenses.
Standing cost recovery plan
A.
The Finance Officer will develop a cost recovery plan to be activated in event of an
emergency.
1. The plan will include formulae for computing emergency-related expenses and
forms to be used to capture accurate cost figures.
V.
Instituting the cost recovery plan
A.
If C2H suffers losses or damage to its facilities or equipment, the Finance Officer
will immediately take steps to recover losses from FEMA.
1.
VI.
Loss or damages need to be documented thoroughly, including narrative
information and photos, before any cleanup is done.
B.
The Finance Officer will work with the Logistics Manager and the Operations
Manager to ensure that all needed data are being recorded.
C.
The Finance Officer will obtain updated information on cost recovery from
government and non-government sources.
D.
The Finance Officer will gather information about possible sources of
reimbursement from foundations, corporations and government organizations.
The Finance Officer will maintain narrative records of non-dollar matters that are
relevant to cost recovery (such as dates that off-site locations are staffed).
53
EMERGENCY
PROCEDURES
Emergency procedures will vary from location to location, and individual issues and safety
concerns must be addressed based upon such items as: building location, owner or tenant, multistory occupancy, number and type of fire and security alarm systems, special needs personnel,
paid and volunteer staff available to perform mandatory functions, etc. Consequently, these
guidelines are general in nature, and specialized local procedures must be identified and put into
an emergency plan after consultation with various emergency response officials and the
individual building owners, where appropriate.
ACTIVATING THE EMERGENCY PLAN
I.
Who Activates The Emergency Plan?
A.
This Emergency Plan will be activated when a disaster significant enough to cause
widespread damage occurs, a Level 3 (see level descriptions in detail under
DISASTER ASSUMPTIONS) or higher emergency is declared by the Center, or
when an Emergency significantly impacts C2H’s services of its client population.*
B.
As soon as it is clear that an emergency event has occurred, this Emergency Plan
will be activated by the members in the order shown on the attached “Alert and
Notification” chart from Appendix O.
C.
Once the Emergency Plan is activated, the IN211 Executive Director should be
contacted and advised of the nature and extent of the emergency so that necessary
procedures within the 2-1-1 system may be activated.
1.
The IN211 Executive Director must be notified for any time that a Center’s
operations are disrupted for more than two (2) hours. The Center’s Emergency
Manager and the IN211 Executive Director will determine re-routing
contingencies and communications within the 2-1-1 system, if needed.
2.
For service disruptions lasting more than fifteen (15) minutes but less than
two hours, the Center is to report each incident to the IN211 Executive
Director.
54
D.
If C2H is determined by the Emergency Manager to be unavailable to receive 2-1-1
calls, the IN211 Executive Director may initiate re-routing of calls through the
current 800 service phone provider routing system to another IN211 Center or
multiple Centers. IN211 has the capacity to route all or a percentage of C2H’s 2-1-1
calls to other IN211 Centers or other specified termination numbers (such as I&R
Specialists working from home) during an emergency.
* C2H Staff will be alerted to the situation by on-site personnel by first notifying those in the
building at the time the disaster occurs and then by using the “Alert and Notification” chart from
Appendix O.
EMERGENCY SHELTERING-IN-PLACE
Evacuation of residents from certain areas affected by fires, or the hazardous release of toxic
fumes and gases is often necessary to prevent injury or death. The decision to evacuate is a
complex situation. Often, however, sheltering-in-place is a viable alternative to an evacuation,
unless certain factors such as wind shift or specific site conditions mandate an evacuation at the
time of the incident. Airborne toxins can move downwind so rapidly after release that there is no
time to evacuate personnel. For short-term releases, most air borne clouds of vapor will move
past rapidly and therefore the most prudent course of action might be to remain indoors, with the
doors and windows closed and any heating or air conditioning units shut off.
In-place sheltering may therefore be a sensible course of action in those cases where the various
risks associated with an evacuation (changes in wind direction and velocity, unknown
concentration levels of the toxic substance, route of egress is directly in the path of toxic
substance, etc.) are outweighed by the benefits of remaining indoors and sheltering-in-place.
The decision whether to evacuate or shelter-in-place is a serious one, and wherever
professional emergency response agencies or elected officials have given specific
instructions, their advice should be followed in a timely manner. DO NOT DIAL 911 AND
TIE UP THEIR LINE UNLESS YOU HAVE A LIFE THREATENING EMERGENCY.
General Guidelines for Sheltering-in-Place
Below are general guidelines to use in those cases where a shelter-in-place decision has been
made; following these guidelines does not ensure that this type of protective action will eliminate
toxic vapors in all instances:
1.
Close all doors leading to the outside and close and lock all windows.
2.
Seal gaps under doorways and windows with wet towels. If the suite AC is off,
but cooling is being maintained in the server room for the sake of operations,
remember to seal the crack under the server room door.
3.
Seal areas around the windows and doors with duct tape or something similar.
55
4.
Where possible, have building maintenance personnel prepared to shut off all
ventilation systems to the outside and re-circulate 100% of inside air. In any
event, insure outside air systems are shut off.
5.
If it is necessary to turn off all heating or air conditioning units, notify the
Operations Manager to bring down the agency’s servers.
6.
If time permits, cover food. Sealed containers of food are safe to eat and city
water is safe, unless told otherwise by health officials.
7.
To prevent injury from outside explosions, close window blinds, shades or drapes
and stay away from them to prevent injury from any flying glass.
8.
Seek out an inner room at the highest level of the building where typical
sheltering-in-place procedures can be most effective and be prepared to repeat the
procedures to seal this area.
9.
Ensure you have access to a portable radio/TV to receive an Emergency
Broadcast channel or regular commercial news station reports for up to date
information.
10.
If you detect the presence of any toxic vapors inside, fold a wet cloth over several
times offering several layers of protection and hold the cloth over your nose and
mouth to protect your breathing.
11.
Do not attempt to pick up children in school; they will be cared for in school in
accordance with their existing emergency plans.
12.
If you are disabled, make advance preparations with someone in your area or an
adjoining tenant area who can assist you with necessary safety precautions.
EMERGENCY EVACUATION
The first consideration facing a decision to evacuate is to determine whether an evacuation is
necessary. This decision is initially based upon the type of incident you are faced with. In the
case of a fire on the premises and in the immediate area of your personnel, an evacuation of the
building is not only prudent, but also immediately necessary. In the instance where a decision to
evacuate is based upon a toxic substance release, a comprehensive effort should be made to
identify both the nature and circumstances of the release and its subsequent effect on the people.
As previously mentioned under sheltering-in-place, if an extremely hazardous substance is
drifting in a cloud through the area your building is located in, leaving the protection of your
building could be more dangerous than taking the necessary safety precautions and sheltering-inplace.
56
If an evacuation is called for in your community, local officials and/or emergency response
personnel will provide information via radio and television broadcasts, except in those instances
where an immediate evacuation is necessary due to an emergency such as a building fire. Please
note that since Connect2Help is a lessee at 3901 N. Meridian Street, it is not the responsibility of
C2H staff to seek, shut off or monitor building gas, electricity or water. Any issues regarding
these utilities should be reported to Hokanson, Inc., the building managers, as quickly as
possible. (See BUILDING SECURITY)
The decision whether to evacuate or shelter-in-place is a serious one, and, wherever
professional emergency response agencies or elected officials have given specific
instructions, their advice should be followed in a timely manner. DO NOT DIAL 911 AND
TIE UP THEIR LINE UNLESS YOU HAVE A LIFE THREATENING EMERGENCY.
Numerous factors are considered by emergency response personnel (law enforcement, fire and
emergency medical service) and elected officials in advising you whether to evacuate or shelterin-place. For example, if the evacuation decision is based upon the release of a hazardous
material, physical and chemical characteristics of the release must be known as well as the health
effects that will result from exposure prior to, during and after the evacuation. Atmospheric
conditions (wind direction and speed, temperature, moisture, air dispersion conditions and time
of day) also affect the decision whether or not to evacuate.
Additional areas of concern when determining whether or not to initiate an evacuation include:

How many people in the building or area need to be evacuated?

Where they are located?

What is their degree of mobility?

How many persons will require special assistance due to a disability?

How many (and what type of) transportation vehicles are available to evacuate in
a timely manner?
Should an evacuation be determined to be required, the evacuation should be conducted in a
well-coordinated, timely and safe manner.
EVACUATION OF THOSE NEEDING ASSISTANCE
All individuals working in this facility share in the responsibility of helping others. Due to injury
and/or illness, an individual not normally perceived to be physically challenged may need
assistance in evacuation circumstances.
57
PLANNING IN ADVANCE FOR AN EVACUATION
The first step in preparing to evacuate your facility at some future date and ensure your personnel
regroup safely at a pre-established location is to perform the following tasks:
1.
Determine the specific nearby area to evacuate to. Consider security concerns of
the selected location, keeping in mind the time of day or night evacuation might
be necessary. (see SPECIFIC EMERGENCY EVACUATION INSTRUCTIONS)
2.
Establish instructions to give each of your personnel on how to evacuate and
where to report. Advise all personnel that they must report to this location and
remain there so an accurate count can be established to ensure all people are out
of the building.
3.
Have a procedure for advising local emergency response personnel if any person
is determined to be missing and possibly still inside.
4.
Establish procedures to evacuate special needs personnel. (See EVACUATION
OF THOSE NEEDING SPECIAL ASSISTANCE)
5.
Establish an alternate location (out of immediate area) and ensure that adequate
transportation is always available in the event a hazardous substance requires an
evacuation to several blocks/miles from your building.
The second step is to consider the procedures for when the decision is made to reenter and
reoccupy the building. This operation can be considered as a reverse evacuation, and issues need
to be considered, such as:
1.
Damage assessment and obtaining permission to re-enter the building: As a lessee
and not an owner of the property at 3901 N. Meridian Street in Indianapolis,
Connect2Help will rely upon a safety analysis and guidance concerning re-entry
from Hokanson, Inc., the building managers. (See BUILDING SECURITY)
2.
Use the Connect2Help published phone tree for notifying people that they can
return to their area of work.
3.
Prepare instructions to provide personnel for a safe return.
4.
Ensure transportation is available if needed.
5.
Advise personnel to report any lingering hazards (such as vapors or obstructions)
to emergency response personnel.
6.
Advise personnel to seek medical assistance if unusual symptoms develop or
persist due to toxic fumes from a fire or hazardous material release.
58
SPECIFIC EMERGENCY EVACUATION INSTRUCTIONS
Follow the instructions of on-site management. If safe to do so, take personal belongings with
you, as you may not be allowed back into the building.
I.
BUILDING EVACUATION INSTRUCTIONS FOR C2H (for Floor Evacuation
instructions see Appendix J)
Follow instructions of Hokanson or UWCI. If safe to do so, take personal
belongings as you may not be allowed back in.
A.
This facility is equipped with a fire alarm system and emergency lighting.
Fire alarms automatically notify the fire department. Fire department
personnel have access to any area of the facility. Any facility occupant has
the duty to activate the fire alarm should a fire be detected.
B.
When the fire alarm sounds, exit the building using the most efficient route.
If applicable, DO NOT ATTEMPT TO USE THE ELEVATORS. When
the alarm is activated, elevators automatically travel to the first floor. If you
are on the elevator when an alarm sounds, exit the elevator at the first
opportunity.
C.
In the case of emergency evacuation, all personnel should proceed to North
United Methodist Church across the street at the northwest corner of
Meridian and 38th.
D.
WALK (do not take car) to the evacuation meeting location
E.
PROCEED to North United Methodist Church across the street.
F.
CHECK-IN with the safety officer (do not leave). All managerial staff must
have cell phones with them during a Floor or Building evacuation. In the
event that one or more staff members do not check in, the decision may be
made to call 911 and submit a “missing person” report. This decision is not
made without the express approval of the Emergency Manager or the
Operations Manager.
G.
WAIT for instructions.
1.
UWCI staff and Hokanson staff (or applicable back-up staff) will assist
in the evacuation process with the specific assignments.
2.
Evacuation personnel will assist with the evacuation for each office or
floor, will assure their office area or floor is cleared and proceed to the
evacuation meeting place, to assure all personnel are accounted for.
59
II.
FIRE EMERGENCY
A.
B.
C.
D.
E.
F.
G.
III.
After an alert has been sounded to the staff of Connect2Help, it is important that a
building alarm and suite alarms be sounded. The building alarm is located on the
wall outside of the Connect2Help suite between our two entrances. The suite
alarm is set off by pushing both buttons on the Sonitrol pendent at the same time
& yelling “Fire!”
If at all possible – isolate the fire, as you evacuate, by closing doors between the
fire and the rest of the building.
If an employee sees a fire in the facility, their first duty is to alert other employees
to this fact. A call should be placed to 911 for a fire emergency as soon as it is
safe to do so, and an evacuation should begin immediately.
Employees should be aware that small fire extinguishers are located in the kitchen
on the wall, and in the phone center by the suite's southern exit on the wall and
are available for use by anyone. These are to be used for small, isolated incidents
only. It is NOT the employees’ responsibility to be a fire fighter.
Before attempting to use a fire extinguisher, the employee should be certain that
he or she is between the fire and the nearest exit and should be prepared to cease
trying to put out the fire and leave the building if the fire spreads or is not
immediately extinguished.
Employees should be instructed in the use of the acronym PASS for using an
extinguisher. It stands for "pull, aim, squeeze, sweep."
a. P – Pull the circular pin to the left of the handle and hold the
extinguisher upright.
b. A – Aim the hose at the base of the fire
c. Squeeze the handle – the extinguisher’s contents will spray out
d. Sweep the area – sweep the spray back and forth at the base of
the flames.
With the great amount of electrical equipment in the building, a fire will release
toxic fumes. Heavy smoke and poisonous gases collect first around the ceiling.
Stay below the smoke at all times. Cover your nose and mouth with a wet cloth
if possible. When approaching a closed door use the palm of your hand and
forearm to feel the lower, middle and upper parts of the door. If it is not hot open
it slowly. If it is hot to touch do not open the door – seek an alternate escape
route.
FIRE SPRINKLER SYSTEM
A.
IV.
This facility has a sprinkler system installed. In the event of a fire, heat will
activate the applicable sprinkler and water will be released. Although the water
may be rusty/dirty, it does not contain any chemicals that would cause anyone
concern.
CHEMICAL/BIOLOGICAL CONCERNS
.
posed:
The response to chemical/biological concerns will depend on the type of hazard
60
A.
B.
C.
V.
Building evacuation procedures may be employed for internal (inside the
building) chemical/biological releases.
Floor evacuation procedures may be employed for an external (outside the
building) chemical/building release.
Sheltering-in-place may be most appropriate alternative. See Shelter-in-Place and
Evacuation sections.
EXTENDED POWER OUTAGE
A.
B.
C.
In the event of a power outage in the building, the Connect2Help suite should
automatically have its power restored within 15-20 seconds by the generator
located on the southern side of the lot at 3901 N. Meridian Street, Indianapolis, IN
The Generator linked to the power in Suite 300, C2H is an ONAN Model DGA
5602281/R; Serial Number D030486917. It is maintained and re-fueled by
Indiana Power Service & Supply, Inc. (317-271-1672)
i. In the event of a momentary outage in the suite, all workstations not
directly connected to a UPS (battery backup power supply) will lose
power and once the generator restores suite power, will have to be restarted and the Specialist will need to re-log into the network.
ii. Desktop phones may or may not automatically reboot, requiring that
Specialists re-log into the system
iii. All network servers (including those supporting the phone lines and the
recording software) should remain fully functional during a brief outage.
Each of the C2H servers is attached to a UPS with the battery power
required to maintain power until the Generator transfer switch goes on.
iv. The C2H Generator maintains power to
1. Servers
2. Server room air conditioning unit
3. Lighting in the suite
4. Workstations, phones and multiple outlets throughout the suite.
v. The C2H Generator does not maintain power to lights in the hallways
beyond the suite or lights in the restrooms. (emergency lighting on battery
power normally keeps lights on for a period of 1-2 hours) Specialists are
encouraged to take a flashlight from the SOD desk or the cubicle on the
far southeast corner of the suite when leaving the C2H offices.
1. The Connect2Help generator also does not maintain power to the
building heating or cooling equipment
2. The C2H Generator does not maintain power to the doors of the
C2H Suite or the building doors with electronic locks. During an
extended power outage, all doors are automatically unlocked, and
remain unlocked until power is restored.
In the event that the generator for the suite fails to supply power in a timely
manner, it is imperative that Specialists contact a member of the management
team for additional instructions. Specialists should not evacuate the suite until
instructed to do so, or unless there is an additional threat. (i.e. fire)
61
FIRST AID/911 REQUESTS
I.
FIRST AID – The First aid kit is available in the kitchen cabinets, the lowest drawer, by
the refrigerator. Kits should only be used by those qualified to administer first aid.
II.
CPR – Individuals qualified to administer CPR are asked to inform facility staff, their
employer and co-workers should the need for CPR services arise. Do not hesitate to
request assistance from other staff or persons in the building.
III.
911 – Do not hesitate to call 911 if needed. However, alert Hokanson, the security guard
and the UWCI receptionist that a 911 call has been made. Facility personnel will
expedite medical/police personnel to the proper area and, if necessary, employ additional
security/safety measures.
a. IF POSSIBLE - send a C2H employee to the 1st Floor Guard
station to meet and direct the first responders if 911 is called.
b. FOR EMERGENCY CALLS AFTER SECURITY IS NO
LONGER AVAILABLE – Notify Sonitrol of the emergency by
pressing both buttons on the Sonitrol pendant (both found on the
east side of the 2 suite pillars in front of the SOD desk) and
announcing the type of emergency. Announce that Sonitrol must
give the 911 responders the code to the lock box on the 3rd floor of
the parking garage to allow them into the building.
BUILDING SECURITY
I.
II.
Hokanson is responsible for the development and administration of building security.
Hokanson may be reached at (317) 633-6300.
III.
The guard station may be reached at (317) 920-2599.
IV.
Always remember to activate both of the C2H panic buttons on the Sonitrol pendants
and, loudly and clearly, state the problem, what is going on, and the steps being taken so
the security company knows what is happening.
62
BOMB THREAT
If a bomb threat is called directly into C2H, the person receiving the call should remain calm and
take the following steps:
I.
II.
Try to make notes of the following information:
A. The exact words of the person making the call.
B. Best estimate of the age and sex of the caller.
C. Is the voice muffled or distorted?
D. Any accent?
E. Any background noise?
F. Does the voice sound familiar?
G. Exact time caller hung up.
H. If possible, record caller ID information.
Attempt to ask the caller the following questions, in this order:
A.
When is the bomb going to explode?
B.
What type of bomb is it?
C.
What does the bomb look like?
D.
Where is the bomb right now?
E.
Why did you place the bomb?
III. Record exactly what the caller replies. Remember that the caller might not answer your
questions but might give other helpful information.
IV. Immediately notify the Director of Operations or other management person so they can
evaluate the call.
If no management person is available, the person receiving the call should order an
evacuation, following the procedure for a fire.
V. AFTER EVACUATING THE BUILDING – CALL 911
63
If a bomb threat against C2H is received by the Police:
 Be sure their instructions are clearly understood.
 Follow their instructions.
 Follow their time schedule evacuation.
If a bomb threat against C2H is received from the media or other non-governmental
source:
 Find out if they have called the police.
 Record or make careful notes about their message.
 Call Police.
 Once in contact with the police, follow their instructions, as above.
If a bomb or incendiary device is thrown into the building:





Evacuate the building following the procedure for a Fire.
If there is time, make a quick search of the building, looking for anything suspicious.
Pay careful attention to the outside of the building and to restrooms.
Any unknown package is suspicious.
Do not touch suspicious packages, report description and location to the authorities after
exiting the building.
In case of an explosion from a bomb or other causes:









Get out of the building as quickly and calmly as possible unless items are falling off of
shelves or from the ceiling in which case you should get under a sturdy table or desk until
the situation stabilizes.
If there is a fire, stay low to the floor and exit the building as quickly as possible.
If you are trapped in debris, use a flashlight if you can locate one.
Stay where you are so you do not kick up dust.
Cover your mouth with a handkerchief or clothing.
Tap on a pipe or wall so rescuers can hear where you are.
Use a whistle if you have one. Shout only as last resort – shouting can cause you to inhale
dangerous amounts of dust.
Untrained persons should not attempt to rescue people who are inside a collapsed
building.
Wait for emergency personnel to arrive.
64
ALERT AND NOTIFICATION
Name
Normal Operations
ICS Function
Contact Information
Lynn Engel
President/CEO
ICS Emergency
Manager
(317) 789-8600
Office
(317) 402-9137
Cell
(317) 919-5543
Alternate Cell
lengel@Connect2Help.org
Charlotte Shoulders
Manager, Training
Education Services
Elizabeth Radcliff
Manager,
Resource
ICS – Planning
Database Services
Shari Morgan
Director of Operations
Joy Owen
Manager I&R and Crisis
ICS – Logistics
Services
Sharon Woloshin
Staff Accountant
Vi Donoho
Board
of Directors
Member
&
Disaster DRC Chairperson
Response Committee Chair
and ICS -
Emergency
Liaison
ICS – Operations
ICS - Finance
(317) 789-8606
Office
(317) 358-1855
Home
1-317-358-1855
Cell
cshoulders@Connect2Help.org
(317)735-7585
Office
(317)299-4922
Home
(317) 319-5662
Cell
(317) 690-9869
Alternate Cell
radcliff@Connect2Help.org
(317)735-7593
Office
(317) 753-7323
Cell
(317)733-3783
Home
smorgan@Conncect2Help.org
(317)735-7588
(765)526-2645
(317) 506-9089
jowen@Connect2Help.org
Office
Home
Cell
(317) 735-7583
Office
(317) 485-7252
Home
swoloshin@Connect2Help.org
(317) 276-6750 Office
(317) 224-8251 Cell
v.donoho@lilly.com
65
STAFF REPORT-IN POLICIES AND PROCEDURES
All Staff with specific emergency response responsibilities (everyone on the “Alert
and Notification” chart and all resource database personnel), if not already at
work, should report to C2H as soon as possible after becoming aware that an
emergency situation exists and meeting family and home needs. These staff should
not wait for specific instructions.
I.
A.
They should be prepared to work long shifts. This might include bringing necessary
medications and food supplies with them.
B.
Any person on the roster who cannot respond immediately should report in as soon
as possible, using a direct call to the administrative line, the staff report-in line or
the home or cellular phone of another person on the roster, whichever proves most
effective in the situation.
1.
II.
All staff not at work are responsible for contacting C2H to receive
instructions about where and when to report for emergency response duty.
Staff not on the Emergency Roster – procedure for checking in
A.
If the telephones are working, dial: 317-920-4850 x254, or 2-1-1.
B.
If it is not possible to get through to C2H within one hour, staff should call the outof-area report-in line.
C.
After hearing the instructions, staff should leave a message detailing their situation
and response ability.
III. If the telephone system is not functioning, personnel that are not on the emergency
operations roster should not report to work until they are contacted.
A.
The Logistics Manager or designee will attempt to contact each staff person at
his/her home telephone number or cell number.
1.
B.
It is the responsibility of each staff member to ensure that his/her correct
telephone number is on file.
Any staff person not contacted within 24 hours after the onset of the event should
continue to try to check in through the telephone system until they are successful.
66
RE-ROUTING OF C2H’S 2-1-1 CALLS
When an IN211 Center is determined to be unavailable or unable to receive and handle incoming
2-1-1 calls, the IN211 Executive Director may re-route calls to another Center(s) or specified
termination numbers (such as I&R Specialists’ home phones). The primary goal is to provide
uninterrupted 2-1-1 service during a disaster. IN211 and the affected Center will work to restore
2-1-1 service with the “home” Center at the earliest possible time. If the IN211 Executive
Director is unavailable, the 2-1-1 Manager of United Way Allen County or Director of
Operations of Connect2Help both serve as backups in the re-routing protocol.
TEMPORARY RELOCATION OF C2H OPERATIONS
I.
The Finance Manager will document damage to building and equipment before doing any
cleanup.
A.
II.
Take photographs if possible.
Immediate steps to resume service as quickly as possible:
A.
The Emergency Manager will implement plans to route calls to alternative call
sites (another building, staff homes, etc.).
B.
The Planning Manager will provide I&R Specialists with a hardcopy list of basic
resources as quickly as possible. (Refer Users see Appendix I)
C.
1.
A list of basic resources should be kept on flash drives as well as keeping
copies on the backup server and the cloud.
2.
Experienced I&R Specialists may begin to provide service before having a
list using their knowledge of community resources.
3.
The Emergency Liaison will inform the Emergency Management Agency
Office and others with a need to know, that the 2-1-1 Center is not
providing full-scale services because of the emergency.
The Planning Team Manager, working with the Operations Manager and the
Logistics Manager, will develop a plan for distributing disaster-related
information to I&R Specialists working from their homes or alternate locations.
III.
The Emergency Manager will designate a location for the Emergency Management Team
to meet to plan the next steps of providing service.
IV.
The Finance Officer will notify the designated alternate site.
67
V.
A.
The Finance Manager, with assistance from the Liaison, will locate another
alternate site, should the primary alternate site prove to be unavailable or
unusable.
B.
Requests for assistance will go to the County, the City and private corporations.
C.
The Finance Officer will attempt to locate a building that can be made available at
nominal or no cost.
The Emergency Manager will work with the Technology Consulting Firm to develop
plans to provide essential technology in the temporary location.
TRANSITION TO LONG-TERM RECOVERY
I.
II.
As soon as possible after the event, the Disaster Response Committee will develop a plan
for transitioning to and carrying out long-term recovery work.
A.
The Emergency Manager, in conjunction with C2H board or executive leadership,
will set policy for the transition and long-term recovery, within which the plan with
be developed.
B.
The transition will be made as soon as the emergency situation is stabilized.
Long-term disaster recovery work will be based on C2H’s regular mode of operation.
A.
III.
IV.
The protocols may be modified to enhance disaster capability.
1.
For example, if Specialists will be assigned to off-site locations for an
extended time, it will be necessary to provide them with logistical support
and supervision.
2.
It will be essential to maintain the disaster activity log and the Event Cost
Accounting function as long as C2H is doing any significant amount of
disaster-related work.
Types of tasks C2H may do in recovery.
A.
Long-term off-site staffing.
B.
Participate in unmet needs committee.
Cost Recovery.
A.
The Finance Officer will seek to recover the costs of damage to facilities (via
insurance policies) and equipment (via electronics rider) and extraordinary
operating costs, along with lost revenue due to business interruption.
68
V.
After Action Reports.
A.
B.
An After Action Report will be prepared after every Emergency mobilization.
1.
The Emergency Liaison is responsible for drafting the After Action Report.
2.
The After Action Report is an internal document.
3.
It is separate from any public relations or fund-raising document.
The Primary Purpose of the After Action Report is to review what went right and
what went wrong in the emergency and to update the emergency plan where
necessary in order to strengthen the organization’s response in subsequent
emergencies.
1.
C.
The After Action Report will summarize C2H activities in response to the
emergency and identify those areas in which the organization response was
not optimal.
a.
This includes areas in which the Emergency Operations Plan was not
adequate to guide the organization’s response to the situation.
b.
It also includes areas in which the Emergency Operations Plan was not
fully or correctly implemented.
2.
The After Action Report will include recommendations for strengthening
C2H’s response in future emergencies.
3.
If the mobilization is protracted, an interim report will be done within three
months of mobilization.
4.
A final report will then be done after the mobilization is over.
The After Action Report is to reflect the consensus of the organization.
1.
Primary input to the After Action Report will be generated in a debriefing of
all members of the management team, the DRC and other staff, as relevant.
2.
External agencies with which C2H had major relationships during the event
will be invited to submit comments for the After Action Report.
3.
The Emergency Liaison will prepare a first draft of the Report.
a.
This draft will be circulated to all managers who had responsibilities in
the mobilization.
b.
The managers may suggest changes in the report.
69
c.
D.
E.
If the managers cannot reach agreement about portions of the report, the
emergency manager will resolve the differences.
The After Action Report will be structured as follows:
1.
Description of the event
2.
Description of C2H operations in response to the event
3.
C2H staff observations and comments
4.
External C2H observations and comments
5.
Recommendations, with timelines and assignments of responsibilities for
tasks
When the After Action Report is completed, the Emergency Manager will draft any
changes in the Emergency Operations Manual that are required to implement
recommendations of the Report.
70
APPENDICES
71
APPENDIX A: LIST OF ACRONYMS
AIRS ...........Alliance of Information and Referral Systems
AAA ............Area Agency on Aging
ARC ............American Red Cross
C2H.............Connect2Help
CAP ............Community Action Program OR Civil Air Patrol
CBO ............Community Based Organization
CEMP .........Comprehensive Emergency Management Plan
CERT .........Certified Emergency Response Team
COAD .........Community Organizations Active in Disaster
CRA ............Community Resource Advisor
CSS .............Catholic Social Services
CSC.............Community Service Council; the planning arm of the United Way
DFO ............Disaster Field Office/Officer
DHS ............Department of Homeland Security
DRC ............Disaster Response Committee
EFS .............Emergency Food and Shelter
EL ...............Emergency Liaison
EM ..............Emergency Manager
EMA ...........Emergency Management Agency
EMS ............Emergency Medical Service(s)
EOC ............Emergency Operations Center
EOP ............Emergency Operations Plan
ESF .............Emergency Service Function
FCO ............Federal Coordinating Officer
FEMA .........Federal Emergency Management Agency
FSSA ...........Family Social Services Agency
I&R .............Information and Referral
ICS ..............Incident Command System
IDHS ...........Indiana Department of Homeland Security
IN211 ..........Indiana 211 Partnership, Inc.
INVOAD ....Indiana Voluntary Organization Active in Disaster
ISDH ...........Indiana State Department of Health
JIC ..............Joint Information Center
LM ..............Logistics Manager
MOU ...........Memorandum of Understanding
NVOAD ......National Voluntary Organizations Active in Disaster
PDA ............Property Damage Assessment
PIO .............Public Information Officer
PR ...............Public Relations
SITREPS ....Situation Reports
SOD ............Supervisor on Duty
72
TDD ............Telecommunications Device for the Deaf (also called TTY)
TTY ............Telephone Typewriter (also called TDD)
UWCI .........United Way of Central Indiana
VOAD .........Voluntary Organizations Active in Disaster
73
APPENDIX B: IN211 CENTER FORM TO BE COMPLETED WHEN
OPERATIONS ARE INTERRUPTED
CHECKLIST TO PROVIDE UNINTERRUPTED 2-1-1 SERVICE
DURING TIME OF EMERGENCY OR DISASTER
Center:
Center Director:
Date & Time of Operations Stoppage :
Reason for Stoppage:
Building Evacuation
Power Outage
Telephone Service Disruption
Other (explain):
Anticipated Date/Time when normal operations will resume: ____________________________
Data Export is included:
Yes
No
Notes:
74
APPENDIX C: GO-TO BOX ITEMS
Copy of Agency Documents – including WhenToWork Schedule Book and SOD Manual from
the SOD desk
Flash Drive – Containing Copies of the database, server and user passwords, and electronic
copies of paper forms – all C2H Managers carry one of these
Contact Information (Staff, Board Members, Funders, Community Leaders, Technology Partners
and Suite Maintenance phone numbers are carried by management personnel and also be
included on Flash Drives)
Building Keys
75
APPENDIX D: SUGGESTIONS FOR COMPRESSING DUTIES FOR IN211
CENTERS WITH SMALLER STAFFS
If 5 Staff Available:
Emergency Manager
Emergency Liaison
Planning Manager
Operations & Logistics Manager
Finance Manager
If 4 Staff Available:
Emergency Manager/Liaison
Planning Manager
Operations & Logistics Manager
Finance Manager
If 3 Staff Available:
Emergency Manager/Liaison/Finance
Planning Manager
Operations & Logistics Manager
If 2 Staff Available:
Emergency Manager/Liaison/Finance
Planning/Operations/Logistics Manager
76
APPENDIX E: ALL IN211 CENTER AND STAFF INFORMATION
Acronym
Organization
Counties
City
Cell Phone
UWAC
United Way of
Allen County
Fort Wayne
260-553-1084
LCC
Lafayette Crisis
Center
Lafayette
UWSWI
First Call for
Help –
Southwestern
Indiana
I&R – United
Way of Howard
County
Connect2Help
Allen, Adams, Blackford,
DeKalb, Grant,
Huntington, Jay,
LaGrange, Wells,
Whitley, Noble, Steuben,
Wabash
Benton, Tippecanoe,
White, Carroll, Fountain,
Warren
Spencer, Vanderburgh,
Warrick,
Gibson, Posey, Greene,
Knox, Pike, DuBois
Howard, Cass,
Miami,
Tipton
Boone, Hamilton,
Hancock, Hendricks,
Johnson, Marion,
Morgan, Monroe, Shelby,
Crawford, Owen, Perry,
Montgomery, Putnam,
Daviess, Martin,
Delaware, Madison,
Randolph, Henry, Vigo,
Vermillion, Parke, Clay,
Sullivan & Elkhart
Dearborn, Franklin,
Jefferson, Ohio, Ripley,
Switzerland,
Clark,
Floyd,
Harrison
Bartholomew, Brown,
Decatur, Jackson,
Jennings , Lawrence,
Orange, Scott &
Washington
UWHC
C2H
I&R
Director
Tiffany
Bailey
I&R Director Email
765-414-4188
Jane
McCann
jane@lafayettecrisiscenter.or
g
Evansville
812-454-8544
Sara
Murray
smurray@unitedwayswi.org
Kokomo
765-860-4366
Cheryl
Graham
cgraham@unitedwayhoco.org
Indianapolis
317-402-9137
Lynn
Engel
lengel@Connect2Help.org
Cincinnati
859-445-5522
Amy
Roberts
amy.roberts@uwgc.org
Columbus
812-764-3715
Alicia
McCreary
amccreary@uwbarthco.org
TiffanyB@uwacin.org
UWGC
United Way of
Greater
Cincinnati
UWSCI
United Way of
Bartholomew
County
NWICA
Northwest
Indiana
Community
Action
Lake, Porter, Jasper,
Newton, Pulaski, Starke
Crown Point
219-545-1156
Becky
Harbinson
bharbinson@NWI-CA.org
UWSJC
United Way 211
of St. Joseph
County
South Bend
574-339-5031
Karen
Sommers
KSommers@uwsjc.org
A9
Area 9 Agency
on Aging
St. Joseph, Marshall,
Fulton,
Kosciusko,
LaPorte
Wayne,
Rush,
Fayette,
Union,
Franklin
Richmond
765-994-0378
David
Free
dfree@indiana.edu
77
APPENDIX F: TEMPLATE FOR IN211 CALL CENTER SITUATION
REPORTS
Date of Report:
Time of Report:
Report Number:
Report Prepared By:
Synopsis of Events since Last Report:
Number of Calls since Last Report:
Major Needs Reported:
Significant Unmet Needs Reported:
Counties Affected:
Counties Declared a Disaster:
IN211 Centers Not Operating:
Resource Updates:
78
APPENDIX G: OUT-OF-AREA REPORT-IN CHECKLISTS
Center Taking Call:
Person Taking Call:
Center Caller Was From:
Name of Person Calling:
Staff
Volunteer
Board Member
Other
Current Location:
Current Contact Information:
Available to Work
Yes
No
Yes, but with difficulties*
* Explain:
Information Given by Center Taking Call:
Message Left:
79
APPENDIX H: ICS POSITION CHECKLISTS
EMERGENCY MANAGER
~ If IN211 facility needs to be evacuated, follow those procedures ~
Once personnel are back on site or set up at an alternate site:
Assess the level of disaster, based on the best information possible
Initiate an event log of actions, beginning with notification of the emergency
Notify DRC Members and Activate the Emergency Management Team
Obtain briefings from each Team Leader
Develop the framework for the emergency plan
Create meeting schedule for the Emergency Mgmt. Team for the duration of the event
Coordinate the activities of the Team Leaders
Brief the Board of Directors and others with a need to know
With the Operations Manager, determine the availability of:
Personnel
Relief personnel
Special equipment
Care and shelter of staff, volunteers and mutual aid staff, if applicable
Check MOU agreements with other agencies and services, if applicable
Evaluate progress of efforts. Review and revise plan as needed.
4 hours
8 hours
24 hours
72 hours
1 week
Approve a plan to end the acute phase of the event
Oversee efforts to institute a cost recovery plan
80
PLANNING
Prior to an event …
Develop a detailed action plan for creating a disaster database
Create the pre-disaster database
Update every six months
Should an event occur …
Initiate an event log of actions, beginning with notification of the emergency
Forward all reports to Finance Officer
Determine the operational status of the computer network
Activate the disaster database
Attend Emergency Management Team Briefings
Scan the various media
Television
Radio
Internet
Print sources
Get a status report of various programs affected by the emergency
Verify information before release
Disseminate information
Phone Room
Other agencies, when applicable
Update information, at a minimum of
4 hours
8 hours
24 hours
72 hours
1 week
81
OPERATIONS
Initiate an event log of actions, beginning with notification of the emergency
Forward all reports to Finance Officer
Attend Emergency Management Team Briefings
Determine what resources are needed
Services
People
Supplies
Develop an operations plan
Estimate the effect of the emergency on clients and services
Do a needs assessment
Estimate incident duration & develop an overall strategy
With the emergency manager, determine the availability of:
Personnel
Relief personnel
Special equipment
Care and shelter of staff, volunteers, and mutual aid staff, if applicable
If mutual aid assistance is needed, request from AIRS
Establish check-in procedure
Establish training procedure & provide needed materials, tools and aids
Evaluate progress of efforts. Review and revise plan as needed:
4 hours
8 hours
24 hours
72 hours
1 week
Coordinate with Liaison & Logistics to send situation reports to DOC & other agencies
82
LOGISTICS
Initiate an event log of actions, beginning with notification of the emergency
Forward all reports to Finance Officer
Attend Emergency Management Team Briefings
Determine what resources are needed
Services
People
Supplies
Contact all staff
Assist the Operations Manager with creating new work schedules, if needed
Convey any known transportation issues and arrange transportation if appropriate
Assure care and shelter needs of staff and volunteers
Arrange accommodations, if needed
Arrange for food and sleeping facilities, if needed
Establish volunteer registration and intake center, if appropriate
Keep and provide detailed lists, records and receipts to Finance Manager
Visit site locations when deemed necessary and appropriate
Maintain record of all activities
Coordinate activities with other Managers
Obtain and verify resource and status report information being received
83
FINANCE
Initiate an event log of actions, beginning with notification of the emergency
Compile all information from all event logs
Attend Emergency Management Team Briefings
Receive and make copies of all receipts, invoices, contracts & financial records
Contact county OEM to inquire about reimbursement
Develop a cost recovery plan
84
LIAISON
Initiate an event log of actions, beginning with notification of the emergency
Forward all reports to Finance Officer
Attend Emergency Management Team Briefings
Initiate contact with County/City Disaster Services
Coordinate the creation of the Emergency Hotline, when appropriate
Activate the disaster communications network
Coordinate all contact with the media for the Emergency Manager
85
APPENDIX I: RESOURCE AND DATA DISTRIBUTION
The use of Refer offers multiple centers the ability to access their own and others’ resource
databases via the Internet, a stand-alone single user copy (Backup Refer) or a directory or other
print version in times of emergency, and is now being included in the Action Plan.
The Resource Departments for agencies using Refer will use their own database and other
sources to identify agencies providing emergency services.
1.
The Emergency Disaster Resource List (see Appendix L) will be updated
every 6 months.
a.
Centers should ensure that their local resources, from this list, are
listed in their agency’s Refer database with both after hours and
emergency phone numbers.
i. These agencies should be tagged under a Disaster taxonomy
term.
b. Master copies of this list will be kept by key staff.
i. The agencies noted on the Emergency Disaster Resource List
may be the 1st and the most accurate source of disaster related
resources as they become available.
2.
All information will be verified before release except for critical types of
resources from reliable sources, which may be released prior to verification (but
in any case will be verified as quickly as possible).
a.
Resource information will be disseminated to the phone room and
management using the most effective combination of Refer Updates,
emails, dry erase boards and/or hard-copy methods.
b. Updates will be issued as often as necessary to ensure that Specialists
have accurate and current information.
c.
Changes that will be valid for two (2) hours or more must be added to
Refer within 30 minutes of verification.
In the event that Specialists are required to work from their homes or from other
sites, plans should exist to provide them with previously prepared instructions to
access ReferNet from any computer that has access to the internet. Ad hoc plans may
be developed to meet the special conditions of the emergency, such as emailing these
instructions to home email addresses, having workers pick up instructional
information at C2H, or receiving information from a remote telephone menu system.
Database personnel should also be prepared to research, verify and post new and
changing resources for alternate sites. Data should be entered into Refer as soon as
possible after confirmation.
86
Local Assistance Centers: When a community emergency affects the C2H service area,
at the Operations Manager’s discretion, the following protocol will be utilized to
gather, update and distribute information about emerging resources in the
immediate aftermath of the event.
A 2-1-1 Resource Specialist is pre-assigned
to serve as the liaison in the affected community’s local assistance center(s) (LAC).
1.
Upon activation of the LAC, the primary responsibility is to establish
communication with the first response agencies and begin assembling a disaster
resource sheet.
i. The resource sheet includes the following:
1. Connect2Help’s logo.
2. Date and time of current update.
3. Description of resources, including agency name, address, phone
number, hours, eligibility criteria.
ii. Resource sheets are emailed or faxed to the 2-1-1 call center on an asneeded basis, as often as once per hour if the situation warrants.
2. At call centers, the information from these resource sheets is entered into the
Refer database as quickly as possible.
i. In the event that Refer is inaccessible, and C2H Specialists are working
from within Iris, this information may be posted to a white board, or
distributed on paper to the Specialists
1. A variety of colors will be kept on-hand for ready access.
2. The color and time stamp of the current resource sheet is posted on
a white board in the call center.
3. When a new resource sheet is issued, all previous versions are
collected and removed from the call center to avoid confusion or
distribution of outdated data.
4. Resource sheets are also distributed per the following:
a. Distribution to response agencies participating in the
community’s Emergency Operations Center.
b. Posting on C2H’s website. Email to 2-1-1 partner agencies.
c. Email to media outlets as appropriate.
d. As resources stabilize, information is entered into the
resource database for referral tracking and reporting
purposes.
VI.
Immediate steps to resume service as quickly as possible when access to the primary
2-1-1 site is not available :
D.
The Emergency Manager will implement plans to route calls to alternative call
sites (another building, staff homes, etc.).
E.
The Planning Manager will provide I&R Specialists with access instructions for
logging into Refer from the available internet connection.
1. A copy (updated monthly) of Backup Refer should be kept on desktops in
the Phone Room.
87
F.
2. Copies of this portable database will be carried by Planning and
Operations Managers for off-site use (in the event of a concurrent C2H
Office & Refer home office disaster)
3. When the portable database (Backup Refer) is used, paper records must be
kept as this database is read-only.
A. The Operations Manager keeps copies of the required paper record at
all times.
4. The Emergency Liaison will inform the Emergency Management Agency
Office and others with a need to know, that the 2-1-1 Center may not be
providing full-scale services because of the emergency.
The Planning Team Manager, working with the Operations Manager and the
Logistics Manager, will develop a plan for distributing disaster-related
information to I&R Specialists working from their homes or alternate locations.
88
APPENDIX J: FLOOR EVACUATION
I.
FLOOR EVACUATION
A. In the case of tornado/severe storm warnings, all staff should proceed to the
stairwells as our building’s designated safe areas. Unless you are instructed to do
otherwise, plan to evacuate the building via any of the 3rd floor building stairways
or via the garage (depending on the type of threat). In the event that the stairs are
inaccessible, C2H employees should exit the building via the 3rd floor door to the
parking garage (east side of the building) and make their way to the evacuation
meeting area. DO NOT ATTEMPT TO USE THE ELEVATORS.
1. Threat types:
i. Earthquake – exit via the stairwell
ii. Fire/Bomb Scare in the building – exit via the garage
iii. Tornado – take shelter in the stairwell
B. Make certain to check in with management personnel to verify your safe arrival
and to receive further instructions.
1. Follow instructions of on-site management.
2. Building evacuation practice drills will be conducted once a year.
C. Rescue and maintenance of the When2Work Schedule & Contact Book from the
SOD desk
1. Manager of I&R and Crisis Services
2. If not Manager of I&R and Crisis Services, Manager of Training &
Education Services
3. If not Manager of Training & Education Services, then Phone Room
Supervisor
4. If not Phone Room Supervisor, then Call Specialist
i. This book is the primary way to account for staff on-site
ii. This information is available from the website for smart-phone
view
D. Formalize the last look during an evacuation
i. All office doors left open until final check (DOO/CEO) who then
close office and closet doors to signify that rooms have been
checked for personnel
1. Remember to check the Server room
ii. DOO/CEO will check restrooms for personnel before evacuating
E. Suite Evacuation Maps are located throughout the suite.
89
APPENDIX K: DISASTER LOG
IN211Center:
_________________________________________________________________
Incident Name: ________________________________________________________________
Person&Dept.Completing this Log: ________________________________________________
Log Number:
___________
Keep a chronological record of all pertinent information and events as they occur.
Date
Time
Initial
Action
90
APPENDIX L: EMERGENCY DISASTER RESOURCE LIST
State Emergency Management
317-232-3986
Indianapolis Div. of Homeland Security
317-327-3900
Gleaners Food Bank
317-925-0191
Out-Of-Area Report-In Line (Lafayette Crisis Center)
765-742-0247
Hokanson (Property Managers for 3901 N. Meridian)
317-633-6300
Marion County Sheriff Department – Nonemergency Police
317-327-3811
Indianapolis Police Department
317-327-3000
Mental Health Association
317-251-0005
American Red Cross
317-684-1441
The Salvation Army, Disaster Services
317-224-1013
UWCI Volunteer Action Center
317-921-1271
Steve Cain - Chair
Indiana VOAD
765-494-8410 o
765-427-8881 c
CICOA
317-254-5465
Statewide EMA OFFICES listed by County
Allen County
1 E. Main Street
Suite 754
Fort Wayne 46802
Bartholomew County
Emerg. Mgmt. Ops. Center
131 S. Cherry St.
Columbus 47201 7007
Benton County
604 E. 2nd St.
Fowler 47944
Blackford County
110 W Washington St
Hartford City 47348 2251
Boone County
1905 Indianapolis Ave.
Room 132
Lebanon 46052 2938
Brown County
715 Greasy Creek Road
P.O. Box 670
260-449-4663
812-379-1680
765-884-1359
765-348-7390
765-483-4428
812-988-2063
91
Nashville 47448 0670
Carroll County
Room 1 - Basement
101 West Main St.
Delphi, IN 46923 1587
Cass County
1227 N. State Road 17
Logansport 46947
Clark County
Clark Co EMA / EOC
110 North Indiana Ave.
Sellersburg 47172
Clay County
609 E National Ave
RM 205
Brazil 47834
Clinton County
301 East Clinton Street
Frankfort 46041 1908
Crawford County
306 Oak Hill Circle
P.O. Box 316
English 47118 0126
Daviess County
101 NE 4th St
Washington 47501 2964
Dearborn County
401 W. High Street
Lawrenceburg 47025 1913
Decatur County
315 S. Ireland
Greensburg 47240 1258
DeKalb County
County Office Building
215 East 9th Street
Suite 302
Auburn 46706 2362
Delaware County
210 South Jefferson
Rm B 43
Muncie 47305
765-564-4243
574-722-2484
812-246-5538
812-448-8400
765-654-5657
812-338-4340
812-254-5975
812-537-3971
812-663-2004
260-925-1392
765-747-7719
92
Dubois County
602 Main Street
Courthouse Annex
Jasper 47546 3039
Elkhart County
26861 Cr 26
Elkhart 46517
Fayette County
111 W. 4th Street
Box 2
Connersville 47331 0002
Floyd County
2524 Corydon Pike
Suite 101
New Albany 47150
Fountain County
301 Fourth Street
Covington 47932
Franklin County
108 East Fifth Street
Brookville 47012 9172
Fulton County
1728 HWY 14 East
Rochester 46975
Gibson County
225 N. Hart St.
Annex North Suite 104
Princeton 47670
Grant County
County Complex & Security Cent
401 South Adams Street
Room 601
Marion 46953 2035
Greene County
P.O. Box 222
Bloomfield 47424 0222
Hamilton County
18100 Cumberland Rd.
Noblesville 46060
812-482-2202
574.891.2238
765-825-9422
812-948-5454
765-793-0833
765-647-4014
574-223-6611
812-386-9630
765-668-6525
812-384-4127
317-770-3381
93
Hancock County
640 South Franklin Street
Greenfield 46140 2347
Harrison County
245 Atwood St
Suite #122
Corydon 47112
Hendricks County
355 S. Washington
# 208
Danville 46122 1798
Henry County
1201 Race St. Suite 101
New Castle 47362 4608
Howard County
120 East Mulberry Street
Room 6
Kokomo 46901 4632
Huntington County
332 East State Street
Huntington 46750 2850
Jackson County
220 E. Walnut
Suite 101
Brownstown 47220 1576
Jasper County
Jasper Co. Law Enf. & Detention
2171 McKinley Ave
P.O. Box 296
Rensselaer 47978
Jay County
Jay County Security Center
224 W. Water St.
Portland 47371 2123
Jefferson County
3413 Michigan Rd.
Madison 47250
Jennings County
925 S. State Street
North Vernon 47265
317-477-1188
812-738-8949
317-745-9229
765-521-3657
765-456-2242 # 1
260-358-4870
812-358-6110
219-866-1352
260-726-6908
812-273-4100
812-346-4911
94
Johnson County
1111 Hospital Road
P.O. Box 171
Franklin 46131 0171
Knox County
2375 S. Old Decker Road
Vincennes 47591 2325
Kosciusko County
121 N. Lake St.
Justice Building, Room C-037
Warsaw 46580
LaGrange County
County Office Building
114 West Michigan Street
LaGrange 46761
Lake County
2900 West 93rd Ave.
Crown Point 46307 1854
LaPorte County
C/O Emergency Management
809 State Street
Suite 101A
LaPorte 46350 3374
Lawrence County
Lawrence Co. Complex
1 County Complex Road
Bedford 47421 7491
Madison County
419 Ernie Lu Avenue
Anderson 46013 3660
Marion County
L.L. Willard Park P.S. Facility
47 South State Avenue
Indianapolis 46201 3876
Marshall County
112 W. Jefferson Street
Room 300
Plymouth 46563 9075
317-736-9064 # 1
317-641-4178
574-371-2602
260-350-2323
219-755-3549
219-362-7210
812-277-9680
765-642-8727
317-327-7503
574-936-3740
95
Martin County
RR3 Box 28
Shoals 47581 9507
Miami County
78 McKinstry
Peru 46970 2805
Monroe County
2800 S. Kirby Road
Bloomington 47403
Montgomery County
City Building
300 E. Pike St
Crawfordsville 47933 2112
Morgan County
1789 East Morgan Street
Martinsville 46151 1848
Newton County
3218 W. 100 N
Morocco 47963 8218
Noble County
107 Weber Road
Albion 46701
Ohio County
Ohio Co EMA Director
413 Main Street
Rising Sun 47040
Orange County
County Office Complex Box 12
205 East Main Street
Suite #12
Paoli 47454
Owen County
Courthouse
60 South Main St.
Spencer 47460
Parke County
Parke County EMA
110 E. High Street
Rockville 47872 1701
812-925-4041
765-472-7008
812-349-2546
765-364-5154
765-342-8467
219-285-0833
260-347-7378
(812) 438-2883
812-723-7111
812-829-5035
765-569-3646
96
Perry County
Courthouse Square
2219 Payne Street
Tell City 47586
Pike County
100 S. 4th Street
Petersburg 47567 1411
Porter County
1995 South State Road 2
Valparaiso 46385
Posey County
305 Mill Street
Mt. Vernon 47620 1849
Pulaski County
112 East Main Street
Room 110
Winamac 46996 1212
Putnam County
1542 S. Bloomington Street
Suite 1500
PO Box 507
Greencastle 46135
Randolph County
Randolph County EMA
325 South Oak St.
Suite 102
Winchester 47394 2246
Ripley County
210 North Monroe St.
P.O. Box 718
Versailles 47042 9529
Rush County
Rush County EMA
101 East 2nd St.
Rushville 46173
St. Joseph County
South Bend Regional Airport
4714 Lathrop Street
South Bend 46628 4349
812-547-4426
812-354-6776
219-462-8654
812-838-1333
574-946-6391
(765) 658-2786
765-584-9641
812-689-0505
765-932-8391
574-235-9234
97
Scott County
85 East Wardell Street
Scottsburg 47170 4349
Shelby County
715 East State Road 44
Shelbyville 46176
Spencer County
Courthouse
200 Main Street
Room 16
Rockport 47635
Starke County
53 W. Mound St
PO Box 353
Knox 46534 0033
Steuben County
Steuben County Annex
205 South Martha Street
Suite 104
Angola 46703
Sullivan County
35 West Wall
Sullivan 47882 1558
Switzerland County
708 W Seminary Street
Vevay 47043 9670
Tippecanoe County
629 North 6th Street
Suite J
Lafayette 47901 1082
Tipton County
121 W. Madison St. Suite A
Tipton 46072 8673
Union County
6 West South Street
Liberty 47353 1350
Vanderburgh County
708 Stanley Ave.
Evansville 47711 3442
812-752-0564
317-392-6308
812-649-6020
574-772-9182
260-668-1000 ext 3400
812-268-6257
812-427-3346
765-742-1334
765-675-2112
765-458-0505
812-435-6020
98
Vermillion County
259 Vine St.
Clinton 47842
Vigo County
915 Petercheff St.
Terre Haute 47803 5027
Wabash County
One West Hill Street
P.O. Box 457
Wabash 46992 0457
Warren County
Warren County EMA
16 Railroad Street
Williamsport 47993 1163
Warrick County
107 W. Locust
Room 307
Boonville 47601 1594
(765) 832-5500
812-462-3217
260-563-3181
765-764-7249 (1st)
812-897-6178
99
APPENDIX M: LIST OF POSSIBLE I&R SERVICES
During a disaster, certain services may have value to the community at large, and in cases where
the capabilities and the capacity of the 2-1-1 service permit, these services may be offered by
I&R centers or local 2-1-1 agencies. Pricing for these services is dependent on the type, the
complexity and the staffing requirements of each service offered, and would need to be
negotiated at the time of need. The listing below sets forward some examples of services that
have been offered by 2-1-1s in the past, but is by no means complete.

Enhanced I&R Call - Pricing would be based upon a definition of “call” as “voice contact
with a person in need of assistance,” and includes aggregated generic summary report(s)
at regular, agreed-upon intervals and/or at the conclusion of the disaster situation.

Specialized I&R Call Messaging - Pricing would be based upon a definition of a call as
an individual who requested and/or, through auto-attendant or interactive voice
interaction, requested and received specialized information. This includes aggregated
generic summary report(s) at regular, agreed-upon intervals and/or at the conclusion of
disaster situation.

Reporting - Pricing would be set per report for a multi-Center report of needs, unmet
needs, aggregated caller demographics, and/or resources. Customized reporting with
analysis of trending, target groups, etc., are available upon request.

Specialized Registries and/or Unduplicated Client Tracking - Price would be based upon
registering clients/families/etc. Examples include registration of tornado evacuees into a
web-based system, registration into missing persons or pet location systems; registration
of persons with disabilities into special needs registry, etc. Additional costs would be
incurred if required to implement additional databases.

Individual Volunteer Matching - Pricing would be based on both the registration and the
matching functions. This would include maintaining a database of persons willing to
volunteer and a second database of persons requesting service. A match is termed as
successful when both parties agree to a day and time to meet.

Monetary Donations Management - Pricing would include the initial set up and then the
individual call counts for caller assessment, referral, and database maintenance, which
will include agencies seeking such donations, caller information, donation amount,
method of payment, caller’s chosen provider(s), and provider notification. Actual
collection of monies will be the sole responsibility of the referred agency.

Donations of Goods Management - Pricing would include the initial set up and then the
individual call counts for caller assessment, referral, and database maintenance, which
will include agencies seeking such donations, caller information, description of donated
item(s), delivery method required, caller’s chosen provider(s), and provider notification.
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APPENDIX N: HAZARD ANALYSIS
I. NATURAL DISASTERS
1. EARTHQUAKES
i. Definition: A shaking or trembling of the earth’s surface caused by the
lifting, shifting, or breaking of the fault lines beneath the ground.
ii. Hazard Description: Earthquakes range in intensity from slight tremors
to significant ground movement with extensive damage. They may last
from a few seconds to several minutes or come as a series of tremors over
a period of several days. The energy of an earthquake is released in
seismic waves and usually occurs without warning. At present, scientists
do not have an effective means to accurately predict when or where an
earthquake will occur. A good indicator for predicting earthquakes,
however, is understanding fault lines and mapping their locations. A fault
line is generally where most earthquakes will occur and is the place where
large plates of the earth’s crust located below the surface push and move
against each other, which, at times, cause violent shocks above ground.
The United States Geological Survey, Indiana Geological Survey, Indiana
University, St. Louis University, University of Kentucky, and the Center
for Earthquake Research and Information are all active in conducting
earthquake monitoring and research in the Central United States.
1. The actual movement of the ground in an earthquake is seldom the
direct cause of injury or death. Most casualties result directly from
falling objects and debris. Disruptions of communication systems,
electrical power lines, gas, and water can be also be expected.
Because of this, water supplies can become contaminated by
seepage around water mains. Damage to roadways and other
transportation systems may create food and other resource
shortages if vehicle movement is stopped. In addition, earthquakes
may trigger other emergency situations such as fires and hazardous
material spills.
iii. Geologic conditions in Indiana as well as the central United States permit
further transmission of the earthquake energy and a higher probability of
soil liquefaction. Liquefaction is where unconsolidated soils will liquefy
during an earthquake, making the ground unstable and unable to support
any structures. Liquefaction sites have been located along the Wabash and
White Rivers from just south of Indianapolis, through Vincennes to New
Harmony.
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iv. Indiana, like Illinois, Missouri, Arkansas, Mississippi, Tennessee, and
Kentucky, lies in the most seismically active region east of the Rocky
Mountains. This region is made up of two main areas: the New Madrid
Seismic Zone and the Wabash Valley Seismic Zone. These zones are not
made up of one fault line, but many geologic faults that are capable of
producing earthquakes. 2-1-1 Centers should check with their local EMA
office to see if the area served is directly affected by these potentially
unstable faults.
2. EXTREME TEMPERATURES
i. Definition: Prolonged periods of very high or very low temperatures,
often accompanied by other extreme meteorological conditions.
ii. Hazard Description: Periods of extreme temperatures, whether they are
from summer heat or winter cold, can pose severe and often lifethreatening problems for residents. Although these hazard extremes are
radically different in their onset and potential magnitude, they do share a
common factor in that they both primarily affect the most vulnerable
segments of the population – the elderly, children, those in poor health,
and the impoverished.
1. Extreme Summer Heat: Extreme summer weather is characterized by
a combination of very high temperatures and, in the state of Indiana,
exceptionally humid conditions. When this condition persists over a
long period of time, this phenomenon is commonly called a heat wave.
Listed below are the two major threats associated with extreme high
temperatures:
a. Heatstroke: Extremely high body-core temperatures that result in a
body being unable to effectively cool itself, and in many cases,
losing its ability to sweat. This condition can bring about delirium,
stupors, a coma-like state, and, in severe cases, death. Rapid,
immediate cooling is essential in counteracting the effects of this
condition.
b. Heat Exhaustion: This is a lesser condition than heatstroke and is
the result of a fluid imbalance due to increased perspiration
resulting from intense heat. It may cause dizziness, weakness, and
fatigue. Treatment usually consists of restoring fluids and trying to
cool the body temperature to normal levels.
2. Extreme Winter Cold: Like heat waves, periods of unusually cold
weather can result in a significant number of temperature-related
deaths. Below are listed the major threats associated with extreme
winter cold:
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a.
Hypothermia: This is a condition that is brought about when the
body-core temperature is lowered to 95 degrees or less, in affect,
making the body unable to adequately warm itself or carry out
basic body functions. This condition, if proper re-warming isn’t
done during the earliest onset, could result in confusion, loss of
consciousness, and even death. Hypothermia is predominantly
felt in young individuals who are unaccustomed or inexperienced
in dealing with the cold temperatures during outdoor winter
activities. However, this condition may also affect the elderly
and very young children who may be relatively vulnerable to
cold temperatures.
b.
Frostbite: This is a condition in which certain parts of the body,
after being exposed to significantly cold temperatures, actually
start to freeze, causing potential tissue death of the affected area,
and in extreme cases, secondary infections to the body. The
treatment for frostbite is limited to trying to prevent further
injury to unaffected areas of the body and a gradual rewarming
of the affected areas. It should be noted that re-warming should
be done in a medical facility, if possible, due to extreme pain,
bleeding, and the risks of infection to the victim.
1. Considering the differences in heatstroke, heat exhaustion,
hypothermia, and frostbite, a very significant fact must be
understood, that is, once an individual has had these types of
conditions, they are more susceptible to re-injury or at greater
health risk to other heat or cold-related conditions.
3. FLOODING
(i) Definition: The overflowing of rivers, streams, drains, and lakes from
excess rainfall, rapid snowfall or ice.
(ii) Hazard Description: Flooding of land adjoining the normal course of a
stream or river has been a natural occurrence since the beginning of time.
If these flood plain areas were left in their natural state, floods would not
cause the significant damage we have had in modern times. Human
development has increased the potential for serious flooding because
rainfall that used to soak into the ground or take several days to reach a
river or stream via a natural drainage basin now quickly runs off streets,
parking lots, rooftops, and through man-made pipes, channels, and sewage
systems.
1. Quite noticeably, flooding can damage or totally destroy both public
and private property and may also disable utilities, make roads
impassable, destroy agricultural areas and crops, cause disruption to
emergency services, and may claim the lives of people, pets, and farm
animals.
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2. Floodprone areas are found throughout the state and within many
counties simply because every lake, river, and stream (as well as manmade drainage systems) all have a floodplain (or floodplains) in which
they empty. As stated earlier, human development and the specific
types of structures created will be good indicators as to whether areas
will be floodprone and what the extent of damage may be.
3. Most river flooding occurs in early spring and is the result of excessive
rainfall and/or the combination of rainfall and snowmelt. Severe
thunderstorms may cause flooding during the summer or fall, but tends
to be localized and has more of an impact on watercourses with
smaller drainage areas. Oftentimes, flooding may not be directly
attributable to a river, stream or lake overflowing its banks. Rather, it
may simply be that an excessive rainfall, a heavily saturated ground,
and inadequate drainage may make the conditions right for a severe
flooding event. With no place to go, the water will find the lowest
points to drain into — areas that are often not in the floodplain. That
type of flooding is becoming more prevalent in many counties, as
areas within the jurisdiction, through increased development, are
directly hindered in their ability to drain properly, causing significant
problems for whole communities. Predominantly, storm drains and
sewer systems are the ones most affected. The outcome is sometimes
the back up of water, sewage, and debris into homes and basements,
causing structural and mechanical damage as well as creating public
health concerns and unsafe sanitary conditions.
(4) SEVERE SPRING AND SUMMER WEATHER
(i) Definition: Significant weather events (outside that of flooding) that
include straight line winds, hailstorms, lightning, and tornadoes which
may cause extensive damage and disruption to communities and threaten
the lives of residents and animals.
(ii) Hazard Description: Although many significant hazards face the State of
Indiana, none has more notoriety or brings more fear to people than those
weather events predominantly seen and felt during the spring and summer
months. These hazards are significant in that every area within the state
have experienced them and will continue to do so. They are the product of
severe thunderstorms and can be relatively isolated events, or can be
spread across hundreds of miles in one single weather event. The hazards
most commonly seen are as follows:
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1. Straight-line winds: According to the National Weather Service,
winds 58 miles per hour or greater are classified as a windstorm.
Windstorms are a fairly common occurrence in many areas in Indiana.
Severe windstorms or straight-line winds can cause damage to homes
and businesses, power lines, trees, and agricultural areas and may
require temporary sheltering of individuals without power for extended
periods of time. Well over 90% of the damaging winds associated with
severe thunderstorms do not come from tornadoes. They are a direct
result of straight-line winds.
2. Hail: Hail is a product of the strong thunderstorms that frequently
move across the state. As one of these thunderstorms passes over, hail
usually falls near the center of the storm, along with the heaviest rain.
Sometimes, however, strong winds occurring at high altitudes in the
thunderstorm can blow the hailstones away from the storm center,
causing an unexpected hazard at places that otherwise might not
appear threatened. Hailstones range in size from a pea to a baseball,
but hailstones larger than softballs have occurred in the most severe
thunderstorms. Hail is formed when strong updrafts within the storm
carry water droplets above the freezing level, where they remain
suspended and continue to grow larger, until their weight can no
longer be supported by the winds. They finally fall to the ground,
battering crops, denting vehicles, and injuring wildlife and people.
3. Lightning: Lightning is a discharge of electricity from within a
thunderstorm. This phenomenon is often perceived as a minor hazard,
but in reality it damages many structures and kills or severely injures
numerous people in the United States each year. Many lightning
deaths and injuries could be avoided if people would have more
respect for the threat that lightning presents.
4. Tornadoes: A tornado is a violently whirling column of air extending
downward to the ground from a cumulonimbus cloud. The funnel
cloud associated with a tornado may have winds over 300 miles per
hour and an interior air pressure that is 10-20 percent below that of the
surrounding atmosphere. The typical length of a tornado path is
approximately 16 miles, but tracks much longer than that - some even
up to 200 miles - have been reported. Tornado path widths are
generally less than one-quarter mile wide. Historically, tornadoes have
resulted in some of the greatest losses to life of any natural hazard,
with the mean national death toll being between 80 to 100 persons
every year. Indiana generally averages 25 tornadoes per year.
(5) SEVERE WINTER WEATHER
(i) Definition: These are weather hazards associated with freezing or frozen
precipitation (freezing rain, sleet, snow) or combined effects of winter
precipitation and strong winds.
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(ii) Hazard Description: Indiana has repeatedly been struck by strong winter
storms called blizzards. Blizzards occur when heavy snowfall is
accompanied by strong winds. These conditions not only can cause power
outages, loss of communication, but also make transportation of any form
impossible. The “white out” conditions make visibility zero, but the
resulting disorientation makes even travel by foot dangerous if not deadly.
The most damaging winter storms in Indiana occur when moisture-laden
gulf air converges with the northern jet stream causing strong winds and
precipitation. This precipitation takes the form of freezing rain, which
coats the power and communication lines and trees with heavy ice. The
winds will then cause the overburdened limbs and cables to snap leaving
large sectors of the population without power, heat, or communication.
The hazards most commonly seen are as follows:
1. Blizzards: Sustained winds or frequent gusts of 35 mph (56 km/h) or
greater, considerable falling, and/or blowing snow reducing visibility
frequently to 1/4 mile (0.4 km) or less for a period of three hours or
more. There are no temperature criteria in the definition of a blizzard
but freezing temperatures and 35 mph (56 km/h) winds will create subzero (below -18°C) wind chills
2. Winter Storms: Hazardous winter weather conditions that pose a
threat to life and/or property are occurring, imminent, or highly likely.
The generic term, winter storm warning, is used for a combination of
two or more of the following winter weather events; heavy snow,
freezing rain, sleet, and strong winds.
3. Ice Storms or Freezing Precipitation: Heavy ice accumulations are
imminent for ice storms and the criteria for amounts vary over
different county warning areas. Freezing precipitation accumulations
range from a glazing to 1/4 - 1/2 inch (6 to 12 mm) or more of freezing
rain, freezing drizzle or freezing fog.
(6) PUBLIC HEALTH EMERGENCIES
(i) Definition: A widespread and/or severe epidemic, incident of
contamination, or other situation that presents a danger to or otherwise
negatively impacts the general health and well being of the public.
(ii) Hazard Description: Public health emergencies can take many forms—
disease epidemics such as a flu pandemic; large-scale food or water
contamination; extended periods without adequate water and sewer
services; harmful exposure to chemical, radiological, or biological agents;
and large-scale infestations of disease-carrying insects or rodents, to name
just a few. These events can be primary occurrences by themselves or they
may be secondary events to another disaster or emergency, such as a
flood, tornado, or hazardous material incident.
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1. The common characteristic of most public health emergencies is that
they have the potential to adversely impact a large number of people.
Emergencies such as these may not just be limited to one jurisdiction
or city, but may be spread to other counties, states, or regions.
2. Perhaps one of the greatest emerging public health hazards would be
the intentional release of a radiological, chemical, or biological agent
into a highly populated area. This has already occurred in the last few
years with the release of Anthrax in the eastern United States. In
addition, this country has made enemies during many of the major
conflicts in the last few decades. The threat of an attack on this country
using small pox has community leaders nationwide wondering what
protective actions to take to lessen the effects of such an attack.
3. Pandemic Flu is another public health threat. Flu is a disease in people,
characterized by fever, aches, fatigue and other flu-like symptoms.
More severe diseases can also result from this virus, including
pneumonia. New flu viruses have emerged in recent years in temperate
regions of Asia and parts of Europe, presenting a threat to public and
animal health. The most serious manifestation of a Pandemic Flu
infection could be a zooilogic virus spreading to humans, as well as
high mortality in certain suseptible animals or birds.
4. An Epidemic occurs when new cases of a certain disease, in a given
human population, and during a given period, substantially exceed
what is expected based on recent experience. Epidemiologists often
consider the term outbreak to be synonymous to epidemic, but the
general public typically perceives outbreaks to be more local and less
serious than epidemics. An epidemic may be restricted to one location,
however if it spreads to other countries or continents and affects a
substantial number of people, it may be termed a pandemic. The
declaration of an epidemic usually requires a good understanding of a
baseline rate of incidence; epidemics for certain diseases, such as
influenza, are defined as reaching some defined increase in incidence
above this baseline. A few cases of a very rare disease may be
classified as an epidemic, while many cases of a common disease
(such as the common cold) would not.
5. Food Supply Contamination or Failure: While most experts believe
that terrorist acts involving the food supply are unlikely, they are not
impossible or implausible scenarios. Intentional contamination of the
food supply by terrorists is a new threat with unique challenges. Thus,
it requires increased
food inspection, disease surveillance, laboratory capacity, and
awareness among health professionals and the general public.
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II. MANMADE DISASTERS
3. ACTIVE SHOOTER
i. Definition: An Active Shooter is an individual actively engaged in killing
or attempting to kill people in a confined and populated area; in most
cases, active shooters use firearms(s) and there is no pattern or method to
their selection of victims.Hazard Description: Active shooter situations
are unpredictable and evolve quickly. Typically, the immediate
deployment of law enforcement is required to stop the shooting and
mitigate harm to victims. Because active shooter situations are often over
within 10 to 15 minutes, before law enforcement arrives on the scene,
individuals must be prepared both mentally and physically to deal with an
active shooter situation.
1. Good practices for coping with an active shooter situation
a. Be aware of your environment and any possible dangers
b. Take note of the two nearest exits in any facility you visit
c. If you are in an office, stay there and secure the door
d. If you are in a hallway, get into a room and secure the door
e. As a last resort, attempt to take the active shooter down.
When the shooter is at close range and you cannot flee,
your chance of survival is much greater if you try to
incapacitate him/her.
f. CALL 911 WHEN IT IS SAFE TO DO SO!
4. CIVIL DISTURBANCES
i. Definition: A public demonstration, gathering, or prison uprising that
results in a disruption of essential functions, rioting, looting, arson, or
some other unlawful behavior.
ii. Hazard Description: Large-scale civil disturbances rarely occur, but
when they do they are usually an off-shoot or result of one or more of the
following events:
1. Labor disputes when there is a high degree of animosity between
the participating parties
2. High profile or controversial judicial proceedings
3. The implementation of controversial laws or other governmental
actions
4. Resource outages caused by a catastrophic event
5. Disagreements between special interest groups over a particular
issue or cause
6. A perceived unjust death or injury to a person held in high esteem
or regard by a particular segment of society
5. HAZARDOUS MATERIAL INCIDENTS – Fixed Sites And Transport
Concerns
i. Definition: An uncontrolled release of hazardous materials either from a
fixed site or in transport that may have the potential to pose a risk to life,
health, safety, property, or the environment.
108
ii. Hazard Description: Over the past few decades, technologies have
developed at a stunning pace. As a direct result, hazardous materials have
become increasingly more prevalent and in larger quantities in businesses
and industry, agricultural operations, universities, hospitals, utilities, and
in other physical locations throughout the state.
1. Additionally, this extensive use of chemicals poses a direct threat
to all modes of transportation within our communities affecting
highway, rail, air, and pipeline transportation systems.Hazardous
materials are highly regulated by federal and state agencies to
reduce the risk of release in areas exposed to the general public and
the environment during their manufacture, transport, storage,
usage, and disposal. Even with tight controls and precautions,
however, accidental releases may occur. Often these releases can
cause serious harm to county residents if proper and immediate
actions are not taken. Most releases are the result of human error,
but sometimes corrective actions and attempts to stabilize these
incidents may not be entirely feasible or practical.
6. SCHOOL AND WORKPLACE VIOLENCE
i. Definition: Potentially life-threatening situations in which a classmate,
co-worker or other individuals may try to inflict harm or injury to
personnel within schools or businesses.
ii. Hazard Description: Most people generally feel safe and reasonably at
ease at school and at their places of work. However, in recent years, much
of that ease and sense of security has been damaged due to the highly
publicized incidents and acts of violence at numerous schools and
businesses around the country.
1. School Violence: Our children live in a
world that is becoming more complex and
increasingly stressful. High demands from
their peers, families, and the schools they
attend have caused many students to lash out
and commit violent and sometimes deadly
acts. Although no one situation is entirely
like another, many similarities are present in
most incidents. Some of these main stressors
for children are:
a. Rejection from peers/family members
b. Bouts of significant depression
c. Diagnosed or undiagnosed mental
illness
109
d. Current or previous mental, physical,
or sexual abuse
e. Changes in policies by school
administrations regarding punishment
and disciplinary actions.
B. Additionally, statistics have shown that exposure to
violent video games and violence in television and
movies have also been a contributing factor to
children committing violent acts.
7. Workplace Violence: Our children are not alone in the world when it comes to
violence and unsafe conditions. Many of the same contributing factors such as stressful
demands made by co-workers and family members also force people into harmful or
malicious acts. Other factors further complicating these situations are:
1. Prolonged work hours or occupations with a high risk of injury
2. Little or no recognition of job performance by employer
3. Bouts of significant depression
4. Diagnosed or undiagnosed mental illness
5. Previous history of physical and psychological abuse
6. Drug or alcohol abuse
7. Poor social, interpersonal, or communication skills
8. TERRORISM INCIDENTS
i. Definition: An intentional, unlawful use of force, violence or subversion
against persons or property to intimidate or coerce a government, the
civilian population, or any segment thereof, in the furtherance of political,
social, or religious objectives.
ii. Hazard Description: In today’s world, terrorism can take on many forms, although civilian
bombings, assassinations, and extortion are probably the methods with which we are most
familiar. Internationally, such acts have, unfortunately, become quite commonplace, as
various religious, ethnic, and nationalistic groups have attempted to alter and dictate political
and social agendas, seek revenge for perceived wrongdoings, or intentionally disrupt the
political, social, and economic infrastructure of individual businesses, units of government, or
nations.
1. The Federal Bureau of Investigation recognizes six general types of terrorist groups and
characterizes their activity levels as follows:
a. International terrorists: Foreign terrorists such as the al-Qaeda network believed responsible
for the September 2001 attacks on the United States, who view the United States as a potential
target, and are often unrestricted in their travel throughout the nation.
b. Left-wing terrorists: While the demise of the Soviet Union has eroded the activity of leftist
and socialist-oriented European terrorism groups, Latin America-based groups remain active.
110
c. Right-wing terrorists: Right-wing groups appear to be increasing in number and membership
as advocates of anti-government or racist ideologies. Current activities involve paramilitary
training and stockpiling of weaponry.
d. Special interest extremists: Special interest extremists, predominately violent anti-abortion
groups, continue to be active. This group would include extremists intending to use terrorism
to promote or seek retribution for other special interests such as animal rights, environmental
issues or corporate power.
e. State sponsors of terrorism: Recognized State sponsors of international terrorism—Iran, Iraq,
Syria, Sudan, Libya, Cuba and North Korea—continue to maintain diplomatic establishments
in the United States, and there have been allegations that diplomats from some of these
countries are involved in terrorist-related activities.
f. Loosely affiliated extremists: Extremists with no direct affiliation or sponsorship are known
to continue to view the United States as a target for terrorism activity. They have a
demonstrated ability to use advanced technology in the United States, and represent the most
difficult international terrorist challenge to law enforcement and intelligence communities.
2. Any number of these groups, coupled with many of the hazards identified in this document
such as hazardous materials, nuclear incidents, and infrastructure failures, for example, could
bring a local community to a virtual standstill. In addition, government buildings, public
service agency facilities, schools, hospitals, bridges, and roads are all potential targets, as well
as airports, train stations, communications facilities, and other visible areas or structures
within large or small communities.
111
a. Radiological Incidents. Incidents involving the accidental release of radioactive materials
from a fixed nuclear facility or while in transport, as well as, those releases resulting from a
direct or indirect nuclear attack.
b. Hazard Description Radiological incidents, although extremely unlikely to occur, have the
potential to devastate not only Central Indiana, but also the State of Indiana as a whole. With
nuclear fallout and prolonged periods of radiation exposure in a particular area, whole
communities or regions of the country could be destroyed or greatly affected. Additionally,
the aftermath of radiological incidents could very well lead to serious public health concerns
by causing high numbers of fatalities and destruction of buildings and critical infrastructure. It
would also adversely affect the environment by contaminating groundwater and food sources,
making the contaminated area unlivable for many years.
c. Radiological incidents occur within the following categories:
i. Nuclear Power Plant Accidents - Although Central Indiana may not be directly affected by
these facilities, the results of a release from any locations beyond our area could prompt the
request for resources and support personnel to assist in the response. Assistance that could be
requested includes sheltering and providing basic needs to displaced residents as well as
providing medical screening and other medical support as needed.
ii. Nuclear Attack - All areas of the United States are conceivably subject to the threat of
nuclear attack. Controls on nuclear weapons and weapons components are sporadic at best in
the former Soviet Union, and the number of countries capable of developing nuclear weapons
continues to grow despite the ratification of an international nuclear nonproliferation treaty. It
seems highly plausible that the threat of nuclear attack will continue to be a hazard in this
country for some time in the future. Recently, the Nation has been informed of a specific type
of nuclear attack that could be a threat to many large metropolitan areas. That type of attack is
the use of “dirty bombs” or “dirty nukes.” The terms come from taking a conventional type of
explosive device and filling it with or securing irradiated materials to it, making it not only
have the potentially deadly explosive threat, but also the added threat of exposure to
radioactivity. Additionally, radioactive materials could be embedded into buildings, vehicles,
or roadways and could pose an ongoing public health threat long after the incident.
iii. Transported Radioactive Materials - Because of the extensive interstate highway system
crisscrossing the State of Indiana, as well as businesses and industries that use irradiated
materials, Indiana has the potential to have serious accidents involving these substances.
Central Indiana has the major Interstates 465, 65,74,70,69, as well as United States Highways,
and several State and County roads.
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APPENDIX O: ALERT AND NOTIFICATION
Name
Normal Operations
ICS Function
Contact Information
Lynn Engel
President/CEO
ICS Emergency
Manager
(317) 789-8600
Office
(317) 402-9137
Cell
(317) 919-5543
Alternate Cell
lengel@Connect2Help.org
Charlotte Shoulders
Manager, Training
Education Services
Elizabeth Radcliff
Manager,
Resource
ICS – Planning
Database Services
Shari Morgan
Director of Operations
Joy Owen
Manager I&R and Crisis
ICS – Logistics
Services
Sharon Woloshin
Staff Accountant
Vi Donoho
Board
of Directors
Member
&
Disaster DRC Chairperson
Response Committee Chair
and ICS -
Emergency
Liaison
ICS – Operations
ICS - Finance
(317) 789-8606
Office
(317) 358-1855
Home
1-317-358-1855
Cell
cshoulders@Connect2Help.org
(317)735-7585
Office
(317)299-4922
Home
(317) 319-5662
Cell
(317) 690-9869
Alternate Cell
radcliff@Connect2Help.org
(317)735-7593
Office
(317) 753-7323
Cell
(317)733-3783
Home
smorgan@Conncect2Help.org
(317)735-7588
(765)526-2645
(317) 506-9089
jowen@Connect2Help.org
Office
Home
Cell
(317) 735-7583
Office
(317) 485-7252
Home
swoloshin@Connect2Help.org
(317)276-6750
(317) 224-8251
v.donoho@lilly.com
Office
Cell
113
APPENDIX P: IMC COAD PLAN
2013Indianapolis -Marion
County
Long-Term Disaster
Recovery Plan
114
Acknowledgements
The original plan was the result of collaboration among the 2008 Marion County Disaster Recovery
Committee members and other nonprofit, government, and business partners. Their feedback through
interviews and group meetings was essential to successfully creating the plan.
We would like to thank the following for their work and support of the development of this plan:
American Red Cross of Greater Indianapolis
Catholic Crisis Center
Catholic Charities Indianapolis
Center Township Trustee
City of Indianapolis Department of Metropolitan Development
Community Alliance for the Far Eastside
Concord Community Center
Connect2Help 2-1-1
Edna Martin Community Center
Forest Manor Multi-Service Center
Flanner House
Gennesaret Clinic
Homeless Initiative Program
Indiana Department of Homeland Security
Indiana Voluntary Organizations Active in Disaster
John H. Boner Community Center
La Plaza
Lawrence Township Trustee
Emergency Management Planning Division of the Indianapolis Department of Public Safety
Marion County Health Department
Office of Congressman André Carson
Office of the Mayor, Neighborhoods
Pike Township Trustee
Shepherd Community Center
Southeast Community Services
St. Vincent de Paul
United Way of Central Indiana
Warren Township Trustee
Wayne Township Trustee
The Indianapolis Marion County Community Organizations Active in Disaster has continued to update the plan
annually as necessary.
115
116
Table of Contents
Background
4
Community Organizations Active in Disaster (COAD)
6
Indianapolis Marion County Community Organizations Active in Disaster (IMC-COAD)
7
Indianapolis Marion County Long-Term Disaster Recovery Plan
11
Definitions
11
Overview of Disaster Organizing Protocol
12
Disaster Case Management
15
Volunteers
20
Donated Goods
21
Financial Contributions
22
Communications
23
Evaluation
25
Appendices to Plan
27
Appendix A: Indianapolis Marion County Organizations Active in Disaster By-Laws
28
Appendix B: IMC COAD Roster (March 27, 2013)
31
Appendix C: References and Further Reading
32
Indianapolis Marion County Organizations Active in Disaster Working Documents
33
Disaster Case Management Committee
??
Volunteers Committee
??
Donated Goods Committee
??
Financial Contributions Committee
??
Communications Committee
??
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Background
Marion County has a long history of responding to the needs of its citizens and other communities across the country following a major disaster. Case in
point, shortly after Hurricane Katrina hit in 2005, the United Way of Central Indiana co-convened a meeting with the Office of the Mayor; American Red
Cross of Indiana; Salvation Army; the Emergency Management Planning Division of the Indianapolis Department of Public Safety; representatives from
healthcare, education, legal aid, and faith-based organizations; Connect2Help2-1-1; and other organizations important to the relocation effort to discuss
the long-term resettlement of Hurricane Katrina evacuees. The outcome of the meeting was a multi-faceted plan that included provisions for emergency
shelter, longer term housing, disaster case management, and the collection of monetary and non-monetary donations. The result was a coordinated
response assisting victims of Hurricane Katrina as they relocated to the greater Indianapolis area.
In May 2008, a tornado struck the east side of Indianapolis, causing significant damage to apartment buildings, businesses, and homes in the area.
Eighteen people were injured and hundreds had to evacuate their homes. 1 Heavy rainfall followed the tornado, causing flooding across Central Indiana
and leaving many people homeless.2 Once again, Marion and surrounding counties were assisting people displaced by natural disasters. Once again,
many organizations joined forces to help. In the weeks and months following the tornado and flooding, organizations directly involved in providing
service engaged in debriefing discussions on how the disaster response was orchestrated – their purpose was to learn from the experience and develop
a integrated, systemic response for long-term disaster recovery.
Because of those conversations, United Way of Central Indiana participated in the development of the Marion County Disaster Recovery Committee
(MCDRC). The mission of this committee has been to ensure that a coordinated, collaborative response to disasters affecting Marion County is in place
and reviewed on a regular basis so that residents receive prompt and appropriate services as they begin the long process of recovery.
Members of MCDRC include:



United Way of Central Indiana
Emergency Management Planning Division of the Indianapolis Department of Public Safety
Community Alliance of the Far Eastside
1
Kevin O’Neal, “Picking up the pieces: Tornado ravages Northeastside destruction: Hundreds need aid and shelter,” Indianapolis Star, June 1, 2008, http://www.proquest.com.
2
“Floods: by the numbers,” Indianapolis Star, June 9, 2008, http://www.proquest.com.
“More than 2,000 households evacuated from floodwaters: Shelters offer beds, showers to those in need,” Indianapolis Star, June 9, 2008, http://www.proquest.com.
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 La Plaza
 Indiana Department of Homeland Security
 American Red Cross of Greater Indianapolis
 City of Indianapolis, Mayor’s Office/Front Porch Alliance
 Marion County Health Department
 Warren Township Trustees Office
 Office of Congressman André Carson
 City of Indianapolis Department of Metropolitan Development
 Connect2Help 2-1-1
 Forest Manor Multi-Service Center
This disaster experience reenergized the desire to create a plan which would detail a coordinated community response for long-term disaster recovery,
with the ultimate goal of helping victims of disaster in the most efficient and compassionate way. This response would integrate private, nonprofit, and
faith-based communities who often play a critical role during times of disaster, especially in meeting the needs of vulnerable populations and in longterm recovery efforts.
In January 2009, the United Way of Central Indiana received a grant from the 2008 Indiana Natural Disaster Fund to support the development of a longterm disaster recovery plan for Marion County. The following is the result of research of existing emergency response plans in Marion County, research
on best practices in similar communities across the country, and design meetings with the MCDRC and key community stakeholders.
In April 2010 the Indianapolis Marion County Community Organizations Active in Disaster (IMC-COAD) was officially formed and recognized in June,
2012 by the Emergency Management Planning Division of the Indianapolis Department of Public Safety as a partner is Emergency Support Function 14.
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Community Organizations Active in Disaster (COAD)
Many agencies and organizations are not familiar with what the term Community Organizations Active in Disaster, or commonly shortened to COAD,
means or how a COAD operates. The next few paragraphs contain a general overview of what a COAD is, how it operates and why the Indianapolis
Marion County COAD was formed.
Key to sustaining an effective and coordinated short and long-term recovery following
a disaster is an infrastructure through which community organizations can cooperate,
communicate, coordinate and collaborate regarding the work they will do before,
during and following a disaster. Many communities do this by establishing a COAD.
A COAD does not directly provide services to disaster victims, but instead provides a
network which allows individual organizations to work effectively and collaboratively
in response to a disaster. It is a resource to the local community and Emergency
Management during all phases of disaster management.
The Indianapolis Marion County COAD (IMC-COAD) was formed to formalize the
collaboration among agencies in Marion County that respond during disasters. Along
with other county agencies and organizations the IMC-COAD works in partnership
with the Indiana Voluntary Organizations Active in Disaster and COADs in adjacent
counties.
The mission of the IMC-COAD is to strengthen the disaster response at the local level
by sharing programs, information, planning and training to address the five phases of
a disaster:




Mitigation –activity to eliminate or reduce the degree of long-term risk to
human life, property and the environment from the effects of hazards.
Prevention –activity to avoid hazards and minimize the negative
consequences of a disaster.
Preparedness –activity in advance of an emergency that improves emergency
readiness and develops or expands operational capabilities.
Response –action immediately before, during or directly after an emergency
occurs to save lives, minimize injuries, lessen property and environmental
damage and enhance the effectiveness of recovery.
A Community Organizations Active in Disaster
group, or COAD, doesn’t activate during a disaster
in the traditional sense that an organization activates
to provide services during a disaster. A COAD is an
organization of organizations and has no response
capability in and of itself. The member organizations
of a COAD are the ones that actually activate to
provide services during a disaster.
Stated more accurately a COAD will convene during
a disaster to provide information to its members
regarding unmet individual and family needs in the
community related to the disaster. Often this
information is provided to the COAD by its own
membership but can also be provided by nonmembers such as an Emergency Management
Agency, elected official or other source. If an unmet
need cannot be met by members of the COAD the
unmet need can be referred back to the organization
that presented the need, a request for assistance can
be made to the state Voluntary Organizations Active
in Disaster group (a state level equivalent of a
COAD) or assistance can be sought from community
organization that are not members of the COAD.
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
Recovery – a short-term activity to return support systems to minimum operating standards and/or a long-term activity designed to return the
affected people and areas to their pre-disaster conditions.
The IMC-COAD can include any Marion County agency or organization in good standing with the community that can be of assistance during a disaster,
such as service agencies, emergency management agencies, nonprofit organizations, healthcare providers, and faith-based organizations.
Indianapolis/Marion County Community Organizations Active in Disaster (IMC-COAD)
The IMC-COAD has been formed in partnership with the INVOAD (Indiana Voluntary Organizations Active in Disaster). The guidelines set forth by IMCCOAD are aligned with those outlined in the INVOAD Guidance Manual and are listed below:
1. An independent inter-agency group has assumed responsibilities of a COAD.
2. The COAD is prepared to begin functioning as an unmet needs committee immediately following the disaster.
3. A plan exists, involving all appropriate agencies, to respond to and utilize volunteers in the event of a disaster.
4. A plan exists for managing the receipt and distribution of in-kind donations of supplies and materials.
5. COAD members have an awareness of emergency management issues and have received appropriate training
Organizational Leadership
The United Way of Central Indiana (UWCI) is the convener of the Indianapolis Marion County Community Organizations Active in Disaster (IMCCOAD).
As the convener of the IMC-COAD, the United Way of Central Indiana:
 Holds a Memorandum of Understanding with and between the primary recovery partners in the Marion County Long-Term Disaster and
Recovery Plan. These include: Connect2Help 2-1-1, UWCI Volunteer Center, Emergency Management Planning Division of the Indianapolis
Department of Public Safety, Red Cross, community centers, and other primary partners yet to be identified.
 Organizes and hosts the quarterly meetings of the IMC-COAD.
 Oversees the development of the proposed IMC-COAD committee structure.
 Oversees the identification of officers.
 Works with the committees to create the meeting agendas and trainings.
 In partnership with the IMC-COAD, develops the roles and responsibilities of IMC-COAD members and holds a Memorandum of Understanding
with each member.
 Corresponds on a regular basis with IMC-COAD members including the announcement of upcoming meetings.
Committees
The committee structure is based on the areas of need identified in the Marion County Long-Term Disaster Recovery Plan.
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1.
Disaster Recovery Case Management Committee: Responsible for managing ongoing, comprehensive, and continuous follow-up until the
long-term recovery basic needs of families affected by disaster are met and they are returned to “pre-disaster status.”
2. Volunteers Committee: Provide coordination for volunteers, including both affiliated and unaffiliated (spontaneous) volunteers. During
disaster recovery, this committee will oversee the set up of a Volunteer Reception Center to register, interview/assess, and train volunteers
before assigning them to various recovery projects. The group will work with the Communications Committee to create messaging to the public
about volunteerism.
3. Financial Contributions Committee: Coordinate the receipt and distribution of financial donations during long-term disaster recovery.
4. Donated Goods Committee: Coordinate and implement the non-monetary donations plan including collection, storage, and distribution of
items.
5. Communications Committee: Develop community messages regarding donations, both financial and goods, as well as volunteer
opportunities. The committee will oversee the delivery of the messages during the time of disaster. The committee will also develop the
training schedule for the IMC-COAD.
6. Executive Committee: Consists of six persons elected from the voting membership. There will be representatives from each of the committees
as well as a Chairperson for the IMC-COAD. The Executive Committee shall have the power to act for IMC-COAD between regular meetings
within the adopted guidelines of the organization.
Initial invited IMC-COAD members included:


United Way of Central Indiana
City of Indianapolis, Office of the Mayor
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


















o Front Porch Alliance
o Neighborhood Liaisons
o Office of Constituent Services
Emergency Management Planning Division of the Indianapolis Department of Public Safety
American Red Cross of Greater Indianapolis
Salvation Army Indiana
Indiana Department of Homeland Security
Connect2Help 2-1-1
Marion County Health Department
City of Indianapolis Department of Metropolitan Development
Catholic Charities
Catholic Charities Crisis Office
Trustees from all Marion County townships: Center, Decatur, Franklin, Lawrence, Perry, Pike, Warren, Washington, Wayne
Community centers in Marion County, to include: Christamore House, Community Alliance of the Far Eastside, Concord Neighborhood Center,
Edna Martin Christian Center, Fay Biccard Glick Neighborhood Center at Crooked Creek, Flanner House of Indianapolis, Forest Manor MultiService Center, John H. Boner Community Center, Martin Luther King Community Center, Mary Rigg Neighborhood Center, Shepherd
Community Center, Southeast Community Services
St. Vincent de Paul
Gleaners Food Bank
HealthNet/Homeless Initiative Program
Gennesaret Clinic
Church of the Latter Day Saints – Regional Bishops Storehouse
Office of Congressman André Carson
Midwest Food Bank
La Plaza
The ultimate goal of the IMC-COAD is to have a working, engaged collaboration that maximizes the effectiveness of long-term recovery services for those in
need.
To that end, IMC-COAD members are expected to:




Attend and participate in meetings;
Serve on at least one committee;
Keep the IMC-COAD updated on information that relates to disaster preparedness or recovery;
Participate in the annual review of the Long-Term Disaster Recovery Plan
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Successful recovery from disasters is at its most basic people achieving recovery
for themselves, their families, their businesses, and their community. The shared
recovery objective must always be to empower people to recover by assisting
with compassion and providing people the opportunities and tools to
meaningfully participate and contribute to the recovery effort.
From the
National Disaster Recovery Framework
Pre-decisional draft
January 2010
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Definitions
Disaster
An event that disrupts normal life, causing physical or mental trauma and damage to property and/or community infrastructure. The disaster can be
any natural or human-caused catastrophic event and may be restricted to individual households or may expand to local, regional, or statewide in scope.
First Responders
A person, such as a police officer, firefighter, or emergency medical technician, trained in urgent medical care and other emergency procedures and
prepared to move quickly to the scene of an accident or disaster. First responders include: fire and law enforcement agencies, Emergency Management
Planning Division of the Indianapolis Department of Public Safety personnel, American Red Cross, and Salvation Army.
The American Red Cross and Salvation Army will stay involved until the emergency immediate disaster needs are met, including emergency shelter,
food, and clothing. The American Red Cross will also refer disaster victims to FEMA, Long-Term Recovery Assistance, and other organizations to
continue the recovery process.
Recovery
The time following a disaster in which agencies and organizations help affected persons and communities to develop and implement plans and
structures for an extended recovery over a period of time.
Recovery to each disaster is unique and the long-term recovery may last weeks or months. A strong, well-organized recovery group, organization, or
committee will enhance a coordinated response to address unmet recovery needs of communities, families, and individuals in order to return them to
their pre-disaster state. Organized mechanisms for addressing the disaster-caused long-term recovery needs of the community and its residents can
maximize the utilization of available resources by enhancing community confidence, avoiding duplicative assistance to individuals, and generating
financial, material, and personnel resources.
Pre-Disaster State
How the family or individual was living prior to the disaster. The desired outcome of disaster case management is to return individuals to a safe,
sanitary, and secure pre-disaster state. If during the course achieving this outcome, it is determined the individual/family needs additional resources,
the disaster case management team can and should make referrals to community resources that can provide assistance.
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Overview of Disaster Organizing Protocol
First Responders Begin Work
During and immediately following the disaster, first responders begin the work of securing and stabilizing the area. First responders include emergency
management agencies; police and fire departments; Red Cross; and Salvation Army.
While the first responders are stabilizing the area, the Emergency Operations Center (EOC) is activated. The EOC is housed at the Emergency
Management Planning Division of the Indianapolis Department of Public Safety Administrative Office and staffed by EMPD. The role of the EOC is to
gather data and determine the scope of the disaster.
Step One
If it is determined by the EOC that the situation will warrant a response for longer than two (2) weeks, and/or may overwhelm the traditional network
of service providers, Connect2Help 2-1-1 will be notified. Connect2Help 2-1-1, through the use of technology will be connected virtually to the EOC.
Once that connection is made, Connect2Help 2-1-1 will send an alert to IMC-COAD members inform them of the first conference call and identify which
organizations should be involved in the call.
Step Two
First IMC-COAD Conference Call
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Within approximately twenty-four hours of the EOC notification, the first conference call among IMC-COAD members will be initiated by Connect2Help
2-1-1. A representative from each of the IMC COAD Committees, along with the Mayor’s Office and the Trustee and Community Center in or closest to
the affected area will be present on the call:





Emergency Management Planning Division of the Indianapolis Department of Public Safety
Mayor’s Office: Offices of Constituent Services and Neighborhood Liaisons
Connect2Help 2-1-1
United Way of Central Indiana – Volunteer Center
Township trustee from the impacted area



Community center from the impacted area
Catholic Charities Indianapolis – onsite donations
INVOAD representative
The purpose of this call is for the first responders to share their initial assessment so that the IMC-COAD can consider the scope of long-term recovery
services needed.
During the phone meeting, two IMC-COAD members may be assigned to visit the disaster area. Due to their coordination role, every effort should be
made that one of these people is a representative from Connect2Help 2-1-1.
Step Three
On site, the IMC-COAD members will briefly meet with designated first responders to conduct an assessment, which will include:



Confirmation of the affected communities and the impact;
Status of the disaster response;
Designation of a safe location – which is close to the disaster area and has access to utilities – to set up the disaster case management
component of long-term recovery as appropriate;
 Designation of a safe location for volunteers to gather.
Step Four
Second IMC-COAD Conference Call
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Within forty-eight hours of the EOC notification and after the initial assessment, a second conference call will be initiated with those agencies
determined to be needed for the current disaster.
The IMC-COAD members who visited the site will offer an assessment to those on the call on the immediate recovery process.
With the Emergency Management Planning Division of the Indianapolis Department of Public Safety (EMPD) representative leading the discussion, the
decision will be made whether to activate the Marion County Long-Term Recovery Plan.
Long-Term Recovery Begins
Once the plan is activated, the representatives on the conference call will develop a timeline for the response.
Connect2Help 2-1-1 will communicate the timeline to all IMC-COAD. Using web-based software, IMC-COAD members will then respond to
Connect2Help 2-1-1 by confirming resources they can offer like clothing, food, shelter, transportation, volunteers.
First steps include:
1. Identifying a location for disaster case management services near the disaster site that allows for workstations and a Volunteer Reception Center;
and
2. Alerting the non-monetary donation sites.
The response is divided into four categories:
The recovery plan will be activated while the first responders are still active. The IMC-COAD will have the time to implement the various
components of the plan. The goal is to phase in the long-term recovery plan as the first responders phase out. IMC-COAD members will determine
the timeline once they are aware of the scope of the disaster.
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Disaster Case Management
When a disaster is at a certain magnitude, Emergency Management Planning Division or the Fire Department will mobilize the American Red Cross and
the Salvation Army for assistance. The primary responsibilities include shelter, food and clothing. Secondary responsibilities include disaster
assessment – how significant is the individual’s loss – and helping them stabilize their housing. The shared goal is to make sure all those affected by the
disaster are in temporary safe housing and on the journey back to their pre-disaster life.
In many cases, that journey takes weeks, even months, especially when residents have lost everything: their homes, furniture, clothing, food,
transportation, important records, identification and insurance information. There is a need for ongoing access to services and continued support.
The National Voluntary Organizations Active in Disaster defines disaster case management as a time-limited process by which a skilled helper (disaster
case manager) partners with a disaster affected individual or family (client) in order to plan for and achieve realistic goals for recovery following a
disaster. This comprehensive and holistic disaster case management approach to recovery extends beyond providing relief, providing a service, or
meeting urgent needs. The disaster case manager serves as a primary point of contact, assisting the client in coordinating necessary services and
resources to address the client’s complex disaster recovery needs in order to reestablish normalcy. Disaster case managers rely on the client to play an
active or lead role in their own recovery. 3
The list of services needed to assist families who are rebuilding following a disaster can be long and complicated. To meet their needs in the most
comprehensive manner, an understanding of and access to all services is imperative.
In Marion County, there are at least five partners with the capacity to work together to deliver coordinated disaster case management:




Community centers with the long tradition of social support and information;
Marion County Township Trustee’s offices which are charged with providing emergency and disaster relief in their townships;
Connect2Help 2-1-1 with its capacity to connect people to the services they need;
Mayor’s Neighborhood Liaisons – formerly known as Township Administrators and the Mayor’s Office of Constituent Services which represent
a link to the Office of the Mayor as well as other city departments and services.
The fifth partner is:

INVOAD who will activate volunteers such as Catholic Charities and the United Methodist Committee on Relief (UMCOR), which both have
trained volunteers who can work with the clients. INVOAD is also in the position of accessing other recovery resources if necessary.
 INVOAD can activate additional state resources to assist in the long-term recovery process.
The community center whose catchment area is closest to the disaster site will assume the role of coordinating the disaster case management location.
The duties of coordination include:
National Voluntary Organizations Active in Disaster, “Disaster Case Management Standards Draft,” 2009,
http://www.nvoad.org/Portals/0/NVOAD%20DCM%20Standards%20Draft%20Nov%203%202009.doc.
3
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 Identifying a staff person to be the on-site point person and the Coordinated Assistance Network (CAN) connection to government agencies;
 Orienting the volunteer staff on appropriate methods for working with clients as necessary;
 Providing general oversight of the disaster case management site.

Coordinated Assistance Network (CAN)
To enhance efficiency, the Disaster Case Management Team, Connect2Help 2-1-1, the American Red Cross, Emergency Management Agency and other
appropriate entities will utilize the Coordinated Assistance Network (CAN). The client management software allows disaster case management teams to
have access to client information that promotes collaboration and reduces duplication. Membership in CAN is free for organizations. Organizations are
required to sign an agreement and designate an agency representative to take an online training course.
CAN is utilized nationally by the American Red Cross, Catholic Charities USA, Lutheran Disaster Response, National Voluntary Organizations Active in
Disaster, Salvation Army, United Way, and UMCOR.
Back-up Plan
If the disaster strikes in a township where there is not a community center, the IMC-COAD, of which the community centers are members, will decide
which center or centers will assume the primary role of coordinating the disaster case management location.
If a community center is not able to fulfill the role of Disaster Case Management Coordinator, the IMC-COAD will request a volunteer group such as
Catholic Charities and the United Methodist Committee on Relief (UMCOR) to assume the responsibility.
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Marion County Community
Center Locations
The map of the Marion County townships
highlights the locations of the twelve
(12) community centers. While there is a
heavy concentration of community
centers in Center Township, there are
none in the townships of Decatur, Perry
and Franklin, and two centers are close
to the boundary between Warren and
Lawrence Townships.
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Township
Pike
Washington
Lawrence
Wayne
Center
Warren
Decatur
Perry
Franklin
Community Centers
Fay Biccard Glick Neighborhood Center at Crooked Creek
Martin Luther King Community Center
Community Alliance of the Far Eastside
Christamore House
John H. Boner Community Center
Concord Neighborhood Center
Flanner House of Indianapolis
Mary Rigg Neighborhood Center
Shepherd Community Center
Southeast Community Services
Edna Martin Christian Center
Forest Manor Multi-Service Center
None
None
None
The community centers cannot and should not be the sole responder to long-term recovery. A collaborative approach is necessary. Supporting the
community centers:

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

The Mayor’s Neighborhood Liaisons and Office of Constituent Services will work in partnership with the community center offering
information on city resources.
The Township Trustee’s office will be onsite initially to confirm available resources and appropriate, efficient methods of accessing them.
Connect2Help 2-1-1 will be onsite with the specific purpose of managing the data and keeping case managers informed of available community
resources like shelter space and communicating with all IMC-COAD members as needed.
INVOAD will support the site with volunteers and access to State resources.
Volunteers such as those from the United Methodist Committee on Relief (UMCOR) will staff the computers and assist clients with accessing
resources.
The collaboration is designed to support the client in an efficient manner but also support the community center so the long-term disaster recovery
does not prohibit them from performing their daily operations.
With the resident in the center, the collaborating agencies are charged with assisting the resident with returning them to their pre-disaster state.
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Scope of Services
Disaster recovery case managers will conduct an initial assessment to determine the
impact of the disaster on the immediate family. The following will be considered:
 How does the resident get connected to the services they need?
 What information does the case manager need to best serve the resident?
 What is the best way to coordinate the services?
 What is the best way to communicate with all the services engaged in helping
the resident recover?
Disaster victims can be given access and/or referred to services which (depending on
the identified needs) include:
 Recovery needs
 Basic needs – food, clothing, medications
 Housing
 Transportation
 Healthcare – including mental health
 Identification cards/documents
Resident’s information will be gathered including:
 Name
 Address
 Contact number (cell phone, relative, shelter, etc)
 Social Security number/TIN/or other government issued ID/proof of residency
 Status – i.e.: home destroyed, home damaged, lost paperwork
The client’s information will be entered into the CAN database. Connect2Help 2-1-1 will be able to offer resource information.
The onsite disaster case management location will remain active for no more than two (2) weeks at which point any clients requiring ongoing services
will access them at the community center in their area.
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Volunteers
Following a disaster, many individuals wish to help rebuild the community. Volunteers are essential in the recovery process, but coordination is needed
to maximize their effectiveness. A formal organization of volunteers during recovery will minimize confusion and insure that everyone is safe.
Typically, volunteers responding to a disaster fall into two categories:
 Affiliated – associated with a recognized volunteer or nonprofit organization and trained for specific disaster response activities.
 Unaffiliated – individuals who offer to help or self-deploy to assist in emergency situations without fully coordinating their activities with
emergency management.

United Way of Central Indiana Volunteer Center will hold the responsibility for volunteer coordination during long-term recovery. UWCI’s Volunteer
Center will be the single point of entry to enlist community volunteers. The Volunteer Center phone number will be distributed to all IMC-COAD
members, UWCI agencies and included in all media releases.
UWCI’s Volunteer Center has developed an in-depth disaster response plan, including accepting calls from the community and establishing an onsite
presence which provides a place where large numbers of unaffiliated volunteers can be registered, screened, trained, and assigned a role.
Following the second IMC-COAD conference call, if volunteers are necessary, work to set up the Volunteer Reception Center (VRC) will begin. The VRC
will be located near the disaster site. Once operational, people who call the Volunteer Center and are initially determined to be a good match for the site
will be referred to the VRC. When volunteers arrive, they will:





Be interviewed to determine skills, abilities and limitations;
Be given proper identification;
Be given training in basic safety;
Be asked to sign appropriate waivers;
Be assigned appropriately.
The VRC will be staffed with Volunteer Center employees and trained leadership volunteers. The VRC will also track all volunteer hours. The VRC
remains active until recovery is at a point where the local community can take over.
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Donated Goods
As is typically the case when disaster strikes, community members not
directly affected are anxious to help. This assistance may come in the
form of non-monetary donations such as food, clothing, and household
items.
While the donations are appreciated, organizing and distributing them
efficiently can be challenging. The receipt of inventory and distribution
process requires a system that is pre-designed to play this role. In
Marion County, there are organizations that have these processes as a
core piece of their mission and will be asked to participate if the LongTerm Disaster Recovery Plan is activated.
It is the recommendation of the planning subcommittee comprised of
representatives from Catholic Charities, the Homeless Initiative
Program, Genessaret Clinic, St. Vincent de Paul, American Red Cross,
and the Catholic Crisis Center that the county be divided into five (5)
quadrants as illustrated to the right. Within each of the quadrants, the
IMC-COAD will pre-identify existing entities/locations to collect,
organize, and distribute non-monetary donations in the event of a
disaster. The collective wisdom of the subcommittee is that having
several locations will make the inventory easier to manage, organize,
and deliver to the people in need.
Catholic Charities Indianapolis will provide oversight of the nonmonetary donations. The role will include being an active participant in
the Indianapolis Marion County COAD; serving on the Donated Goods
Committee; ensuring all donation protocols are in place; and reconfirming annually that the donations sites remain committed to
participating.
The Donated Goods Committee will be charged with:


Identifying the collection sites in each quadrant; and
Developing and maintaining lists of goods acceptable for
donation.
The committee will create the appropriate protocols for accepting
donations. The Donated Goods Committee will work with the
Communications Committee to develop pre-approved public service
announcements. The public service announcements will be issued
shortly after the disaster strikes informing the public where they can
deliver donated goods and what will be accepted.
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Financial Contributions
As appropriate, the United Way of Central Indiana (UWCI) will act as the fiscal agent of any financial donations collected and designated for the longterm disaster recovery. UWCI does not actively solicit donations, instead communicates to the public where the greatest need is. For donations that do
not go directly to a disaster relief organization, UWCI is ready to receive and distribute those funds.
UWCI has a specific account established for disaster donations. When donations are made, they are used:
1.
2.
3.
As the donor requested,
As agreed upon by the IMC-COAD,
And directed specifically to the agency/organization most able to respond to the need (i.e.: American Red Cross, Salvation Army, etc).
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Communications
Successful long-term disaster recovery cannot occur without a strong internal and external communication component. Communication to, from, and
among IMC-COAD members must be unified and consistent. In the Marion County Long-Term Disaster Recovery Plan, communication falls into three
general categories:
1.
2.
3.
Information internally to activate and update the IMC-COAD;
Information to the media and general public;
Information to “constituents” of IMC-COAD organizations.
Activation of IMC-COAD
If a situation occurs where the IMC-COAD needs to be activated, the Emergency Management Planning Division of the Indianapolis Department of Public
Safety (EMPD) will alert Connect2Help 2-1-1. Connect2Help 2-1-1 will then alert all of the IMC-COAD members.
Information to the media and general public
The members of the Communications Committee of the IMC-COAD, specifically the United Way of Central Indiana and the Mayor’s Office, will create
press releases and communicate with media organizations. They will communicate information regarding how citizens can get assistance, how to make
donations, and how to volunteer. Connect2Help2-1-1 will be the resource phone number on all external communications.
Information to “constituents” of IMC-COAD organizations
After activation, IMC-COAD organizations will communicate appropriate information to organizations with which they work. The purpose is to ensure
the flow of accurate information to service providing organizations.
The diagram on the next page lays out the process for communication flow during long-term disaster recovery:
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Indianapolis EMPD
Connect2Help 2-1-1
IMC-COAD
Communications Committee
members: United Way of
Central Indiana and the
Office of the Mayor
Media and general public
Indianapolis Marion
County COAD
Constituents and
affiliated
organizations
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Evaluation
Program evaluation is defined as a systematic method for collecting, analyzing, and using information to answer basic questions about projects, policies
and programs.
The Marion County Long-Term Disaster Recovery Plan is an organic document. It will be developed and refined in response to the post enactment
evaluations that are conducted. The processes and procedures that are put in place will be evaluated annually and, if activated, every thirty (30), sixty
(60), and one hundred twenty (120) days following a disaster.
The evaluation will be conducted by the IMC-COAD. Each committee chair will collect the data and report back to the IMC-COAD. As the IMC-COAD
matures, a more detailed, in-depth evaluation tool may be necessary.
Goal 1: IMC-COAD members are able to provide effective long-term recovery from disaster.
 Objective: Member organizations actively participate in the IMC-COAD.
o Indicator: % of participants who attend IMC-COAD meetings.
 Objective: Train IMC-COAD members on a wide range of best practices relating to their role(s) in disaster response.
o Indicator: # of trainings held per year;
Goal 2: Disaster recovery case management helps disaster victims return to their pre-existing state before the disaster.
 Objective: Provide services or refer disaster victims to services needed.
o Indicator: % of people referred from disaster recovery case managers that seek services;
o Indicator: % of people referred from disaster recovery case managers that receive services;
o Indicator: % of people affected by disaster that return to their pre-existing state.
Goal 3: Volunteers assist in the implementation of an effective disaster response.
 Objective: Increase the number of trained volunteers who are able to assist in disaster recovery services.
o Indicator: # of trained Emergency Corp Connect2Help 2-1-1 volunteers;
o Indicator: # of volunteers who are trained at the onsite Volunteer Reception Center following a disaster.
 Objective: Coordinate volunteers to ensure safety and efficiency.
o Indicator: % of unaffiliated, spontaneous volunteers who register at the Volunteer Reception Center onsite.
Goal 4: Donations are collected and distributed in an efficient manner to help as many disaster victims in need as possible.
 Objective: Provide financial assistance to disaster victims who need it.
o Indicator: Amount of donations raised.
o Indicator: % of people in need of financial assistance who receive help.
 Objective: Collect and distribute in-kind donations to disaster victims in need.
o Indicator: % of people in need of food who receive food assistance;
o Indicator: % of people in need of clothing who receive clothing assistance;
o Indicator: % of people in need of household items who receive assistance.
Goal 5: To accurately communicate IMC-COAD news and activities in a timely, comprehensive, and efficient manner.
 Objective: Increase the general public’s awareness of disaster response, including how to get help, how to volunteer, and how to make
donations.
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o Indicator: # of people who call 2-1-1 for assistance following a disaster;
o Indicator: # of people who call 2-1-1 to volunteer in disaster efforts or go to the Volunteer Reception Center as a result of IMC-COAD
o
communications;
Indicator: # of people who make donations as a result of IMC-COAD communications.
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Appendices to Plan
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Appendix A: Marion County Community Organizations Active in Disaster Guidelines
Article I Name and Relationships
Section A. The name of this coalition is Indianapolis Marion County Community Organizations Active in Disaster (IMC-COAD). IMC-COAD is a county
counterpart of the Indiana Voluntary Organizations Active in Disaster (INVOAD). INVOAD is a state counterpart of the National Voluntary Organizations
Active in Disaster (NVOAD).
Section B. The business address of the IMC-COAD will be designated by the Chair.
Section C. The entire county of Marion will be included in IMC-COAD.
Article II Purpose
The purpose of this organization shall be to bring together voluntary organizations active in disaster recovery services to foster more effective response
to the people of Marion County in times of disaster through:
 Cooperation (creating a climate for cooperation, information and meeting together)
 Coordination (fostering a common understanding and providing a liaison with public offices)
 Communication (publishing and disseminating information)
 Education (increasing mutual awareness and understanding of each organization)
 Convening Mechanism (arranging meetings, conferences, and training as necessary)
 Legislation (encouraging effective disaster relief legislation and policy)
IMC-COAD seeks to ensure the availability of needed services and to encourage uniform impartial provision of these services.
Article III Membership
Section A. IMC-COAD is not intended to be a competing agency but a coalition of existing agencies. Each member organization maintains its own identity
and independence, yet works closely with other agencies to improve service and eliminate unnecessary duplication.
Section B. IMC-COAD can include any agency or organization which can be (and desires to be) of assistance during a disaster, such as service agencies,
emergency management agencies, nonprofit organizations, healthcare providers, and faith-based organizations. In addition, IMC-COAD will actively
recruit organizations representing the rich culture of Marion County to ensure all voices and needs are heard and met during the long-term recovery
process.
Section C. Additional voluntary organizations in Indiana may be accepted as members by a majority vote of the membership. Any number of
representatives may attend the regular meetings with voice. Each member organization will have only one (1) vote and the responsibility for selecting
that voting delegate as per the letter of agreement.
Section D. Membership will be contingent upon conditions specified in above paragraphs and other criteria as established by IMC-COAD. A
recommendation for involuntary termination of members will be reviewed by the executive committee and then presented to the membership for a
majority vote. Criteria for involuntary termination of membership would include:
1.
Failure to comply with the requirements of Section B of this article;
142
2.
3.
4.
Evidence of misuse of disaster resources;
Withdrawal of organization from state activities; or
Other acts of malfeasance.
Article IV Meetings
Section A. There will be a minimum of four regular meetings of IMC-COAD per calendar year.
Section B. Formal notification by mail and/or electronic mail no less than two weeks in advance to all members shall constitute proper notice for the
conduct of business at any regular meeting. Each member organization may have an unlimited representation but only one (1) vote at each meeting.
Section C. Decisions on any question at a meeting in IMC-COAD shall be by a majority vote of the member organizations present and voting.
Section D. Minutes will be taken by the IMC-COAD Secretary or a member designated by the chairperson in the secretary’s absence. Said minutes shall
be distributed and approved at the next regular meeting.
Section E. Members of the IMC-COAD, or any committee designated by the IMC-COAD, may participate in a meeting of the IMC-COAD or of such
committee by means of conference telephone or similar communications method by means of which all persons participating in the meeting can hear
each other. Participation in a meeting pursuant to this section constitutes presence in person at the meeting.
Article VI Executive Committee
Section A. The Executive Committee shall consist of six persons elected from the voting membership; the IMC-COAD chair and five (5) committee chairs.
There will be representatives from different organizations. The executive committee will be elected and will serve a two (2) year term. However, the
first Executive Committee, which will formalize in 2010, will have staggered terms the lengths of which will be determined by the IMC-COAD. The goal
is to preserve a continuity of information and history as during the IMC-COAD early days of formation.
Section B. The Executive Committee shall have the power to fill vacancies until the next election.
Section C. The Executive Committee shall elect from its own members a chair, vice chair, and secretary/treasurer. The term of office is for two (2) years,
with a maximum of three (3) consecutive terms.
Section D. The Executive Committee shall meet when called by the chair as necessary to conduct business or by any two (2) other members of the
Executive Committee. A quorum of four (4) Executive Committee members shall be required to conduct business.
Section E. The Executive Committee shall have the power to act for IMC-COAD between regular meetings within the adopted guidelines of the
organization.
The following are subcommittees of the IMC-COAD:
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1.
Disaster Case Management Committee: This group will be responsible for managing ongoing, comprehensive, and continuous follow-up
until the long-term recovery basic needs of families affected by disaster are met.
2. Volunteers Committee: This group will provide coordination for volunteers, including both affiliated and unaffiliated (spontaneous)
volunteers. During disaster recovery, this committee will oversee the set up of a Volunteer Reception Center to register, interview/assess,
and train volunteers before assigning them to various recovery projects. The group will work with the Communications Committee to
create messaging to the public about volunteerism.
3. Financial Contributions Committee: This group will coordinate the receiving and distributing financial donations during long-term
disaster recovery.
4. Donated Goods Committee: This group will coordinate non-monetary donations, including collection, storage, and distribution of items.
The Volunteers Committee will work with the Donated Goods Committee to manage volunteers assisting with this process. The group will
work with the Communications Committee to solicit needed donations.
5. Communications Committee: This group will ensure quick communication among IMC-COAD members regarding activation of the IMCCOAD or other activities. The group will also provide information to disaster victims on available resources to meet their needs. In addition,
the group will share accurate information on disaster recovery with the general public and media, including ways to donate or volunteer.
Article VII Budget and Finance
Section A. IMC-COAD is not a fundraising or a disbursing organization.
Article VIII Amendments
Section A. Proposed amendments must be distributed no less than two (2) weeks prior to a meeting at which the amendments will be considered.
Section B. Amendments to these by-laws may be made by a two-thirds majority vote of voting members attending. Amendments may be presented at
annual or regular meetings or by mailing.
The IMC-COAD By-Laws were developed with assistance from Steve Cain of Purdue University and the Indiana COAD Guidance Manual (available at
http://www.invoad.com/files/COADdoc_WS.pdf).
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Appendix B: IMC COAD Roster
Organization
Adult & Child Center
American Red Cross
Catholic Charities Indianapolis
March 27, 2013
Representatives
Name(s)
Email Address
Phone Number (317)
Dana Frantz
difrantz@adultandchild.org
893.0270
Chris Gilbert
cgilbert@redcross-indy.org
459-7378
Debbie Taylor - Volunteers
dtaylor@redcross-indy.org
684-4324
David Bethuram
dbethuram@archindy.org
236-1530
Jane Crady
Jacc1@tds.net
642-7322
Christian Emergency Network
Michael Boler
info@readyindy.org
332-3838
Community Alliance of the Far Eastside
(CAFÉ)
Congressman Carson's office
Melissa Drew
mdrew@cafeindy.org
890-3288 x. 20
Megan Sims
Megan.sims@mail.house.gov
283-6516
Lynn Engel
Elia James Volunteers
TJ Shockley
Sara Woodson
lengel@connect2help.org
Elia.james2@indy.gov
Tj.shockley@indy.gov
Sara.woodson@indy.gov
920-4850 ext222
327-1478
327-7511
327-7500
Connect 2Help
Emergency
Management
Planning
Division of the Indianapolis Department
of Public Safety
Forest Manor Multi-Service Center
Regina Marsh
rmarsh@fmmsc.org
545-1204
Front Porch Alliance – Office of the
Mayor, Neighborhoods
Gleaners Food Bank
Douglas Hairston
douglas.hairsto@indy,gov
327-4336
Marty Dickerson
mdickerson@gleaners.org
829.1780
Indiana
Department of Homeland
Security / Individual Assistance
Indiana Association of United Ways
Bob La Grange
blagrange@dhs.in.gov
460-4082
Lucinda Nord
Lucinda.nord@iauw.org
921-1394
LaPlaza
Miriam Acevedo
miriam@laplaza-indy.org
890-3292 x.40
Marion County Health Department
Dr. Virginia Caine
vcaine@hhcorp.org
Gegory Hall - Volunteers
ghall@hhcorp.org
491-3136
Jessica Fleming
jfleming@hhcorp.org
221-2090
Purdue Extension Office
Steve Cain
cain@purdue.edu
765-494-8410
Salavation Army
Bert Williams
bert_williams@usc.salvationarmy.org
224-1013
United Way of Central Indiana (UWCI)
UWCI - Volunteer Center
Becky Fox
Becky.fox@uwci.org
921-1303
Alan Witchey
alan.witchey@uwci.org
921-1366
United Way of Central Indiana
Mary Jones
maryjones@uwci.org
921-1208
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Appendix C: References and Further Reading
Allstate Foundation and Points of Light Foundation. 1999. Ready to Respond: Disaster Preparedness and Response for Volunteer Centers.
Cain, Steve. 2009. Indiana COAD Guidance Manual. http://www.invoad.com/files/COADdoc_WS.pdf
Corporation for National and Community Service and Points of Light Foundation. 2006. Managing Spontaneous Volunteers in Times of Disaster.
Federal Emergency Management Agency. U.S. Department of Homeland Security. 2008. Volunteer and Donations Management Support Annex.
http://www.fema.gov/pdf/emergency/nrf/nrf-support-vol.pdf.
Florida Voluntary Organizations Active in Disasters. “2008 – 2011 Strategic Plan.” http://www.flvoad.org/about-flvoad/strategic-plan.
Hatry, Harry, Martin Abravanel, and Shelli Rossman. 2006. What Happens to Victims? A Research Guide for Disaster-Response Studies. Washington, DC:
Urban Institute. http://www.urban.org/UploadedPDF/411347_disaster_victims.pdf.
Indiana Voluntary Organizations Active in Disaster. “By-Laws of the Indiana Voluntary Organizations Active in Disaster (INVOAD).”
http://www.invoad.com/files/bylaws.pdf.
Kansas Voluntary Organizations Active in Disaster. Kansas
http://www.ksvoad.org/pdf/KSVOAD%20Protocols.pdf.
Organizing
Protocols
for
Community
Disaster
Recovery
Mechanism.
Missouri Disaster Recovery Partnership. 2002. State of Missouri Community Organizations Active in Disaster Guidance Manual. Rev. ed. Jefferson City,
MO: State of Missouri State Emergency Management Agency. http://sema.dps.mo.gov/COAD.pdf.
Morgan County Long-Term Recovery Committee. “Bylaws for the Morgan County Long Term Recovery Committee, Inc.,” unpublished material.
—. “Draft Guidelines for the Morgan County Long-Term Recovery Committee,” unpublished material.
National Voluntary Organizations Active in Disaster. 2006. Long-Term Recovery Manual. Rev. ed.
http://www.nvoad.org/Portals/0/LTRManualFinalApr232004a.doc.
—. 2008. Managing Spontaneous Volunteers in Times of Disaster: The Synergy of Structure and Good Intentions. Rev. ed.
http://www.nvoad.org/Portals/0/final%202008%20Managing%20Spontaneous%20Volunteers%20LR.pdf
Nonprofit Roundtable of Greater Washington. 2005. Working Together When the Worst Happens: Nonprofit Emergency Preparedness in the National
Capitol Region. http://www.nonprofitroundtable.org/media/downloads/Working_Together.pdf
—. 2008. A Roadmap to Preparedness: Strategic Plan 2008 – 2011.
http://www.nonprofitroundtable.org/images/roadmap%20to%20preparedness%20strategic%20plan%20-%20final%202008-1104%20low%20res.pdf.
—. 2008. Ready or Not? http://www.nonprofitroundtable.org/images/readyornotfinalcomp.pdf.
Segwick County, Kansas Emergency Management and United Way of the Plains. “Disaster Response Volunteer Team Agreement.”
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United Way of Central Indiana. “Volunteer Reception Center Plan,” unpublished material.
White House Long-Term Recovery Working Group. 2010. National Disaster Recovery Framework, draft.
http://disasterrecoveryworkinggroup.gov/ndrf.pdf.
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