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Home My WebLink AboutJustice Institute of BC - Managing Walk-In Disaster Volunteers Participant Guide.pdfJUSTICE INSTITUTE OF BRITISH COLUMBIA Managing Walk-In Disaster Volunteers Participant Guide Produced for: Province of British Columbia by Emergency Management Division Justice Institute of British Columbia All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic of inechanical, including photocopy, recording, or any information storage and retrieval system, without prior written permission of the Justice Institute of British Columbia, unless such copying is expressly permitted under Federal Copyright law. For permission requests, write to Emergency Management Division, Justice Institute of British Columbia at the address below: Emergency Management Division Justice Institute of British Columbia 715 McBride Boulevard New Westminster, BC V3L ST4 E-mail: ess(a��jibc.ca Website: www�ibc.ca/ess/ Revised July 2015 Printed in Canada Table of Contents SECTION 1 - INTRODUCTION ............................................................................................1 WHAT ARE WALK-IN VOLUNTEERS� ................................................................................. 1 PRINCIPLES OF VOLUNTEER MANAGEMENT ....................................................................... � ROLES AND RESPONSIBILITIES OF VOLUNTEER/STAFF MANAGEMENT BRANCH .................... 3 VOLUNTEER/STAFF MANAGEMENT BRANCH FUNCTION CHECKLIST ...................................... 3 FULLY EXPANDED ESS RECEPTION CENTRE ORGANIZATION ............................................... 6 ESS RECEPTION CENTRE SAMPLE FLOOR PLAN ............................................................... 7 HOW TO USE THIS GUIDE DURING A DISASTER ................................................................. 8 SECTION 2- DISASTER: NO WARNING ............................................................................9 GETTING STARTED .......................................................................................................... 9 NEEDSASSESSMENT ..................................................................................................... � O SCREENING AND PLACEMENT ......................................................................................... 12 ORIENTATION................................................................................................................ � 3 SECTION 3- ON ALERT: TIME TO ORGANIZE ................................................................17 GETTINGSTARTED ........................................................................................................ � 7 NEEDS ASSESSMENT ..................................................................................................... 19 RECRUITMENT............................................................................................................... 2O SCREENING AND PLACEMENT ......................................................................................... 22 ORIENTATION ................................................................................................................ 24 SECTION 4- STAYING ON TRACK ...................................................................................27 TRAINING...................................................................................................................... 27 SCHEDULING................................................................................................................. 29 ORIENTATION OF UNIT SUPERVISORS .............................................................................3� RECOGNITION............................................................................................................... 33 EVALUATIONS............................................................................................................... 34 RECORD-KEEPING ......................................................................................................... 34 SECTION 5 - APPENDIX .................................................................................................... 35 SAMPLE FUNCTION AIDS ................................................................................................ 35 REsouRCEs................................................................................................................. 35 E M E R G E N C Y S O C I A L S E R V I C E S Introduction What Are Walk-In Volunteers? or Emergency Management BC (EMBC), volunteers are the "public safety lifeline." There are more than 16,000 volunteers registered in the five EMBC disciplines (Emergency Social Services, Search & Rescue, Emergency Radio Communications, PEP Air, and Road Rescue) in communities throughout British Columbia. During a disaster, these trained volunteers are frequently supplemented b�� convergent or "walk-in" volunteers, sometimes also referred to as "spontaneous", "episodic", or "unaffiliated" volunteers. Principles of Volunteer Management Having a volunteer management plan in place will help to ensure these valuable resources are well placed within the organization. The volunteer management cycle (Figure 1) is a simple way of looking at the vital functions or components of an effective volunteer program. Evaluation Motivation & Recognition Supervision & Support SECTION 1 - INTRODUCTION Planning & Design Training Recruitment Screening & Selection Placement & Orientation Figure 1: Volunteer Management Cycle MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Planning & Design The planning and design stage includes a needs assessment to determine exactly what your volunteer needs are in terms of specific posirions, acrivity areas, specific tasks, and characteristics of the right volunteer for your needs. It also includes planning for recruitment - identifying your target market for the people you will approach, where you will find them, and how you will approach them. Recruitment Recruitment is the outreach stage. Person-to-person is still the best method; however, other approaches include advertising through the media, public displays, and telephone campaigns. Screening & Selection Screening and selection is just as important for volunteer positions as it is for paid positions. The volunteer should complete a volunteer registration form that serves as the basis of the interview. It is an opportunity for the interviewer to get to know the new volunteer, their strengths, experiences, interests, etc. Placement & Orientation Placing the volunteer in a mutually desirable and satisfying position will ensure both your needs are met. All new volunteers should receive an orientation in which they are introduced to the specific volunteer organization and provided the basic information needed to get started. Training Training provides the new volunteer with the tools necessary to carry out their assigned tasks. Supervision & Support The amount of direction and support required will depend on the needs of the volunteer and the assigned task. Evaluation Provide feedback to the new volunteer on how he or she is doing on an ongoing basis. This stage should also include the opportunity for the new volunteer to do a self-assessment on his or her progress. Motivation & Recognition Motivation and recognition involves formal and informal ways of saying thank-you and showing your appreciation. SECTION 1 - INTRODUCTION MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Roles and Responsibilities of Volunteer/Staff Management Branch During a response, responders in Volunteer�Staff Management Branch provide support for walk-in volunteers and existing members of the team; they also recruit additional volunteers as required to maintain an operation. Tasks relating to this function may vary amongst the five Public Safety Lifeline disciplines, but the basic principles are dictated by the BC Emergency Management System (BCERMS) Volunteer/Staff Management Branch Function Checklist Reports To: Logistics Section Chief Title (if this function is staffed): Volunteer/Staff Management Branch Coordinator Responsibilities: 1. Oversee the implementation and operations of the Volunteer/Staff Management Branch. 2. Consult with all Branch Coordinators and Unit Supervisors within the Reception Centre to determine their personnel needs and provide personnel, as requested on ESS Personnel Request Forms. 3. Identify, recruit, screen, and assign additional personnel, as required. 4. Ensure that Reception Centre personnel receive appropriate training and/or orientat�ons. 5. Ensure all Reception Centre personnel sign in and out on the EMBC Task Registration Form for each shift they work. Activation Phase: ❑ Sign the EMBC Task Registration Form. Obtain identification. ❑ Report to assigned supervisor to obtain current status and specific instructions. ❑ Establish workspace (to include orientation�training). ❑ Determine resource needs, such as people, equipment, phones, checklist copies, and other reference documents. Notify Supply Branch of any resource requirements. ❑ Obtain equipment, supplies and required forms. ❑ Establish and maintain a position log to list the actions taken during the shift. ❑ Ensure responders within the Branch are given a checklist for their respective function. SECTION 1 - INTRODUCTION MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Operational Phase: ❑ Maintain communication with assigned supervisor. ❑ Maintain position log in chronological order describing actions taken during the shift. ❑ Work closely with other functions to determine their personnel needs. ❑ Ensure that all personnel sign in on EMBC Task Registration Form at the start of each shift. ❑ Provide appropriate identification and direction for arriving personnel. ❑ Coordinate with the Information Officer and Safety Officer to ensure that all Reception Centre personnel receive a current situation and safety briefing upon sign-in. ❑ Ensure that all personnel sign out on EMBC Task Registration Form at the end of each shift to help establish a time worked record for the Reception Centre. ❑ Assist with problem solving issues that arise from personnel recruitment and�or assignment. ❑ If additional ESS personnel are required to work at the Reception Centre, ensure the following tasks are performed: ➢ Recruitment ➢ Screening ➢ Orientation ➢ Assignment/Placement ➢ Training ➢ Support and Feedback ➢ Recognition ❑ Establish communications with personnel agencies and other organizations that can provide human resources if required. ❑ Initiate request to assigned supervisor for call-out of ESS Support Organizations and/or ESS Mobile Support Teams for assistance if required. ❑ Create and maintain a status board or other reference document to keep track of incoming personnel resources. ❑ Brief Logistics Section Chief on significant issues affecting the Volunteer�Staff Management Branch. ❑ Attend Logistics Section briefings. ❑ Provide status report information to Section Chief prior to management team meetings. ❑ Brief Unit Supervisors within the Branch as needed. ❑ Prepare shift schedules as needed. 4 SECTION 1 - INTRODUCTION MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ❑ Assist, support and provide direction to Unit Supervisors. ❑ Monitor Unit personnel to ensure appropriate worker care is implemented. ❑ Brief replacement for the next shift and identify outstanding action items or issues. Demobilization Phase: ❑ Complete all required forms, reports, and other documentation. All forms should be submitted to the Planning Section, as appropriate, prior to departure. ❑ Deactivate assigned position and close logs when authorized by the Reception Centre Manager. ❑ Submit a list, for delivery to the appropriate section, of the following: ➢ Status of all borrowed equipment ➢ All ESS equipment and supplies needing restocking ➢ Names of personnel and hours worked ❑ Clean up work area before leaving. ❑ Sign out when leaving. ❑ Leave a forwarding number. ❑ Access critical incident stress debriefing as needed. ❑ Be prepared to contribute to any post event processes (e.g., debriefs, reports etc.). Function Aids: ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Position Log ESS Personnel Request Form Status Report Shift Schedule ESS Resource Request Form EMBC Task Registration Form EMBC Expense Reimbursement Request EMBC Expense Reimbursement Request Supplement Volunteer/Staff Assignment Form Personnel Management Tracking Form Volunteer�Staff Intake Log Organization Recruitment Log Volunteer Intake Centre — Sample Floor Plan Volunteer�Staff Management Branch Screening Interview Questions Volunteer�Staff Orientation SECTION 1 - INTRODUCTION 5 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ❑ Volunteer�Staff Information Sheet ❑ Volunteer Registration Form ❑ Standards of Conduct for ESS Responders Fully Expanded ESS Reception Centre Organization Figure 2 illustrates the fully expanded ESS Reception Centre organizational chart. Note that not every function may be filled or addressed in every emergency. Operations •imary Services Meet & Greet Registration Referrals for Food, Clothing & Lodging Inquiry On-Site Goods Distribution �eaalized Services Child Care Multicultural Pet Recreation Transportation Search & Reply ealth Services First Aid Emotional Support Special Needs --------------- i ii----------- ESS Director/ �� ESS Branch Coordinator (EOC) j ��_______________� mentation �ce Planning �bilization verv Transition Logistics Resource Acquisition Donated Goods Shipping/Receiving �lunteer/Staff Management eception Centre Support Food Runner Facil ity Clerical Security formation Technology �Communications Computer Systems Figure 2: Reception Centre organization Finance Time pensation & Claims 6 SECTION 1 - INTRODUCTION MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ESS Reception Centre Sample Floor Plan Figure 3 is a sample floor plan for a Reception Centre. Depending on the situation, some or all of these areas may be set up. Sear[h & Reply �o[umentation i � jhild Care �� eueation � �� Cmergency Exit � MUItiCUltUrdl lSer�i�es , Transportation ��1 fVolunteer�StafF LManagement Emotional Suppart Health Services First Aid ± w Resource Shipping & �?� A[quisitivn Re[ei�ing On-Site Govds Ois[ri6ution & Ponated Goods �� — � Registratian & Referrals for Faad, Clothmg & Ladging Registration Only Inquiry A6out �J Family & Friends Support - Foad - - Runner �� - FaciliTy - Clerical > � � � t � . Sign ��'ll In/put L`J� Information � Meeter & Greeter Se�urity � � �l V Luading Pack Situation Ad�an�e Planning Oemo6ilization Re�a�ery Transitian r� Staff puiet Area �- P RC Manager pfflcers Sectian Chiefs � 171` Infvrmation Technology -Amateur Radio - [pmmunicatipns Pet Services I I Figure 3: Sample Reception Centre floor plan SECTION 1 — INTRODUCTION 7 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE How to Use This Guide During a Disaster This manual is for those who must organize large numbers of walk-in volunteers during a disaster. Some disasters allow time to organize; for example a flood that is predicted several days in advance or a slow-moving forest fire. Other disasters, like a sudden earthquake, tornado, or flash flood, give little or no warning. Each type of incident requires a different management strategy. Section 2: Disaster: No Warning This section deals with managing a sudden event. Here the responders within the Volunteer/Staff Management Branch must move with exceptional speed. Section 3: On Alert: Time to Organize In this situation procedures are more complete, less rushed by the demands of time. If the disaster you are managing begins with no warning but later becomes less frantic, switch to the more complete procedures of Section 3. Section 4: Staying on Track This section covers on-the-job support for volunteers, including training, scheduling, evaluation, and recognition. Section 5: Appendix Section 5 contains important reminders for a quick reference as well as function aids that will be required during an operation. A resource list includes books, videos, and websites on the subject of volunteer management. 8 SECTION 1 - INTRODUCTION E M E R G E N C Y S O C I A L S E R V I C E S Disaster: No Warning GETTING STARTED You may receive offers of volunteer help by phone and/or in person. Volunteers tend to converge on operations sites where the media has gathered or at a facility like a Reception Centre or search site. You may want to receive them on site, or have all volunteers directed to call or come to a separate Volunteer Intake Centre. You will need a small team of people to help you and an office to use as your headquarters. ORGANIZING YOUR WORKSPACE You will need: ❑ One or more receptionists to receive the walk-in volunteers and telephone inquiries ❑ Pens and paper ❑ Volunteer/Staff Intake Log (Figure 4) ❑ EMBC Task Registration Form ❑ Position Log (for Supervisor) ❑ Table and chairs ❑ Telephones ❑ "Volunteers" sign at the reception table Date: Volunteer/Staff Intake Log Name Address Tele hone Availabilit Skills Call backs Misc. Last First (Including Home Work Days Hours (Print Postal Code) Clearl ) �Evans, rl'atrick 224 Gost Gane 783-1212 454-7890 Sat, Sun Am — 4 hours CounseCing �uCy 22 1�'ine hiCC 6ac�groun�f `V712 3S9 BCac� Cassie 6917fome 1�cf 224-8749 Z24-3340 Any rEvening 6 pm — 9 pm 7eCe wor� �uCy 22 AyCmer V8A 278 �FiCing, �koto Figure 4: Volunteer/Staff Intake Log A sample of a blank intake log is included in the Appendix. SECTioN 2—DISASTER: NO WARNING 9 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ACtIOri � ❑ Tape up the sign "Volunteers" on the wall where it is clearly visible. ❑ Inform your team that their first task will be to keep track of all people willing to help by recording: ➢ Name ➢ Address ➢ Telephone ➢ Skills ➢ Availability ❑ Remember, people WILL be showing up to help, so be prepared to keep track of all offers. The EOC must authorize all press releases. ❑ Advertise via the news media a telephone number and/or location for volunteers to report to. The Emergency Operations Centre must authorize a press release. ❑ Instruct your team to say the following to potential volunteers: "We are still in the process of setting up our operation. We are currently assessing where volunteers are required. Please give us your name and phone number, your skills, and your availability, and we'll call you back within 24 hours." NEEDS ASSESSMENT In those first few hours, while others record the offers to help, you will need to move quickly to find out what volunteer assistance is needed. You will need: ■ Pencil, clipboard, felt pens, tape ■ Photocopies of the ESS Personnel Request Form (Figure 5) ■ Flip chart paper ■ Post-it notes 10 SECTION 2-DISASTER: NO WARNING MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ■ SAMPLE PERSONNEL REQUEST FORM �aC.�far�er FoodServices uC 21 Re uest From: (Name) Section / Unit Date # of Personnel Tasks to Perform Types of Skills Required 2— 4 Providing cooked meals Experienced cooks (food to evacuees safe preferred) 10 —15 Serving food to evacuees Able to deal with a variety of people Figure 5: Personnel Request Form ❑ 1300 Fiours Time (24-hour) Time Needed (Check if Needed) 1500 ( ) 1500 ( ) A blank ESS Personnel Request Form is available in the Appendix. Action! As you circulate with the volunteer request forms, ask Supervisors what staffing they need. Find out: 1. Tasks to be performed. 2. Starting time and duration of the activity. 3. The number of personnel required. ➢ As you are estimating how many people are required, calculate for a few extra. ➢ If more people are recruited than needed, they may be placed elsewhere. 4. Specific qualities and skills required for each activity. 5. Training to be provided. ❑ Record this information on the request form. This way you will see at a glance: ➢ Which Units need volunteers. ➢ How many volunteers are needed. ❑ Post a wall chart identifying all volunteer needs (Table 1). Use Post-it notes or an erasable board so you can reduce the numbers as you fill requests and add as more come in. SECTION 2— DISASTER: NO WARNING 11 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Table 1: Volunteers needed Documentation Food Unit Registration Sand- Emergency First Aid Unit bagging Radio Operators ohn Brown 1 3 10 1 1 Community Centre (Reception Centre) Greenwood 1 2 1 1 Elementary School (Group Lodgin� River Road Dyke 30 1 3 As the relief effort continues, keep assessing the need for volunteers so that you can plan ahead. This may be done at daily briefings or in one-to-one discussions. SCREENING AND PLACEMENT You now must match the offers to volunteer with the needs of the service areas. ❑ Call back those who have volunteered. Explain the situation and arrange for them to report to you at their earliest convenience. ❑ When they arrive, you will either interview them individually, very quickly, or hold a group session in which they self-select their placements. One-Minute Interview "Why do you want to help?" You want to screen out inappropriate volunteers right away. Go with your intuition if you are uneasy about an individual but can't quite figure out why. "What skills and training have you used and had in the last few years?" This question helps you assess where this person will work best. Try= to determine whether the skills are basic, intermediate, or advanced. Use prompts based on the needs of the service areas. For example, "We need people to fill sandbags, register evacuees on forms, and serve food. Would you be able to do one of those jobs?" "Is there an area that particularly appeals to you?" 12 SECTION 2-DISASTER: NO WARNING MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Group Placement If you do not have time for one-minute interviews, have volunteers place themselves: ❑ Assemble the volunteers. ❑ Announce what jobs are available and what skills are needed for each job. Indicate the number of people you need for each job. ❑ Emphasize that all jobs are vital to the relief effort as a whole. You want volunteers to feel good about their contribution, no matter how mundane or menial their initial placements may seem. ❑ Ask volunteers to choose one of the jobs and to assemble in groups according to their choices. If any volunteers feel there are no jobs for them, they should see you. ❑ Compare the number of people who chose each job with the numbers you need. Shuffle as necessary. ❑ Convergent volunteers should not be assigned to working with vulnerable populations such as children, frail elderly, and people with disabilities. ORIENTATION THE FIFTEEN-MINUTE SESSION Purpose: Provides prospective volunteers with essential information about the disaster. At the beginning of the disaster, events are taking place at an accelerated rate. Provide people with what they must know and get back to them later with more details. SECTION 2- DISASTER: NO WARNING 13 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Action! Orientations need to be given out as often as needed. Do these in a quiet area. Use flip charts or white boards, if available. ■ Start with a welcome statement. ■ Confirm EMBC Task Registration Sign In and reminder to enter time out at end of shift. ■ Explain what the event is, who is involved, etc. Explain what agencies are involved in the response effort. ■ Reinforce that a positive attitude is paramount. Respect is a must. Stress will exist, but with a positive and respectful attitude things will go better. Treat each other with respect and dignity. This extends to the evacuees. ■ Explain the organizational chart. Always be sure you know who your supervisor is. ■ Reinforce that all aspects of this response are confidential. Do not talk to the media unless given permission. Be polite to the media if asked anything, but refer them to the Information Officer. ■ Be sure to describe the layout of the site or facility. Perhaps a walkabout tour would assist with this. ■ Provide practical information: ➢ Washrooms ➢ Shift schedule ➢ Breaks ➢ Responder rest areas ■ Explain self-care: ➢ Be careful and safe ➢ Be aware of stress ■ Hold these orientations as often as needed. ■ For short-term volunteers (i.e., a couple of hours), provide only the handout to save t�me. ■ Designate one or two people to conduct these sessions in a quiet area. ■ Use flip charts to emphasize essential points. 14 SECTION 2-DISASTER: NO WARNING MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE VOLUNTEER INTAKE CENTRE - SAMPLE FLOOR PLAN e � � � Inter�iewing J � � Emer�ency Exit � 5creening & Placement 0 � � flriPntatinn'~ �==� � . � Information 5ign In�Out t ntra nce Figure 6: Sample Volunteer Intake Centre floor plan 5�heduling Needs Assessment 1� Y � 11� 1� Refreshments SECTION 2— DISASTER: NO WARNING 15 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE 16 SECTION 2- DISASTER: NO WARNING E M E R G E N C Y S O C I A L S E R V I C E S On Alert: Time to Organiz�e GETTING STARTED ORGANIZING YOUR TEAM ❑ Contact your Volunteer / Staff Management team members and place them on alert. Arrange a meeting if time permits. If you don't have a team to help you, recrLut one. ❑ Determine how long your team members can help and what area of responsibility each person will handle: ➢ Intake�Recruitment ➢ Interviewing/Screening/Placement ➢ Orientation�Training ➢ Scheduling ➢ Recognition ❑ As Volunteer/Staff Management Branch Coordinator you'll be responsible for: ➢ Ensuring that the team works together ➢ Record keeping/Reporting ➢ Ensuring that staffing needs are being met ➢ Problem solving ➢ Providing team leadership by example IDENTIFYING YOUR WORK LOCATION ❑ Work with your organization's management team or Emergency Program Coordinator to determine the most appropriate location for volunteer intake. ❑ Consider whether you should process volunteers on site a(i.e., at Reception Centre), or at a separate Volunteer Centre. The advantage of a separate site is that you can have your own workspace and minimize congestion at the site. The advantage of locating at the site is that volunteers often converge there. ❑ Your workspace will require telephones, tables and chairs, space for interviewing, and separate rooms for orientations and training. SECTION 3- ON ALERT: TIME TO ORGANIZE 17 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ORGANIZING YOUR WORK SPACE 1. Recruitment Area ❑ Provide a list of instructions for those team members answering the phone, including: ➢ How to answer the phone ➢ What information can be given about volunteer opportunities ➢ Volunteer Services phone numbers, addresses, and other information volunteers may need (post these on the wall) ❑ Prepare recruitment binders complete with personnel request forms and other necessary information. Have one for each person handling offers to help. ❑ Set up tables and chairs as needed. ❑ Designate some telephones for receiving calls and others for recruiting. 2. Interviewing ❑ Establish a waiting area. ❑ Establish an interview area, preferably in a separate room. 3. Orientation Area ❑ Establish an orientation room: a classroom set-up with flip charts that will accommodate 10 -25 volunteers at a time. ❑ If necessary, arrange for a TV�DVD player to show a short video such as ESS Keception Centres or ❑ .ESS Introduction to Group Loclging. 4. Supplies ❑ Obtain necessary supplies: ➢ Accordion file for registration forms ➢ Binders, dividers ➢ Staplers, pens, pencils, tape, hole punch, scissors, name tags for volunteers, file folders ➢ Position/Function Checklists and Function Aids ➢ Copies of forms found in the Section 5— Appendix GATHERING DEMOGRAPHIC INFORMATION ❑ Find out the following information: ➢ How many evacuees are expected? 18 SECTION 3-ON ALERT: TIME TO ORGANIZE MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ➢ What is the composition of the community (age, language, ethnicity, culture, economic status)? The answers to these quesrions will help you prepare for recruitment, orientation, and training. You may refer to the inside back cover of this manual for a sample floor plan for your Volunteer Intake Centre. NEEDS ASSESSMENT ❑ If a meeting of Unit Supervisors�Branch Coordinators�Section Chiefs is held, ask for approximate numbers of volunteers required so you can get your team prepared. �❑ ❑ If a meeting is not possible, consult the Unit Supervisors by phone or person. If the Unit Supervisors are not certain of what they will need, give them time to assess the situation. ❑ Complete a Personnel Request Form (Figure 7) based on consultation with the Unit Supervisors. ❑ Remember to complete the qualities and skills required so you can enhance the match between volunteers and jobs. Some Unit Supervisors may need to be prompted before they can assess their volunteer needs. Give them a scenario: ■ What if 1,000 people are evacuated? ■ How many responders will you need? ■ How many� do you already have? ■ How many should I recruit for you? ■ With what skills? ■ What if the duration of the response is extended? SAMPLE PERSONNEL REQUEST FORM aC.ifa er rF'oodServices uC 21 1300 hours Request From: (Name) Section / Unit Date Time (24-hour) # of Personnel Tasks to Perform Types of Skills Required Time Needed Required (location, duration) (Check if Needed) 2— 4 Providing cooked meals to Experienced cooks (food 1500 O evacuees safe preferred) 10 — 15 Serving food to evacuees Able to deal with a variet�� 1500 O of people Figure 7: Personnel Request Form A blank Personnel Request Form can be found in the Appendix. SECTION 3- ON ALERT: TIME TO ORGANIZE 19 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE RECRUITMENT Instead of relying on random offers of volunteer assistance, recruit people with the specific skills you need. If you don't have enough volunteers, reach out for more. Some people are just waiting to be asked. Recruit creatively. TAPPING COMMUNITY RESOURCES Make a list of organizations whose members are likely to have the skills you need. ❑ Chamber of Commerce ❑ Service organizations (Lions Club, SPCA) ❑ Sports organizations — Hikers clubs, snow mobile clubs, and fitness clubs ❑ Women's organizations (Junior League, Business Women's Clubs) ❑ Hospital auxiliaries or volunteer departments ❑ Trade unions (for heavy labour, warehouse work, construction) ❑ Church and religious groups ❑ Cultural groups ❑ Volunteer centres ❑ Community organizations (Block Watch, Citizens on Patrol, Women's Institute, communiry centre volunteers) Call a senior official in the organization such as the president. Explain your need for volunteers and skills required. Ask if they would be willing to recruit for you. Fax them a one-page fact sheet describing your volunteering opportunities, along with a contact name and telephone number. Group recruitment is effective because it saves time and provides teams of people who already know one another. LOANED EMPLOYEES Businesses may be willing to give employees an opportunity to volunteeY their help while still being paid by the company. Some requests for volunteers are so specialized this may be your only option; for example, a counsellor. Contact businesses and find out if they will loan you the people you want. In large companies, ask for the Human Resources department. Use the Organization Recruitment Log (Figure 8) to keep track of your interactions with organizations and businesses. After disaster operations end, you will want to use this list to send letters of recognition. A blank log is included in the Appendix. 20 SECTION 3-ON ALERT: TIME TO ORGANIZE ;anization Recruitment Log � Contact Address Telephone Contact Organization Name 31 �press Courier 1729 Bus(z 1�,cC 879-4268 �o(zn7farp St. 91�[aCct �21�,29V9 311�,etirecCteac(zers 42GowenAve. 678-1234 GarrySmit ssociation `WicCaws `i +EZB4�1 31 Big Ben BuiCclers 567 Concrete BCvd. 668-6909 Gui 7se `Wiclaws �V3Z B2.1`V MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE # of Availability Volunteers 2 rC(iurs aZ �f'ri 12-4 10 9Kon- �'ri �arious times 3 �Fri rEvenings Figure 8: Recruitment Log person attac(zecC USING THE NEWS MEDIA TO ADVERTISE ❑ In the news release, specify the skills you need. Do not send a blanket invitation for people to help. Ask the Information Officer to prepare the release. The Reception Centre Manager must authorize the request before it is sent to the EOC for approval and release. SAMPLE: "Volunteer telephone operators are needed immediately for afternoon and evening shifts. Excellent English skills required, Mandarin or Punjabi is an asset. Please call 1800 426-HELP. ❑ After the news release goes out, be prepared to receive an increased volume of phone calls. ❑ Prepare a fact sheet for the person(s) handling phone calls, including: ➢ Specific shifts available ➢ Orientation and training provided ➢ Where to report ➢ Whom to report to ❑ Media may also be utilized to advise the public when there is no further need for volunteers. EVACUEES AS VOLUNTEERS You may want to consider some evacuees as possible volunteers after their family and personal needs have been met. Conduct a thorough interview to ensure that they have the mental and physical stamina to handle their job. Evacuee-volunteers can provide valuable insights into the needs of other evacuees. LIAISON WITH DIVERSE GROUPS Ask yourself the following questions: ■ Are the survivors' needs being met in the most effecrive way? ■ Is there a need for interpreters or cultural assistance that is currently not being met? SECTION 3— ON ALERT: TIME TO ORGANIZE 21 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ■ Ask the Unit Supervisors in the Operations Section if interpreters or advisors on cultural issues would improve their service to survivors. ■ Scan the Yellow Pages and social services directories for organizations that may have the types of volunteers you need. ■ Contact key individuals and arrange for a meeting to discuss how their members can help. CHALLENGING RECRUITMENT ISSUES ❑ When there are more offers to help than tasks: ➢ Keep a record of all offers (you never know when the situation will change). ➢ If possible call back those volunteers who have not been given jobs. Let them know that their offers to help are appreciated and are being declined only because current staffing is sufficient, not because they are unwanted. ❑ Inappropriate volunteers: ➢ Be tactful. Explain that at this time a suitable volunteer opportunity is not available. ➢ Some people may be persistent. Don't send them somewhere else to become someone else's problem. Use the "repeat technique" of communication in a patient, kind way. Thank them very much for their offer. Let them know that you have recorded their offer to help. ➢ If a volunteer becomes disruptive, you may need to request assistance from your direct supervisor or security at the site. ❑ Loss of volunteers: As the relief effort continues, new volunteers w�ll be needed because: ➢ People return to their paid work ➢ Vacations start or end ➢ Tasks or needs change ➢ Volunteers may overwork and burn out Keep anticipating where and when volunteers are needed so you can plan ahead. Add more shifts so that volunteers don't burn out. SCREENING AND PLACEMENT Have potential volunteers complete a registration form (see Appendix) and use it to launch the interview. Because volunteers are eager to help, some may become impatient with being interviewed. Explain that interviews are necessary in order to make the best use of each volunteer. Figure 9 is a sample of a registration form. 22 SECTION 3-ON ALERT: TIME TO ORGANIZE MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Emergency Social Services Volunteer Registration Form (for pre-disaster & disaster volunteer registration) (please print clearly) Personal Information Last Name: Given Name(s): Name(s) you go by: [Mr] [Mrs] [Miss] [Ms] Street Address: City: Postal Code: Mailing Address (if different): City: Postal Code: Home Phone: Home Fax: Cell: Pager: Date of Birth (optional): Home Email Address: Figure 9: Volunteer Registration Form THE TEN-MINUTE INTERVIEW ■ "Why do you want to help?" This question may help you screen out inappropriate volunteers. Go with your intuition if you are uneasy about the individual but can't quite figure out why. ■ "What skills and training have you used and had in the last few years?" Use prompts that correspond to the service area needs, such as: ➢ Hospitality experience (cooking, serving) ➢ Medical training (first aid, nursing) ➢ Office experience (typing, filing, computer) Try to determine whether the skills are basic, intermediate, or advanced. ■"Are there any jobs you would prefer not to do, or cannot do?" ■ "What type of work do you enjoy the most?" ➢ Writing ➢ Office work ➢ Working with groups ➢ Telephone ➢ Outdoor work ➢ Working alone ➢ Teaching ➢ Interviewing ➢ Recreational activities ➢ Supervisory ➢ With particular age groups SECTION 3- ON ALERT: TIME TO ORGANIZE 23 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ■ Questions to ask yoursel£ 1. What skills could this person bring to the job? 2. What tasks would the volunteer best suited for? 3. What factors would you consider in placing this person? (age, energy level, ability to communicate, personality traits such as energy and patience) PLACEMENT ■ Ensure volunteer signs EMBC Task Registration Form. ■ Provide volunteers with information about their jobs. ➢ Emphasize that it may be possible to reassign them if their initial placement doesn't work out. ➢ Give potential volunteers the opportunity to screen themselves out if they don't feel comfortable with the placements you are offering. ➢ Tell them whom to report to and when. ORIENTATION THE 30 - 60 MINUTE SESSION Purpose: Provides prospective volunteers with essential information about the disaster. At the beginning of the disaster, events are taking place at an accelerated rate. Provide people with what they must know with as much detail as time allows. 24 SECTION 3-ON ALERT: TIME TO ORGANIZE MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Action! Orientations need to be given out as often as needed. Do these in a quiet area. Use flip charts or white boards, if available. ■ Start with a welcome statement. ■ Confirm EMBC Task Registration Sign In and reminder to enter time out at end of shift. ■ Explain what the event is, who is involved, etc. Explain what agencies are involved in the response effort. ■ Reinforce that a positive attitude is paramount. Respect is a must. Stress will exist, but with a positive and respectful attitude things will go better. Treat each other with respect and dignity. This extends to the evacuees. ■ Explain the organizational chart. Always be sure you know who your supervisor is. ■ Reinforce that all aspects of this response are confidential. Do not talk to the media unless given permission. Be polite to the media if asked anything, but refer them to the Information Officer. ■ Describe the layout of the site or facility. Perhaps a walkabout tour would assist with this. ■ Provide practical information: ➢ Washrooms ➢ Shift schedule ➢ Breaks ➢ Responder rest areas ■ Explain self-care: ➢ Be careful and safe ➢ Be aware of stress Additional information that should be included if time allows: ❑ Community diversity information: Provide information about the cultures and special needs of those affected by the disaster. Emphasize that all evacuees are to be treated with respect and sensitivity. ➢ The cultural view of a disaster. For example, is it taken as God's will? ➢ Aversion to charity. Accepting food, clothing, and shelter may be very upsetting for some people. Volunteers should explain that this is emergency aid from their fellow citizens to help them deal with a temporary situation, not charity. Volunteers may want to remind evacuees of times when they have helped people in need. ➢ Family structure. Volunteers may be assisting people from very different backgrounds. The more information you have regarding the roles of women and men, how children and the elderly are viewed, the better you can help prepare volunteers. ➢ Overgeneralization. Remember there is always a mix of new Canadians and first, second, and third generations in every cultural group. SECTION 3- ON ALERT: TIME TO ORGANIZE 25 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Volunteers should not make assumptions about the language spoken, cultural values, etc. ❑ Standards of conduct ➢ Use good judgment, maintain confidentiality. ➢ Focus on the evacuee — don't answer personal calls when working with an evacuee. ➢ Respect coworkers. ➢ Follow instructions, accept supervision. ❑ Worker care ➢ Provide safety information if required: for example, areas that have been made unsafe by the disaster, or areas of the community that are unsafe after dark. ➢ Ask volunteers to avoid overwork by taking sufficient breaks and rest. Emphasize that they should take care of themselves not only for personal reasons, but also for the benefit of the disaster victims who need their help; overstressed responders are not effective. Encourage volunteers to help each other with stress management and safety. A"buddy system" may be useful. If volunteers need support, they should talk to their supervisor, a fellow responder, or a counselor. ➢ Let volunteers know what clothing is appropriate for the jobs they will be doing. Take into account safety, comfort, and appropriateness. ❑ Policies ➢ Evacuee confidentiality; respect their need for privacy ➢ Refer any media to designated Information Officer ➢ Other policies ❑ Provide a handout summarizing the key points of the orientation. (Volunteers may be too full of anticipation and overloaded with information to remember all that they hear in the orientation.) ➢ Volunteer�Staff Information Sheet ➢ Brochures: ❑ Self-Assessment: Prior to Disaster Assignment ❑ During and After Your Shift wallet card ❑ Emotional Health Series (are available on the internet only) - Disaster Workers on Assignment - Returning Home from a Disaster Assignment - Emotional Health Issues for Families and Friends of Disaster Workers - People Affected by Disasters (particularly important if volunteer is also personally affected by the disaster) Note: Brochures may be ordered through the ESS Office at EMBC —1-800-585-9559 26 SECTION 3-ON ALERT: TIME TO ORGANIZE E M E R G E N C Y S O C I A L S E R V I C E S Staying on Track TRAINING Although time for training may be in short supply, all volunteers must be adequately trained to do their jobs successfully. In consultation with Unit Supervisors, the Volunteer/Staff Management Branch Coordinator must decide WHO will do the training and HOW it will be accomplished. The Branch Coordinator can provide advice about: ■ How many volunteers will need training ■ how to keep the training simple ■ What method of training might be appropriate ■ How to select or make a request for trainers METHODS OF TRAINING 1. Group ❑ Advantages ➢ It saves time because a large number of people can be trained at once. ➢ Training is consistent because everyone receives the same training. ➢ Volunteers learn from each other's questions. ➢ It can promote teamwork. ❑ Disadvantages ➢ It may be difficult to bring everyone together at the same rime. ➢ You must have an experienced group trainer. ➢ Training space may be hard to find. SECTION 4- STAYING ON TRACK 27 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE 2. One-to-One ❑ Advantages ➢ This works well when you have people coming in to help at different times. ➢ Some individuals learn better one-to-one than in a classroom setting. ❑ Disadvantage ➢ One-to-one training is very time consuming for the trainers. 3. On-the-Job-Training The new volunteer begins by working with an experienced responder. When the trainee feels ready to do the job, the experienced responder observes and provides constructive feedback as needed. ❑ Advantages ➢ The experienced responders ensure that the new responders are performing competendy (sometimes individuals volunteer for tasks they are not qualified for). ➢ People learn at different rates; on-the-job instruction gives new volunteers a chance to learn at their own pace. ❑ Disadvantage ➢ Two people are working the same job. SELECTING TRAINERS ❑ Group training ➢ If the Unit Supervisor is not experienced in group training or does not have time to train, suggest that experienced instructors be recruited. ➢ If no qualified trainers are available locally, the Reception Centre Manager may request this resource from the PREOC, through the local EOC. ❑ One-to-one and on-the-job training ➢ Unit Supervisors manage the process. They recruit experienced front-line responders as trainers. Advise supervisors to recruit trainers who communicate well and are patient. 28 SECTION 4- STAYING ON TRACK MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE SCHEDULING THE FIRST 72 HOURS Schedules You'll need: ❑ Shift Schedule form (see Figure 10). A blank copy is included in the Appendix. Make a dozen copies to start with. ❑ Pencils ❑ Recruitment binder Action! • Be ready to coordinate the volunteer schedules until the Unit Supervisors can take this task on. • Record the volunteers' telephone numbers in case a change takes place and you need to get in touch with them. • Reduce burnout by establishing shifts of a reasonable length, depending on the task — generally between 4 and 8 hours. • Keep a list of volunteers available on short notice in case a responder doesn't show up for the assignment or must cancel at the last minute. • Do not post schedules with full names and phone numbers. SAMPLE SHIFT SCHEDULE Facility: _John Brown Comm. Centre Function:_ Emotional Su�ort Date: Julv 23 — Julv 29 Task #: OS-2231 Duties / Shift 1- time frame Shift 2— time frame Shift 3— time frame Position Title from: 0800 from: 1200 from: 1600 to: 1230 to: 1630 to: Z000 Person assigned Person assigned Person assi ned EmotionaCSupport �l'atrickE. 9l4arie � BaC'incferS. �783-1212� �879-3330� (420-9942� Figure 10: Shift Schedule SECTION 4- STAYING ON TRACK 29 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Follow-Up Touch base with Units using volunteers to ensure that schedules are being used and followed, that volunteers are following through with their commitments, and that volunteers are comfortable with their placements. Volunteers should be provided with contact instructions if they find they are unable to meet commitments. Figure 11 is an example of an assignment card that can be distributed to volunteers. Samples are also included in the Appendix. �� ESS Responder Assignment �,.;n Responder Name: Date: Time: Report to: if you have any questions or you are unable to make an assignment call: Figure 11: Volunteer Assignment Card 30 SECTION 4- STAYING ON TRACK MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ORIENTATION OF UNIT SUPERVISORS Provide Unit Supervisors with their function checklist and the necessary function aids. If the Unit Supervisors in the service areas are not experienced in managing disaster volunteers, they may benefit from an orientation provided by the Volunteer�Staff Management Branch Coordinator. Issues to cover in the orientation: REDUCING VOLUNTEER STRESS ❑ What to watch for: ➢ Irritabiliry ➢ Complaints of nausea, headaches, eye strain ➢ Fatigue ➢ Inability to handle tasks ➢ Forgetfulness ➢ Fearfulness ➢ Inability to accept constructive criticism ➢ Inability to concentrate ➢ Impaired decision-making ➢ Over-consumption of alcohol, drugs, or tobacco ❑ Ways to help: ➢ Determine if a change in jobs will reduce the stress level. Ask specific questions to find out. Perhaps the volunteer needs to recount the personal impact the disaster has had on him or her. ➢ Provide more breaks, quiet time, and regular days off. ➢ Emphasize the importance of balance in nutrition, sleep, work, and leisure. ➢ If necessary, direct volunteers to seek further assistance from an Emotional Support worker or Worker Care personnel, or encourage the volunteers to go home for a couple of days to unwind. Emphasize that their well being is important; they mustn't become "secondary disaster victims." When they return they will be ready to tackle the work feeling refreshed and rested. ➢ If you need assistance with a volunteer who is experiencing a great deal of distress, consult the person you report to or Emotional Support/ Worker Care personnel. SECTION 4- STAYING ON TRACK 31 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE 2. GIVING FEEDBACK Supervisors should: ■ Advise volunteers of the importance and value of their work to the whole operation. Some volunteers become depressed because they feel they aren't doing enough. They need to see the "big picture." ■ Give clear, concise instructions. ■ Praise good work and correct errors immediately. ■ Give more responsibilities to volunteers if they demonstrate the ability. 3. SHIFT BRIEFINGS Briefings should be held by the unit supervisors before each shift. When volunteers report to work, they should be provided with the latest information regarding the event. Status reports should be available for all to read. Changes in procedures can be explained and discussed. A sense of team pride can be developed. Frustration and misunderstanding can be avoided. 4. SHIFT DEBRIEFINGS At the end of each shift, give volunteers an opportunity to express their feelings and raise concerns about unresolved trouble spots. Send them home feeling positive about their contributions. 5. TRANSFER OR TERMINATION OF A VOLUNTEER Interviewing, screening, orientation, and training provide opportunities to assess the skills and personality of a volunteer. Checks and balances are built in, but misplacements do occur and must be dealt with as fairly and as non-judgementally as possible. A volunteer who cannot carry out job responsibilities affects the well-being of disaster survivors and the operation as a whole. The situation must be addressed. Advise the Unit Supervisor that this volunteer must be either transferred to a job more appropriate to the volunteer's skills and personality or, as a last resort, terminated. Procedure for transfer or termination: ■ Act promptly. ■ Consider the options (transfer, retraining, change of behaviour). ■ Meet with the volunteer privately. ■ Ensure confidentiality. ■ Provide concrete examples and explanations of unacceptable performance and an opportunity for the volunteer to discuss his or her feelings. ■ Discuss the options. If termination is the only option, demonstrate sensitivity for the volunteer's feelings and offer follow-up support. ■ Document the meeting for your record as well as for the volunteer's record. 32 SECTION 4- STAYING ON TRACK MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE RECOGNITION Recognition of individuals is not an option; it is a responsibility. Many volunteers, businesses and community organizations have contributed extensively to the disaster relief operation. Keep accurate records of all assistance and offers of assistance. INFORMAL It is the responsibility of the Unit Supervisors to provide the day-to-day acknowledgement of responders on the job. Assist the supervisors by offering suggestions: ■ Let volunteers know how valuable their work is to the whole operation ■ Call volunteers by name ■ Use courtesies like "please," "thank you," "good job" ■ Bring in litde treats ■ Write thank you notes ■ Go out for lunch or dinner with your team ■ Encourage news media coverage of contributions by individuals or businesses ■ Coordinate a community recognition event like an outdoor barbecue or evening dinner FORMAL This form of recognition comes a month or more after the disaster and becomes a permanent token of appreciation. Possibilities include: ■ Certificate of Appreciation ■ Community Service Award to businesses ■ Letter of commendation from the director of the operation, mayor, or elected officials ■ Letter of thanks from the community involved ■ A keepsake pin ■ An invitation to join the community's ESS team ■ A letter to employ�ers who lent employees as volunteers, commending the volunteers' work and the employers' contribution The news media may be asked to convey official thank-yous to volunteers. SECTION 4- STAYING ON TRACK 33 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE EVALUATIONS Evaluations from volunteers can provide feedback to Unit Supervisors and the Management team and can help with future volunteer recruitment. They may be held on a formal or informal basis. Unit Supervisors may not have had experience in conducting evaluations. Work with them to ensure that some form of volunteer feedback is obtained, and volunteers are thanked for their assistance. Some typical questions for volunteers to answer: ■ Did your job assignment closely match your interests and skill level? ■ Did you receive adequate orientation and training? ■ What suggestions do ��ou have for improvement? ■ Would you be interested in receiving information on upcoming training programs? Encourage the various units to share volunteer feedback with you and others who might benefit from it. Volunteer / Staff Management Team Evaluations Conduct an overall evaluation with the team that helped you organize volunteers. The evaluation should take place as soon as possible after the closing of the disaster. This information will enable you to make changes and will benefit other communities preparing for volunteer management. Record information about what worked, areas that need improvement, and other aspects of managing walk-in volunteers. RECORD-KEEPING As a Volunteer/Staff Management worker you know the value of keeping good records: Publicizing the number of volunteers encourages volunteering and financial donations. Lists of individuals and groups volunteering are required for scheduling and recognition. 34 SECTION 4- STAYING ON TRACK E M E R G E N C Y S O C I A L S E R V I C E S ♦ � � 1 • APPENDIX SAMPLE FUNCTION AIDS Note: For the most current ESS forms, refer to the Reception Centre Operational Guidelines. ■ EMBC Task Registration Form ■ EMBC�SAR Convergent Registration Form ■ ESS Volunteer Registration Form ■ ESS Responder Assignment Card ■ Important Information for Managing walk-In Disaster Volunteers ■ KISS List of ESS Response Functions ■ Organization Recruitment Log ■ Personnel Management Tracking Form ■ Personnel Request Form ■ Position Log ■ Resource Request Form ■ Search and Rescue (SAR) Organization Chart ■ Shift Schedule ■ Standards of Conduct for ESS Responders ■ Tips for Managing Walk-in Disaster Volunteers ■ Volunteer/Staff Assignment Form ■ Volunteer/Staff Information Sheet ■ Volunteer�Staff Intake Log ■ Volunteer/Staff Management Branch Screening Interview Questions ■ Volunteer�Staff Orientation ■ WorkSafeBC, Insurance and Liability Protection for EMBC Volunteers RESOURCES • Books ■ Websites SECTION 5 - APPENDIX 35 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE EMBC TASK REGISTRATION FORM �� , o w �� H � H z � � � zW �� w � O W w � zz � � � Q � w ¢ z � 0 � � Q 36 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE EMBC/SAR CONVERGENT VOLUNTEER REGISTRATION FORM Task No.: Date: (yr) (mo) (day) Name: Age: yrs M❑ F❑ Address: Phone No.: Date of Birth: Driver's License #: Employer: Phone No.: Medical Problems, Disabilities: Next of Kin: Phone No.: Adequate Clothin� ��es no Hat/Cap Jacket Sweat Shirt _ _ Pants Gloves/Mitts Footwear Sole Pattern Experience Military: Survey: Woods: Equipment �es no Compass _ Whistle _ Light _ Matches Knife Pack F.A. Kit Hot Bev. Water Lunch Emergency Other Outdoor Rec.: Supervisory: _ Other: Recommended Assignment 1) 8earoher (_) 3) Badio Operator (_) 2) Logiatioa �� 4) Firat Aidar (_) Other: Food ��es no Trainin� SAR: Map/Compass: First Aid: Comm.: Survival: Other: 5) Plana/ Reaox�a �� 6) Taam Leader (_) Interviewed and Recommended by: Position: I, volunteer my assistance for this search operation. Witnessed Signature of Volunteer This farm does not need to be sent to EMBC however the volunteer must also sign the EMBC Task Registration Form for liability protection and Worksafe BC coverage. SECTION 5 - APPENDIX 37 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ESS Volunteer Registration Form (for pre-disaster & disaster volunteer registratioa) (please print clearly) Personal Information Last Name: Given Name(s): Name(s) You Go By: [Mr] [Ms] [Miss] [Mrs] Street Address: City: Postal Code: Mailing Address (if different�: City: Postal Code: Home Phone Home Fa�: Cell/Pager: ( ) ( ) ( ) Date of Birth (optional): Home Email Address: YYYY/MM/DD Employment lnformation (optional) Place of Employment: Work Address: Work Phone: ( ) Occupation: In case of emergency notify: Last Name: Address: Work Fa�: ( ) First Name: City: City: Work Email Address: Home Phone: Postal Code: Cell/Pager: ( ) Relationship: Work Phone: Do you have a valid BC Driver's Licence? � Yes � No Class Driver License Number: Expiry Date: Are you willing to travel outside your community? � Yes � No Do you have personal transportation? � Yes � No Fluency level of English: � Speak Only � Read Only ❑' Fluent Languages other than English (specify): � Speak Only � Read Only � Fluent � Willing to provide translation service Experience: Do you have any of the following skills or training? (indicate with a check mark) [ ] Amateur Radio Call Sign: [ ] Child Care (qualified/certified) [ ] Clothing Services/Retail [ ] Computer Skills [ ] Counselling Services [ ] Editor/Writer [ ] Financial Services [ ] First Aid (current certification) [ ] Food Services [ ] Food Safe Certificate [] BC Games Society - Northern, Winter, Surnrner, Seniors, or Disability Games [ ] Homemaker Services [ ] Interviewing [ ] Sign Language [ ] Lodging Services [ ] Managerial Services [ ] Medical Services (please specify) Pet Services Recreation Instructor Search and Rescue Security Teacher Tourism & Hospitality Traffic Control Volunteer Services Other (please specify) 38 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Are you an active member of: � ESS Team � Canadian Red Cross I—I St John Ambulance � The Salvation Army � Other (specify) Possible Assignment: Volunteers are needed for the following duties. Please select 3 areas that you would be willing to work in and indicate your preferences by numbering them 1-3 (with 1 being your first choiceJ. Meet & Greet - welcome evacuees and direct them to the Child Care - provide therapeutic play for children appropriate service area. (criminal record check required). Registration, Inquiry & Referrals Worker - register pet Services - register, feed, exercise, and care for evacuees, take inquiries about friends and family members, domestic pets. and provide referrals for services required. Resource Acquisition - acquire and manage sources of Transportation - assist with driving if licensed and food, clothing, and lodging. insured. Emotional Support Seroices - provide emotional support First Aid - specify certification. for evacuees and ESS Responders. Special Needs - assist people with special needs, e.g., frail Information Technology - computer technical elderly, people with disabilities. skills, amateur radio. Food Services - provide refreshments for evacuees. Recreation - provide activities for all ages and special needs groups. Volunteer Services - recruit, train, assign, and support Runner - pick up and deliver supplies from one volunteers. station to another. Administrative Services - clerical support including data Other entry. Willing to work anywhere needed? � Yes � No Do you have any health problems or restrictions that might affect your volunteer work? Yes � No � If yes, please specify: Availability: (Please state preferences - days/times) R�I have read and agree to adhere to the Standards of Conduct for ESS s onders. If I do not do so, I may be subject to dismissal. Signature of Applicant Parent or Guardian (if applicant is age 13 to 18 years inclusive) OFFICE USE ONLY Starting Date: Comments: Interviewer: Area Date: Date Date SECTION 5 - APPENDIX 39 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ESS Responder Assignment Card �� ESS Responder Assignment �..;n. Responder Name: Date: Time: Report to: _ If you have any questions or you are unable to make an assignment call: �� ESS Responder Assignment �..;n Responder Name: Date: Time: Report to: If you have any questions or you are unable to make an assignment call: �� ESS Responder Assignment �..;.. Responder Name: Date: Time: Report to: _ if you have any questions or you are unable to make an assignment call: �� ESS Responder Assignment �..;n. Responder Name: Date: Time: Report to: _ If you have any questions or you are unable to make an assignment call: 40 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Important Information for Managing Walk-In Disaster Volunteers The number one goal of the BC Emergency Response Management System (BCERMS) is to "provide for the safety and health of all responders." Take extra care to ensure conditions are safe and hazards have been removed before starting an activiry. All volunteers, including convergent volunteers, responding in a disaster must "sign in" on the Emergency Management BC (EMBC) Task Registration Form at the start of their shift and "sign out" at the end of their shift This must be done each day of the operation for liability protection and WorksafeBC coverage. (For complete details, see the brochure WorkSafeBC, Insurance and L.iability� Protection for EMBC Volunteers on EMBC's website www.EMBC.bc.ca or contained in this AppendiY.) 3. Under the Good Samaritan Act, a volunteer providing emergency aid to someone is not liable for injury or death (unless grossly negligent). 4. The minimum age to enroll with EMBC is 16; volunteers between 16 and 18 years of age require signed consent from their parent or guardian. There is no ma�mum age. 5. Volunteers should take particular care when working with vulnerable people such as children, adults with special needs, such as frail elderly, and people with mental or phy�sical disabilities. A criminal record check may be required of volunteers for some functions. 6. Respect the rights of people with disabilities and make every effort to provide appropriate volunteer assignments. 7. Protect confidentiality� — do not discuss or repeat information provided to you in confidence by clients/evacuees/volunteers outside of your job. SECTION 5 - APPENDIX 41 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE KISS LIST OF ESS RESPONSE FUNCTIONS (KISS - Keep It Super Simple) ESS FUNCTIONS DESCRIPTION ESS Director In charge of overall coordination and responsibility for ESS Works with other key response groups in the Emergency Operations Centre (EOC) Reception Centre In charge and responsible for the smooth running of the Management Reception Centre (RC) `Deci.rion Maker.r" Safety Proactively ensures safety of facility for evacuees and responders in the RC Implements Worker Care measures Liaison Acts as the point of contact for representatives from external agencies Information Works under the direction of the EOC Information Officer to ensure the RC receives complete & accurate information Coordinates any media visits with the RC Management Staff & EOC Information Officer Operations Section Assumes overall responsibility for the coordination of activities `The Doer.r" ��n the section, providing front-line services for the evacuees Primary Services Branch Oversees the set up & operations of the primary services to Coordinator evacuees Meet & Greet Welcomes evacuees coming into the RC and directs them to the appropriate service area according to their physical or emotional needs Registration Registers evacuees Referrals Interviews evacuees to determine immediate needs for food, clothing, lodging, etc. and provides referrals to community suppliers for assistance 42 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ESS FUNCTIONS DESCRIPTION Inquiry Takes inquiries about the safety= and whereabouts of evacuees On-Site Goods Distribution Distributes on-site goods such as comfort foods, comfort kits, phone cards Specialized Services Branch Oversees the set up and operation of any specialized services Coordinator provided to evacuees Child Care Provides care & activities for children in a safe, secure and (Individuals assigned to work nurturing environment while their parents or guardians are in this function must be Yeceiving services in the RC qualified / certified Child Works with the Ministry for Children and Family Development Care Providers) for the care & release of children not accompanied by their parents or guardians Multicultural Provides multicultural services as needed such as translators, ethnic foods & clothing, etc. Pet Services Provides care for domestic pets while their owners are receiving services in the RC Recreation Provides suitable & safe recreation & leisure activities for all ages and special needs groups of evacuees in the RC Transportation Consults with EOC to organize and provide means of transportation for evacuees from the RC to a place of lodging Search & Reply Attempts to reunite families & friends by matching inquiry forms with registration forms Health Services Branch Oversees the arrangements for setting up and providing health Coordinator services as required for first aid, emotional support & special needs First Aid Provides first aid to evacuees & RC workers in accordance with their level of training Makes referrals to appropriate health care facilities when needed Emotional Support Provides emotional support for evacuees & provides referrals (Individuals assigned to work to appropriate agencies when needed in this function must be qualified /certified appropriately) SECTION 5 - APPENDIX 43 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ESS FUNCTIONS DESCRIPTION Special Needs Provides assistance to pregnant women, nursing mothers, the frail elderly, dependent adults, & special needs children Planning Section Assumes overall responsibility for the coordination of all `The Thinker.r" planning activities within the section which includes keeping situation reports & gathering statistics, planning for future RC needs as well as for demobilization of the RC and the transition from response to recovery Situation Oversees the preparation, distribution, and display of Situation Reports (data/information) Documentation Ensures that RC ESS forms are distributed, collected, organized, duplicated, filed, &/or archived Records information on Statistics Record & distributes them to the Situation Unit Advance Planning Reviews all available information to anticipate RC future needs & develops an advance plan for RC response Demobilization Creates a Demobilization Plan for the closing of the RC Recovery Transition Assists evacuees with the transition from the immediate emergency period to the longer recovery process where the community and individuals will begin to regain former stability or build to a new future Logistics Section Oversees responders providing human and material resources `The Getter.r" to meet the needs of the evacuees and the RC Supply Branch Arranges for and oversees the functions dealing with supplies used for the effective operation of the RC Resource acquisition Donated goods Shipping & receiving Resource Acquisition Assesses need, acquires, distributes, and tracks material resources, supplies, & equipment for use by evacuees and ESS responders Contacts e�sting suppliers to confirm availability to provide needed goods and services 44 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ESS FUNCTIONS DESCRIPTION Donated Goods Receives solicited donated goods for evacuees at RC (A local authority EOC Forwards unsolicited donations as per EOC direction responsibility) Shipping & Receiving Manages the process of receiving and shipping of supplies & equipment to and from the RC Volunteer / Staff Manages and supports e�sting ESS team members as well as Management new "walk-in" volunteers RC Support Branch Ensures the set up of & oversees the functioning of the following: Food Runners Facility Clerical Security= Food Ensures that meals, snacks, & water for ESS personnel within the RC are available Ensures that comfort foods for distribution to evacuees by on- site goods distribution unit are available Runner Transports paper & other small items within the RC Accompanies evacuees or visitors within the RC if Meeters & Greeters not available Facility Ensures RC has needed furniture, space, etc. Ensures maintenance & cleanliness — inclucling restrooms & garbage collection Clerical Ensures clerical services (scribes, receptionists, minute-taking, word processing, data entry, etc.) are available as required Security Ensures security of individuals at the RC Provides security and parking lot traffic control for the RC Information Technology Ensures the following information technology services are Branch carried out at the RC as required Communications Computer systems Communications Gets information in & out of the RC by the most appropriate means (telephone, media, written, amateur radio, etc.) SECTION 5 - APPENDIX 45 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ESS FUNCTIONS DESCRIPTION Computer Systems Oversees the installation of computers & internet for the RC as available Provides technical support for personnel working in the RC Finance Section Chief Oversees responders who will maintain financial records, `The Payer.r" Yecords time worked by all RC personnel, determines spending (should be staffed by local limits, assists with setting up new supplier contracts, and handles any WorkSafeBC or damage claims authorlty) Cost Ensures EMBC has provided a EMBC Task Number Documents cost information and maintains records of all financial transactions Time Keeps all time records and travel claims for ESS personnel Compensation & Claims Oversees the claims process for both personal injuries and loss or damage at the RC Procurement Oversees the setting up of new supplier agreements and the procurement of new supplies and equipment 46 SECTION 5 - APPENDIX >, A� � � �. � 0 U � 0 w � � z w � O � � H a � ¢ � > ¢ � x w wW O � � � a O � F- d W H � oz � w 0 x a w � w H � � � Q Q ¢ O H� c� � �� o� c� �7 x 0 w H ¢ Q MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE ORGANIZATION RECRUITMENT LOG SECTION 5 - APPENDIX 47 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE PERSONNEL MANAGEMENT TRACKING FORM Facility: Date / Shift: Task # Title Name of Person Responsible Centre Manager Liaison Information O erations Section Chief Primary Services Branch Meet & Greet Registration Referrals Inquiry On-Site Goods Distribution Specialized Services Branch Child Care Multicultural Pet Services Recreation Transportation Search & Reply Health Services Branch First Aid Emotional Support Special Needs Planning Section Chief Situation Documentation Advance Planning Demobilization Recovery Transition 48 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Lo istics Section Chief Supply Branch Resource Acquisition Donated Goods Shipping/Receiving Volunteer/Staff Management Branch RC Support Food Runner Facility Management Clerical Security Information Technology Branch Communications Computer Systems Finance Section Chief Cost Time Compensation & Claims Procurement SECTION 5 - APPENDIX 49 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE -I-� � � � � W � d W � I� W z z 0 � x w a PERSONNEL REQUEST FORM � � � � 0 � � � � 50 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE POSITION LOG Facility: Date: Function: Task Number: Name: Activity Log (24hr) Activities/Issues and Required Actions Responsibility Out ome SECTION 5 - APPENDIX 51 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE RESOURCE REQUEST FORM Facility / Location: Requested by: (Name & Position): Contact Number: Date/Time: Task#: Item Requested & Quantity Time Needed Delivery Location & Contact Person (Provide Details) $y Approved by: (Name & Position) Response to Request (Completed by Logistics — Resource Acquisition) Resource available? YES NO (��r�le one) Comments: Estimated Arrival: Request Filled By: Date/Time: 52 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE SEARCH AND RESCUE ORGANIZATION CHART VI�Vri��[.I�11 RJN CI'77'Y�T TA S K# T A S K N A M E= D A T E 8 T I M E P R E P A R E D= PREPARED BY (PLANNING): APPROVED BY (SAR MGR.): n N N O V �GS2�7 Ra� f}.ril1 fll75 SECTION 5 - APPENDIX 53 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Facility: Date: SHIFT SCHEDULE Function: Task #: Duties / Shift 1- time frame Shift 2— time frame Shift 3— time frame Position Title from: from: from: to• to• to• Person assi ned Person assi ned Person assi ned 54 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE STANDARDS OF CONDUCT FOR ESS RESPONDERS �� y Sen;oes Responsibilities of ESS Responders: ➢ Commitment — Responders shall have a commitment to serve their community and the ESS mission to the best of their abilities, assuring the integrity of the program. ➢ Confidentiality — Responders shall respect the confidentiality of information received during an emergency response to anyone other than authorized emergency responders. If necessary, clarification should be sought from appropriate authority. Confidential information must not be used for personal gains. ➢ Quality of Service — Responders shall provide service to individuals affected by disasters in a manner that is courteous, caring, and professional, while respecting the dignity of people receiving services. ➢ Behaviour — Responders shall: • Conduct themselves in a manner that meets acceptable social standards and contribute to an environment of mutual respect and dignity, free from discrimination or harassment. • Follow operational guidelines and established reporting structures. • Exercise discretion with comments made in public about an incident, people or other organizations involved. ➢ Self Care - Responders shall: • Take care of their own physical and emotional health and support team members to do the same. • Report unsafe conditions to their supervisor, ensuring the safety of themselves and others. ➢ Media Statement — Responders shall direct all enquiries from the media to the designated Information Officer. Rights of ESS Responders: ➢ Orientation and Training — Responders shall have access to the appropriate training to ensure efficient and effective performance of duties. ➢ Forum for Input — Responders shall be made aware of and have access to the proper chain of command for handling suggestions and complaints. ➢ Support — Responders shall receive support from the local, regional, and provinciallevels of the ESS Program. ➢ Safe Conditions — Responders shall have a safe working environment, understanding that there is some inherent risk in responding to disasters. ➢ Supplies and Equipment — Wherever possible, responders shall be equipped to do their j ob. SECTION 5 - APPENDIX 55 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE TIPS FOR MANAGING WALK- IN DISASTER VOLUNTEERS � ................•♦ ; Do not use ; • "walk-in" volunteers • � for positions that � ■ will work with ■ � people at risk � � • Children � � • Dependent adults � � • Frail elderly � . . . . '• ................. 7. Recognition • Informal thank-yous • Formal 6. Evaluation • Informal • Formal • Your feedback to them and their feedback to you • Help them do wel I 5. Supervision • Buddy with another responder • Provide a mentor if available • Encourage questions • Depending on position, determine amount of supervision needed • BCERMS — responder reports to and takes direction from one responder 1. Planning Conduct a needs assessment to find out: • Where volunteers are needed • How many • When needed; how long; etc. VOLUNTEER MANAGEMENT CYCLE 4. Training • Ask for ESS Regional Trainer to provide • Group sessions or • Individual 1:1 • Everyone needs a basic Orientation • For specific roles — i.e.: Registration, Pets, Searcher, sandbagging ,............, • All volunteer � ; positions are ; ; important! ; . . •............. Everyone wants to do � well — be a � great role : model! : , 2. Recruitment Based on needs assessment, recruit: • Individuals • Groups • Target special skills — first aid, interpreters Can use: • Telephone • Volunteer Intake Centre/ RC/ GL • Media 3. Screening & Placement • Use Volunteer Registration Form • Depending on time conduct a brief or more in depth interview • Discuss volunteer opportunities and ask if willing to accept — sign Registration Form • Can possibly change positions if unsuited Criminal Record Checks or Professional Credentials May Be Required for Some Positions 56 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE VOLUNTEER/STAFF ASSIGNMENT FORM VOLUNTEER/STAFF ASSIGNMENT FORM Facility / Location: Task #: Date: Shift: from: to (24hr) Name Section Function SECTION 5 - APPENDIX 57 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE VOLUNTEER/STAFF INFORMATION SHEET Thank you for being here to help. Here are a few points of information that will assist you at your assigned tasks. This sheet provides general information only and may not answer all your questions. If you require further information, please ask your assigned supervisor. 1. Dress: It is best to wear casual clothes when working disaster response assignments. Always make sure your clothes are as clean and neat as the situation allows. It is recommended that you wear closed toed shoes and have a jacket available. Please leave jewellery and valuables at home or locked in y�our car. Fanny packs are very useful to carry personal items like keys, change, driver's license, etc. Note: Please no army fatigues. 2. Personal Identification (ID): You are a representative of the Emergency� Social Services team while working on y=our assigned duties. You should be given some form of ID(name tag or vest). Please wear your ID at all times while on duty and return it at the end of your shift. If you are using your vehicle as part of your assignment, it should also carry proper ID stickers. Never wear the ID or display it on your car when off duty. 3. Personal Conduct: Since you are representing ESS, always conduct yourself in a positive manner. Avoid being judgmental or argumentative. 4. Media: Members of the media may approach you for information. Refer media representatives to the Information Officer oY Reception Centre Manager. 58 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Do not give out information or interviews. 5. Giving Information to Evacuees: You will be working closely with those who have recently experienced a disaster. They will look to you for information and reassurance. When you are asked a question, give only information that you are sure o£ Never pass on a rumour. If you are unsure of the answer to a question, check with a supervisor. 6. Work Assignments: Unfortunately not all work assignments are going to be fun or glamorous. Helping to clean up or setting up tables, for example, can be hard work. However, all work assignments are important. It takes all of us working together to make a Reception Centre run properly. Try to be flexible. We are counting on all staff to show up on time and complete their assigned shifts. If you cannot meet a commitment you have made, please tell your supervisor immediately so other staffing arrangements can be made. Hopefully, your supervisor will have time to give you a more extensive orientation and possibly some specific training. There may be a job description available for your assigned task — ask your supervisor. 7. Stress: You will find tihat disastier relief work can be very stiressful. You are assuming tihe responsibilities for the well-being of a group of people who are under stress themselves and can be quite demanding. You should try to avoid stress burn-out by taking regular breaks, eating properly (avoid excessive caffeine and sugar), and getting enough sleep and exercise. It also helps to talk to someone about what you are feeling. Never try to assume too much responsibility for resolving the situation; just do your best. If you find yourself short-tempered, unable to sleep, or starting to get overly emotional, see your supervisor. SECTION 5 - APPENDIX 59 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE � 0 � w � H z � w w d H � � w w H � � 0 > W H � Q VOLUNTEER/STAFF INTAKE LOG 60 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Volunteer/Staff Management Branch SCREENING INTERVIEW QUESTIONS Applicant's Name: Applicants Phone Number: Interviewer's Name: Why do you want to help? 2. What skills and training do you have? Is there a particular area you wish to volunteer in? Date: Time: Recommend this person for placement as a responder in this Reception Centre — Yes/No SECTION 5 - APPENDIX 61 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE VOLUNTEER/STAFF ORIENTATION Orientations need to be given out as often as needed. Do these in a quiet area. Use flip charts or white boards, if available. ■ Welcome statement. ■ Explain what the event is, who is involved, etc. Explain what agencies are involved in the response effort. ■ Reinforce that a positive attitude is paramount. Respect is a must. Stress will exist, but with a positive and respectful attitude things will go better. Treat each other with respect and dignity. This extends to the evacuees. ■ Explain the organizational chart. Always be sure you know who your supervisor is. ■ Reinforce that all aspects of this response are confidential. No talking to the media unless given permission. Be polite to the media if asked anything of them, but refer them to the Information Officer. ■ Be sure to describe the layout of where things are in the Reception Centre. Perhaps a walkabout tour would assist with this. ■ Provide practical information: ➢ Location of washrooms ➢ Shift schedule ➢ Breaks ➢ Responder rest areas ■ Explain self-care: ➢ Be careful and safe ➢ Be aware of stress 62 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE WORKSAFEBC, INSURANCE & LIABILITY PROTECTION FOI EMBC VOLUNTEERS LIABILITY INSURANCE 1. What kind of liability protection is provided to EMBC volunteers? Registered EMBC volunteers have three levels of liability protection: Emergency Program Act: Section 18 of the Emergency Program Act, RSBC Chap. 111, 1996, provides exemption from civil liability (unless grossly negligent) for all measures relating to emergencies or disasters. This exemption from civil liability is provided to: ■ volunteers ■ members of a"local authority", as defined in the Act ■ any business or public institution authorized by a local authority or by EMBC under a contract or EMBC task number. $2 million provincial liability insurance: The government maintains a comprehensive general liability insurance policy with a limit of $2 million covering all provincial volunteers. The policy includes legal representation provided by the provincial government. It is very unlikely that any registered EMBC volunteer would require this coverage as they are provided exemption from civil liability in the Emergency Program Act. Coverage for $2 million is considered adequate based on a government risk assessment. Good Samaritan Act: Under the Good Samaritan Act, a volunteer providing emergency aid to someone is not liable for injury or death (unless grossly negligent). 2. Who pays the legal costs if a lawsuit, covered by the $2 million policy, is instituted? The liability insurer (the government) provides a legal defense on behalf of the person named in an action. 3. Does the liability protection cover persons with professional credentials such as doctors and engineers? Yes. They have the same coverage as any other volunteer. However, the liability insurance policy purchased by the government does not cover professional errors and omissions liability or medical malpractice liability. Professionals who perform a function for which they are certified or licensed by a professional standards association have a duty of care with respect to their profession. Therefore, they would be held accountable by their respective governing bodies for failure to meet their duty of care, regardless of whether or not they were acting as a volunteer. Acting as a volunteer does not absolve them of their professional responsibilities. SECTION 5 - APPENDIX 63 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE 4. What types of events does the liability insurance provide coverage for? Liability insurance covers authorized training and operational tasks only; it does not cover fundraising, social activities or public education activities such as mall displays. 5. What liability do instructors bear when they certify that a volunteer is competent in a certain field? Instructors and students are included in the liability coverage. However, instructors are provided with course standards to which a person must qualify, and instructors must ensure these standards are not compromised when certifying students. 6. What is the liability of search managers who are allocating personnel in the field? Search managers are included in the liability coverage. However, they must act in good faith, knowing the skills and abilities of the searcher. 7. Are the assets of a society at risk from a civil suit in a negligence suit? Section 18 of the Emergency Program Act provides exemption from civil liability when a society is carrying out authorized emergency measures. 8. Does the liability policy cover the directors and officers of a society? The provincially-funded liability insurance program does not cover the directors and officers of a society while they are acting in that capacity; it only covers authorized operational and training tasks. 9. When does WorkSafeBC cover a volunteer? Emergency service volunteers are covered under the Workers' Compensation Act. For the purposes of WorkSafeBC coverage, volunteer activities are divided into four categories: Operational tasks: EMBC volunteers are considered to be "on operational call"; therefore they receive coverage for the travel portion of their response (portal to portal) as well as for the operational tasks. Training tasks: Travel related to training tasks is not subject to the same level of urgency, therefore the travel portion is not covered by WorkSafeBC. However, the training exercise itself is covered by WorkSafeBC. Demonstrations and competitions: Demonstrations or competitions where there is a significant risk of injury are viewed as an opportunity to test the level and quality of training. A EMBC training task number should be requested. Once assigned a task number, the participating volunteers qualify for WorkSafeBC coverage for the demonstration/competition, but not for travel to these activities. Public education and displays: Public education activities, such as mall displays or parades, are not covered by WorkSafeBC. 64 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE 10. What does WorkSafeBC pay for if 1'm injured? WorkSafeBC only applies where there is a loss of wages. WorkSafeBC pays partial wage replacement based on a percentage of your earnings. For those who work sporadically, the partial wage replacement is based on a percentage of a number of years' average salary. Wage replacement does not apply to persons whose present income is not affected by the injury. WorkSafeBC also pays applicable medical and rehabilitation expenses. The maximum WorkSafeBC benefit is based on the average industrial wage which is currently $59,600. The $59,600 maximum applies to all BC workers who receive WorkSafeBC coverage in the province and is not specific to EMBC volunteers. 11. What does WorkSafeBC pay if someone is killed while on a task? Funeral expenses, a one-time-only lump sum payment which is over and above the pension amount, and a pension based on a number of variables such as the age of the surviving spouse, the number of dependents and, most significantly, the volunteer's average yearly earnings at the time of the death. 12. Will WorkSafeBC cover volunteers if the accident was their fault? Yes, WorkSafeBC is "no faulY' and volunteers would be covered. 13. What conditions are there for WorkSafeBC coverage? Volunteers are covered whenever they are registered for an authorized operational or training task (see categories explained in question 9 above). 14. If a EMBC volunteer is injured and lifted out of a site by helicopter, does WorkSafeBC still apply? Yes, WorkSafeBC still applies. 15. Are air crew (spotters) covered for WorkSafeBC while flying in a private aircraft? How does WorkSafeBC respond in relation to aircraft insurance? Yes, they are covered. WorkSafeBC coverage is primary; meaning no other insurance policy that may be in force at the time of the injury will pay compensation of any kind as long as WorkSafeBC coverage is applicable. VEHICLE INSURANCE 16. Are volunteers covered for WorkSafeBC while travelling in a vehicle? How does WorkSafeBC pay in relation to ICBC insurance? Assuming volunteers are travelling to a task after being issued a task number, WorkSafeBC coverage would apply. WorkSafeBC would recover payments from ICBC. 17. If 1 use my vehicle as a volunteer for EMBC tasks, how should my vehicle be rated for insurance? SECTION 5 - APPENDIX 65 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE The vehicle should be rated for its normal use; volunteer work with the vehicle does not affect the insurance rating. EQUIPMENT INSURANCE 18. How should the group equipment be insured? EMBC does not provide coverage for equipment. The municipality or group should insure their own equipment, including any vehicles, boats or aircraft. 19. Does EMBC fund the repair or replacement of private/y-owned or group-owned equipment used on an authorized operational task? Minor Personal/Group Equipment and Property: EMBC will reimburse the full cost to repair or replace, whichever is less, when equipment and property are lost or damaged on an authorized operational task for which the owner was not reimbursed for the equipment or property use. Major Equipment (personal vehicles, boats, generators, etc.): EMBC will reimburse the lesser of the actual repair cost or the cost of the deductible portion of insurance coverage to a maximum of $500, or if not insured, the maximum sum of $500. AGE FOR VOLUNTEERS 20. For WorkSafeBC and liability insurance purposes, what are the minimum and maximum ages for volunteers to enroll with EMBC? The minimum age is 16; volunteers between 16 and 18 years of age require signed consent from their parent or guardian. There is no maximum age. 66 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE RESOURCES Books: "Mobilizing and Managing Volunteers in Disasters", O'Donald, Esther, Managing volunteers in a disaster - A guide for local government., Center for Volunteer Leadership, Santa Cruz, CA, 1991. "Volunteers in Disasters, Using (and Misusing) Volunteers" American Red Cross Northern California Earthquake Relief and Preparedness Project, Burlingame, California. "Readiness is All: Leadership, Planning and Organization are the Keys to Successful Disaster Relief" Memmott, Carol, Leadership, Jan-Mar 1995. Better Safe. .. Risk Management in volunteer Programs and Community Service by Linda Graff. Dundas, Ont: Linda Graff and Associates. Volunteers and the Law: A Guide for Volunteers, Organizations and Boards, Vancouver, BC. People's Law School Press. Websites: Emergency Management BC `vw�v. emb c. gov. b c. ca Volunteer Canada www.volunteer.ca Volunteer BC www.volunteerbc.bc.ca GoVancouver `vw�v. govolunteer. ca Emergency Social Services, EMBC w�vw.ess.bc.ca Volunteer Management Professionals of Canada www.vm�c.ca Administrators Volunteer Resources of BC www.avrbc.com Energize Inc. w�vw.ener�zeinc.com Volunteers and the Law htt�: / /w�vw.�ubliclegaled.bc.ca/w�- content/u�loads/2013/07/English Volunteers-and-the- law 2000.�df SECTION 5 - APPENDIX 67 MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE N otes 68 SECTION 5 - APPENDIX MANAGING WALK-IN DISASTER VOLUNTEERS PARTICIPANT GUIDE Notes SECTION 5 - APPENDIX 69