MSO-ColorSM-March2024 v2 PDF Instructor's Guide

CalOES GOVERNOR'S OFFICE OF EMERGENCY SERVICES This Page Intentionally Left Blank 2 Table of Contents Unit 1 – Course Overview.............................................................................................. 6 Unit 2 – Sustained Operations Issues............................................................................ 19 Unit 3 – The State and Federal Role in Sustained Operations....................................... 43 Unit 4 – Advanced Planning.......................................................................................... 57 Unit 5 – Mutual Aid....................................................................................................... 65 Unit 6 – Shelter and Animals......................................................................................... 79 Unit 7 – Volunteers and Donations............................................................................... 97 Unit 8 – Debris Removal................................................................................................ 127 Unit 9 – Building Inspector and Business Recovery....................................................... 167 Unit 10 – Crisis Communications and Joint Information Center (JIC)............................ 181 Unit 11 – Review/ Test.................................................................................................. 197 3 This Page Intentionally Left Blank 4 Managing Sustained Operations (MSO) Version 2 - March 2024 This is the Instructors Guide for the Managing Sustained Operations course for the State of California. This 2-day course focuses on how to Manage Sustained Operations. During this course you will learn what’s included in Managing the Sustain Operation of an Incident, taking into consideration Local, Regional, State, Federal, Tribal and Non-Governmental Agencies (NGO). Managing Sustained Operations (MSO) 5 March 2024 Unit 1 | Course Administration Unit 1 Course Administration Visual 2 Unit 1 Course Administration Unit 1 provides housekeeping information and an overview of the course. It is important for class participants to understand how this course is designed so they know what to expect of the course. The time, and the money that agencies/organizations spend to send students to training is valuable and we want students to get an understanding of what content will be provided in this course. Managing Sustained Operations (MSO) 6 March 2024 Unit 1 | Course Administration Unit Objectives At the end of this unit participants will: Be properly registered Understand the required safety procedures Meet the course instructors and introduce themselves to other participants Visual 3 Unit 1 – Course Objectives Duration 60 Minutes Scope Statement This unit provides participants with a review of course contents, delivery format, and safety considerations. Terminal Learning Objectives (TLO) Upon completion of this unit, participants will have an understanding of course contents and delivery format. Enabling Learning Objectives (ELO) Identify course content, delivery format, schedule, objectives and instructors and participant expectations. Lesson Topics Course Overview Introductions Managing Sustained Operations (MSO) 7 March 2024 Unit 1 | Course Administration Course Expectations Safety Resources Participant Guide Assessment Strategy Verbal and visual assessment of understanding Participation in introductions Open dialogue for questions and answers Instructor-to-Participant Ratio 1:25 Reference List | Not Applicable Practical Exercise Statement | Not applicable Participant Notes | Notes are contained throughout the lesson plan as appropriate Managing Sustained Operations (MSO) 8 March 2024 Unit 1 | Course Administration Administration ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Course Sign-In Sheet Breaks & Lunch Facilities (Restrooms) Distractions Etiquette Student Manual Course Evaluation EOC Position Credentialing Visual 4 Classroom Etiquette Course Sign-In Sheet Breaks & Lunch Facilities (Restrooms) Distractions Etiquette Student Manual Course Evaluation EOC Position Credentialing Managing Sustained Operations (MSO) 9 March 2024 Unit 1 | Course Administration Safety and Other Information Evacuations Fire exit and assembly point Shelter in Place Severe weather safety, earthquake and shelter in place procedures Safety Disruptions Accident or Illness Emergency Calls Visual 5 Safety and Other Information Prior to the course, review the fire safety information for the building and assembly point. Be sure that all instructors have a copy of the class roster so that roll call can be taken in the event of an emergency. If applicable, review any severe weather, earthquake or shelter in place procedures for the facility. Review the procedures if a participant has an accident or illness while attending training. Review the procedures for the participants to receive emergency calls. Managing Sustained Operations (MSO) 10 March 2024 Unit 1 | Course Administration Building Information ▪Restrooms ▪Parking ▪Break Rooms ▪Access Restrictions and Security Procedures ▪Smoking Regulations ▪Other Visual 6 Building Information Review the building information with the participants. Explain where the restrooms are located. Explain special parking restrictions or requirements. Explain the location of any break rooms, vending machines, and facility restrictions on beverages and food in the classroom. Review any special facility access restrictions and security procedures. Review the facility policy on smoking regulations and restrictions. Review any other information that is applicable at this point. Managing Sustained Operations (MSO) 11 March 2024 Unit 1 | Course Administration Course Manager Course Instructors Visual 7 Course Manager and Course Instructors Instructors will introduce each other to students. Name Background information Other points of interest Managing Sustained Operations (MSO) 12 March 2024 Unit 1 | Course Administration Introductions Name Agency/Organization Experience Have you ever worked in an EOC for multiple shifts Visual 8 Introductions Name Agency/Organization Experience What do you want to get out of this course? Managing Sustained Operations (MSO) 13 March 2024 Unit 1 | Course Administration Course Outline ▪ Unit 1: Course Overview ▪ Unit 2: Sustained Operations Issues ▪ Unit 3: The State and Federal Role in Sustained Operations ▪ Unit 4: Advanced Planning ▪ Unit 5: Mutual Aid ▪ Unit 6: Shelter and Animals ▪ Unit 7: Volunteers and Donations ▪ Unit 8: Debris Removal ▪ Unit 9: Building Inspector and Business Recovery ▪ Unit 10: Crisis Communications and Joint Information Center (JIC) ▪ Unit 11: Review / Test Visual 9 Course Outline Unit 1: Course Overview Unit 2: Sustained Operations Issues Unit 3: The State and Federal Role in Sustained Operations Unit 4: Advanced Planning Unit 5: Mutual Aid Unit 6: Shelter and Animals Unit 7: Volunteers and Donations Unit 8: Debris Removal Unit 9: Building Inspector and Business Recovery Unit 10: Crisis Communications and Joint Information Center (JIC) Unit 11: Review / Test Managing Sustained Operations (MSO) 14 March 2024 Unit 1 | Course Administration Schedule Day 1 ▪ 0800hrs – 1700hrs ▪ Units 1 – 6 ▪ Lunch at 1200hrs (approx.) Day 2 ▪ 0800hrs – 1600hrs ▪ Units 6 – 11 ▪ Written Test ▪ Lunch at 1200hrs (approx.) Visual 10 Schedule Managing Sustained Operations (MSO) 15 March 2024 Unit 1 | Course Administration Course Format This course follows a “Hear it, See it, Do it” model of instruction that includes a combination of lectures, demonstrations, and hands-on learning activities that are intended to enhance participants’ understanding of each unit of instruction. Visual 11 Course Format This course follows a “Hear it, See it, Do it” model of instruction that includes a combination of lectures, demonstrations, and hands-on learning activities that are intended to enhance participants’ understanding of each unit of instruction. Your participation in the activities and exercises are critical to being able to grasp the concepts discussed in the lecture portion of the class. They are also meant to be fun and interesting, and are an opportunity to get up and out of your seats. You will get much more out of this course if you take full advantage of the activities and exercise. So have fun with them! Managing Sustained Operations (MSO) 16 March 2024 Unit 1 | Course Administration Visual 12 Questions Managing Sustained Operations (MSO) 17 March 2024 This Page Intentionally Left Blank 18 Unit 2 | Sustained Operations Issues Unit 2 Sustained Operations Issues Visual 13 Unit 2 Sustained Operations Issues Managing Sustained Operations (MSO) 19 March 2024 Unit 2 | Sustained Operations Issues Unit Objectives At the end of this unit, participants will be able to: Be able to define “Sustained Operations” Explain the difference between Initial Response and Sustained Operations Describe the Sustained Operations issues in disasters Visual 14 Unit 2 – Sustained Operations Issues Duration 150 Minutes Scope Statement This unit provides participants with an overview of the challenges of maintaining a sustained emergency response. It introduces some of the most common challenges with Alert & Warning, Shelter Operations and Logistics planning. Terminal Learning Objectives (TLO) Upon completion of this unit, the participants will be familiar with various aspects of maintaining sustained operations and the importance of planning ahead for them. Enabling Learning Objectives (ELO) Understand the importance of planning ahead for sustained operations. Lesson Topics Managing Sustained Operations (MSO) 20 March 2024 Unit 2 | Sustained Operations Issues Sustained operations challenges Difference between initial response and sustained operations Common sustained operations issues Resources Course Participant Guide Assessment Strategy Verbal and visual assessment of understanding Participation in introductions Open dialogue for questions and answers Instructor-to-Participant Ratio 1:25 Reference List | Not Applicable Practical Exercise Statement | Not applicable Participant Notes | Notes are contained throughout the lesson plan as appropriate Managing Sustained Operations (MSO) 21 March 2024 Unit 2 | Sustained Operations Issues Definition Prolonged working timetable in demanding situations of urgency. These urgencies can lead to decreased productivity and lower work results. the extension of working hours when there is an urgent task is in hands. Sustained Operations 1. Mutual Aid 2. Sheltering, Animal Rescue and Sheltering 3. Volunteers & Donations 4. Debris Removal 5. Emergency Public Information Visual 15 Definition Prolonged working timetable in demanding situations of urgency. These urgencies can lead to decreased productivity and lower work results. the extension of working hours when there is an urgent task is in hands. 1. Mutual Aid 2. Sheltering, Animal Rescue and Sheltering 3. Volunteers & Donations 4. Debris Removal 5. Emergency Public Information In sustained operations, emergency activities migrate from fast-paced, energy driven, cooperative activities to deliberate, painstaking, obligatory efforts. Initial response Response: Hours to Days Sustained Operations: Days to weeks Recovery: Months to Years Managing Sustained Operations (MSO) 22 March 2024 Unit 2 | Sustained Operations Issues Sustained Emergency Operations What’s the Difference? Initial Response Sustained Operations ▪Uncertainty ▪Gather ▪Deploy ▪Energy ▪Organization ▪Evaluate ▪Maintain ▪Draining Visual 16 Sustained Emergency Operations Sustained Operations are often characterized by: Lessening of Severe Life-Safety Issues Condition Stabilization Incremental Situation Improvement What’s the difference? Initial Response Uncertainty Gather Deploy Energy Sustained Operations Organization Evaluate Maintain Draining Managing Sustained Operations (MSO) 23 March 2024 Unit 2 | Sustained Operations Issues Sustained Operations Issues Evacuation and Sheltering Alert & Warning Capacity Routes Open Shelters Food Shelter Management Dietary Needs Staff Public Health Visual 17 Sustained Operations Issues – Evacuation and Sheltering Is the shelter accessible? Are people able to get to the shelter? Is the shelter set up for people with disabilities and access and functional needs? What is shelter capacity? Do people know where the shelters are located? Trained shelter staff FAST members Public Health Nurse Mental Health Nurse American Red Cross Salvation Army Food Consider Dietary Needs Partner with local food banks Partner with local restaurants Managing Sustained Operations (MSO) 24 March 2024 Unit 2 | Sustained Operations Issues Sustained Operations Issues Animal Rescue and Sheltering Search & Rescue Location Staff Capacity Partners Food MOUs Medical Care Transport Visual 18 Sustained Operations Issues – Animal Rescue and Sheltering First responders risk their lives to rescue animals left behind. Animals are often spooked and full of adrenaline. Some animals are injured and require medical attention. Transportation can pose an issue especially with large animals. Where are animal shelters located? What it the capacity of each shelter? Are the shelters near the human shelters so animals can be reunited with their owners. Do you have the resources to continue feeding the animals until they are reunited with their owners. Trained staff is important as they will train the volunteers who show up wanting to help. Good idea to partner with local rescues, animal shelters, and pet stores. Have MOUs in place before the disaster. Example During the Tubbs and Atlas fires. Information was sent out via social media, Solano, Napa, and Lake County’s OES websites as to what was needed to Managing Sustained Operations (MSO) 25 March 2024 Unit 2 | Sustained Operations Issues support the animals. The Solano County fairgrounds was designated a shelter for large animals. Volunteers showed up to reconstruct the barns so horses and other large animals could be transported and sheltered there. Information was sent out for people to donate pet supplies, food etc for the animals. Information was sent out as to where to drop off the food, etc and would be picked up and delivered to the fairgrounds. Volunteers assisted in shifts as the fires burned an entire month. The Camp Fire is another example of sustained operations and issues with animal rescue and sheltering – However, lessons learned from the Tubbs and Atlas Fires, animal rescue groups, veterinarians, and volunteers were organized and able to respond and manage sheltering for the duration of the fire. Websites were set up with information on pets found, and how to reunite with the pets. Managing Sustained Operations (MSO) 26 March 2024 Unit 2 | Sustained Operations Issues Sustained Operations Issues Volunteers and Donations ▪Collection Centers ▪Inventory ▪Distribution Centers Visual 19 Sustained Operations Issues – Volunteers and Donations Collection Centers are places set up to receive, store, and distribute unsolicited goods. A Collection Center Captures miscellaneous donated goods and is where donations can be sorted, inventoried, and shipped to distribution centers. An efficient management program takes Stuff and turns it into Goods. STUFF = Surplus, Trash, Useless to Frantic Folk GOODS = Gleanings Out Of Donated Stuff Sorting Operations Usually the goods will go to a Collection Center. If the goods are packaged correctly and needed, they may sent to a Local Distribution Center. Disaster Survivors can go to the Distribution Center to pick up items they need. In a small emergency, the collection and distribution may be done from the same facility. However, it is VITAL to separate the warehouse and collecting/sorting operations from the distribution operations. Use the back of a building for drop off and the front for pick up if you only have one building. Managing Sustained Operations (MSO) 27 March 2024 Unit 2 | Sustained Operations Issues Identify potential collection centers; avoid sites that are being used for other functions (e.g. shelter or Local Assistance Center). Ideally collection centers are on the edge of the disaster area, far enough to avoid conflicting with response operations but close enough to make transportation simple. Identify the staffing, equipment, and supplies necessary to operate a collection center and warehouse operation. Include potential locations, staff assignments, and equipment sources and supplies in your plan. The plan should also address how to record and track What goods are received Who made donations so they can receive recognition How goods are allocated, distributed, and transported to non-profits, survivors, distribution centers Include a criteria and process tor demobilize collection centers and warehouses. Many local jurisdictions have entered into formal partnerships with recognized voluntary organizations or nonprofit organizations to operate their donations management function. Typically, these organizations include donations management as part of their disaster or day-to-day mission. They can provide donors with tax deduction receipts, which government cannot. These potential non-profit partners include Adventist Community Services, Salvation Army, and Goodwill Industries. Businesses and residents who live nearby potential collection centers need to know what these centers are so they can anticipate traffic. Inventory (what, how many, where) is the most critical piece of information management at a warehouse or collection center. Be sure to provide receipts and document all donation information. Inventory may start with pen and paper. People may drop off donations before a computer is available. Power outages and internet interruptions may also halt computer-based inventory control. The key to success is Redundancy. Tracking how donated goods are distributed is critical. At distribution centers, ensure the survivor’s are not duplicating services. If donated goods are no longer needed to support the recovery operations, document the final disposition of the goods. Both are necessary to provide transparency. Distribution Centers are an additional facility or facilities to distribute donated goods. Collection and distribution must be separated, even if in the same building. Managing Sustained Operations (MSO) 28 March 2024 Unit 2 | Sustained Operations Issues Warehouses store, manage, and distribute a large amount of donated goods. Usually the goods go to a Collection Center. When the goods are packaged correctly and needed, they can be directed straight to a Local Distribution Center or Point of Distribution (POD). Effective collection, sorting, and inventory of donated goods includes a mechanism to distribute collected items. Characteristics of a good distribution center include: Easy for survivors to locate and access; and effective security Potential locations for distribution centers include: Food banks Clothing pantries Voluntary organization facilities Vacant stores Local government facilities (i.e., fire stations or schools) may seem like perfect locations; however, they may not work out due to their potential disaster missions. The commonly accepted definition of a distribution center differs from a point of distribution. A Point of Distribution (POD) is used early in response and recovery operations, to distribute government-supplied goods (e.g., bottled water, meals-ready-to-eat [MREs], ice). These items are generally distributed without detailed demonstration of need. Distribution centers are activated later in the response and recovery process and are used to distribute items that meet the survivor’s specific needs. Distribution of the goods is tracked to ensure transparency. Even though PODs and Distribution Centers differ in function, information contained in guidance on PODs may be useful to plan for Distribution Centers. FEMA and the US Army Corps of Engineers developed an Independent Study program: Guide to Points of Distribution that addresses staffing, set-up, operations, safety, and demobilization and can be found at www.training.fema.gov/IS-26. Managing Sustained Operations (MSO) 29 March 2024 Unit 2 | Sustained Operations Issues Sustained Operations Issues Debris Removal ▪Site Assessment ▪Hazardous Waste ▪Erosion Control Visual 20 Sustained Operations Issues – Debris Removal The U.S. Environmental Protection Agency (EPA) and the California Department of Toxic Substances Control (DTSC) are leading the survey, collection and disposal of household hazardous waste (HHW) at approximately 18,000 properties affected by the Camp Fire in the Town of Paradise and Butte County. California Department of Resources Recycling and Recovery Site Assessment and Documentation Measure and record foundation, structures, debris, utility infrastructure, and property-specific hazards. Obtain and evaluate soil samples to establish cleanup goals for the project; identify and remove remaining asbestos-containing materials. Debris Removal Remove of all burnt debris, foundations, dangerous trees, and contaminated soil Conduct confirmation sampling. Managing Sustained Operations (MSO) 30 March 2024 Unit 2 | Sustained Operations Issues Sample and analyze soil and compare results to cleanup goals. Erosion Control Measures Implement storm water best management practices to control sediment runoff and promote vegetation growth. Final Inspection Property owners receive a certification that verifies the lot is clean and eligible to receive a building permit. Private Cleanups: Property owners who do not qualify for, or who choose not to participate in, the state program should consult their local officials for information on contractor requirements and cleanup standards. More information is available from CalRecycle. Managing Sustained Operations (MSO) 31 March 2024 Unit 2 | Sustained Operations Issues Sustained Operations Issues Mutual Aid Provision of resources, facilities, and or services between two or more parties Who requests Mutual Aid Logistics for Mutual Aid Communication with responders Situational Awareness Best use of Mutual Aid Resources Visual 21 Sustained Operations Issues – Mutual Aid Provision of resources, facilities, and or services between two or more parties. Who requests Mutual Aid Communication with responders Best use of Mutual Aid Resources Logistics for Mutual Aid Situational Awareness Common Precepts Requestor has reasonably exhausted resources Responder renders maximum practical assistance Responsibilities Responding agency continues salary & benefits Requestor provides basic comfort & supplies Responder bears losses & repair costs Management Authorization to use Mutual Aid Managing Sustained Operations (MSO) 32 March 2024 Unit 2 | Sustained Operations Issues PIO Implications Staying informed Operations Who decides to request Mutual Aid Who actually requests Mutual Aid How to communicate with responders Best use of Mutual Aid Assets Planning & Intelligence Situation Status Documentation Advance Planning Logistics Staging Areas Base Camps Supplies Tracking Finance & Administration Mutual Aid is FREE Except Proclaimed/Declared disaster Track eligible costs SEMS Compliance Managing Sustained Operations (MSO) 33 March 2024 Unit 2 | Sustained Operations Issues Sustained Operations Issues Emergency Public Information Primary Goal ▪ Get the right information to the right people at the right time Information delivered via ▪ News media ▪ Websites ▪ Social Media Joint Information Center (JIC) Visual 22 Sustained Operations Issues – Emergency Public Information Crisis communication includes collecting and processing of information for decision making along with the creation and dissemination of crisis messages. The emergency nature of a crisis amid great uncertainty aggravates already difficult decision-making with the urgent need for the management to make decisions rapidly. Everyone now has the ability to write and report the news. Emergency Public Information needs to on time, on point, credible and reliable Getting and vetting information is critical to Emergency Public Information Ensure you are incorporating the whole community, social media, regular media, and Multilanguage Establish a Joint Information Center (JIC) to assist with press conferences, press releases, social media posts, rumor control, Remember to show empathy when providing public information. Ensure the safety of everyone involve. Managing Sustained Operations (MSO) 34 March 2024 Unit 2 | Sustained Operations Issues Remember the small things: Breaks Food & water Time Standing and Stretching Managing Sustained Operations (MSO) 35 March 2024 Unit 2 | Sustained Operations Issues Sustained Operations Issues EOC Environmental Issues Activation Week One Week Five Week Ten Week 20 Day 1 Day 5 Day 30 Day 60 Day 90 Determine Determine Determine Determine Determine Staffing Long Term EOC Operations Health & Welfare of Staff Keep the EOC Functioning When to Transition to Recovery Operational Period Visual 23 Sustained Operations Issues – EOC Environmental Issues The mission of the EOC as it activates is important to effective coordination of an incident. As an incident begins to emerge or grow, the scope of the EOC’s operation should begin to come into focus. Another aspect of an emerging event is resource management. Some EOCs will be working with multiple ICPs, exponentially increasing the complexity of resource management. During long-term operations, the issues you will most likely need to manage include: Documentation Resource depletion Fiscal issues Staff turnover and exhaustion Heightened anxiety and shortened tempers Suggestions for resolving long-term issues include: Advanced planning for long-term operations: Managing Sustained Operations (MSO) 36 March 2024 Unit 2 | Sustained Operations Issues Disaster Reserves for operations. Sufficient or “deep” staffing (planning for multiple shifts over long periods) Pre-identified contracts when local resources begin to dwindle. Structured management of staff hours (ensuring staff is not over-working themselves voluntarily). Having rest periods and places available A willingness to include counselors, stress managers, and mediators in the EOC Resolving potential long-term EOC issues could be partially addressed by developing a simple resolution framework. A Resolution Framework: Have all key decision makers at the EOC as soon as possible (EOC and Policy Group). Ensure the proper authority is present to resolve issues (Delegations of Authority). Mediate when appropriate and necessary. This simple, threestep framework ensures that whatever issues arise, all stakeholders and the proper authority is present in the EOC to help resolve the problem Sometimes stress and exhaustion are unavoidable in an EOC, placing pressure on leadership to resolve issues quickly. While emergency management professionals may not be able to prevent stress and exhaustion, there are actions for mitigating them. Managing stress levels actually begins before EOC operations. Before operations, emergency management leadership can make sure that the staff comes together as a team and pledges to watch out for each other. It is also helpful for leadership to provide all staff with information on the causes of stress and ways to reduce it. Helping staff identify signs of stress and providing useful techniques for reducing stress will help everyone during operations. To manage stress during EOC operations, you should encourage personnel to take breaks away from their desks and to get rest when the opportunity arises. Promote good eating habits and exercise. Be alert to behavior changes, such as irritability or the inability to make decisions. Act sooner, rather than later. Don’t wait until an individual is unable to function. Mistakes made at the EOC can cause injury or death at the scene. While the decision to activate an EOC may be spelled out, the decision to deactivate is not always as clear cut. The best way to determine when to deactivate is by having well-established communication with key individuals including Incident Commanders, Unified Command or Coordination, and by discussing or observing your internal EOC staff. Managing Sustained Operations (MSO) 37 March 2024 Unit 2 | Sustained Operations Issues Sustained Operations Issues Debris Removal ▪What needs to be removed? ▪How does it need to be removed? ▪Where will it go? ▪Who is paying for the removal? Visual 24 Sustained Operations Issues – Debris Removal Two-Step Process to Cleaning Wildfire Debris The Camp Fire debris clean is a state-managed debris removal program that has two phases: removal of household hazardous waste and removal of other fire-related debris. Phase 1 – Household Hazardous Waste Removal California Department of Toxic Substances Control and U.S. Environmental Protection Agency Clear properties of household hazardous waste, including lead acid and household batteries; compressed gas cylinders; bulk pesticides, fertilizers and pool chemicals; paints, thinners and aerosol cans; asbestos siding, pipe insulation and tiles; and CRTs from televisions, computers and other electronic devices. Assess properties for asbestos and remove bulk asbestos material. The contaminated debris is cleaned up and contained as quickly as possible to minimize exposure to emergency personnel, the public, and workers involved in restoration efforts. California Department of Toxic Substances Control also populates a mapping tool that’s designed both for emergency crews and public use. The data inputted by crews on the ground streamlines DTSC’s cleanup of Household Hazardous Waste and keeps the public updated in real time. Managing Sustained Operations (MSO) 38 March 2024 Unit 2 | Sustained Operations Issues More information and interactive maps are available from the California Department of Toxic Substances Control here: https://www.dtsc.ca.gov/SiteCleanup/ERP/wildfire-wasteremoval.cfm Phase 2 – Debris Removal California Department of Resources Recycling and Recovery Site assessment and documentation Measure and record foundation, structures, debris, utility infrastructure, and propertyspecific hazards. Obtain and evaluate soil samples to establish cleanup goals for the project; identify and remove remaining asbestos-containing materials. Debris removal Remove of all burnt debris, foundations, dangerous trees, and contaminated soil Conduct confirmation sampling. Sample and analyze soil and compare results to cleanup goals. Erosion control measures Implement storm water best management practices to control sediment runoff and promote vegetation growth. Final inspection Property owners receive a certification that verifies the lot is clean and eligible to receive a building permit. Private Cleanups: Property owners who do not qualify for, or who choose not to participate in, the state program should consult their local officials for information on contractor requirements and cleanup standards. More information is available from CalRecycle here. Managing Sustained Operations (MSO) 39 March 2024 Unit 2 | Sustained Operations Issues Sustained Operations Issues Demobilization Planning EOC Section Planning & Intelligence Logistics When to Demobilize How to Demobilize Plan to demobilize as soon as EOC is activated Identify resources and probable release time What is the Demobilization Plan Priorities based on specific incident Identify personnel travel needs Coordinate travel arrangements as necessary Visual 25 Sustained Operations Issues – Demobilization Planning The EOC Director should approve the release or demobilization of response resources prior to initializing the process Assign personnel to identify surplus resources and probable resource release times Establish demobilization priorities based on the specific incident If necessary, develop/communicate a Disposal Plan for the disposal of hazardous materials or wastes, as necessary. Identify personnel travel needs and coordinate travel arrangements, as necessary. Plan for equipment repair, decontamination, maintenance services, and inspections, as necessary Initialize impact assessments and post-incident reviews Managing Sustained Operations (MSO) 40 March 2024 Unit 2 | Sustained Operations Issues Visual 26 Questions Managing Sustained Operations (MSO) 41 March 2024 This Page Intentionally Left Blank 42 Unit 3 | The State and Federal Role in sustained Operations Unit 3 The State and Federal Role in Sustained Operations Visual 27 Unit 3 The State and Federal Role in Sustained Operations Managing Sustained Operations (MSO) 43 March 2024 Unit 3 | The State and Federal Role in sustained Operations Unit Objectives At the end of this unit participants will be able to: Understand the State Role in Sustained Operations Understand how to work with CalOES and FEMA Understand the importance of the State and Federal Role Visual 28 Unit 3 – The State and Federal Role in Sustained Operations Duration 60 Minutes Scope Statement This unit provides participants with a review of State and Federal organizational structures as well as reviewing several recovery programs that could be available from those structures. Terminal Learning Objectives (TLO) Upon completion of this unit, participants will understand State and Federal emergency management structures and what their sustained operations capabilities are. Enabling Learning Objectives (ELO) Understand the need to coordinate sustained operations among multiple levels of SEMS. Lesson Topics Managing Sustained Operations (MSO) 44 March 2024 Unit 3 | The State and Federal Role in sustained Operations HSPD-5 & PPD-8 SEMS levels Recovery programs available Resources Participant Guide Assessment Strategy Verbal and visual assessment of understanding Participation in introductions Open dialogue for questions and answers Instructor-to-Participant Ratio 1:25 Reference List | Not Applicable Practical Exercise Statement | Not applicable Participant Notes | Notes are contained throughout the lesson plan as appropriate. Managing Sustained Operations (MSO) 45 March 2024 Unit 3 | The State and Federal Role in sustained Operations HSPD-5 and PPD-8 Homeland Security Presidential Directive – 5 Presidential Policy Directive - 8 HSPD - 5 ▪ Issued February 28, 2003 ▪ Enhance the ability of the United States PPD - 8 ▪ Strengthen the security and resilience of the United States through systematic preparation for the threats that pose the greatest risk to the security of the nation, including acts of terrorism, cyber attacks, pandemics, and catastrophic natural disasters. to manage domestic incidents by establishing a single, comprehensive national incident management system Visual 29 HSPD – 5 and PPD – 8 HSPD-5 National Incident Management System (NIMS) Core set of concepts, principles, and terminology for incident command and multi-agency coordination National Response Framework (NRF) Guide to how the Nation responds to all types of disasters and emergencies. It is built on scalable, flexible, and adaptable concepts identified in the National Incident Management System to align key roles and responsibilities across the Nation. This Framework describes specific authorities and best practices for managing incidents that range from the serious but purely local to large-scale terrorist attacks or catastrophic natural disasters. The National Response Framework describes the principles, roles and responsibilities, and coordinating structures for delivering the core capabilities required to respond to an incident and further describes how response efforts integrate with those of the other mission areas. PPD-8 Identifies steps to improve coordination for local, state, and federal agencies A companion to HSPD-5 Managing Sustained Operations (MSO) 46 March 2024 Unit 3 | The State and Federal Role in sustained Operations Capabilities Threat Assessment Public Education and Awareness Planning Information Sharing Training Exercise Visual 30 Capabilities Managing Sustained Operations (MSO) 47 March 2024 Unit 3 | The State and Federal Role in sustained Operations California Governor’s Office of Emergency Services (Cal OES) Field Local Government Operational Area State Regional Level Level Visual 31 Standardized Emergency Management System (SEMS) All disasters happen at the local level. SEMS follows this Field Local Government Operational Area Regional Level State Level Regional Level (REOC) Manages and coordinates information and resources among operational areas within the mutual aid region and between the region and the state Coordinates overall state support for emergency response activities within the region The REOC gathers information about the event, and analyzes the information. Based on the information, the REOC establishes priorities for decision making and coordinating resources. Managing Sustained Operations (MSO) 48 March 2024 Unit 3 | The State and Federal Role in sustained Operations Information Difficult to obtain – impossible to work without Importance Importance Importance Operational Area (OP Area) ▪ Big picture of what is happening ▪ Enables REOC to provide ▪ better direction and recommendations Helps provide support in an efficient & timely manner Region (REOC) ▪ Provides information to the State Operations Center (SOC) ▪ Determine Objectives and priorities ▪ Develop advanced plans ▪ Timelines ▪ How soon do you need it ▪ How soon can we get it to you State (SOC) ▪ Availability ▪ Prioritizes resource requests ▪ Works with vendors ▪ Works with all Regions ▪ Works with other state agencies ▪ Coordinates resources ▪ Timelines ▪ How soon do you need it ▪ How soon can we get it to you Visual 32 Information If more than one Operational Area is involved, the Region provides the big picture of what is happening in the region. This helps makes informed decisions and prioritize resources. The REOC can then provide the OP Area with support in an efficient and timely manner. The REOC gathers information from all OP Areas involved and de-conflicts information. The REOC will also work with the OP Area on the Initial Damage Estimate (IDE) as response phase moves to recovery phase. Assistance with local proclamations, governor's concurrence, and presidential declarations Managing Sustained Operations (MSO) 49 March 2024 Unit 3 | The State and Federal Role in sustained Operations Operational Area Role Operational Area: The County and all political subdivision within the county (cities, special districts, unincorporated area. Operational Area (OA) Role ▪ Coordinates emergency/disaster activities Operational Area Coordinators ▪ Law Enforcement ▪ Fire & Rescue ▪ Emergency Management ▪ Disaster Medical/Health ▪ Public Works within the geographic area of the county ▪ Serves as a link for communication and coordination between the REOC & local EOCs ▪ Coordinates initial disaster recovery efforts Visual 33 Operational Area Role The concept of an operational area was included in the Emergency Services Act in 1970, which at the time required that the OA during a state of war emergency, but was optional for other uses. SEMS regulations established Operational Area Responsibilities Coordinate information, resources, & priorities among the Local Governments within the OA Coordinate inform, resources, & priorities between the Region and Local Government Use multi-agency or interagency coordinator to facilitate decisions for overall OA emergency response activities Emergency public information coordination, including possible Emergency Alert System use Maintain consistent and immediate contact with commercial phone vendors, not EOC positions Help resolve Interagency and/or related conflicts Managing Sustained Operations (MSO) 50 March 2024 Unit 3 | The State and Federal Role in sustained Operations Examples of potential conflicts include discipline specific or mission specific resources being used for other tasks, lack of coordinated emergency public information resulting in rumor control or misinformation issues, multiple agencies/jurisdictions planning to use the same resources/facilities, or conflicting emergency orders between jurisdictions. Operational Area Coordinators The Sheriff is the Law Enforcement Operational Area Coordinators in each county. Fire OA Coordinators are chosen by the local jurisdiction fire chiefs throughout each county, although in most counties it is usually County Fire or a similar centralized fire agency. Emergency Management OA Coordinators are usually from a county’s Office of Emergency Services/Office of Emergency Management/Office of Disaster Preparedness or related agencies. Medical/Health OA Coordinators are generally selected by the County Health Officer are often times the local EMS Agency/Authority. Public Works is usually through the County Public Works department. Other mutual aid systems, informal or formal, also have coordinators, such as building inspectors mutual aid. However, in order to keep an OA operation effective, those coordinators need to work with the OA Coordinators. Other mutual aid/coordination may include building inspectors, mental health workers, social services, fleet vehicle support, logistical support or most other needs or resources. Almost any needed resource can be requested through an Operational Area to augment or relieve local jurisdiction personnel. The OA can also help ensure each resource requester has considered the support and related issues which need to be addressed – this may include lodging, feeding, fuel supplies, logistical support, and related needs. Managing Sustained Operations (MSO) 51 March 2024 Unit 3 | The State and Federal Role in sustained Operations Lessons Learned Coordinate disaster planning efforts with various agencies & entities Make sure systems are in place for emergency information & updates Provide emergency response training to staff members Visual 34 Lessons Learned 1. Coordinate disaster planning efforts with various agencies & entities. 2. Make sure systems are in place for emergency information & updates. 3. Provide emergency response training to staff members. Managing Sustained Operations (MSO) 52 March 2024 Unit 3 | The State and Federal Role in sustained Operations Operational Area Long-Term Support Similar to initial operations ▪ Coordinate information, resources, & priorities among local governments & related agencies ▪ Coordinate information, resources, & priorities between the region and local government ▪ Inter-agency coordination to facilitate decisions for overall Op Area emergency response Visual 35 Operational Area Long-Term Support The County issues orders as a result of a Proclamation may be valid in cities as well as unincorporated areas. The OA coordinates emergency proclamations and orders within the OA can be very important as well as helpful Sustained support examples: Emergency Management Mutual Aid (EMMA): intended to provide experienced personnel to jurisdictions that need emergency managers to assist with an incident Common resources request coordination, depending on the disaster Building inspectors Public Works EMMA Geology specialists Hand crews Damage assessment coordinators Emergency public information coordination Managing Sustained Operations (MSO) 53 March 2024 Unit 3 | The State and Federal Role in sustained Operations Shelter and related congregate care coordination State and/or Federal command teams to oversee or coordinate response efforts Special resources request coordination for unique State/Federal resources such as the Weapons of Mass Destruction Civil Support Team Managing Sustained Operations (MSO) 54 March 2024 Unit 3 | The State and Federal Role in sustained Operations Sustained Support Recovery ▪ Initial disaster recovery ▪ Initial & follow up information for Cal OES, SBA, FEMA & other agencies ▪ Political Issues ▪ Coordinate with Cal OES & FEMA ▪ Public Health Visual 36 Sustained Support Political issues: Coordinate with special district, city and county staff, board of directors and supervisors, city councils, city administrators/managers, County administrators and others Coordinate with Cal OES and FEMA about Local Assistance Centers versus Federal Disaster Recovery Centers including potential jurisdictional issues. Although some unique incidents (airline crash, Department of Energy or Department of Defense incidents) may have federal agencies as the jurisdiction with authority over the incident, there many still be sustained support needs from location entities Public Health Coordinate with local public health on pandemics Coordinate with private healthcare providers, hospitals, and the Medical/Health Operational Area Coordinator Local and State Health Officials have unique emergency powers and can declare a state of emergency Managing Sustained Operations (MSO) 55 March 2024 Unit 3 | The State and Federal Role in sustained Operations Visual 37 Questions Managing Sustained Operations (MSO) 56 March 2024 Unit 4 | Advanced Planning Unit 4 Advanced Planning Visual 38 Unit 4 Advanced Planning Managing Sustained Operations (MSO) 57 March 2024 Unit 4 | Advanced Planning Unit Objectives At the end of this unit participants will be able to: Understand what Advanced Planning is Understand the importance of Advanced Planning Know about the Advanced Planning Report, the Job Action Sheet, and Advanced Planning Table Visual 39 Unit 4 – Advanced Planning Duration 60 Minutes Scope Statement This unit provides participants with a detailed understanding of the need for advanced planning in a sustained operations environment. Terminal Learning Objectives (TLO) Upon completion of this unit, the participants will be familiar with the need to plan 36-72 hours ahead of operations. Enabling Learning Objectives (ELO) Understand the purpose of the EOC Advanced Planning Section and tools they can use for advanced planning. Lesson Topics Define the overall roles of the Section Introduce the tools the Section uses Managing Sustained Operations (MSO) 58 March 2024 Unit 4 | Advanced Planning Resources Participant Guide Assessment Strategy Verbal and visual assessment of understanding Participation in discussion Open dialogue for questions and answers Instructor-to-Participant Ratio 1:25 Reference List | Not Applicable Practical Exercise Statement | Not applicable Participant Notes | Notes are contained throughout the lesson plan as appropriate. Managing Sustained Operations (MSO) 59 March 2024 Unit 4 | Advanced Planning Advance Planning Best estimate of likely situation 3672 hours (and beyond) Looking forward when others are not (or cannot) ▪ Determine top priorities for actions and ▪ Identify any issues and constraints that should resources for the long term ▪ Identify any recommended changes to EOC policy, organization or procedures to better address the possible situation be addressed now considering the probable situation in 36-72 hours given current direction and policy Visual 40 Advance Planning What is likely to happen?? What is likely to happen if we don’t have the resources ordered? What could happen? What could happen if we don’t have the resources ordered? What happens if we do nothing? What do we need to SUPPORT the resources in the future? Don’t forget to look to past similar incidents for history of what happened and how it was mitigated. AARs from similar past incidents or trainings may help. Reach out to partner agencies for data or information they may have. Managing Sustained Operations (MSO) 60 March 2024 Unit 4 | Advanced Planning Advanced Planning Unit ▪ Reports to the Planning Section Coordinator ▪ Identifies issues that may impact, response and/or recovery operations ▪ Develops issue papers that are forwarded to the Section Chief to present to Management ▪ Identifies decision points for taking action 36-72 hrs. ahead Appendix A Visual 41 Advanced Planning Unit Establishes meetings with Section Chiefs, agency representatives to identify potential issues that may arise within 36 to 72 hours. Develops issue papers that are forwarded to the Section Chief who presents them to Management Identifies issues that may impact, response, or recovery operations. Identifies trigger points for taking action.36-72 Hours post event What issues will be critical What resources will be needed What will the response structure look like Moving from reactive to proactive Logistical Needs for the future? Staffing or equipment Rotation? Weather changes? What if? 72hrs to One week post event How will we demobilize? Managing Sustained Operations (MSO) 61 March 2024 Unit 4 | Advanced Planning How will we transition to recovery? How will we prepare for Federal and State recovery programs? How will we move EOC functions and projects back to Departments? Managing Sustained Operations (MSO) 62 March 2024 Unit 4 | Advanced Planning Using a Planning Worksheet Use the Planning Worksheet provided in Appendix B to: 1. Determine what are likely situations for the next 36-72 hrs. 2. Determine top priorities for actions and resources 3. Identify any recommended changes to better address possible situations 4. Identify any issues and constraints to address not considering the likely situation in 36-72 hrs. 15-Minutes work time 15- Minutes report back time Visual 42 Activity 1 – Using a Planning Worksheet Managing Sustained Operations (MSO) 63 March 2024 Unit 4 | Advanced Planning Visual 43 Questions Managing Sustained Operations (MSO) 64 March 2024 Unit 5 | Mutual Aid Unit 5 Mutual Aid Visual 44 Unit 5 Mutual Aid Managing Sustained Operations (MSO) 65 March 2024 Unit 5 | Mutual Aid Unit Objectives At the end of this unit participants will be able to: Knowledge of Automatic and Mutual Aid Systems Process for requesting and tracking Mutual Aid resources Command and Support of on-scene Mutual Aid resources Visual 45 Unit 5 – Mutual Aid Duration 60 minutes Scope Statement This unit provides participants with a detailed look at the Mutual Aid system throughout the Nation and the State of California Master Mutual Aid System with an emphasis on resource requesting through the Mutual Aid system. Terminal Learning Objectives (TLO) Upon completion of this unit, the participants will be familiar with Mutual Aid and how it is ordered in California. Enabling Learning Objectives (ELO) Understand Mutual Aid and how it can be used for sustained operations. Lesson Topics California Master Mutual Aid National Mutual Aid resources Managing Sustained Operations (MSO) 66 March 2024 Unit 5 | Mutual Aid Resource ordering through Mutual Aid systems Resources Participant Guide Assessment Strategy Verbal and visual assessment of understanding Participation in discussions Open dialogue for questions and answers Instructor-to-Participant Ratio 1:25 Reference List | Not Applicable Practical Exercise Statement | Not applicable Participant Notes | Notes are contained throughout the lesson plan as appropriate. Managing Sustained Operations (MSO) 67 March 2024 Unit 5 | Mutual Aid SEMS Levels (5) STATE EOC STATE REOC OP. AREA (COUNTY) EOC LOCAL EOC FIELD Visual 46 SEMS Levels (5) Managing Sustained Operations (MSO) 68 March 2024 Unit 5 | Mutual Aid Master Mutual Aid System 1950 agreement among all CA political subdivisions. Voluntary and reciprocal agreements which provide services, resources, and facilities, when jurisdictional resources are inadequate. Several Mutual Aid Systems form essential links in SEMS. Visual 47 Master Mutual Aid System Managing Sustained Operations (MSO) 69 March 2024 Unit 5 | Mutual Aid FEMA Mutual Aid Regions Visual 48 FEMA Mutual Aid Regions Managing Sustained Operations (MSO) 70 March 2024 Unit 5 | Mutual Aid Master Mutual Aid System ▪ Interstate Mutual Aid Agreement Facilitated through the National Coordinating Group ▪ State law in all 50 States, District of Columbia, US Virgin Islands, Puerto Rico, Guam & Norther Mariana ▪ Resources from all disciplines Visual 49 Master Mutual Aid System Managing Sustained Operations (MSO) 71 March 2024 Unit 5 | Mutual Aid National Guard Role ▪ Provide off-incident backup capability to local government ▪ Provide support and backup capability at incidents ▪ Operate in primary tactical assignments at incidents Visual 50 National Guard Role Managing Sustained Operations (MSO) 72 March 2024 Unit 5 | Mutual Aid Resource Ordering Visual 51 Resource Ordering Managing Sustained Operations (MSO) 73 March 2024 Unit 5 | Mutual Aid Mutual Aid “Neighbor helping Neighbor” Search and Rescue Coroners’ Mutual Aid Disaster Medical/ Health Fire and Rescue Law Enforcement ▪ Operational Areas Coordinators (MHOAC) ▪ Regional Disaster Medical/Health Coordinators Urban Search and Rescue (USAR) Public Works ▪ Operational Area Coordinators ▪ Regional Coordinators Visual 52 Mutual Aid Day to day Mutual Aid is authorized by the Government Code. Mutual Aid is also done through Memorandum of Understanding or Agreement. Usually no reimbursement and usually with adjacent jurisdictions. Mutual Aid may not be appropriate for planned events. Emergency Management Mutual Aid Systems ▪ Volunteer Engineers ▪ Civil and Structural Engineers ▪ Building Inspectors ▪ Public Information Officers ▪ Emergency Managers (EMMA) ▪ Hazardous Materials (HAZMAT) ▪ Utilities ▪ Volunteer Organizations Active in a Disaster (VOAD) ▪ American Red Cross ▪ Salvation Army ▪ Samaritans Purse Managing Sustained Operations (MSO) 74 March 2024 Unit 5 | Mutual Aid Mutual Aid Concepts Plan for deployment Communications (Interoperability) Mission Assignments (Support needs) ▪ Meals ▪ Clear Mission ▪ Lodging (Base Camp, Staging Areas, Hotels, Other) ▪ Point of Contact ▪ Vehicle Support (Mechanic, Fuel) ▪ Safety and Incident Briefing ▪ Access Routes ▪ Equipment expectations ▪ Subject to recall ▪ Tracking (Flight Follow) Visual 53 Mutual Aid Concepts Managing Sustained Operations (MSO) 75 March 2024 Unit 5 | Mutual Aid Resource Requests ▪ ▪ ▪ ▪ Kind of resource ▪ ▪ ▪ ▪ Type of resource Number of resources needed Special qualifications Reporting location Time required Communication requirements Special Instructions Track Mutual Aid Resources Mutual Aid Coordinators Assigned supervisors/leaders Jurisdictions making request Jurisdictions providing resource At appropriate SEMS/NIMS levels At Incidents Designated resource supervisor Resources Unit Visual 54 Resource Requests Release priorities for Mutual Aid resources: Highest qualified resources (may be redeployed) Resource at the incident for the longest times Resources travailing furthest distance Managing Sustained Operations (MSO) 76 March 2024 Unit 5 | Mutual Aid Visual 55 Questions Managing Sustained Operations (MSO) 77 March 2024 This Page Intentionally Left Blank 78 Unit 6 | Shelter and Animals Unit 6 Shelter and Animals Visual 56 Unit 6 Shelter and Animals Managing Sustained Operations (MSO) 79 March 2024 Unit 6 | Shelter and Animals Unit Objectives At the end of this unit participants will be able to: Knowledge of types of shelters Functions within shelters Planning challenges for shelters Visual 57 Unit 6 – Shelter and Animals Duration 90 minutes Scope Statement This unit provides participants with an overview of the sustained operations considerations for sheltering and animal care and rescue operations. Terminal Learning Objectives (TLO) Upon completion of this unit, participants will have an understanding of how to plan for sustained operations of animal and mass care systems. Enabling Learning Objectives (ELO) Analyze sustained operations of mass care and shelter systems through a California based case study. Lesson Topics Shelter operations after the first 72 hours EOC operations for future Operational Periods Managing Sustained Operations (MSO) 80 March 2024 Unit 6 | Shelter and Animals Challenges of planning for animals Resources Participant Guide Exercise Scenario Situation Manual Applicable Forms Assessment Strategy Verbal and visual assessment of understanding Participation in discussion Open dialogue for questions and answers Instructor-to-Participant Ratio 1:25 Reference List | Not Applicable Practical Exercise Statement | Not applicable Participant Notes | Notes are contained throughout the lesson plan as appropriate. Managing Sustained Operations (MSO) 81 March 2024 Unit 6 | Shelter and Animals Shelters An overall Mass Care function Functions of the Shelter Mass Care Types of Shelters Spontaneous/Official ▪ Schools ▪ Public Facilities ▪ Churches ▪ Park ▪ Hotels Specific to Incident ▪ First 72 hours ▪ After 72 hours ▪ ADA compliant Temporary Housing ▪ Protection and Staging ▪ Feeding ▪ Emergency First Aid ▪ Mental Health Visual 58 Shelters Schools Public and private schools must have emergency operations plans CCR Title 5 Section 560 Education Code Section 35295 American Red Cross and public agencies access community colleges Education Code Section 82542 (g) Two clients Students, Faculty, and Staff General Public Letters of Agreement of Memorandums of Understanding for: Provision of equipment Staff support Food Portable toilets Health care Managing Sustained Operations (MSO) 82 March 2024 Unit 6 | Shelter and Animals Engineers (facility inspections) Security Communications Transportation Response Cost Financial Average daily attendance is covered under Education Code Section 41422 & 46392 American Red Cross (prior to event) Preparedness California Department of Education Joint Powers of Authority Safety Credit for preparedness – training/materials – worker’s compensation Managing Sustained Operations (MSO) 83 March 2024 Unit 6 | Shelter and Animals Care and Shelter Scope ▪Designated sites ▪Temporary sites ▪Feeding ▪Bulk distribution ▪Time Visual 59 Care and Shelter Care and shelter includes sheltering, feeding operations, emergency first aid, bulk distribution and “Safe and Well” information. “Safe and Well” is an American Red Cross website for shelter residents to input their information for their families to know they are safe. Emergency first aid is for basic care. Emergency plans should include disability community partners, community and faith-based organizations and the American Red Cross. The Functional Assessment Service Team (FAST) members assist shelter staff in identifying the needs of people with disabilities and others with access and functional needs. For more information about FAST, check the California Department of Social Services website. The ADA requires equal access in the most integrated setting. Sleeping and feeding areas need to be accessible and aisles should be wide enough for easy navigation. Plans should state how to provide essential medications, Durable Medical Equipment (DME) and Consumable Medical Supplies Managing Sustained Operations (MSO) 84 March 2024 Unit 6 | Shelter and Animals (CMS). Address ways to locate, procure, and store necessary items. Update provider agreements regularly. Identify and integrate children’s needs into any care and shelter plan. Children may be located away from their parents, either at school, daycare facilities, sports events or after school activities. Reunification is a crucial part of the plan. Managing Sustained Operations (MSO) 85 March 2024 Unit 6 | Shelter and Animals Roles and Responsibilities Public Health Private Organizations Resource Management VOAD Local Government Animal Care Services Visual 60 Roles and Responsibilities Care and Shelter operations are the local jurisdiction’s responsibility. When circumstances exceed a local government’s capabilities, the State and Federal government may provide support. Identify staff and maintain notification procedures so properly trained personnel are available for extended duty in the EOC, the agency DOC, or field command posts. Usually the local social services agency is the lead agency for care and sheltering. They coordinate shelter operations to identify care and shelter assets and services and resolve any problems or gaps that may arise. The local Public Health agency may need to coordinate resources to support medically fragile persons and their safe transportation to a medical facility. They may also need to prevent the spread of communicable disease and disaster-related illness. Animal Care Services assist with sheltering pets and ideally try to have an animal shelter near the human shelter. The plan should identify the agency responsible for coordinating shelter operations, provide guidance for the Managing Sustained Operations (MSO) 86 March 2024 Unit 6 | Shelter and Animals admission and treatment of service animals and establish criteria to quickly identify household pet shelters and alternate facilities. Identify equipment, supplies and security of each household pet facility, including perimeter controls and security personnel. Private organizations may assist with and help coordinate operating mass care facilities, provide food, equipment and supplies. Private organizations may also help provide basic needs and assist with counseling services and emotional support. Managing Sustained Operations (MSO) 87 March 2024 Unit 6 | Shelter and Animals EOC Operations Who coordinates sheltering? Logistics Operations ▪Care & Shelter Branch ▪Animal Services Branch ▪Facilities Unit ▪Personnel Unit ▪Volunteer Unit Planning & Intelligence ▪Sit Stat ▪Documentation ▪Advance Planning Visual 61 EOC Operations Managing Sustained Operations (MSO) 88 March 2024 Unit 6 | Shelter and Animals Case Study Tubbs and Atlas Fires ▪ More than 5100 homes destroyed ▪ Pre-existing housing crisis ▪ City of Santa Rosa lost 5% of housing stock with a rockbottom rental vacancy rate already ▪ Availability of Engineers, architects, contractors ▪ Many unable to rebuild due to being under insured Visual 62 Case Study Referenced from Sonoma Magazine Rising from the Ashes: Sonoma County Faces Long Road to Recovery Following the Fire Where to put all the residents who lost their homes? Where to put all the workers that will be in the community for the rebuild? How to deal with low rental units? How to streamline services for rebuild? What County/City wide fiscal impact will be felt for years to come? Managing Sustained Operations (MSO) 89 March 2024 Unit 6 | Shelter and Animals Discussion What are some sheltering and transportation assumptions? What does the Pet Evacuations and Transportation Standards (PETS) Act require? What are Household pets? What are Service Animals? Visual 63 Discussion Thirty-nine percent of U.S. households own at least one dog. Twentyeight percent own two dogs and twelve percent own three or more dogs. On average, people have two dogs (1.69 %). Thirty-three percent of U.S. households own at least one cat and fifty-two percent own more than one cat. On average, people have two cats (2.2%). In 2006, nearly half of pet owners, or 49.7%, considered their pets to be family members. Lessons learned reveal that people will not evacuate without their pets and will risk entering evacuated areas to reach their animals. The PETS Act requires local and state emergency preparedness authorities to plan for accommodating household pets and service animals. Local and state authorities must submit these plans to qualify for FEMA grants. FEMA defines household pets as a domesticated animal, such as a dog, cat, bird, rabbit, rodent, or turtle that is traditionally kept in the home for pleasure rather than for commercial purposes, can travel in commercial carriers, and be housed in temporary facilities. (FEMA DISASTER ASSISTANCE POLICY DAP9523.19) Managing Sustained Operations (MSO) 90 March 2024 Unit 6 | Shelter and Animals According to the ADA, a service animal is a dog that is individually trained to do work or perform tasks for a person with a disability. When it is not obvious what service an animal provides, two questions can be asked 1) Is the dog a service animal required because of a disability?, and (2) What work or task has the dog been trained to perform? Managing Sustained Operations (MSO) 91 March 2024 Unit 6 | Shelter and Animals Animals ▪ Evacuation ▪ Collaborative Team ▪ Functional Requirements, constraints, and restraints Evacuation with household pets ASAR for stranded household pets Shelter-in-Place for Animals Co-located or emergency animal sheltering ▪ Immediate ▪ Long Term Visual 64 Animals Pet owners are responsible for evacuating their pets. Any evacuation of people will result in household pets and service animal issues. Educate the community on what they can do to be prepared. Estimate the number of household pets in your community and how many may need assistance in evacuating and sheltering. Determine the function requirements, constraints and restraints of evacuation with household pets, Animal Search and Rescue, shelter-inplace for animals and co-located or emergency animal shelters (immediate and long-term). Emergency managers should bring representatives from: Animal Control Local Humane Society or SPCA Facilities Managers (parks, fairgrounds, horse arenas) Agriculture Veterinary Clinics, Hospitals and Associations Purebred Kennel Clubs and Animal Rescue Organizations Managing Sustained Operations (MSO) 92 March 2024 Unit 6 | Shelter and Animals Working Animal Organizations Livestock Associations Zoos Red Cross County Animal Response Teams (CARTS) Private sector (pet food/supply retailers, pet boarding facilities, pet stores, etc.) Civic, social, educational, professional, and advocacy organizations (e.g., those that address animal care and welfare) CARES – California Animal Response Emergency System Managing Sustained Operations (MSO) 93 March 2024 Unit 6 | Shelter and Animals Transporting Animals ▪National Alliance of State Animal and Agricultural Emergency Programs ▪Mounted police ▪Volunteers ▪Equine Visual 65 Transporting Animals In a large disaster, multiple staging areas, evacuation sites and shelters may be necessary. The goal is move animals to a safe location and not relocate them as the incident progresses. Owners and animals should be housed together. If this is not possible, they should be adjacent to one another. National Alliance of State Animal and Agricultural Emergency Programs (NASAAEP) evaluated all forms of animal transportation. Transporting large numbers of animals has an inherent risk of loss of life. Animals must be monitored during transport and must be transported within containers/crates. Two primary concerns are ventilation and temperature control. Have established contacts with Law Enforcement Mounted Units who have the ability and equipment to evacuate livestock. Managing Sustained Operations (MSO) 94 March 2024 Unit 6 | Shelter and Animals Visual 66 Questions Managing Sustained Operations (MSO) 95 March 2024 This Page Intentionally Left Blank 96 Unit 7 | Volunteers and Donations Unit 7 Volunteers and Donations Visual 67 Unit 7 Volunteers and Donations Managing Sustained Operations (MSO) 97 March 2024 Unit 7 | Volunteers and Donations Unit Objectives At the end of this unit participants will be able to understand: Volunteers and donations management strategy Planning and operational considerations How volunteers and donations fit into sustained operations Visual 68 Unit 7 – Volunteers and Donations Duration 120 minutes Scope Statement This unit introduces the planning and management challenges of volunteer and donations management during sustained operations. Terminal Learning Objectives (TLO) Upon completion of this unit, participants will identify the needs and challenges of incorporating volunteers and using them for donations management activities. Enabling Learning Objectives (ELO) Demonstrate the needs to plan for volunteer and donations management in sustained operations Lesson Topics National Management Strategies Managing Sustained Operations (MSO) 98 March 2024 Unit 7 | Volunteers and Donations Volunteer management Donations management Resources Participant Guide Exercise Scenario Situation Manual Applicable Forms Assessment Strategy Verbal and visual assessment of understanding Participation in discussion Open dialogue for questions and answers Instructor-to-Participant Ratio 1:25 Reference List | Not Applicable Practical Exercise Statement | Not applicable Participant Notes | Notes are contained throughout the lesson plan as appropriate. Managing Sustained Operations (MSO) 99 March 2024 Unit 7 | Volunteers and Donations National Management Strategies The National Volunteers and Donations Management Strategies are National Incident Management System (NIMS) compliant Respect the very sensitive donor relationships that may exist between donors and voluntary agencies Other Potential Partners Collaborative Partners Local, Tribal, or Business, industry, professional Local, Tribal, and State Media Community-based State/Regional VOADS leaders emergency management agencies organizations Private non-profit and faithbase organizations Visual 69 National Management Strategies The National Management Strategies are National Incident Management System (NIMS) compliant. The National Donations Management Strategy includes 10 points to manage unsolicited donated goods. The Principles of Managing Unaffiliated Volunteers are similar to the donations strategy. Managing Spontaneous Volunteers is a basis to develop a strategy to work with unaffiliated volunteers and is based on an analysis of effective models. National Donations Management Strategy’s 10 Principles: 1. Donations activities begin before a disaster declaration 2. Donations Management should address undesignated goods and spontaneous volunteers 3. Shipment of designated goods may be affected by state policies 4. Local and State governments are in charge of donations operations 5. Federal government and National Voluntary Organizations Active in Disaster (NVOAD) have support roles 6. State should make full use of existing voluntary agencies capabilities 7. Use a flexible strategy 8. Use a team approach Managing Sustained Operations (MSO) 100 March 2024 Unit 7 | Volunteers and Donations 9. Cash donations to voluntary agencies are preferred 10. Information Management is essential California has two Regional Voluntary Organizations Active in Disaster (VOAD) organizations. The Southern California VOAD covers the 10 southern counties (OES Southern Region except Inyo and Mono Counties plus Kern County). Northern California VOAD covers the remaining 48 counties. Many counties have local VOADs or equivalent organizations that bring together local chapters of the VOAD organizations and other community and faith-based organizations active in emergency operations. Emergency management agencies are key partners and often the link between the volunteer and donations community and government organizations. They can help the partnership understand how to interface with government and, during times of emergencies, provide them with information on the situation and expressed needs. At the state level this may be the State Voluntary Agency Liaison (VAL) and at the Federal level it may be the FEMA VAL. The Public Information Officer (PIO) may also be a valued partner, particularly when drafting public messages. Other local, state, or tribal agencies that may be involved with volunteers or donations should also be included. A volunteer coordinator or a donations coordinator is also a key player. Other participants may include those with assigned responsibilities as part of a Volunteer Coordination Team (VCT) or Donations Coordination Team (DCT), and non-profit partner agencies (a call center manager, warehouse manager, or distribution center coordinator). Managing Sustained Operations (MSO) 101 March 2024 Unit 7 | Volunteers and Donations Volunteer or Donations Coordination Team VCT or DCT Definition Key VCT Functions Key DCT Functions Collaborative partners Affiliated and Unaffiliated Monetary and Material Donations Represent Stakeholders Identify Resources Receive, Distribute & Demobilize Visual 70 Volunteer or Donations Coordination Team A Volunteer Coordination Team (VCT), Donations Coordination Team (DCT), or a Volunteer and Donations Coordination Team (VDCT), is a group of collaborative partners involved in volunteer and donations management during a disaster. These teams bring resources to the table and represent stakeholder groups in the response and recovery functions. Separate teams for volunteers and donations may not be necessary. If there is overlap in roles and responsibilities for both functions, you may a single team. If there is not much overlap in assignments, you may opt to have separate teams. The Volunteer Coordination Team addresses both affiliated and unaffiliated volunteers. Tasks may include: Identifying available volunteer resources Receive requests for volunteer resources or suggested tasks for available volunteer resources Match volunteers to assignments Maintain records on volunteer deployment (e.g., sign-in/sign-out sheets; Managing Sustained Operations (MSO) 102 March 2024 Unit 7 | Volunteers and Donations task descriptions and locations of work; name of on-site supervisor) Provide information on volunteer activities for situation reports or press releases VOAD organization Volunteer Coordination Teams should coordinate with the local government volunteer coordination function. Local government Volunteer Coordination Teams coordinate with the Operational Area. The Operational Area coordinates with Volunteer Coordinators or Teams at the REOC or SOC. The Donations Coordination Team (DCT) should address monetary and material donations. This includes donations from businesses and other partners and unsolicited donations. The DCT should have plans to receive donations, distribute them, and demobilize donation operations. DCTs also provide input for public information releases on appropriate donations strategy (cash is best and why; gracefully discourage unsolicited material donations) and on how donations are used. Managing Sustained Operations (MSO) 103 March 2024 Unit 7 | Volunteers and Donations Roles & Responsibilities ▪ Manage the Volunteer/Donations Coordination Team (VDCT) ▪ Coordinate with Local Government ▪ Manage call center ▪ Coordinate field logistics ▪ Coordinate media releases ▪ Coordinate volunteers, donations, & cash ▪ Ensure smooth transition from response to recovery Visual 71 Roles & Responsibilities The Volunteer/Donations Plan is part of the city or county’s Emergency Operations Plan (EOP). A voluntary organization’s Volunteer and/or Donations Plan may be part of an EOP or it may be a stand-alone plan. The Volunteer or Donations Coordinator ‘s responsibilities may include overseeing, writing, exercising, updating, and activating the Plan. This person leads the VCT or DCT and manages potential issues of interpersonal dynamics (e.g., morale, mental health, conflict, scheduling). The Coordinator determines staffing and other support needed from internal resources and supporting agencies and organizations. This determination is based on the anticipated volunteer or donations management operations to support event requirements. This person coordinates with other agencies, organizations, and government levels involved in managing the overall event, and with volunteers and donations specifically. This may include specific emergency functions that use (and manage) their affiliated volunteers, including the Medical/Health function (Medical Reserve Corps, Disaster Healthcare Volunteers), Law Enforcement (Search and Rescue), and Communications (Radio Amateurs). Managing Sustained Operations (MSO) 104 March 2024 Unit 7 | Volunteers and Donations The Volunteer/Donations Coordinator may manage the call center, unless volunteer and donations function support is provided by a multi-purpose call center (211). If this is the case, the Volunteer or Donations Coordinator coordinates with the call center manager on messaging, resource information, and data-tracking. The Volunteer/Donations Coordinator may also coordinate field operations (Emergency Volunteer Center or a Donations Coordination Center). In conjunction with PIO, the Volunteer or Donations Coordinator may: Generate press releases, Public Service Announcements, Website updates, Social Media, blogs, etc. Work with the Local and State Public Information Office to ensure coordinated and accurate messages and information Delegate someone with the authority to coordinate the management and flow of unsolicited goods and spontaneous volunteers. (Managing goods, volunteers, and cash requires different skill sets.) Maintain an accurate and timely communication link with the local or tribal EOC and, if necessary, with the REOC or SOC Ensure a smooth transition from response operations to recovery operations. This includes establishing mile-markers in the planning stages to indicate the transition from response to recovery Managing Sustained Operations (MSO) 105 March 2024 Unit 7 | Volunteers and Donations Helpful Hints For Volunteers and Donors Volunteers should be Cash donations are best ▪ Trained ▪ Affiliated with a volunteer agency ▪ Confirm the need ▪ Pack well, label clearly, and plan transportation ▪ Donate miscellaneous goods to local charities Visual 72 Helpful Hints Recommend volunteers deploy through an organization with trained personnel Recommend people give cash. Cash donations to voluntary organizations and community funds are best. Remember to stress this point in public education programs. All other points about volunteering and donating are secondary. Confirm the need and pass the message of specific needs to potential donors. Educate the public about what is needed. It’s okay to decline a donation offer; however, be careful of how the offer is declined. For example, if you are not accepting used clothing and someone shows up with used clothing, have a list of charitable organizations that accepts the clothing. Get the message out about how people should pack things and how to label items and boxes. This is also part of public education and messaging. For example, Pack the items in a brown cardboard box, seal it, and label it “canned fruit.” Managing Sustained Operations (MSO) 106 March 2024 Unit 7 | Volunteers and Donations Disaster Service Worker Defined California Emergency Services Act Government Code 3100-3109: All Public employees are hereby declared to be disaster service workers subject to disaster service activities as assigned to them by superiors or by law. “Public Employees” includes all persons employed by the state or any county, city, city and county, state agency or public district excluding aliens legally employee. Visual 73 Disaster Service Worker Defined While not volunteers they may by used to supervise or work with volunteers. Managing Sustained Operations (MSO) 107 March 2024 Unit 7 | Volunteers and Donations Messaging ▪Target Audience Community ▪Stakeholders Elected Officials ▪Public messaging Media Visual 74 Messaging Public information and education needs to reach various audiences and stakeholders. Elected officials need to understand their jurisdiction’s Volunteer and Donations policy so they communicate a message consistent with that policy. Communication to community and faith-based organizations should reiterate their policies and preferences about spontaneous volunteers and donations. The message should indicate how they can help and what not to do. Messages should discourage spontaneous volunteers self-deployment, including organized volunteer groups associated with professional organizations and other non-governmental organizations. Inform them who to contact (e.g., Volunteer Coordinator or 211) to offer their services. The offer should include the skills and assistance they can provide. Other groups to reach out to for targeted messaging include cultural messaging, demographics, socio-economic factors. Managing Sustained Operations (MSO) 108 March 2024 Unit 7 | Volunteers and Donations Be proactive prior to an event. Have pre-scripted press releases ready. Provide talking points for government officials. Identify stakeholders early on in the communication process and anticipate their questions and concerns. Organize thoughts and ideas, and prepare messages to respond to concerns and questions. Develop key messages and supporting information in a clear, concise, transparent, and accessible framework. Promote an open dialogue about the messages inside and outside the organization. Provide the spokesperson with a user-friendly guide. Make sure the organization has consistent information and messages, and speaks with a single voice. Use a message map to structure key messages. A Message Map is an organized means to display layers of information and contains detailed, hierarchically organizes responses to anticipated questions and concerns. Managing Sustained Operations (MSO) 109 March 2024 Unit 7 | Volunteers and Donations Automated Information Management ▪ Improve coordination and donations management ▪ Sorts offers ▪ Searches for useful offers ▪ Creates reports ▪ Provides critical information clearinghouse ▪ Maintains a list of specific needs ▪ Ensures all offers are handled Visual 75 Automated Information Management Various technologies are available to set up a donations and volunteer information management system. These include: Web-Based Technology—Internet Networked computers Stand-Alone Technology—Single, non-network computer Paper-Based Technology—Form template matches computer template Redundant systems are necessary due to power failure, computer system down time, etc. Managing Sustained Operations (MSO) 110 March 2024 Unit 7 | Volunteers and Donations Events Required to Process and Use Donated Goods ▪ Someone donates canned goods ▪ Canned goods are gathered at a centralized point and boxed ▪ Boxes loaded on a struck and shipped (costs money) ▪ Truck is unloaded ▪ Cans and individual items are resorted ▪ Sorted items are repacked in specially marked donation boxes ▪ Boxes shipped to distribution site ▪ Donated items distributed Visual 76 Events Required to Process and Use Donated Goods There is a significant cost difference moving a can of food versus donating cash. Statistical information indicates that the cost of donating a can of food through the stages of management is at least $10 versus a can that is purchased at about $.85. Cash is best and assists the local economy in its recovery. Buying products within the local economy helps the community recover. Cash is used to buy exactly what is needed, when it is needed, and not what the donor believes is needed. Cash also ensures the products freshness. Some donated goods may be out of date. Despite having a good public education strategy about the proper way to volunteer and donate goods, remember cash is best, affiliate to volunteer, and donate properly. The community should be prepared to address goods and volunteers coming into a disaster site. After the Sandy Hook school shooting, word got around that the surviving children could use stuffed animals to comfort them. Within three days, the Managing Sustained Operations (MSO) 111 March 2024 Unit 7 | Volunteers and Donations community received a huge amount of donated stuffed animals, toys and other goods. The donations were enough to fill a 60,000 square foot warehouse. The children did not need the donations so the community (families, school, city, warehouse manager) needed to develop a strategy to deal with the goods that respected, as much as possible, the spirit of the donors intent. Managing Sustained Operations (MSO) 112 March 2024 Unit 7 | Volunteers and Donations Managing the Flow of Donations Collections Centers GOODS STUFF S urplus T rash Useless to F rantic F olk G leaning O ut Of D onated S tuff Visual 77 Managing the Flow of Donations Collection Centers are places set up to receive, store, and distribute unsolicited goods. A Collection Center Captures miscellaneous donated goods and is where donations can be sorted, inventoried, and shipped to distribution centers. An efficient management program takes Stuff and turns it into Goods. STUFF = Surplus, Trash, Useless to Frantic Folk GOODS = Gleanings Out Of Donated Stuff Usually the goods will go to a Collection Center. If the goods are packaged correctly and needed, they may sent to a Local Distribution Center. Disaster Survivors can go to the Distribution Center to pick up items they need. In a small emergency, the collection and distribution may be done from the same facility. However, it is VITAL to separate the warehouse and collecting/sorting operations from the distribution operations. Use the back of a building for drop off and the front for pick up if you only have one building. Managing Sustained Operations (MSO) 113 March 2024 Unit 7 | Volunteers and Donations Identify potential collection centers; avoid sites that are being used for other functions (e.g. shelter or Local Assistance Center). Ideally collection centers are on the edge of the disaster area, far enough to avoid conflicting with response operations but close enough to make transportation simple. Identify the staffing, equipment, and supplies necessary to operate a collection center and warehouse operation. Include potential locations, staff assignments, and equipment sources and supplies in your plan. The plan should also address how to: Record and track what goods are received Who made donations so they can receive recognition How goods are allocated, distributed, and transported to non-profits, survivors, distribution centers Include a criteria and process to demobilize collection centers and warehouses. Many local jurisdictions have entered into formal partnerships with recognized voluntary organizations or nonprofit organizations to operate their donations management function. Typically, these organizations include donations management as part of their disaster or day-to-day mission. They can provide donors with tax deduction receipts, which government cannot. These potential non-profit partners include Adventist Community Services, Salvation Army, and Goodwill Industries. Businesses and residents who live nearby potential collection centers need to know what these centers are so they can anticipate traffic. Managing Sustained Operations (MSO) 114 March 2024 Unit 7 | Volunteers and Donations Distribution Centers Characteristics of a good Distribution Center Potential Locations Store, Manage, Distribute Food Banks Mechanism to Distribute Easy for survivors to locate Easy access Effective Security Vacant Store/Warehouses Voluntary organization facilities Visual 78 Distribution Centers Distribution centers are an additional facility or facilities to distribute donated goods. Collection and distribution must be separated, even if in the same building. Warehouses store, manage, and distribute a large amount of donated goods. Usually the goods go to a Collection Center. When the goods are packaged correctly and needed, they can be directed straight to a Local Distribution Center or Point of Distribution (POD). Effective collection, sorting, and inventory of donated goods includes a mechanism to distribute collected items. Characteristics of a good distribution center include: Easy for survivors to locate and access; and effective security Potential locations for distribution centers include: Food banks Clothing pantries Voluntary organization facilities Managing Sustained Operations (MSO) 115 March 2024 Unit 7 | Volunteers and Donations Vacant stores Local government facilities (i.e., fire stations or schools) may seem like perfect locations; however, they may not work out due to their potential disaster missions. The commonly accepted definition of a distribution center differs from a point of distribution. A Point of Distribution (POD) is used early in response and recovery operations, to distribute government-supplied goods (e.g., bottled water, meals-ready-to-eat [MREs], ice). These items are generally distributed without detailed demonstration of need. Distribution centers are activated later in the response and recovery process and are used to distribute items that meet the survivor’s specific needs. Distribution of the goods is tracked to ensure transparency. Even though PODs and Distribution Centers differ in function, information contained in guidance on PODs may be useful to plan for Distribution Centers. FEMA and the US Army Corps of Engineers developed an Independent Study program: Guide to Points of Distribution that addresses staffing, set-up, operations, safety, and demobilization and can be found at www.training.fema.gov/IS-26. Managing Sustained Operations (MSO) 116 March 2024 Unit 7 | Volunteers and Donations Information Management ▪Inventory Tracking ▪Interruption of Services ▪Redundancy Visual 79 Information Management Inventory (what, how many, where) is the most critical piece of information management at a warehouse or collection center. Be sure to provide receipts and document all donation information. Inventory may start with pen and paper. People may drop off donations before a computer is available. Power outages and internet interruptions may also halt computer-based inventory control. The key to success is Redundancy. Tracking how donated goods are distributed is critical. At distribution centers, ensure the survivors are not duplicating services. If donated goods are no longer needed to support the recovery operations, document the final disposition of the goods. Both are necessary to provide transparency. Managing Sustained Operations (MSO) 117 March 2024 Unit 7 | Volunteers and Donations Long Term Recovery May last 1824 months or more Media coverage stops Volunteers and donations Long Term Recovery Still needed committees Cash is preferred Provide for further unmet needs Visual 80 Long Term Recovery Long Term Recovery may last from 18 months to two years or longer. Evaluate scaling back or closing donations facilities. However, volunteers and donations are still needed. Cash is very important. Organizations should save money rather than give it away immediately after a disaster. Recovery does not stop when a disaster is over. Long-term recovery can be difficult because media coverage ends, volunteers return to their daily lives, and monetary donations may dwindle. Support the Long Term Recovery Committee with volunteers and donations. The Long-Term Recovery Committee (LTRC) is a group of individuals who work together to coordinate and provide further long-term unmet needs. LTRCs coordinate community resources to address on-going disaster-related needs. They provide individual case management, assess individual disaster recovery needs, and assist developing an individualized recovery plan. The LTRC is a broad representation of community organizations Managing Sustained Operations (MSO) 118 March 2024 Unit 7 | Volunteers and Donations Take time to analyze the efforts for best practices and lessons learned. Local and county plans should address long-term recovery strategies. Disposition of remaining goods: Recycle Share with community-based organizations Dispose of trash Managing Sustained Operations (MSO) 119 March 2024 Unit 7 | Volunteers and Donations Volunteers Affiliated and Unaffiliated Traditional Affiliated Volunteers Unaffiliated Volunteers ▪ Attached to voluntary or government agency ▪ Trained for disaster response ▪ Logistical support provided ▪ No association with a voluntary organization or agency ▪ Commonly known as convergent or Spontaneous Unaffiliated Volunteers ▪ Many include convergent or spontaneous groups Visual 81 Volunteers Traditional affiliated volunteers are beneficial in that: They are already part of a voluntary or government agency and less likely to self-deploy They are trained and liability insurance is covered by their agency Their feeding, housing, and transportation are usually provided by their agency California’s State Emergency Function (EF) 17 (Volunteer and Donations) defines Affiliated Volunteers as: “A person who is attached to a recognized voluntary (public, private, or nonprofit) organization and is trained for specific disaster response or recovery activities. The relationship with the organization precedes the immediate disaster and the person is invited by that organization to become involved in a particular aspect of emergency management”. Affiliated volunteers needs are usually taken care of because they are already part of a larger organization. Their organization should already Managing Sustained Operations (MSO) 120 March 2024 Unit 7 | Volunteers and Donations be a part of your plan. The spontaneous or unaffiliated volunteer have no association with a voluntary organization, want to help their community, and bring many different skills to the table. The community must coordinate a way to match them with a voluntary organization and transition them from unaffiliated to affiliated. This is often done through regular and social media releases that announce the details of how to serve as a volunteer with a local organization. The Volunteer Coordination Team (VCT) does not transition them to the disaster response, but the job of the organization with whom they want to affiliate does. These volunteers may have varied skills; however, those skills may not be conducive to the mission. They will show up and must be addressed in planning. While spontaneous volunteers may be perceived as a problem, they may be a resource. Work closely with the Volunteer Coordinator in the EOC or Emergency Manager to identify what jobs have priorities and then match volunteers to those jobs. Encourage spontaneous volunteers to affiliate with an existing group and determine what tasks they can be trained to do using just-in-time training (e.g. beach clean up). Unaffiliated volunteers can include convergent groups. These groups have no affiliation with an emergency management group and should be addressed in your plan. They may have liability insurance. If they do not, treat them as spontaneous volunteers and match them with an affiliated group. FEMA has a one-day course that covers these issues in detail. (E 489, Management of Spontaneous Volunteers in Disasters) Managing Sustained Operations (MSO) 121 March 2024 Unit 7 | Volunteers and Donations Volunteer Management How are volunteers supervised Liability coverage How In what circumstances Track hours Visual 82 Volunteer Management A few questions to consider How are volunteers supervised? What is the liability coverage for the volunteers? How? In what circumstances? How are hours tracked for a potential soft match against the jurisdiction’s cost share for the disaster? Managing Sustained Operations (MSO) 122 March 2024 Unit 7 | Volunteers and Donations Matching Needs 1. Use the scenario to answer the questions provided for each group. 2. Your instructor(s) will assign you to one of the four groups. 3. Select a spokesperson to brief your findings. 15-Minutes work time 15- Minutes report back time Visual 83 Activity 2 – Matching Needs Scenario At 0600, local and mutual aid fire and ambulance vehicles rushed to the scene of a huge fire that engulfed the town’s largest apartment building. Over 100 firefighters took more than 3 hours to bring the fire under control. The fire destroyed twenty-two apartments and displaced 58 families. While the structure is not a total loss, rebuilding will take at least one year. Fortunately, the building manager alerted the residents. Everyone evacuated, and no one was seriously hurt. Only one of the 58 families have renter’s insurance. Many have only the clothes they were wearing when they evacuated. A few families saved some of their belongings and rescued pets. As of 0915, the American Red Cross set up operations at a local church and will house the displaced families in a local hotel for three days. However, they have warned local officials they cannot provide money for housing beyond those three days. Managing Sustained Operations (MSO) 123 March 2024 Unit 7 | Volunteers and Donations Since the first sirens sounded, many people have walked to the scene to see what is happening. They are three blocks away because of the police barricade. Some are gawking; however, several are discussing what they can do to help. The mayor posted a notice about the fire and requested people drop off all donations at a local restaurant. Fortunately, the restaurant owner gave permission before the mayor’s announcement. However, the mayor did not specify what to donate or when people can drop off donations. Simultaneously, and with all good intentions, one of the town’s commissioners stated, “Please give all you can. We need donations for the fire victims from the apartment building tragedy this morning. Most have no family in the area, and nothing left. Drop your donations at the fire station any time, day or night, and we will make sure the victims get what they need.” Questions Group 1: Local Church - Volunteer Needs Assess how volunteers can assist with response operations Based on your collective experience, how can affiliated (government and non-governmental) volunteer groups assist? Would you recommend the Mayor make a public appeal for volunteers? If so, with what skills? Group 2: Local Restaurant - Volunteer Needs Assess how volunteers can assist with response operations Based on your collective experience, how can affiliated (government and non-governmental) volunteer groups assist? Would you recommend the Mayor make a public appeal for volunteers? If so, with what skills? Group 3: Local Church - Donated Resource Needs Assess what donated resources (other than volunteer labor) might help Based on your collective experience, what resources may be needed and where would you find those resources? Provide your impression of the Mayors’ request for donations versus the Commissioners’ request. Group 4: Local Restaurant - Donated Resource Needs Assess what donated resources (other than volunteer labor) might help Based on your collective experience, what resources may be needed and where would you find those resources? Provide your impression of the Mayors’ request for donations versus the Commissioners’ request. Managing Sustained Operations (MSO) 124 March 2024 Unit 7 | Volunteers and Donations Visual 84 Questions Managing Sustained Operations (MSO) 125 March 2024 This Page Intentionally Left Blank 126 Unit 8 | Debris Removal Unit 8 Debris Removal Visual 85 Unit 8 Debris Removal Managing Sustained Operations (MSO) 127 March 2024 Unit 8 | Debris Removal Unit Objectives At the end of this unit participants will be able to: Gain knowledge the types of debris and critical debris issues Describe debris removal eligibility/ ineligibility Describe debris removal costs/tracking/ documentation Visual 86 Unit 8 – Debris Removal Duration 120 minutes Scope Statement This unit provides participants with an overview of debris management operations and how they affect recovery of a jurisdiction. Terminal Learning Objectives (TLO) Upon completion of this unit, participants will understand the different types of debris and best practices for tracking progress of debris management. Enabling Learning Objectives (ELO) Understand the process of debris management in sustained operations. Lesson Topics Types of debris Critical debris issues Debris removal Managing Sustained Operations (MSO) 128 March 2024 Unit 8 | Debris Removal Debris management costs and contracts Resources Participant Guide Course Evaluati

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