Spontaneous Volunteer Management System Plan Template

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Spontaneous

Volunteer

Management System

Plan Template

Western Region Homeland Security Advisory

Council (WRHSAC) and

Western Massachusetts Medical Reserve Corps

The Spontaneous and Unaffiliated Volunteer Management System Plan provides

guidance for safe, efficient and scalable volunteer management. The Plan includes

integration with incident management systems; communication with community

members and voluntary organizations; volunteer reception, screening and

training; matching and deployment; and volunteer retention.

2016

Western Region Homeland Security Advisory Council

Western Mass MRC Advisory Group

4/8/2016

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CONTENTS

Contents _________________________________________________________________________ 1

Introduction ______________________________________________________________________ 2

Legal Authority ____________________________________________________________________ 3

Finance and Administration __________________________________________________________ 4

Purpose, Objectives, and Scope _______________________________________________________ 4

Planning Assumptions _______________________________________________________________ 5

Plan Development and Maintenance ___________________________________________________ 6

Plan Activation ____________________________________________________________________ 6

Crisis Communications ______________________________________________________________ 8

Concept of Operations ______________________________________________________________ 9

Figure 1: Incident Command Structure With Activation Levels ______________________________ 11

Volunteer Management System (VMS) _________________________________________________ 12

Table 1: Volunteer Management System (VMS) Roles and Responsibilities _____________________ 14

Table 2: Volunteer Management System Partners ________________________________________ 16

VMS Implementation and Operations _________________________________________________ 19

Figure 2: Volunteer Management System Flow Chart _____________________________________ 22

Volunteer Reception Center (VRC) ____________________________________________________ 23

Table 3: Volunteer Reception Center Locations __________________________________________ 23

Figure 3: CHRONOLOGICAL ACTION STEPS ______________________________________________ 25

Volunteer Reception Center Areas ____________________________________________________ 26

Volunteer Retention _______________________________________________________________ 34

Acronyms _______________________________________________________________________ 36

Appendices ______________________________________________________________________ 37

Resources _______________________________________________________________________ 37

Acknowledgments _________________________________________________________________ 37

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INTRODUCTION

Most large scale emergency responses involve volunteers of all types: affiliated and unaffiliated;

deployed and self-deployed. The Volunteer Management System Plan (Plan) provides tools to emergency

planners, Emergency Management Directors (EMD), and Incident Commanders (IC) for incorporating

appropriate spontaneous and unaffiliated volunteers as well as affiliated volunteer groups such as

Medical Reserve Corps (MRC) Units, Community Emergency Response Teams (CERT), American Red Cross

(ARC), Community Organizations Active in Disasters (COAD) members, and well-known faith-based

groups into a response. Effective volunteer management includes the following essential functions:

1. Assess the situation to determine the need for volunteers

2. Confirm Command and Control to ensure the safe integration of volunteers into incident command

3. Coordinate Risk Communications and public information to manage volunteer expectations

4. Coordinate Volunteer Operations using a Volunteer Management System (VMS) to process and

coordinate all volunteers:

 Make the safety of volunteers and responders everyone’s first priority

 Appoint a VMS Director to integrate volunteers into the incident command structure

 For large emergencies, designate a COAD Liaison to the external COAD to ensure COAD member

responses are integrated into incident command

 Operate a Volunteer Reception Center (VRC) for large scale or regional disasters to manage

volunteers: including registration, credentialing, training, job assignment, volunteer support and

demobilization

 When a VRC is activated, designate a VRC Liaison to the IC/EOC to coordinate volunteer

deployments and response needs among all response organizations

 Determine the types of volunteers and how they will be managed:

 Deployed Affiliated Volunteers (DAV) – gold standard, first to be used

 Spontaneous Affiliated Volunteers (SAV) – more ICS training might be needed so they

don’t self-deploy, but still could be used

 Spontaneous Unaffiliated Volunteers (SUV) – these are the most common during

disasters. Encourage these types of volunteers to become affiliated. Use only if specific

skills or additional volunteer resources are needed.

 Recruited Unaffiliated Volunteers (RUV) – when more volunteers or volunteers with

specific skills are needed advertise for these volunteers. Ask them to become affiliated if

there is time.

 Establish volunteer policies:

 Affiliated volunteers are always deployed before unaffiliated volunteers

 When unaffiliated volunteers are used, all volunteers are processed through the VMS.

 In the event it is not possible to establish a VMS, unaffiliated volunteers will not be used

 If unaffiliated volunteers must be used, they will always deployed with at least two

affiliated volunteers.

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 Unaffiliated volunteers will only be used in outside field operations or simple tasks

where the volunteers are easily managed.

 Alternative online volunteer registration systems will be used for unaffiliated volunteers

 Other volunteer management practices will be used as needed.

Historically, first responders have been hesitant to incorporate unaffiliated volunteers into response

efforts, even when a clear need for additional “manpower” has been identified. This hesitation is

grounded in real concerns about safety, liability, skills, character, and appropriateness to the gravity of

the situation by unknown, untrained, and untested individuals. However, spontaneous volunteers, when

managed appropriately, can bring needed skills and essential resources to a response when it has been

determined that local, affiliated resources have been exhausted.

The Plan has been developed to help ensure effective management of spontaneous and/or unaffiliated

volunteers (SUV) during response and recovery for a large-scale emergency or disaster. Many types of

disasters may require the use of unaffiliated volunteers, including Mass Dispensing, Mass Care, Mass

Evacuation and Mass Sheltering. This Plan follows the National Incident Management System (NIMS)

and guidance for MEMA Emergency Support Function 7 (ESF-7 – Volunteers and Donations) and, as such,

is scalable to fit the scope of the event. Volunteer supervision and safety are primary considerations. The

Plan should be reviewed and modified to meet the needs of the community or regional authority and to

ensure compatibility with existing plans such as the Community’s Comprehensive Emergency

Management Plan (CEMP), Regional Sheltering Plans, Emergency Dispensing Site (EDS) Plans, Multi-

Agency Coordination Center Plans (MACC) and Health and Medical Coordinating Coalition (HMCC) Plans.

LEGAL AUTHORITY

FEDERAL

1. The Robert T. Stafford Disaster Relief And Emergency Assistance Act, Public Law 93-288, As Amended

2. Homeland Security Presidential Directive 5 (HSPD-5)

3. The National Response Framework (NRF), January 2008

4. NRF, Volunteer and Donations Management Support Annex, January, 2008

STATE

1. Emergency management personnel immunity

2. Volunteer immunity

3. Good Samaritan law

4. State board of health rules and regulations

REGIONAL

1. MACC Concept of Operations

2. HMCC Emergency Operations Plan

3. REOC Mutual Aid Agreements

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LOCAL

1. [Community Name]Comprehensive Emergency Management Plan (CEMP)

2. [Community Name] Continuity of Operations Plan (COOP)

3. [Community Name] Communications Plan

4. Add other here

FINANCE AND ADMINISTRATION

A goal of the Volunteer Management System Plan is to supplement response capabilities and reduce

response expenses for impacted communities. In the event that FEMA declares a disaster and the Public

Assistance Grant Program

is open to local government applicants, the [Community Name] may be

subject to a matching fund requirement. Work done by employees or contractors of [Community Name]

will be used to match available federal funds. Likewise, properly documented work performed by

affiliated and spontaneous volunteers will be used to meet the matching requirement.

To ensure that donated volunteer time is allowable as a matching contribution, [Community Name] will

maintain accurate records of all affiliated and spontaneous volunteers including hours donated, the type

of work completed, associated expenses and comparable hourly rates. All [Community Name] personnel

who supervise volunteers will be trained to thoroughly document this information on forms provided.

The [Community Name] will apply a labor rate to each type of volunteer work that is similar to the rate

that an employee of [Community Name] is paid, including taxes and fringe benefits, for the same or

similar work, or the customary rate for that work if done by contractors in the local labor market.

PURPOSE, OBJECTIVES, AND SCOPE

PURPOSE

Disaster conditions could result in convergence of, or the need for, spontaneous volunteers to assist in

response and recovery. Disasters, which vary widely in type and magnitude, include weather and natural

events such as ice-storms, hurricanes, wildfires, and earthquakes; and man-made events both

intentional (criminal and terrorist) and accidental involving chemical, biological, radiological, or nuclear

releases caused by explosive, technological, transportation, or infrastructure related events in

[Community Name]. The impact of these disasters can be local, regional or spread throughout the

Commonwealth. Local and regional Hazard Assessment and/or Mitigation Plans identify the most likely

current threats to [Community Name] as listed in its CEMP and to region as outlined in regional threat

and gap assessments.

The Plan provides guidance for regional entities and departments and agencies within the [Community

Name] and regional entities to coordinate and manage spontaneous volunteers during disaster response

http://www.fema.gov/public-assistance-local-state-tribal-and-non-profit

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and recovery. It complements the [Community Name] Comprehensive Emergency Management Plan

(CEMP) and regional Emergency Response Plans.

OBJECTIVES

 To enhance professional emergency response personnel activities, through the coordinated and

planned involvement of spontaneous unaffiliated volunteers (SUV)

 Minimize response and recovery costs to the community

 Minimize disruption to first responders by spontaneous unaffiliated and non-coordinated

affiliated volunteers

 Ensure the safety of volunteers, responders, and the community

 Provide a positive volunteer experience that encourages continued volunteer support and

maintains/enhances the reputation and public perception of [Community Name].

SCOPE

The Plan is applicable to departments, agencies, and organizations of [Community Name]; including the

private sector, volunteer organizations, and residents living in [Community Name]. It guides support

agencies and mutual aid partners that respond within [Community Name] and regional entities that have

responsibility for volunteer recruitment, processing, assignment, training, and/or management.

PLANNING ASSUMPTIONS

 In a catastrophic emergency, volunteers will spontaneously self-deploy especially if the disaster

seems chaotic and overwhelming.

 Affiliated volunteers will only be deployed by their individual organizations at the request of

incident command and will follow established Incident Command System (ICS) protocols.

 Non-government affiliated volunteer organizations will manage and administer their

organizations’ volunteer recruitment, training, and job assignment policies and procedures and

deploy their volunteers in coordination with emergency management and incident command.

 During a disaster affecting [Community Name] and the region; local government, volunteer

groups, and agencies may be adversely affected and unable to cope with a sizable influx of

spontaneous and unaffiliated volunteers.

 When local resources are insufficient, assistance will be requested by the IC/EOC through the

“Request for Volunteer Form,” mutual aid agreements, and through other response and

volunteer organizations.

 Volunteers will generally follow volunteer management mechanisms developed for them.

 Volunteers will generally respond to authoritative direction and act responsibly within their

assigned areas.

 Volunteer deployment will be based on the size and type of disaster, as well as the skills needed

by local officials to mount an effective response and recovery effort. During any particular

disaster, it may be that not all volunteers or any volunteers (affiliated or unaffiliated) will need to

be deployed.

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 Departments and agency staff involved in the management of volunteers may be asked to

perform additional duties during disaster and emergency situations.

 In a catastrophic event, local, state, and/or federal emergency declarations will occur. State and

federal disaster assistance will supplement, not supplant, the response provided by [Community

Name]. This assistance is provided only when local resources are insufficient to meet the

demands of the incident.

PLAN DEVELOPMENT AND MAINTENANCE

The Emergency Management Director (EMD) or her/his designee, along with the Local Emergency

Planning Committee (LEPC), Regional Emergency Planning Committee (REPC), Multi-Agency Coordination

Center (MACC) and/or Health and Medical Coordinating Coalition (HMCC) are responsible for the

maintenance, revision, and distribution of the Volunteer Management System Plan and any subsidiary

plans and tools. This includes the Standard Operating Guidelines (SOG), the Just-in-Time Training (JITT)

Guide, Job Action Sheets (JAS), and other necessary forms. The EMD will assess the need for and make

revisions at least once every two years, or sooner, in the case of the following:

 A change in operational resources, policies or procedures,

 A formal update of planning guidance or standards, or

 Plan activation or a major exercise.

A combination of training, exercises, and real world incidents will be used to determine whether the

goals, objectives, decisions, actions, and timing outlined in the plan lead to a successful response. After

Action Reports and Improvement Plans will guide plan revisions and improvements.

The Plan will be exercised annually or as part of another exercise or real world event.

PLAN ACTIVATION

ACTIVATION TRIGGERS

The Plan is activated and coordinated by the incident commander, local Emergency Management

Director or [designee]. Triggers may include, but are not limited to the following situations:

 The impacts of the disaster and/or media coverage make an influx of spontaneous volunteers

likely.

 Shortages of professional emergency responders require additional staffing support or additional

private resources.

 Volunteers with particular skills and/or special knowledge of [Community Name] are needed to

enhance response and recovery.

 Mutual aid partners request volunteers and/or volunteer management from the [Community

Name] activation authority.

After the initial incident assessment to determine the appropriate activation level of the Volunteer

Management System, the plan is activated by any of the following:

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 Incident Commander (IC)

 Emergency Management Director (EMD)

 Unified Command

 Emergency Operations Center (EOC)

 Multi-Agency Coordination Center (MACC)

 Health and Medical Coordinating Coalition (HMCC)

 Other [please specify]

ACTIVATION LEVELS

Because disasters vary in terms of their size, scope, duration, intensity and consequences, incident

command will determine the appropriate activation level or sequence of activation levels based on

specific and changing needs. The scope of the emergency will be used to establish the appropriate ICS

structure. The likelihood of a fluid situation requires the Plan to be flexible and scalable.

Acvaon Level I: Controlled Emergency (MEMA/EOC/MACC Acvaon Level 1: Steady

State/Monitoring; HMCC/DPH Acvaon Level III)

Spontaneous volunteers will generally come from [Community Name]. The need for volunteer

management will typically be identified by the Incident Commander and first responders. The IC or

Emergency Operations Center (EOC) may manage volunteers at the site. Response Partners involved in

volunteer management may be called to staff MACC/HMCC desks. It is likely that there is no need to

stand-up a physical Volunteer Reception Center.

Acvaon Level II: Medium to Large Event (MEMA/EOC/MACC Acvaon Level 2: Paral Acvaon)

When the EOC is activated for a medium to large event, a more comprehensive and coordinated level of

the Volunteer Management System (VMS) may be required. Media coverage will result in the arrival of

onlookers and those who want to help. A Volunteer Management System Director may be needed as

well as a Volunteer Reception Center (VRC) set-up near or outside the impacted area or at a pre-selected

site. The perimeter of the incident site will be secured. Not all components of the Plan will need to be

activated. VMS staff may fill multiple roles as needed.

Acvaon Level III: Catastrophic Event (EOC/MACC acvaon Level 3: full acvaon; HMCC/DPH

Acvaon Level I)

During a very large or catastrophic disaster and/or an event that generates a large number of

spontaneous volunteers that may threaten to overwhelm local capacity for volunteer management, a full

activation of the VMS may be required. In this case, a regional Volunteer Coordination Task Force (VCTF)

may be established with representatives from multiple EOC’s, regional coordination entities and

affiliated volunteer organizations to help coordinate regional volunteer activity. Multiple local VMS

operations will be coordinated by a unified or area command or regional EOC (REOC) or regional

coordination agency (MACC/HMCC) and COAD Liaison working with the VCTF. Multiple VMS operations

may be consolidated or regionalized to maximize available staff and resources needed to operate

multiple VRCs. This consolidation may result in the activation of at least one large regional VRC, as well

as a regional phone bank or Volunteer Call Center. See Figure 1, p. 11.

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CRISIS COMMUNICATIONS

(See Region 1 PIO SOG for additional messaging guidance)

Early, accurate, coordinated and relevant public information or crisis communications is a critical part of

any effective response involving volunteers. Getting the right information to the right people at the right

time, so that they can make the right decisions about volunteering is a essential component in the

Volunteer Management System Plan. The IC and Incident PIO will follow standard messaging release

procedures as outlined in the CEMP, Crisis and Emergency Risk Communication (CERC) Plan, PIO

Standard Operating Guide (SOG), MACC ConOps, HMCC Emergency Coordination Plan (ECP), or

Emergency Dispensing Site (EDS) Plans, or Regional Emergency Shelter Plan to ensure volunteer

guidance is widely disseminated through traditional and social media channel to reach all stakeholders.

All message releases will be approved by the IC and released through the Joint Information System (JIS)

or the Public Information Officer (PIO). During Level II/III Activation, the PIO/IC will determine the need

for a physical or virtual Joint Information Center (JIC) to help coordinate all messaging.

Timely, informative, coordinated and accurate public information is a critical factor in keeping on-lookers

and potential volunteers from impeding the response and recovery processes of a catastrophic incident.

The Public Information Officer must manage public expectations and make clear:

 needs in the impacted areas

 appropriate ways to help

 appropriate skills needed

 what is not needed

 need to stay away from the impacted areas

 where and how to volunteer

 where and how to donate time, supplies, equipment, and money.

EXAMPLES OF PRE-SCRIPTED MESSAGES

General Messages

“As emergency management works to respond to and recover from Name of Disaster, an influx of

unexpected or unrequested volunteers and donations can make the response and recovery process even

more difficult. If you want to volunteer or donate please visit our website at [website name and address]

or call or visit the Volunteer Reception Center located at [address of VRC] between [list hours of

operation and days open]. The Volunteer Reception Center phones are staffed e.g. Monday-Saturday)

and may be reached at (Insert phone number).

“9-1-1 is for life threatening emergencies only. For information about the emergency, call the 2-1-1 help-

line for assistance or go to www.mass211help.org.”

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Volunteering

“Community members and neighbors, for your safety, the safety of responders, and for the overall

management of the disaster, we are asking that you stay [at home, indoors] away from the affected area

[describe parameters] until further notice.”

“Volunteers who are not pre-registered should contact their local Medical Reserve Corps unit or Red

Cross chapter to find out about volunteer opportunities and Just-in-Time Training.”

“Community members and neighbors, for your safety, the safety of responders, and for the overall

management of the disaster, we have a volunteer registration process. If you wish to volunteer:

 Call to register [insert phone number]

 Register on-line [insert url]

 Come to the Volunteer Reception Center, located at [insert location]

 Have the following with you: government issued photo ID, professional credentials, emergency

contact information, extra clothing, snacks, water, flashlight and cell phone

 What not to bring to the Volunteer Reception Center: children, pets, valuables, weapons, and

drugs/alcohol that impair response capabilities.

 Persons with the following credentials [license, skills, equipment] are needed [time frame]”

 “We know that everyone wants to help. We ask that all volunteers consider their own limitations

and needs before volunteering. Be realistic about your ability to be self-sufficient and aid in

disaster response and recovery. If you can’t volunteer, consider making a monetary donation.”

CONCEPT OF OPERATIONS

VOLUNTEER DEFINITIONS

Affiliated volunteers are attached to a recognized voluntary or nonprofit organization and are trained for

specific disaster response activities. Their relationship with the organization precedes the immediate

disaster, and they are invited by that organization to become involved in a particular aspect of

emergency response. Affiliated volunteers include MRC, CERT, DART, ARC, VIPS, volunteer fire and

school staff.

Unaffiliated volunteers are not part of a recognized voluntary agency and often have no formal training

in emergency response. They are not officially invited to become involved but are motivated by the

incident and a desire to help others in times of trouble. They come with a variety of skills. They may

come from within the affected area or from outside the area. These types of volunteers are also known

as “convergent,” “emergent,” “walk-in,” or “spontaneous.”

Spontaneous volunteers are all assumed to be spontaneous unaffiliated volunteers (SUV), for the

purposes of this plan, including affiliated volunteers who show up without being deployed by their

registering organization. All spontaneous volunteers will be processed as unaffiliated volunteers.

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VOLUNTEER SAFETY

Volunteer safety is the primary consideration during any response and recovery effort. Volunteers will

never be asked to take undue personal risks or work beyond the scope of their experience or training.

INCIDENT COMMAND SYSTEM

This Volunteer Management System Plan is consistent with the National Incident Management System

(NIMS). It defines actions and roles necessary to provide a coordinated spontaneous volunteer response

using the Incident Command System (ICS). Within ICS, support staffing and volunteer management often

fall under the Resource Unit in the Planning Section. As with any response, the IC may move volunteer

management to another section such as the Supply Unit of the Logistics Section.

The Volunteer Management System (VMS) is scalable. Depending on the scope of the emergency,

additional ICS positions will be added to accomplish required tasks. Not all positions or functions need to

be completed by separate individuals. If no individual is assigned to a position, the responsibility is

assumed by the immediate supervisory position for the function or task. For example, in a small incident,

the IC or Planning/Resource Unit could assume all duties for the Volunteer Management System (VMS).

In a larger incident the VMS Director could establish and oversee multiple VMS Branches and associated

ICS supervisory and leader positions. See Figure 1.

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FIGURE 1: INCIDENT COMMAND STRUCTURE WITH ACTIVATION LEVELS

Level I: Solid lines –

Level II: Activation Level I plus dotted lines

Level III: Activation Level I and II plus Volunteer Task Force Liaison in Command Staff

Incident

Commander

Finance

Section Chief

Logistics

Section Chief

Planning

Section Chief

Resource Unit

Leader

VMS

Director

VRC Operations

Supervisor

Building

Manager

Registration Unit

Leader

Assignment Unit

Leader

VMS Logistics VMS Finance VMS Planning

Operations

Section Chief

Safety Officer Liaison

VRC Liaison COAD Liaison

PIO

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VOLUNTEER MANAGEMENT SYSTEM (VMS)

ORGANIZATION

VMS infrastructure is necessary for volunteers to safely succeed at their mission to help. Policies, forms,

facilities, communication protocols and volunteer leadership are all needed to provide positive

experiences leading to successful volunteer engagement and retention. Examples of this organizational

structure in [Community Name] and the region include:

Coordinated system for messaging to community members from response officials regarding

emergency status

Community Connect CTY, outgoing 9-1-1, or other alert systems

Policies and procedures that routinely integrate affiliated volunteers into responses

Community/regional COAD

Formal system for acknowledgement and appreciation by community officials of Citizen Corps

groups, leaders, volunteers

Liability protection for volunteers (see CEMP page: [X])

Other (specify)

COMMAND AND CONTROL

The incident commander delegates volunteer management to the appropriate section chief, who may

delegate to a VMS Director. Community based and voluntary organizations that wish to be part of the

response will be coordinated through the COAD (Community Organizations Active in Disasters) Liaison

appointed by the incident commander. The COAD Liaison may also serve as the VMS Director in a Level I

incident. In a Level II or III incident, a community Volunteer Coordination Task Force (VCTF) may be

formed to coordinate multiple volunteer and COAD organizations.

MUTUAL AID AGREEMENTS AND MEMORANDA OF UNDERSTANDINGS

If the need for volunteers or the number of spontaneous volunteers overwhelms the emergency

management system, [Community Name] will request assistance from other local jurisdictions and

agencies in accordance with existing mutual aid agreements (MAA) and memoranda of agreement

(MOA). Copies of existing agreements are on file in the CEMP or [Location]. [Community Name] is a

signatory to the Massachusetts Statewide MAA or the Western Massachusetts MAA. MAA/MOU

requests will be channeled through the EOC in accordance with mutual aid policies and procedures.

[Community Name] has the following MOUs in place to support the VMS Operations.

1. [List]

2. [List]

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RESOURCE REQUIREMENTS

The VMS Director with the EOC Logistics Section Chief and the Resources Unit under the Planning

Section Chief will assess the following resource needs:

Facilies

 Volunteer Reception Center (VRC)

 Volunteer staging area

 Volunteer housing, care, and feeding

Supplies

 Office equipment and supplies

 Medical equipment and supplies

 PPE – personal protective equipment

 Signage: internal and external directional

Transportaon of Volunteers

 Private/public

 Liability coverage(s)

Communicaons

 Radios

 Phone bank/call center site

 Internet

 Cell service

 HAM operators

Personnel

 Volunteer Management System (VMS) Director

o VRC Supervisor (VRCS)/VRC Operations Chief

 Volunteer Reception Center Staff

o Recruitment Unit Leader

 Registration

 Credentialing

 Training

o Volunteer Unit Leader

 Assignment

 Support

 Demobilization/Retention

o Building Manager/Logistics

o Volunteer Reception Center Security

 COAD Liaison

 VRC Liaison

 Volunteer Coordination Task Force (VCTF) Liaison

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The table below outlines the objectives of the VMS, specific tasks, and the ICS position or organization

responsible. Modify as needed to match the [Community Name]’s ICS structure.

Table 1: Volunteer Management System (VMS) Roles and Responsibilities

ROLE/TASK

RESPONSIBILITY

SUPPORT EFFECTIVE VOLUNTEER RECRUITMENT

Determine volunteer need: activate/ demobilize the plan at the appropriate level

IC/EOC

Appoint Volunteer Management System (VMS) Director

IC/Section Chief

Appoint Volunteer Reception Center Supervisor (VRCS) if needed

VMS Director

Appoint COAD Liaison

IC/EOC

Appoint Volunteer Reception Center Liaison (if VRC is activated)

VMS Director

Provide public information with instructions regarding the need for and how to

volunteer

PIO

Provide public information to voluntary organizations and the public when

volunteers are not needed

PIO

Outreach and coordination with affiliated volunteer/NGO and other volunteer

organizations

COAD Liaison/VMS Director

Schedule and coordinate meetings of the volunteer groups to coordinate, update,

and collaborate on the volunteer management system and operational process

before, during, and after a disaster

COAD Liaison/VMS Director

Provide advice to the VRC Liaison on suitable candidates for volunteer

management functions

VMS Director

Determine when to demobilize the VMS

IC/EOC/VMS Director

ENSURE EFFICIENT, EFFECTIVE, SAFE RESPONSE

Direct and support the Volunteer Management System (VMS)

IC/EOC/Resource

Unit/Planning/VMS Director

Identify suitable candidates for the various volunteer management functions

VMS Director/VRC Supervisor

Select VRC site(s) and coordinate equipping and staffing the facility

Logistics/Planning/VMS Director

Secure VRC site perimeter to prevent unauthorized volunteer entry

Security

Coordinate training of volunteers for operation of the VRC

VMS Director/VRC Supervisor

Supervise VRC operations

VMS Director/VRC Supervisor

Select a phone bank/call center site and coordinate equipping/staffing the facility

VMS Director/VRC Supervisor

Coordinate volunteer training for the phone bank/call center

VMS Director/VRC Supervisor

Ensure sufficient staffing support for volunteer processing

VMS Director/VRC Supervisor

Credential and check volunteer CORI/VSOS/SORI, as able

VRC Registration Unit Leader

Provide identification (badge, wrist band etc.)

VRC Assignment Unit Leader

Track all volunteer expenses and contributions for potential reimbursement

VMS Director/Data/Finance

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EFFECTIVE, EFFICIENT, SAFE VOLUNTEER ASSIGNMENT

Match volunteer skills/interests with identified incident response personnel needs

Planning/VRC Assignment Unit

Leader/COAD Liaison

Minimize time to assign volunteers

VMS Director/VRC Supervisor

Expedite pre-registered, affiliated volunteers: MRC, CERT, DART, ARC, DBHRT

VMS Director/VRC Supervisor

Process volunteer groups from a particular faith community, or CBO

VMS Director/VRC Supervisor

Quickly interview potential volunteers for skills/interests

VMS Director/VRC Supervisor

Maintain volunteer force for assignment to future shifts

VRC Planning/Logistics

OBJECTIVE: VOLUNTEER TRAINING/SAFETY

Brief volunteers on roles and responsibilities; onsite training

VRC Registration Unit Leader

Provide logistical support for volunteers (e.g. transportation to site)

VRC Logistics

Provide secure environment for volunteer processing

Logistics/VRC Logistics

Brief volunteers on safety issues

Safety Officer

Ensure assignment, support, evaluation and demobilization

VRC Assignment Unit Leader

Provide safety personal protective equipment (PPE) to volunteers

Logistics/VRC Logistics

Track volunteers for medical follow-up, as needed

Medical Unit Leader

Provide Critical Incident Stress Management or Disaster Behavioral Health Support

as needed

VRC Medical Unit Leader

Officially discharge volunteers

VRC Assignment Unit Leader

VOLUNTEER RETENTION

Ensure a positive experience for volunteers

VRC Registration Unit Leader

Minimize time at reception center for potential volunteers

VRC Registration Unit Leader

Maximize number of volunteers assigned

VMS Director/VRC Supervisor

Evaluate volunteer performance

VRC Assignment Unit Leader

Thank volunteers - provide POC information and encourage retention/affiliation

VRC Assignment Unit Leader

Conduct incident review “hot wash” with volunteers

VRC Assignment Unit Leader

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TABLE 2: VOLUNTEER MANAGEMENT SYSTEM PARTNERS

The following voluntary, community-based, faith-based and private organizations will be relied on to

respond to an emergency to assist with the VMS Plan in [Community Name]. List all that apply.

Berkshire County:

Role/Organization

Name

Phone

Chief Elected Official

Emergency Mgmt. Director

Local Voluntary Organizations

Berkshire

MRC/DART

Berkshire CERT

Berkshire COAD

Berkshire American

Red Cross

Berkshire Salvation

Army

Rotary

Lions

School Staff

Other

Faith Community

Media Channels

Radio Stations

Business Community

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Franklin County:

Role/Organization

Name

Phone

Chief Elected Official

Emergency Mgmt. Director

Local Voluntary Organizations

MRC/DART

CERT

COAD

American Red Cross

Salvation Army

Rotary

Lions

School Staff

Other

Faith Community

Media Channels

Radio Stations

Business Community

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Hamden County:

Role/Organization

Name

Phone

Chief Elected Official

Emergency Mgmt. Director

Local Voluntary Organizations

MRC/DART

CERT

COAD

American Red Cross

Salvation Army

Rotary

Lions

School Staff

Other

Faith Community

Media Channels

Radio Stations

Business Community

Hampshire County:

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Role/Organization

Name

Phone

Chief Elected Official

Emergency Mgmt. Director

Local Voluntary Organizations

MRC/DART

CERT

COAD

American Red Cross

Salvation Army

Rotary

Lions

School Staff

Other

Faith Community

Media Channels

Radio Stations

Business Community

VMS IMPLEMENTATION AND OPERATIONS

See Figure 2 for VMS Flow Chart.

ACTIVATION

1. IC determines need for volunteers and volunteer activation. In Activation level I, volunteers will be

managed offsite by incident command or by delegated Unit Leader. It is likely that no additional

recruitment will be needed in level I.

2. IC delegates volunteer management to the resource unit/planning section (or logistics section chief).

20 | P a g e S U V M a n a g e m e n t S y s t e m P l a n 2 0 1 6 . 0 4 . 0 8

3. IC, EOC, and section chiefs determine that a Volunteer Management System (VMS) and/or Volunteer

Reception Center (VRC) are required. In Level II, the VMS is likely activated, but a physical VRC may not

be needed. In Activation Level III, a fully staffed volunteer incident command structure may be

needed in addition to the event’s incident command to manage a large scale volunteer system.

APPOINT VMS DIRECTOR –ICS STRUCTURE

1. Section chief appoints a Volunteer Management System (VMS) Director to manage volunteers,

organizations/agencies and a Volunteer Reception Center (VRC) (if activated).

2. IC instructs Incident PIO to work with VMS Director to provide appropriate volunteer messages.

3. In Activation Level II or III, a COAD Liaison may be appointed to assist the VMS Director in coordinating

with voluntary organizations deploying volunteers. Otherwise the VMS Director will coordinate

directly with the COAD.

4. IC and logistics section chief confer - agree to open a VRC.

5. In Activation Level II or III, VRC Supervisor(s) may be appointed to assist the VMS Director and serve as

the VRC Operations Section Chief (Ops).

6. VMS Director appoints a VRC Liaison to work with the EOC/IC/MACC/HMCC

ENGAGE COMMUNITY SUPPORT

In a large scale or prolonged emergency, particularly in the recovery phase, it is recommended that a

community Volunteer Coordination Task Force (VCTF) be created to work through the incident command

COAD Liaison to coordinate and manage affiliated volunteers. The VCTF may also be asked to assist with

the management of spontaneous or unaffiliated volunteers. The VCTF may consist of MRC, CERT, DART,

ARC, and faith-based or other community based agency coordinators and/or other stakeholders that

manage volunteers and have the ability to coordinate, process, assign and supervise volunteers.

PROVIDE PUBLIC INFORMATION - CRISIS COMMUNICATIONS

1. The Incident PIO in coordination with the VMS Director and with permission of the IC, communicates

with the public regarding the need for volunteers, including who, what, when, where, why, and how.

2. The Incident PIO and other PIOs in the Joint Information System (JIS) coordinate public information

releases with the COADs and other agencies who are responding to the incident, including all

appropriate regional MACCs/HMCC and MEMA/DPH, to ensure that messaging to the public and

volunteers is consistent, appropriate and effective.

3. The Incident PIO develops preemptive messaging in coordination with the JIS to assist with rumor

control and ensure potential volunteers are ready to deploy.

ACTIVATE VOLUNTEER RECEPTION CENTER

1. IC/EOC continues to re-evaluate need for volunteer deployment and communicates with section

chiefs, Volunteer Management System (VMS) Director, Volunteer Reception Center (VRC) Supervisor

and COAD Liaison. Spontaneous volunteers will require additional processing, credentialing, and

training before being deployed. At the VRC or other volunteer management site, the following

21 | P a g e S U V M a n a g e m e n t S y s t e m P l a n 2 0 1 6 . 0 4 . 0 8

volunteer management functions are provided to process and accommodate both affiliated and

unaffiliated volunteers:

Registration: Entrance, welcome, triage, orientation, information, registration, phone center,

message center

Credentialing: Identification, credentialing, background checks

Training: Safety and Just-in-Time training, operation training as available for EDS or sheltering

Assignment: Liaison with IC/operations, matching, badging/vests, deployment

Support: Transportation and trouble desk

Demobilization: Debriefing, evaluation, and volunteer retention/follow-up

Data: Documentation logs of all actions, volunteer time, volunteer records, forms, expenses

Facilities: Facility Manager, volunteer and staff food, sanitation/cleaning, and rest area

 VRC Management: Includes space for Command Staff

2. COAD Liaison coordinates with

 PIO and COAD members to ensure consistent public messaging about the changing need for

volunteers including any long-term need for volunteers, especially during recovery

 Volunteer Management System (VMS) Director and/or VRC Supervisor

 Volunteer Coordination Task Force (VCTF), MRC, and/or other affiliated coordinator(s) to expand or

contract based upon on-going needs assessment.

3. VMS Director and VRC Supervisor ensures that the following activities are completed:

 Welcome, registering and credentialing of volunteers

 Basic Just-in-Time training, including safety messages; may also include specific operations training

such as sheltering, emergency dispensing, etc. as appropriate

 Badging (identification)

 Job Action Sheets (JAS) as they are available

 Deployment

 Volunteer support

 De-mobilization and Retention resources

4. Operational periods continue as deemed necessary

SUPPORT RECOVERY

1. IC/EOC and VMS Director assess long-term needs and requirements for volunteers for recovery

2. Recovery coordination passes to appropriate local or regional organizations and agencies, COAD, or

VCTF.

3. Recovery operations may benefit from integration with existing online tools for volunteer

management, such as Crisis Clean Up, the United Way’s Get Connected site, or Points of Light.

DEMOBILIZATION

1. Event closes with hot-wash, After Action Report, and Improvement Plan

2. Records are completed

3. Volunteers are acknowledged and thanked

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4. Volunteer Management System Plan is revised or updated as necessary.

FIGURE 2: VOLUNTEER MANAGEMENT SYSTEM FLOW CHART

Demobilization

Complete all records

Thank volunteers: encourage affiliation

Recovery

Reassess need for volunteers Continue operations

Operations

Volunteer Management/Coordination Level II/III Activate VRC ; phone bank/call center

Public Information

Volunteer Messaging and Public Information Develop and disseminate messages

Assign VMS Director

Volunteer Management Staffing Assign VMS Director/COAD Liaison to EOC

Activation

Large event triggers spontaneous volunteers

Determine need and activate the VMS at

appropriate level: I, II or III

NEED ACTIONS

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VOLUNTEER RECEPTION CENTER (VRC)

Every incident is unique and volunteer management will be scaled to meet current needs. In Type II or III

activation, the primary method for coordinating volunteers employs the concept of a Volunteer

Reception Center (VRC). Volunteer Reception Centers can be structured as:

 part of a response facility, like an emergency dispensing site, shelter, or reception center

 a stand-alone walk-in center referred to as a volunteer reception center

 phone bank

 virtual online process, such as through Crisis Clean Up or United Way’s Get Connected, or Points

of Light.

 a combination of two or more of these strategies.

The choice of the VRC site, including style, size, accessibility, and location is driven by a needs

assessment by the command staff and section chiefs. Initial operational periods may not require any

volunteer response. Continued situational awareness and needs assessment will determine whether to

incorporate affiliated volunteers and/or spontaneous volunteers.

CRITERIA FOR CHOOSING A LOCATION FOR VOLUNTEER RECEPTION CENTER:

 adequate space for all VRC functions

 multiple rooms/ areas available

 safety/security

 on transportation routes

 availability of secure parking

 availability of food, sanitary facilities and rest areas for staff

 internet access including Wi-Fi or “hot spot”

 communication capabilities

 accessible and in close proximity to the affected area

 available for the project time operational periods

The following table lists the location of pre-identified volunteer reception centers in [Community Name].

This list will include emergency dispensing sites, shelters and reception centers, if the site will be used

for volunteer reception. At least one stand-alone site will be chosen and added to the CEMP.

TABLE 3: VOLUNTEER RECEPTION CENTER LOCATIONS

Event

Limitations

Name

Flooding

Identify location outside of a flood plain

Extended power outage

Identify location with back-up generators

Emergency dispensing

Identify locations that are easily accessible

Sheltering

Identify locations that have showers and laundry

All-hazards

Identify accessible, secure locations

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VOLUNTEER RECEPTION CENTER STAFFING

A detailed description of the volunteer reception center, including ICS and job action sheets is found in

the Standard Operating Guideline in the Appendix.

The [Community Name] will staff the volunteer reception center with the following:

Employees of the jurisdiction with the following preferred skills: persons who are familiar with

the community, VRC facility, and emergency response procedures and who possess good

public relations or “customer service” skills, interact regularly with the public, can make quick

decisions, exercise good judgment, and are able to work well under stress.

Employees of other jurisdictions: mutual aid assistance from other jurisdictions may be

requested after fully utilizing local resources.

Affiliated Volunteers (MRC, CERT, ARC, DART, CERT, VIPS, etc.): will be assigned to assist with

volunteer reception early in the response phase. [List Here]

Spontaneous volunteers as needed: if additional staff resources are needed, SUV who possess

strong organizational, written and verbal skills, have experience in human resources such as

interviewing and data management, are social workers, instructors or teachers, and have

passed basic background checks may be recruited to staff the VRC.

DIRECTION AND CONTROL

Volunteer management is an element of the logistics section with control from [Community Name]’s

logistics section chief and the VMS Director. All requests regarding the VRC will be made through

Logistics at the EOC, or upon direction of the IC through Logistics/VMS Director at the Volunteer

Reception Center.

The VMS Director may appoint a VRC Supervisor who will coordinate with the VRC Liaison at the EOC

who will collaborate with other command and general staff to determine volunteer needs, safety,

logistics and public information at a volunteer reception center.

A VRC Liaison should be present at the EOC continuously while the VRC is operational. Each

agency/organization active in the operation and supporting the VRC will maintain its independence in

operating and administering its programs but will maintain a cooperative, coordinated response to the

disaster and provide agreed-upon resources to the VRC through the EOC VRC Liaison and, if activated,

through the VCTF Liaison (appointed by the VCTF), and COAD Liaisons.

VRC PUBLIC INFORMATION

The designated onsite VRC Supervisor or Public Information Officer is the only staff member authorized

to respond to media inquiries at the VRC. All media arriving at the VRC will be escorted at all times by

the PIO. The PIO will coordinate closely with the EOC PIO and the Joint Information Center (JIC) (if

activated), to ensure consistent and prompt messages are delivered to the media and public, and

regional MACCs/HMCC and MEMA, as appropriate.

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VOLUNTEER RISK MANAGEMENT

The Volunteer Reception Center is critical for managing certain inherent risks associated with

spontaneous volunteers. Volunteers need to accept a certain level of risk, inherent in all disaster

situations. Choose policies below.

Potential volunteers will be screened for suitability.

Professional license verification and Department of Criminal Justice Information Services (DCJIS)

background checks (CORI, VSOS/SORI) may be necessary for some functions, especially those

that interact with vulnerable individuals such as elders and children.

Volunteers will be provided with adequate training and supervision, especially until credentials

and license checks are complete.

All volunteers will sign a liability release form.

Confidentiality agreement forms will be signed as appropriate.

Volunteers will be informed of liability protections and their potential limitations.

Volunteers will assume all their own costs unless otherwise indicated in writing.

FIGURE 3: CHRONOLOGICAL ACTION STEPS

See appendix for associated forms

• Volunteer arrival: welcome affiliated and unaffiliated volunteers

• Registration

• Credential verification and background checks: If none, or negative, candidate released

• Orientation: situational awareness briefing and general JIT training provided

• Search for assignment: if none, release for possible call-back

• Assignment training/briefing: safety, special Just-in-Time Training

• Deployment: incident badging and Volunteer Assignment Card (VAC)

• Transport to site, job site training, support, supervision, and evaluation

• Return for re-assignment or demobilization

• Volunteer follow-up and retention

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VOLUNTEER RECEPTION CENTER AREAS

Registration Desk

REGISTRATION POLICIES: CHECK BELOW

Everyone entering or leaving the VRC must sign in and out at the Registration Desk

All volunteers both affiliated and unaffiliated that are under the direction and control of the IC

will be processed through the VRC and receive the basic safety and Personal Emergency

Preparedness (PEP) training.

A confidential file will be kept on all volunteers processed through the VRC

All volunteers will be assessed for suitability for the response based on criteria established by the IC

All volunteers must sign all registration forms

All volunteers will also be registered using appropriate online tools/databases, to help with long

term recovery if necessary, specify:

Sixteen and seventeen-year-olds with written parental permission may volunteer at the

discretion of the IC/VMS Director and their direct supervisor.

REGISTRATION DESK TASKS

Volunteer Welcome: Make each Volunteer feel valued

Sign-in: Everyone entering or leaving the VRC must sign in and out on the Sign-In FORM

Volunteer Triage: Work with Security to assess the appropriateness of all Volunteers presenting;

use VRC Processing Checklist FORM with Rapid Interview Questions

Volunteer Orientation and Personal Emergency Preparedness (PEP): Provide situational

awareness on incident and volunteer opportunities, including affiliations. Distribute:

 Volunteer Registration Instructions

 Volunteer Registration

Volunteer Message Center: Maintain a volunteer message board

Public Information Boards: Situation Updates, Advisories and Volunteer Opportunities info. boards

Phone Bank: A phone bank will be maintained to answer questions and direct volunteers

Registration Forms: Ensure all required forms are completed and signed with an expedited

process for affiliated volunteers

Data Management: Documentation logs of all actions, volunteer time, volunteer records, forms,

and expenses.

 Create a file for each volunteer with copies of ID, credentials, forms, deployments, etc.

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REGISTRATION DESK SUPPLIES:

Pens, pencils, paper, clipboards

Phones and contact lists

Internet, laptop, printer, scanner, copier

Volunteer folders

FORMS:

 ICS 211 Personnel Sign-in Sheet

 Volunteer Registration Instructions

 Volunteer Registration Form

 Volunteer Liability Waiver, Confidentiality Agreement

 Volunteer Code of Conduct and FEMA ICS Deployment Checklist

 Medical Volunteer Registration

 Call Center Volunteer Intake Script

Credentialing Desk

CREDENTIALING POLICIES

The IC will set the required standards for credentialing and background checks.

All unaffiliated volunteers will have CORI/VSOS/SORI checks done if possible. If not completed

immediately, the volunteer will be assigned to non-sensitive areas or tasks and/or partnered

with two credentialed volunteers if possible. SUV may also be assigned to Neighbor-to-Neighbor

help sites.

Spontaneous volunteers must bring copies of clinical licenses and CPR/first aid cards for

verification. No volunteer will be permitted to practice clinically without verification of licensure.

The following methods will be used to complete background checks:

Public safety official

Human resource official

MAResponds (http://www.maresponds.org)

Private entity (specify)

Other (specify)

The following positions/departments have authority in [Community Name] to conduct Criminal

Background checks:

[Position]

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VOLUNTEER CREDENTIALING DESK TASKS

Identification: Must have a US government issued photo ID (driver’s license, passport,

Massachusetts ID card, Massachusetts liquor ID card, etc.)

Licenses: Must provide copies of all licenses and certifications such as:

 Commercial driver’s; hydraulic lift; crane operator; construction supervisor license

 CPR/first aid cards; medical license: must complete medical credentials section

 MRC, DART, ARC, or other affiliation ID; health officer/agent; inspector of buildings;

DPW; first responder

Verification: Must obtain official verification of all licenses, certifications, affiliations

IC/operations determines the required background checks needed by volunteers

The following options are available for conducting background checks

 MAResponds:

o May be able to do real time license checks: www.maresponds.org. You must be

registered to use this system. Most MRC/CERT units are registered users.

o MAResponds can conduct CORI checks, but they may take as long as a week.

 VSOS/SORI Level III checks can be done on the Mass Sexual Offender Database

http://sorb.chs.state.ma.us/.

 CORI checks can sometimes be done in an emergency by local law enforcement.

 CORI checks can also be completed by some government or private agencies such as

schools, government offices, etc.[List Here]

 Medical licenses: https://checkalicense.hhs.state.ma.us/.

 Other: [List Here]

CREDENTIALING DESK SUPPLIES

Pens, pencils, paper, clipboards

Phones, contact list

Internet, laptop, printer, scanner, copier

FORMS:

 Volunteer Processing Checklist

 Volunteer Assignment Checklist (front of 9)

 Volunteer Assignment Checklist (back of 9)

 Volunteer Assignment Card (VAC); Training Record/Assignments Back

 CORI MAResponds Acknowledgement

 CORI Request Form

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Training Desk

TRAINING POLICIES

All volunteers must report to a designated Volunteer Reception Center or staging area for an

orientation, safety training, and Just-in-Time training approved by the IC/EOC prior to receiving

an assignment.

Only unaffiliated volunteers must report to a designated Volunteer Reception Center or staging

area for an orientation, safety training, and Just-in-Time training approved by the IC/EOC prior to

receiving an assignment.

No basic training will be required in extreme emergencies for non-sensitive volunteer

assignments such as distributing bottled water, cleaning up debris, etc.

VOLUNTEER TRAINING DESK: See SUV Just-In-Time Training (JIT) Training Guide and SUV JITT

Pocket Guide

TRAINING DESK SUPPLIES

Pens, pencils, paper, clipboards

White board or flip chart and markers

Laptop with office and projector

JITT training materials

FORMS:

 JITT Basic and Safety Training Attendance Log

 JITT Pocket Guide

Assignment Desk

ASSIGNMENT POLICIES

All deployed volunteers must carry their Volunteer Assignment Card (VAC) and Volunteer Badge

at all times along with their US government issued photo identification

Volunteers must always sign in and out with their supervisors

Volunteers are responsible for having their VAC signed and dated by each trainer or supervisor

A temporary, date sensitive badge may be issued with deployment assignments. At completion of

the temporary deployment, spontaneous volunteers must make arrangements with their

supervisor or VRC Supervisor to return their temporary/expired badge until a full background

and credentialing process has been completed. This step may take several days depending on

the nature of the disaster and availability of state DCJIS records.

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VOLUNTEER ASSIGNMENT DESK TASKS

Liaison: Establish communications with volunteer liaison to coordinate volunteer needs and

assignments

Matching: Work with available volunteers and requesting agencies to match volunteer

skills/wants with needs

Cultural Competency: Whenever possible, cultural and linguistic capabilities will be matched

when assigning volunteers

Assignment Briefing: Review the Volunteer Assignment Checklist; provide details of assignment

Badges: Issue official, dated Incident badges or identification, maintain the Volunteer Badge and

Assignment Log, sign Volunteer Assignment Card

Identifiers: Issue as available volunteer identification shirts, vests, wristbands, scarves or hats

Returns: Provide information on returning volunteer identification items

Deployment/Assignment: Deploy volunteers with assignment instructions and Volunteer

Tracking FORM

Demobilization: Provide volunteers with demobilization instructions

ASSIGNMENT DESK SUPPLIES

Pens, pencils, paper, clipboards

Internet, laptop

Phone and contact lists

Volunteer identification: wrist band, vest, hat, shirt or other volunteer identification

FORMS:

 MA Responds Request for Volunteers

 Volunteer Badge and Assignment Log

 Volunteer Badges (front)

 Volunteer Badges (back)

 Volunteer Equipment Issue and Return

 Volunteer Tracking Log

Support Desk

SUPPORT POLICIES

The Support Desk will make every effort to assist volunteers who are having deployment

problems, but each volunteer is responsible for his/her own health, safety, transportation, and

support.

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Complaints and concerns will be logged as they are received.

Any complaints or concerns that involve life, property or environmental safety should be

reported to a supervisor immediately.

Immediate threats to life safety should be reported to 9-1-1.

VOLUNTEER SUPPORT DESK TASKS

Transportation: Coordinate and arrange safe transportation for volunteers

Supervision: Provide volunteer support, supervision and evaluation as able

Trouble Shooting: Staff the Support/Trouble Desk and coordinate volunteer issues, requests, and

complaints. Life threatening – call 911 immediately

Support: Coordinate with Logistics to provided volunteers with support

SUPPORT DESK SUPPLIES

Pens, pencils, paper, clipboards

Internet, laptop, printer

Phone and contact lists

FORMS

 Incident Action Log

 Incident Report

 Complaint Report

 Transportation Request

Demobilization Desk

DEMOBILIZATION POLICIES

Debriefing including Psychological First Aid and/or Critical Incident Stress Management may be

conducted at the close of the volunteer service.

Contact information reviewed at debriefing will include notification that an MRC unit coordinator

may contact spontaneous volunteers following de-mobilization to discuss further

interest/training.

Spontaneous volunteers may be given MRC unit coordinators’ contact information and MRC Core

Competency Card.

VOLUNTEER DEMOBILIZATION DESK TASKS

Badge Return: Collect all volunteer identification such as badges and vests

Reports: Collect all final reports and activity logs

Exit Information: Ensure that all volunteers receive exit Information

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Sign-Out: Ensure that all volunteers sign out and leave promptly

Data: Create a data base for medical follow-up and study as appropriate

Volunteer Affiliations: Provide information on affiliated volunteer opportunities and

organizations such as the MRC

Stress Management: Provide behavioral health first aid or critical incident stress management as

appropriate

DEMOBILIZATION DESK SUPPLIES

Pens, pencils, paper, clipboards

Internet, laptop, printer

Phone and contact lists

FORMS:

 Volunteer Demobilization Instructions

 ICS 221 - Demobilization

 MRC Volunteer Poster

VRC Facility

VRC FACILITIES POLICIES

Data Management: A volunteer database will be used to store contact and background

information about spontaneous volunteers. It will mirror the volunteer intake form. A separate

database file should be established for each disaster at the time of the VRC activation so that

staff will have the ability to search the database for volunteers with particular skills and

availability. The database will be used to produce summary reports for final reporting. Manual

systems that replicate the computerized database will be used in events where power is

unavailable.

Confidentiality and privacy of information are important concerns when developing and using a

database and VRC staff will adhere to the jurisdiction’s policies on these issues.

Safety: A safety officer will be assigned to the VRC who will report to the EOC safety officer. The

safety officer identifies and assesses health and safety hazards at the VRC and takes appropriate

measures to mitigate them.

Security: A security officer will be onsite at all times the VRC is open or staffed. No weapons of

any nature, alcoholic beverages, or drug paraphernalia will be permitted anywhere at the VRC.

Food: Rest areas and food will be supplied for VRC volunteers. Water and snacks may be

provided for all volunteers at the VRC.

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Operational Periods: Staff/volunteers will be encouraged to work no more than 12 hour shifts

with at least 8 hours between shifts and no more than 5 shifts in 7 days.

VRC FACILITY TASKS

Food, water, sanitation, cleaning, rest area, first aid kit

Phones, TV, internet, secure power supply, HVAC

Safety and a secure storage area for volunteer items, if possible

FACILITIES SUPPLIES

Supplies for staff

Supplies for facility operations

FORMS:

 Volunteer Reception Center Field Guide

 Volunteer Reception Center ICS Positions

 ICS 203 Organization Assignment List

 Volunteer Reception Center Security Plan

 Volunteer Reception Center Signs

 VRC Facility Assessment Checklist

 ICS 205B Personnel Communications List

 Volunteer Reception Center Partner Contact List

 Volunteer Reception Center Supply List

 Volunteer Reception Center Communication Resources

 Facility Contact List

VRC Data Management

VRC DATA MANAGEMENT POLICIES

All volunteer information is considered sensitive and should be kept confidential

All activities, hours, and expenditures should completely documented

All logs and documents should be completed at the end of each shift and filed with the EOC

finance section.

DATA MANAGEMENT TASKS

Documentation: Data management system both paper and electronic

Security: Security and privacy protection for all data

Files: Individual volunteer files

Reporting: Reporting protocols at the end of each shift/operational period

DATA MANAGEMENT SUPPLIES

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Pens, pencils, paper, clipboards

Phones and contact lists

Internet, laptop, printer, scanner, copier

FORMS:

 ICS 213- General Message/Resource Request

 Finance Tracking

 ICS 214 Activity Log

 Volunteer Hours Tracking

Phone Bank/Call Center

This may be a separate area managed by a call center unit leader. The VMS Director, in coordination with

the planning/logistics section chiefs and public information officer will determine the need for activating

a call center/phone bank, which will be located at the Volunteer Reception Center or another location

with sufficient capacity. The phone center will receive phone calls from prospective volunteers and

agencies requesting volunteers.

VOLUNTEER RETENTION

A positive experience encourages volunteers to continue to provide support for current and future

operations. A poor volunteer experience could lead to disruptive and/or unsafe behavior.

Disaster and emergency volunteer management, “volunteer leadership,” is not a linear process. Just as

emergency preparedness is a cycle linked by overlapping phases including prevention, response,

recovery and mitigation; so is volunteer management. Strong and sustainable volunteer programs are

founded and grounded upon people with passion and programs with policies and principles.

Volunteer recruitment, reception, training and retention are interwoven. It is therefore, useful to

conceptualize SUV retention in terms of a paradigm in which the process is continuous and cyclic with

opportunities for outreach, reception, engagement, and interaction with a prospective or registered

volunteer. Every interaction is an opportunity to build the relationships, interests, skills, sense of purpose

and connectedness that build upon the individual’s desire to be useful and of service. Volunteer policies:

 Volunteers will be contacted for follow-up post incident to convey appreciation for services

rendered and recruitment into an affiliate group. This includes acknowledgements to employees

as well. Issues to consider monitoring include potential physical/medical issues related to job

assignments. If needed, volunteers should be offered critical incident stress management (CISM)

assistance.

 Spontaneous volunteer shall be given VMS Director, VC, CERT, MRC unit coordinator, or other

affiliated group leader contact information along with an MRC Core Competency Card or Flyer.

 When volunteers are released, they will be asked to consider registering with a COAD or other

recognized volunteer organization such as the MRC or CERT.

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Citizen Corps groups have a unique opportunity to be the conduit to attracting, receiving, assessing,

training, and managing spontaneous volunteers. The fact that there are existing disaster volunteer

infrastructures such as MRC/DART/CERT makes it evident to the spontaneous volunteer that the world

they have “walked into” is not completely alien. When evidence of organizational structure is perceived,

particularly in the time of chaos, spontaneous volunteers frequently feel a sense of security and

affirmation that their decision to help is validated. Evidence of organizational structure may be seen,

heard, and psychologically and/or emotionally experienced. These factors are generated through means

that are already in motion within the National Incident Management System and the Incident Command

System throughout the year.

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ACRONYMS

AAR After Action Report

ARC American Red Cross

CBO Community Based Organization

CEMP Comprehensive Emergency Management Plan

COAD Community Organizations Active in Disaster

CERT Community Emergency Response Teams

DART Disaster Animal Response Team

DBHRT Disaster Behavioral Health Response Team

EMA Emergency Management Agency (government: local, state, territorial, tribal, and federal)

EOC Emergency Operations Center

ESF Emergency Support Function

ESF15 Volunteers and Donations

FBO Faith Based Organization

FDAA Federal Disaster Assistance Administration

FEMA Federal Emergency Management Agency

HMCC Health and Medical Coordinating Coalition

IC Incident Command

ICS Incident Command System

JIC Joint Information Center

JITT Just-in-Time Training

MACC Multi-Agency Coordination Center

MDPH Massachusetts Department of Public Health

MEMA Massachusetts Emergency Management Agency

MRC Medical Reserve Corps

NIMS National Incident Management System

NGO Non-Government Organization

VMS Volunteer Management System

NVOAD National Voluntary Organizations Active in Disasters

PIO Public Information Officer

POC Point of Contact

POD Points of Distribution

PPE Personal Protective Equipment

REOC Regional Emergency Operations Center

SOG Standard Operating Guideline

SUV Spontaneous and Unaffiliated Volunteer

VMS Volunteer Management System

VRCC Volunteer Reception Center Coordinator

VOAD Volunteer Organizations Active in Disasters

VRC Volunteer Reception Center

VCTF Volunteer Coordination Task Force

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APPENDICES – IN RESOURCE BOOK

SVMS Standard Operang Guide (SOG)

VRC Forms

VRC Job Acon Sheets (JAS)

VRC Sample Floor Plan

VRC Sample Supply List

Region 1 Public Informaon Ocer (PIO) SOG

RESOURCES

"MRC 101 - Introduction to the Medical Reserve Corps and Disaster Animal Response Team." Western

Massachusetts Medical Reserve Corps. N.p., n.d. Web. 24 May 2013.

"National Service Knowledge Network." National Service Knowledge Network. N.p., n.d. Web. 24 May 2013.

"Psychological First Aid." Western Massachusetts Medical Reserve Corps. N.p., n.d. Web. 24 May 2013.

Lipp, John L. The Complete Idiot's Guide to Recruiting and Managing Volunteers. New York: Alpha, 2009. Print.

Merrill, Mary V. "World Volunteer Web: Developing Volunteer Job Descriptions." World Volunteer

Web: Developing Volunteer Job Descriptions. World Volunteer Web, 30 Sept. 2005. Web. 24 May 2013.

Office of the Surgeon General. MRC Core Competencies Matrix. N.p.: Office of the Surgeon General, n.d. Medical

Reserve Corps.gov. Web. 24 May 2013.

United States. Federal Emergency Management Agency. Managing Spontaneous Volunteers in Times of Disaster:

The Synergy of Good Structure and Good Intentions. N.p.: n.p., n.d. FEMA.gov. Web. 24 May 2013.

United States. Federal Emergency Management Agency. National Emergency Responder Credentialing System

Medical and Public Health. N.p., 4 Mar. 2008. Web. 24 May 2013.

United States. Puget Sound Region Volunteer and Donations Management Toolkit. N.p.: n.p., n.d. Web. 28 May 2013.

Volunteer Fairfax Volunteer Reception Center. Perf. Matt Lyttle. YouTube. YouTube, 20 Sept. 2010. Web. 24 May 2013.

Volunteer Reception Center - Kansas City. YouTube. YouTube, 22 Aug. 2008. Web. 24 May 2013.

ACKNOWLEDGMENTS

This second plan update was funded by the Western Region Homeland Security Advisory Council

Pandemic/Planning Subcommittee with assistance and advice from community response partners:

MEMA – Region III/IV, Agawam; Western Mass Medical Reserve Corps; Berkshire Regional Planning

Commission staff and the public health coalition of Berkshire, Franklin, Hampden, and Hampshire

Counties. The initial Region 1 Spontaneous Volunteer Management Plan was developed by the Western

Massachusetts Medical Reserve Corps Advisory Group (MAG), which consists of representatives from the

four western Massachusetts public health preparedness coalitions and the western Massachusetts

Medical Reserve Corps units and the following members and coordinators: Mary Kersell, Sandra Martin,

Nina Martin-Anzuoni, Corinne McKeown, Michael Nelson, Kathleen Conley Norbut, and Tracy Rogers.