1. Managing Spontaneous Volunteers in Times of Disaster

2. Sponsors
CNCS
The Corporation for National and Community Service works to improve lives, strengthen communities, and foster civic engagement through service and volunteering.
HandsOn Network
Generated by the Points of Light Institute, HandsOn Network inspires, equips, and mobilizes people to take action that changes the world.

3. Facilitators
Presenter name and info
Presenter 2

4. Objectives Understand spontaneous volunteers
Identify the fundamentals of volunteer management in disaster response setting
Identify stakeholders in spontaneous volunteer management
Learn and use the vocabulary and concepts of disaster and disaster management
Understand the role of VOADs/COADs
Recognize the importance of public messaging
Understand the principles for managing donated goods
Understand the various roles involved in staffing a Volunteer Reception Center

5. Disaster Basics

6. Disaster Terminology Hazard Emergency Disaster Risk Vulnerability
Source of potential harm
Defined by 3 types: natural, technological, terrorism
Emergency
Onset of hazard, which happens every day in every community
Disaster
A large magnitude emergency that exceeds the resources of the local community
Risk
Likelihood of hazard combined with consequences
Vulnerability
Propensity for damage from a disaster

7. Jeopardy! There are many of these every day in every community
There are 50 to 60 a year
There are three types: natural, technological and terrorism
This can be reduced by moving a building outside of a flood plain
This is the combination of likelihood and consequences
Emergency
Presidentially declared disaster
Hazard
Vulnerability
Risk

8. Four Phases of Disaster
Preparedness Planning how to respond to a disaster and increasing resources available to respond effectively
Phases of Disaster
Prep.
Response
Recovery
Mitigation
Mitigation Activities that prevent, eliminate, or reduce the effects of a disaster
Disaster
When a disaster occurs, the first phase is Response, which includes actions to save lives and protect property such as emergency assistance to victims.
Recovery is when efforts are focused on returning the community to normal functioning. Short term recovery is focused on the most vital life support systems, while long-term recovery, which can last for years, is focused on returning a community to pre-disaster conditions. (Repairing phone lines and electricity, rebuilding roads, bridges, houses, schools, cleaning roads and homes, etc)
Mitigation can happen before and after disasters; it is efforts to prevent, eliminate or reduce the efforts of a disaster. (Building a family kit, receiving Red Cross disaster training, conducting public education campaigns, implementing disaster response training exercises, affiliating volunteers)
Preparedness efforts are planning for how to respond to a disaster and gathering necessary resources to respond effectively.
Recovery Short-term recovery returns vital life support systems to minimum operating standards; long-term recovery returns area to normal or near-normal conditions
Response Activities to provide emergency assistance to victims of the event and reduce the likelihood of secondary damage

9. Which phase? Making a family communication plan Building levees
Setting up a shelter
Mucking out a flooded home
Receiving disaster training
Securing a bookshelf to the wall
Building a disaster kit for your home
Clearing debris
Sandbagging a rising river
Rebuilding a flooded school outside the flood plain
Preparedness
Mitigation
Response
Recovery
Preparedness
Mitigation
Preparedness
Recovery
Mitigation
Recovery and Mitigation

10. All Disasters Are Local
State
Federal
All disasters begin and end as local events. 
When a disaster first occurs, local government and voluntary agencies respond. If they are overwhelmed by the event, they will ask neighboring counties and organizations for assistance. 
If these resources are still insufficient, the state government can be requested to supply resources and personnel.
If the state is also overwhelmed, the governor can request the president to provide Federal supplies.
As immediate responses and short-term recovery needs are met, the federal government will cede responsibility back to the state government and the local.
The vast majorities of disasters are only handled at the local level and never receive state or federal assistance.
Are there any questions?

11. Disaster Response Lifecycle
What is the proper order for these events?
FEMA activates the National Response Plan (NRP).
FEMA reviews a request for a presidential declaration of major disaster.
The President grants a presidential major disaster declaration.
Mayor or county executive requests help from governor
The Governor activates the state emergency response system.
FEMA recommends a declaration of major disaster to the Office of the President.
First Responders address immediate needs.
The Governor requests a presidential declaration of major disaster. 8 5 7 2 3 6 1 4

12. Alphabet Soup Activity
Disaster management has many acronyms that are important to understand if you work in the field
See Page 10 in your participant materials
Guess the acronym
Connect the acronym to its definition

13. Disaster Management Terms
National Incident Management System # 11
Incident Command System # 7
National Response Plan # 1
Critical Incident Stress Management # 13
Spontaneous Unaffiliated Volunteers # 10
Emergency Management Agency # 9
Emergency Operations Plan # 3
Emergency Operation Center # 6
Voluntary Organizations Active in Disaster # 2
Local Emergency Planning Committee # 12
Citizen Corps Council # 8
Community Emergency Response Team # 4
Medical Reserve Corps # 50
More information on some of these terms is available on page 11 of your manual

14. Stakeholders Local government Community based organizations
HandsOn Action Centers
Cultural and ethnic communities
Disability groups
Corporations
First Responders
VOAD Organizations
Media
HAM radio operators
Schools
Faith-based organizations
Local law enforcement
Emergency managers
Mental Health providers
Public Officials
Other volunteer organizations
Transportation companies
At your table, identify specific organizations within your community that fit in these categories. What is their role?

15. Helping in Times of Disaster
Cash – Financial gifts get help to people fast
Ask what is needed before donating any supplies
Respond by volunteering with a local relief agency
Everyone can help. Go to a local volunteer center.
Find your nearest HandsOn Action Center at

16. Public Messaging
Public messaging aims to direct the flow of spontaneous volunteers and unsolicited donations to places that have the capacity to manage them
Stakeholders working together should have one consistent message
The message and messenger should be established before the disaster
voluntary agencies should develop a plan and public messaging for unsolicited donations that includes a plan for messaging on your website, partner’s websites and social media platforms like twitter and facebook.
In your group, come up with an appropriate message to address your scenario (see page 14)

17. Spontaneous Volunteers and Volunteer Management

18. Disaster Volunteers
Volunteers are a valuable resource when they are trained, assigned and supervised
There is economic and logistical value in working with volunteers in times of disaster
Ideally volunteers are affiliated beforehand, but during disasters many people volunteer for the first time
SUVs = Spontaneous Unaffiliated Volunteers
Volunteers need to be flexible, self-sufficient, aware of risks
Information is vital to successful management of unaffiliated volunteers
All volunteers should receive safety training. The amount and type of training provided should be based on:
Volunteer’s level of experience
Physical or health demands of the work
Equipment required for the task
General review of policies, regulations and laws related to the work or situation
A vital part of volunteer supervision in times of disaster is recognition of signs of compassion fatigue  in volunteers. Disasters are stressful situations and volunteers can easily become overwhelmed, especially if they do not take good care of themselves. Supervisors who see compassion fatigue in their volunteers need to insist that volunteers take the time to take care of themselves and provide resources for them to process all that they are seeing, feeling, and experiencing.  Consider quoting, italicizing, underlining, or bolding the first time it is used, as it is an unfamiliar term.

19. Who Converges?
People converge at disaster sites for different reasons:
Helpers
Returnees
The Anxious
The Curious
Fans or Supporters
Exploiters
Helpers - people who have come to help victims or responders in some way
Returnees - people who lived in the disaster-impacted area but were evacuated
The Anxious - people from outside the impacted area who are attempting to obtain information about family and friends.
The Curious - people who are motivated primarily to view the destruction left in the wake of the disaster
Fans or Supporters - people who gather to display flags and banners, encouraging and expressing gratitude to emergency workers
Exploiters - people who try to use the disaster for personal gain or profit

20. Remember . . .
Disaster volunteers are priceless, but disaster survivors are our purpose!

21. Elements of Volunteer Management
Create a Plan
Recruit/Receive and Place Volunteers
Orient and Train Volunteers
Supervise and Recognize Volunteers
Evaluate the program
Look at page 17 – Under which element does each activity fit?
Create a Plan for the Volunteer Program
Conduct regular needs assessments. Stay current on the trends in volunteering. Assess volunteer positions on a regular basis. Write position descriptions for all volunteer duties. Build a team of staff and volunteers to guide the program volunteer leaders.
*If you are going to be the “host” for the VRC, you should at least have drafts of this plan available and possible position descriptions, based on your community and the types of disasters that are possible.
Communicate with and Place Volunteers
Create a screening process for volunteers. Place volunteers in appropriate positions.
*If you are the “host,” you should have a plan defined prior to disaster. The plan would include media strategies, a technology plan, and working with community partners. You should also consider having partner agencies enter “opportunities” pre-disaster to customize when disaster strikes and “enable” once needed.
Orient and Train Volunteers
Determine the needs of volunteers related to their position. Determine the needs of the organization related to the volunteer’s position. Write position descriptions. Organize orientation training for volunteers. Organize in-service training for volunteers.
*Identify local trainers who can perform this function or establish an arrangement with a state or national partner who can provide assistance.
Supervise and Recognize Volunteers
Organize supervision and management activities to support the work of the volunteers. Understand the internal and external motivators for volunteers. Assist staff in understanding the techniques to work effectively with volunteers. Develop and implement a recognition plan.
*If spontaneous volunteers will be assigned to community-based organizations (CBOs), the agencies must have their own defined plan to supervise volunteers under their jurisdiction. It is critical for all CBOs to have Continuity of Operations (COOP) plans and include the role of these volunteers.
Evaluate the Volunteer Program
Develop a plan to evaluate all aspects of the volunteer program. Use known standards to assess the program. Use the results of the evaluation to plan the volunteer program for the next year.

22. Spontaneous Volunteer Management
Planning
Writing job descriptions for possible disaster roles and the required skills for those jobs
Establishing procedures; signing MOUs
Receiving and Placing
Public messaging to spontaneous volunteers
Registering volunteers
Interviewing volunteers
Planning a volunteer program:
Did the volunteer position you filled meet a clearly defined need? How can you tell?
Were you provided a clear position description? What were the advantages or disadvantages of that?
Did you know who to turn to if you had questions about your position? Was there staff guiding the volunteer program?
If you were managing that program, what would you do the same? What would you change?
Placing volunteers:
How did you find out about the volunteer position? What messaging/communication strategies were used?
How were you screened? How did you feel being screened?
Was your volunteer position a good match for you? Why or why not?

23. Spontaneous Volunteer Management
Orienting and Training
Safety training for everyone
Job training depending on:
Risk of task
Complexity of task
Volunteer’s level of experience
Type of equipment necessary
Orienting and training volunteers:
Did you receive a formal orientation or training for your position?
Did the training prepare you for the requirements of the position?
Was there on-going training after you started?
If you were managing that program, what would you do the same? What would you change?

24. Safety Training Carefully follow any instructions given to you
Dress appropriately for the conditions
Bring work gloves, sunscreen, hat and any appropriate tools you have
Bring water and drink it regularly
Take care of yourself, or you can not help other
Check about volunteer liability coverage
Attend any debriefing activity provided

25. Spontaneous Volunteer Management
Supervising and Recognizing
Watching for signs of Critical Incident Stress
Ensuring that volunteers take care of themselves
Monitoring changing situation in the disaster area
Evaluating
Integrating lessons learned into plans for future disasters
Supervising and recognizing volunteers:
Did you have supervision? Was it too much or too little?
Were you motivated to continue volunteering? What kept you motivated?
Were you recognized for your volunteer work? How?
If you were managing that program, what would you do the same? What would you change?

26. Break-out Session See pages 24-25 in your manual
Think of a time you volunteered or managed volunteers
Answer one of the following groups of questions based on your experiences
Report the group’s conclusions to the larger group.

27. Remember!
Volunteers will be spontaneous, whether or not you are prepared
Plans for spontaneous volunteers should NOT be spontaneous
Identify possible roles, receiving agencies, VRC locations, policies and procedures BEFORE the disaster

28. Risk Management

29. Risk Management State laws on volunteer liability vary widely
Workers Comp issues and “Good Samaritan Laws”
Check out
Receiving agencies are responsible for background checks
Use common sense
Interview all volunteers
Some roles are more high risk than others; assign roles accordingly
Give a safety briefing
Risk is a factor in every activity in life. In volunteer activities this is also the case. Liability issues in times of disaster are particularly important because volunteers are working with vulnerable communities, as well as in dangerous areas.
VRCs are not equipped to run full background or criminal checks or to confirm that certifications exist. This responsibility rests with the receiving agency.
However, VRCs should take some common sense measures to limit risk.
Interview all volunteers. A face-to-face conversation can help you assess someone.
Remember that more screening should be done on volunteers who will be working with high-risk groups, like children and the elderly, or those who will have access to sensitive information, records etc.
Give all volunteers a safety briefing and keep a record of who received training; this may provide some defense if someone is injured on the job.
Other options include:
Have a position description so that volunteers are fully aware of the requirements and risk
Have an application so that you get more information about volunteers
Have all volunteers sign a Release of Liability clause
Present content for general safety training:
Each volunteer should receive the basic safety training. It can be tailored to the specific disaster.
Here are recommendations for a general safety training session:
If you will be working outside, dress for the weather. Boots may be helpful, as debris on the ground can be sharp and dangerous.
Bring work gloves, sunscreen, a hat and any appropriate tools you have. You will be responsible for your tools.
Water may be available at your work site, but you are encouraged to bring a personal water container. It is important to drink lots of water while you work.
While working, you will have a higher than normal exposure to bacteria. When you take a break, wash thoroughly.
The work you will be doing may cause you stress, anxiety, fear, or other strong emotions. You are providing a valuable service by volunteering today. Please understand that, by helping, we will not be able to undo the effects of this event. We are each just one person. All we can do is help in our own small ways to assist victims into the recovery process. If you care for one lost animal, find one child’s lost favorite toy, or hold the hand of one wheelchair bound senior in a shelter, you will have eased a little of the pain. Do not feel guilty because you are not able to fix everything. Just work your shift, then go home to rest and eat well. Both will help to relieve the stress. Be sure to attend any debriefing that may be conducted at the end of your shift.
Older children can help with the disaster recovery work in some areas, but parents must sign a release of liability form for each child under the age of 18. It is recommended that children remain in school, if it is open. NOTE: Refer to agency’s youth policy and/or OSHA regulations about what youth can do related to specific disaster and specific agency work.
Check with the local government about volunteer liability coverage. You may (or may not) be covered by insurance provided by the county in which you will be working. If you are covered by local volunteer liability coverage and you sustain an injury, you must pay for any treatment required and then submit a claim form and to be reimbursed by the insurance company. Most likely your organization must be written into the city/county or state plan in order to receive coverage. Otherwise it is a good idea to check with your organization’s insurance policy for coverage related to these incidents.

30. National Service and Disasters

31. National Service Roles
Local
Filling community needs (if the needs change, roles may change)
Supplementing and supporting other organizations
Managing and leveraging volunteers
Not first responders
Are not self-deployed
National
Disaster is a focus area in the CNCS strategic plan
Included in National Response Plan
Relationship with FEMA

32. Preventing a Disaster within a Disaster
Donations Management
Preventing a Disaster within a Disaster

33. Why do you care about donations?
Immediately after an incident, voluntary agencies are often the first line of assistance for families and individuals.
Even agencies not involved in donations management may suddenly be inundated with donations
Much of the assistance that is provided comes from public donations

34. Principles of Donation Management
Effective donations planning, coordination and management are necessary to avoid the chaos and waste of time and effort that large shipments of undesignated goods can cause

35. Preventing the Disaster
Who sent the used false teeth?

36. National Strategy for Donations Management
Donations activity may begin BEFORE a disaster
State and local governments should be in charge of donations operations
Federal government and NVOAD have support roles
Make full use of existing voluntary agency capabilities
Use a flexible strategy and a team approach
Cash donations are preferred
Donations management is vital in a disaster by preventing chaos and waste of time and resources that large shipments of unsolicited goods can cause.
Why is this a problem? Because many products are shipped to an overwhelmed disaster area that cannot be used. Yes, used false teeth have been donated in the past, as have parkas for Florida hurricane victims and prom dresses for Sri Lankan fishermen.
In fact, used clothes are almost never needed during a disaster because donations of new clothing from manufactures are often available, which don’t have the problem of sorting and cleaning that used clothes present.
Donations management activities should begin before a disaster declaration, just like plans should be made before a disaster for spontaneous volunteer management.
Donations management is generally a state function, so state and local governments are in charge, with the federal government and National Voluntary Organizations Active in Disaster (NVOAD) agencies providing support as requested. For example, because the state was getting overwhelmed by unsolicited donated goods that could not be used, state troopers in Louisiana started turning tractor-trailers away at the border if they did not have a previous agreement to deliver their load.
Cash donations are the preferred donation because there are no transportation costs, no storage costs, they can be sent immediately, cash allows victims to get exactly what they need and it helps the local devastated economy.

37. Potential Roles for Volunteers
Multi-agency warehouse
State EMA
Local donations management
Conduct a donated goods “drive”
Organize a community yard sale
Local distribution centers or PODS
Communicating where and how to donate online via social media outlets and platforms (i.e., Twitter, Facebook, website, blogs)

38. Basic Functions of Donations Management
Identify donations that are needed and NOT needed
Coordinate media releases
Coordinate field logistics
Open and close-down warehouses
Transportation
Negotiate with donors
Dispose of remaining goods when the warehouses closes
Conduct a critique (“hot wash”)
Identify donations that are needed and not needed
Don’t guess or listen to rumors, talk to organizations, shelters, hospitals, etc.
This is Donations intelligence
Coordinate media releases and communication messages including website and social media outlets
Coordinate field logistics – what warehouse will be open, when, and accepting what
Negotiate with donors - what they can provide, when, and how transportation will be handled
Plan for how to dispose of left over goods when the warehouses close
Have a debrief/critique session at the end, this is called “hot wash” emergency management

39. Importance of Effective Messaging
Distribute a consistent and clear message
Confirm there is a need
Educate the public about how to donate goods
Address transportation for donated goods
Packaging and labeling goods
Sorted
Shrink-wrapped
Palletized
Unwanted and unsorted clothing

40. Break-out Session MANAGING A LOCAL DONATED GOODS DRIVE
Develop a list of groups in your community that could assist you with a local donated goods drive immediately following a major event
Develop a media message for your donated goods drive

41. Group Discussions

42. Break-out Session Answer the questions for your group on page 32-34
Write out answers on flip chart paper
Report out to the whole group

43. Volunteer Reception Center
Exercise

44. Wrap-up & Evaluation

45. Questions?

46. Thank you! Thank you for your participation!
Please complete an evaluation before you leave
HandsOn Network:
The Resource Center: