CONTINUITY OF OPERATIONS PLAN (COOP) Early Learning Coalition of Broward County, Inc NW 5 th Way, Suite 3400 Ft. Lauderdale, FL 33309

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1 CONTINUITY OF OPERATIONS PLAN (COOP) Early Learning Coalition of Broward County, Inc NW 5 th Way, Suite 3400 Ft. Lauderdale, FL Renee Jaffe, Chief Executive Officer (954) FAX (954) rjaffe@elcbroward.org Warning: This document contains information pertaining to the deployment, mobilization, and tactical operations of the Office of Early Learning and the local early learning coalition in response to emergencies and is exempt from public disclosure under the provisions of section , Florida Statutes. APPROVED by ELC Board on June 8, 2007 Names/Addresses/Titles and Section II-10 updated July 2010 Names/Addresses/Titles updated September 2013 COOP updated August 2016

2 TABLE OF CONTENTS SECTION I: INTRODUCTION I-1 Purpose... 1 I-2 Applicability and Scope.. 1 SECTION II: CONCEPT OF OPERATIONS (COO) II-1 Objectives II-2 Planning Considerations II-3 Assumptions II-4 COOP Execution II-5 Disaster Magnitude Levels... 4 II-6 Emergency Coordinating Officer 6 II-7 Executive Leadership Team 6 II-8 Relocation Team. 7 II-9 Alternate Relocation Point... 8 II-10 Mission Essential Functions 8 II-11 Delineation of Mission Essential Functions.. 9 II-12 Warning Conditions 10 II-13 Direction and Control II-14 Operational Hours II-15 Alert and Notification II-16 Telecommunications and Information Systems Support.. 11 II-17 Security and Access Controls.. 11 II-18 Test, Training and Exercise 12 SECTION III: PHASE I ACTIVATION PROCEDURES III-1 Alert and Notification Procedures. 13 III-2 Initial Actions III-3 Activation Procedures Duty Hours III-4 Activation Procedures Non-Duty Hours III-5 Deployment and Departure Procedures Time-Phased Operations 15 III-6 Transition to Alternate Operations 15 III-7 Site-Support Responsibilities 16 APPROVED by ELC Board on June 8, 2007 ii Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

3 SECTION IV: PHASE II ALTERNATE OPERATIONS IV-1 Execution of Mission-Essential Functions 16 IV-2 Establishment of Communications 16 IV-3 Relocation Team 17 IV-4 Augmentation of Staff and Other Resources 17 IV-5 Amplification of Guidance to All Personnel. 17 IV-6 Development of Plans and Schedules for Reconstitution and Termination.. 17 SECTION V: PHASE III RECONSTITUTION AND TERMINATION V-1 Overview 18 V-2 Procedures.. 18 V-3 After-Action Review and Remedial Action Plan.. 18 PROFILE:.. 20 ADDENDUM: WEATHER RELATED ELC OF BROWARD COUNTY ACTIVITIES ATTACHMENTS Attachment 1 Attachment 2 Attachment 3 Attachment 4 Attachment 5 Attachment 6 Attachment 7 Attachment 8 Attachment 9 Attachment 10 Attachment 11 Attachment 12 Relocation Team Alternate Site Locations Emergency Coordinating Officer Executive Leadership Team Alternate Service Providers Staff & Vendor Contact Information Organizational Chart & Delegation of Authority (Board Minutes and Memorandum Template) Standardized Communications & Canned News Releases Contractor s Emergency Child Care Plan Additional Information Provider Support Procedures Family Support Procedures APPROVED by ELC Board on June 8, 2007 iii Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

4 SECTION I: INTRODUCTION I-1 Purpose Pursuant to Section , Florida Statutes, Emergency Coordination Officers; disasterpreparedness plans, this Continuity of Operations Plan ( COOP ) establishes policy and guidance to ensure the continued execution of the mission-essential functions for the Office of Early Learning and the local early learning coalitions in the event that an emergency threatens or incapacitates operations, and requiring the relocation of selected personnel and functions of the Early Learning Coalition of Broward County, Inc NW 5 th Way, Suite 3400, Ft. Lauderdale, FL Specifically, this plan is designed to: 1. Ensure the Early Learning Coalition of Broward County, Inc. ( ELC ) is prepared to respond to emergencies, recover from them, and mitigate their impact. 2. Ensure that the ELC is prepared to provide critical services in an environment that is threatened, diminished, or incapacitated. I-2 Applicability and Scope The COOP is intended as a flexible framework to guide ELC in managing all safety-security threats, emergencies and disasters. The COOP defines the role and responsibilities of ELC staff in the event of adverse safety conditions and/or natural or man-made emergencies. The Chief Executive Officer ( CEO ) is designated the ELC Safety Officer and Emergency Coordinating Officer ( ECO ) (Attachment 3). The ECO is the primary contact and is referenced throughout the rest of this COOP. 1. Primary phone number: (954) Contact Name: Renee Jaffe, Chief Executive Officer Alternate phone number (cell) address: rjaffe@elcbroward.org County: Broward 2. Administrative and fiscal: see 1 above SECTION II: CONCEPT OF OPERATIONS (COO) II-1 Objectives The objective of this COOP is to ensure that the capability exists to continue essential functions across a wide range of potential emergencies, specifically when the ELC s administrative and APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

5 fiscal offices and/or subcontractor offices are either threatened or inaccessible. The objectives of this plan includes: 1. Ensuring the continuous performance of ELC s essential functions/operations during an emergency; 2. Protecting essential facilities, equipment, records, and other assets; 3. Reducing or mitigating disruptions to operations; 4. Providing for the safety of staff and visitors to facilities, reducing loss of life, minimizing damage and losses; 5. Identifying and designating principals and support staff to be relocated; 6. Facilitating decision-making for execution of the plan and the subsequent operations; and 7. Achieving a timely and orderly recovery from the emergency and resumption of full service to all customers. II-2 Planning Considerations In accordance with state of Florida s guidance and emergency management principles, the ELC s COOP: Will be maintained at a high-level of readiness; Will be capable of implementation both with and without warning; Will be operational no later than 12 hours after activation, if at all possible; Will be capable of maintaining sustained operations for up to 30 days; Will take maximum advantage of existing state or federal and local government infrastructures; and Addresses protection of equipment and other coalition assets. II-3 Assumptions The following assumptions form the basis for emergency planning and response for the ELC and are intended to be the context within which this plan is implemented. 1. It is assumed that the magnitude of the emergency will be such that effective response and recovery will be beyond the capability of operating units. 2. It is assumed that sufficient state resources will be dedicated to implement and operate the plan. APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

6 3. It is assumed that the Governor will request federal disaster assistance and that such federal disaster assistance programs will be implemented to meet the needs of the affected operating unit. 4. All mission-essential functions provided by other state agencies in support of the ELC will continue in accordance with their respective continuity of operations plans. This includes, but is not limited to, services provided by the Office of Early Learning. 5. It will be determined (taking into consideration staffing and technical resources) if the mission-essential functions of the affected primary facility can feasibly be temporarily transferred to an established unaffected state or community based facility as an alternative to physically relocating staff. This COOP further assumes that with the existing and continuing possibility of the occurrence of large-scale natural and man-made emergencies, the ELC must be adequately prepared to deal with, reduce vulnerability to, and recover from such emergencies. Therefore, ELC emergency management functions must be coordinated to the maximum extent with other state/county agencies to ensure the most effective preparation and use of manpower, resources and facilities in response to emergencies/disasters. II-4 COOP Execution Emergencies or potential emergencies may affect the ability of the ELC to perform its mission-essential functions from any or all of its primary facilities. The following are scenarios that could mandate the activation of the ELC COOP: ELC s administrative/fiscal offices are closed to normal business activities as a result of an event or credible threats of an event that would preclude access or use of the facility and the surrounding area. The facilities of the Contractor for child care resource and referral, eligibility and enrollment/payment and slot management, and other required services is closed to normal business activities as a result of an event or credible threats of an event that would preclude access or use of the facility and the surrounding area. Local municipalities and government agencies are closed to normal business activities as a result of a widespread utility failure, natural disaster, significant hazardous material incident, civil disturbance, or terrorist or military attacks. For purposes of this COOP, the term Contractor shall mean those eligible licensed entities that contract directly with the ELC to provide School Readiness or Voluntary Pre-Kindergarten services and/or programs in accordance with Florida Statutes and provides monitoring, investigations and/or other oversight functions on behalf of the ELC to Service Providers. Contractor shall also have the same meaning as the term lead agency or subrecipient in any statewide agreement(s) created by Office of Early Learning, any other governing state agency or authority for the ELC, any applicable federal or Florida statutes, or 3 APPROVED by ELC Board on June 8, 2007 Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

7 within any contract or agreement with a third party concerning VPK or SR services. 1. In an event so severe that normal operations are interrupted, or if such an incident appears imminent and it would be prudent to evacuate the facilities or the local municipalities and government agencies, as a precaution, the ECO, or his/her designated employee, may activate ELC s COOP. The designated alternate facility will be activated, if necessary, and at the discretion of the ECO, or his/her designated employee of ELC. 2. The Relocation Team/Emergency Response Team for the ELC as identified and defined in Attachment 1 of the COOP will ensure the mission essential functions of ELC are maintained and capable of being performed using the designated alternate facility until full operations are re-established at the administrative/fiscal entity and/or sub-recipient offices. 3. Selected staff from ELC, Broward County, or other local municipalities or agencies may supplement the ELC s Relocation Team. The Relocation Team will either relocate temporarily to the designated alternate facility, if necessary, or operate remotely from a predetermined secure location serving as an assembly site. The Relocation Team will be responsible for continuing mission essential functions of the ELC within 12 hours and for a period up to 30 days pending regaining access to the administrative/fiscal or the full occupation of the designated alternate facility. 4. All staff necessary to perform the mission-essential functions of the ELC will be contacted and advised to report to either the alternate facility, a predetermined secure location, or other location as determined by ELC s ECO or their designee. Other staff (non-relocating staff) will be instructed to go to or remain home pending further instructions. 5. Incidents could occur with or without warning and during duty or non-duty hours. Whatever the incident or threat, the COOP will be executed in response to a fullrange of disasters and emergencies, to include natural disasters, terrorist threats and incidents, and technological disruptions and failures. 6. It is expected that, in most cases, ELC and/or subcontractor will receive a warning of at least a few hours prior to an incident. Under these circumstances, the process of activation would normally enable the partial, limited, or full activation of the COOP with a complete and orderly alert, notification of all personnel, and activation of the Relocation Team. 7. Without warning, the process can become less routine, and potentially more serious and difficult. The ability to execute the COOP following an incident that occurs with APPROVED by ELC Board on June 8, 2007 Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August

8 little or no warning will depend on the severity of the incident's impact on the administrative/fiscal entity and/or the subcontractor s facilities, and whether ELC s or sub-recipient s personnel are present in the building or in the surrounding area. 8. A list of names that composes the Relocation Team is listed on Attachment 1. The Relocation Team will also be the Emergency Response Team. 9. Alternate site locations for facilities to insure services continue are listed on Attachment The CEO will be the responsible party for activation of the ELC s COOP. In the CEO s absence, the designated second in command will be the responsible party for activation of the ELC s COOP. 11. The CEO or their designee shall inform the Chair of the Board of the activation of the COOP and disseminate necessary information to the Chair to advise the board of directors of the status of the ELC. II-5 Disaster Magnitude Levels The following disaster magnitude classification definitions will be used to determine the execution level of the COOP. These levels of disaster are defined as: Minor Disaster: Any disaster that is likely to be within the response capabilities of local government and results in only minimal need for state or federal assistance, and would not necessarily require activation of the COOP. (Level 3) Major Disaster: Any disaster that will likely exceed local capabilities and require a broad range of state and federal assistance. The Federal Emergency Management Agency ( FEMA ) will be notified and potential federal assistance will be predominantly recoveryoriented. (Level 2) Catastrophic Disaster: Any disaster that will require massive state and federal assistance, including immediate military involvement. Federal assistance will involve response as well as recovery needs. (Level 1) The magnitude of the emergency will guide the response of the ELC. In the event of an emergency/disaster threat or an actual occurrence, the COOP procedures will be implemented by the ECO. These procedures will be followed as closely as possible, depending upon the length of the warning period. The basic COOP procedures are as follows: Prepare to respond when emergency or disaster is imminent or threatening 5 APPROVED by ELC Board on June 8, 2007 Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

9 1. Brief key agency personnel, including Board Chair and Executive Committee 2. Activate Emergency Response Team as identified in Attachment 1 of the COOP 3. Ensure protection of ELC s staff, customers, partners, facilities, equipment and records 4. Assess the threat 5. Review and implement disaster plan 6. Staff additional required positions on Emergency Response Team 7. Alert emergency personnel Mobilize personnel and resources to cope with disaster or emergency 1. Inform appropriate units, staff, partners, sub-recipients, vendors and appropriate public entities of emergency operation status (Attachment 6) 2. Begin operations 3. Designate one phone number for information The nature and severity of the emergency will also dictate the level of activity necessary for ELC to respond and recover. Activities include activation of physical resources for the Operations Centers and the Executive Leadership Team as identified on Attachment 4 of the COOP. ELC COOP activation levels ELC will utilize the same activation levels as those utilized by the Broward County Emergency Operations Center ( CEOC ). They include: Level 1 High Activity full scale activation of ELC Emergency Response Team Level 2 Moderate Activity partial activation of ELC Emergency Response Team Level 3 Low Activity monitoring activation Facility Activation the ECO will remain in contact with the Emergency Management Agency and monitor the situation when the Broward County Emergency Operation Center is at activation Level l. The ECO will determine the need and when an ELC Emergency Operations Center will be established. The ELC Emergency Operations Center will be located at 6301 NW 5 th Way, Suite 3400, Ft. Lauderdale, Florida If necessary an alternate site will be selected. The ECO will remain in contact with the Emergency Management Agency ( EMA ) and monitor the situation when the County Emergency Operations Center EOC is at activation Level l. The ECO will activate the Emergency Response Team at activation Levels 1 and 2 (catastrophic and major disasters). However, the ECO will be activated at all levels, APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

10 including level 3 (minor disaster). All Emergency Response Team members will be notified and expected to monitor alert systems as part of Level 3 activation. This plan establishes procedures for responding to emergencies using all systems, plans, and resources necessary to preserve the health, safety, and welfare of staff within any facility leased and/or owned by ELC. It also establishes procedures for the safe, timely, and orderly evacuation of facilities and sets responsibilities that are primary and supportive to save life and property. II-6 Emergency Coordinating Officer In an emergency, the ECO will work closely with the appropriate Broward County Emergency Operations Center and the State of Florida Emergency Operation Center to provide information and direction to the ECO and affected staff to provide immediate response capability to protect life and property and to ensure minimal disruption to the continuance of ELC s mission-essential functions. Upon official notification that an emergency has been declared by either local authorities, ELC, or by Executive Order of the Governor, at his/her discretion the ECO will immediately take appropriate steps to fulfill the requirements of ELC s COOP. The ECO will: Coordinate all activities with the Broward County Emergency Management Agency ( BEMA ) Determine the level of involvement required Route resource requests that exceed ELC s capabilities Coordinate ELC s efforts during the emergency situation The involvement will be based on the nature and scope of the events and the level of ELC resources required. II-7 Executive Leadership Team The Executive Leadership Team will review the COOP and all attachments annually to identify necessary resources to support COOP activities, to ensure that the plan remains viable and compatible with Florida s Comprehensive Emergency Management Plan and that it is maintained at a high level of readiness. The resources necessary to ensure adequate maintenance and operation of the COOP will be considered in ELC s planning process. The Executive Leadership Team consists of leadership staff with responsibilities linked to the mission-essential functions of ELC. This team has the responsibility for assessing the situation, activating the COOP, selecting alternate facilities, providing information to and from the Office of Early Learning and other appropriate state and federal entities. The Executive Leadership APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

11 Team will ensure that rosters for their respective staff are kept current and that staff members are informed and provided reporting instructions. II-8 Relocation Team Emergency Response Team ELC personnel, who are responsible for relocating services under this plan to the selected alternate facility, are known collectively as the Relocation Team. This team will also be the Emergency Response Team (Attachment 1). The Relocation Team will continue operations and the performance of missionessential functions for up to 30 days at an alternate facility. Each alternate facility will be equipped with telephones, computers and fax machines. If the ELC is not able to access equipment such as laptops, computers, fax machines, printers, cell phones, and a disaster should occur, the Office of Early Learning may assist the Relocation Team in obtaining these once the disaster/need occurs. The Relocation Team will be able to work from a remote facility to insure child care services are not disrupted. Since alternate facility space and support capabilities may be limited, the membership of the Relocation Team is restricted to only those personnel who possess the skills and experience needed for the execution of mission-essential functions. ELC personnel who are not designated Relocation Team members may be directed to move to other facilities or duty stations, or may be advised to remain at or return home pending further instructions, as determined by the ECO. When it is determined to be feasible, ELC staff may be allowed to telecommute from their homes until the affected facility can be reoccupied or another facility is established. COOP activation will not, in most circumstances, affect the pay and benefits of either Relocation Team members or other personnel. Staff that is required to temporarily relocate to another geographical area of the State will be compensated for travel expenses in accordance with Florida Statutes, Chapter ELC s administrative and fiscal data will be backed-up and stored off-site daily to a secure location. The enhanced Field System Server is located in the North West Regional Data Center in Tallahassee in a secure location. When an emergency situation occurs, system back-ups including fiscal data will be obtained and will be accessible via the internet at the alternate location for use of processing sub-recipient payments and payroll. Attachment 9 outlines the continuation of services provided by ELC s sub-recipient for child care resource and referral and eligibility and enrollment/payment and slot management services during an emergency. The subrecipient s emergency child care plan (Attachment 9) describes the maintenance of APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

12 child care referral services and eligibility determination along with procedures for payment services to child care service providers. The ECO will determine the necessity of employees to report to work during the emergency and during the recovery period following the emergency situation. When safety is an issue for employees to report to work, employees may be allowed to telecommute from home when and if this option is available. When an employee is requested to report to an alternate site outside Broward County or to a location further than the employee s normal commute, ELC will reimburse the employee for travel in accordance with applicable Florida statutes. In the event that the ELC outsources its payroll function to a third party entity; thus, payroll activities will continue through the transfer of information the third party entity by phone, fax, or computer. ELC s transfer of work to an alternate site will maintain the integrity of the ELC system and fiscal and administrative duties will continue from the alternate site. II-9 Alternate Relocation Point 1. The determination of the alternate relocation point will be made at the time of activation by ELC s ECO in consultation with the Executive Leadership Team, and Chair of the Board of Directors for the ELC ( Chair ), if time permits, and will be based on the incident, threat, risk assessments, and execution timeframe. 2. To ensure the adequacy of assigned space and other resources, the ECO will review all alternate facilities annually, within a fiscal year (July 1 June 30). ELC will be advised of the results of this review and of any updates to the alternate relocation point information. 3. The designated alternate relocation point will be pre-equipped with telephone, fax and computer lines which have electronic access to the ELC s records and statewide school readiness system databases. 4. The alternate relocation points have adequate parking capability to support the Relocation Team. Information on dining and lodging should be provided to the Relocation Team members, as soon as possible, upon COOP activation. 5. Alternate site locations in the event of a disaster/emergency situation are listed on Attachment The ECO will notify the Relocation Team/Emergency Response Team of the alternate site that will be used temporarily to set up day-to-day operations. 7. The Chair will notify the Board of Directors of the ELC of the alternate site that will be used temporarily to set up day-to-day operations. APPROVED by ELC Board on June 8, 2007 Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August

13 II-10 Mission-Essential Functions It is important to establish priorities before an emergency to ensure that the relocated staff can complete the mission-essential functions. All Relocation Team members shall ensure that mission-essential functions can continue or resume as rapidly and efficiently as possible during an emergency relocation. Any task not deemed mission-essential may be deferred until additional personnel and resources become available. In the event of an emergency, the following primary functions are considered mission- essential for the Office of Early Learning: 1. Administration of School Readiness services at the local-level Coordinating responses to all sub-recipients and child care providers regarding activities and services which may be affected Insuring contact points are maintained and communication is intact 2. Distribution of Programmatic Funds To ensure reliable infrastructure support for the ELC, the following support functions are also considered to be mission-essential: Executive Direction Information Technology Support & Maintenance Finance & Accounting Services Communications Facilities/Property Management Human Resource Management The ELC has standard daily backup procedures for all critical information systems. Daily and weekly external back-ups are made for ELC s central file systems, by the Data/Network Manager. Automated online daily back-up of the central filing system ensures accessibility of critical data at an off-site location. ELC maintains a central file system kept at 6301 NW 5 th Way, Suite 3400, Ft. Lauderdale, Florida in a locked steel file cabinet. All hard copies of fiscal records are maintained in locked file cabinets. To ensure adequate reproduction of records and databases, ELC maintains off-site records storage. The Office of Early Learning s Information Technology Services Unit has standard daily backup procedures for all critical information systems at the state level, including prior month data for enrollment of children and payment of providers in Broward County. APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

14 ELC s sub-recipient of eligibility and enrollment/payment and slot management services has outlined their system for securing hard copies of files of participants records in their emergency child care plan (Attachment 9). To the extent possible fiscal and programmatic records are kept electronically. If hard copies of records were destroyed, including fiscal and programmatic records, these records can be reproduced from the electronic version. II-11 Delineation of Mission-Essential Functions In the event the capacity of ELC is such that it cannot respond to the needs of customers or deliver crucial services, ELC s functions will need to revert to alternative providers. Alternative providers are listed on Attachment 5. II-12 Warning Conditions 1. With Warning. It is expected that, in most cases, the ELC will receive a warning of at least a few hours prior to an event. This will normally enable the full execution of the COOP with a complete and orderly alert, notification, and deployment of the Relocation Team to an assembly site or a pre-identified alternate relocation point. 2. Without Warning. The ability to execute the COOP following an event that occurs with little or no warning will depend on the severity of the emergency and the number of personnel that survive. If the deployment of staff to an alternate relocation point is not feasible because of the loss of personnel, temporary leadership of the ELC will be passed to the Office of Early Learning which shall implement the ELC s COOP at the local level. (a) Non-Duty Hours. Affected staff should be able to be alerted and the Relocation Team activated to support operations for the duration of the emergency. (b) Duty Hours. If possible, the COOP will be activated immediately to support operations for the duration of the emergency. II-13 Direction and Control 1. In the event that the Chief Executive Officer and Chair is incapacitated or unavailable to make decisions regarding ELC s COOP, authorized successors to the Chief Executive Officer are as follows: Chief Operating Officer Chief Administrative Officer Chief Quality Officer IT Manager APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

15 2. Pursuant to Sections (1) (b) and (3), Florida Statutes, the coalition must have an official established memorandum for Delegation of Authority for managers and officers within the local coalition. 3. ELC s current Organizational Chart, a copy of the minutes where ELC approved the Delegation of Authority should the CEO and/or Chair be unavailable, and an official memorandum used for such situations are found in Attachment The CEO and/or his/her designee may order activation/termination of the ELCs COOP. 5. The ECO will be responsible for disseminating COOP guidance and direction during the activation and relocation phases. 6. When executed, the ECO will notify the Office of Early Learning, the appropriate Broward County Emergency Operations Center ( ) and the State of Florida Emergency Operations Center ( ). II-14 Operational Hours During COOP contingencies, the individual under the Delegation of Authority will determine the hours of work for the staff. II-15 Alert and Notification Procedures must be followed in the execution of ELC s COOP. The extent to which this will be possible will depend on the emergency, the amount of warning received, whether personnel are on duty or off duty, and the extent of damage to the affected facilities and its occupants. This plan is designed to provide a flexible response to multiple events occurring within a broad spectrum of prevailing conditions. The degree to which this plan is implemented depends on the type and magnitude of the events or threats thereof. Alert procedures: If the situation allows, warning staff, sub-recipients, board members, parents and child care providers will be completed prior to activation of the COOP. Staff and subcontractors will be contacted by telephone, fax and/or . Early Care and Education Providers will be contacted by sub-recipients via telephone, or fax and parents will be contacted by providers. Early Care and Education Providers will be reminded of the ELC s policy regarding reimbursement. (Attachment 11) This information will be announced via the media. Public service announcements will be publicized through the sub-recipient of enrollment services. It is anticipated that it will take ELC less than one hour to notify its sub-recipients of activation of the APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

16 COOP Plan; it will take approximately three hours to notify providers of the actions taken. Attachment 8 provides all standardized communications and news releases to be used in case of activation of ELC s COOP. II-16 Telecommunications and Information Systems Support Telecommunication and information systems maintained at ELC are accessed annually to determine any inconsistencies or issues which may arise if the COOP is activated. Current communication systems include telephone, fax, cell phones, and . ELC s backup plans address disruptions in communications in the event of a disaster. Children s Services Council, ELC, Broward, and Broward Regional Health Planning Council, Inc. share employee backup lists with alternate and emergency phone contacts which are updated periodically prior to the imminent emergency. If current systems failed media announcements would be issued. II-17 Security and Access Controls The ELC facility contains an audible alarm system. Building security conducts testing of system a minimum of once a year. The ELC facility has a pre-determined designated assembly area located a minimum of 100 feet away from the building. Care was taken to select an area that is far enough away from any driveway that may be utilized by emergency vehicles; away from water hook ups or fire hydrants; and far away from all electrical boxes. The building has pre-determined evacuation routes. Maps are displayed on hallway walls designating appropriate stairways to use for evacuation. All staff is familiar with evacuation routes that are applicable in their area. The ECO or the Executive Leadership Team will account for staff at the time of the emergency and ensure that all staff and customers are accounted for at the assembly point. ELC will ensure all necessary security and access controls are provided at the alternate facility and that the administrative/fiscal facilities are secured during COOP operations. Electronic copies of the COOP are secured through limited access protocols. All materials and equipment are secured as appropriate in the event the COOP is activated. These materials and equipment include: computers, phones, books, files not in locked cabinets. II-18 Test, Training and Exercise 1. Test, training and exercise programs have been developed to include the following components: a. Staff awareness APPROVED by ELC Board on June 8, 2007 Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August

17 b. Leadership responsibilities c. Alert and notification procedures d. Validation of and access to equipment and communications at selected alternate facilities. 2. Exercise programs to test staff awareness and response capabilities are initiated and performed by June and in November of each year. Training sessions are presented at staff meetings where the COOP is reviewed and community emergency operations personnel present information employees need to know to prepare for an emergency both personally and professionally. Employee orientation plan includes the COOP. Vendor Systems Meetings will review the COOP annually by June, prior to Hurricane season. 3. The sub-recipients for child care resource and referral, eligibility and enrollment/payment and slot utilization services notifies child care providers and parents of continuity of services, payments, realigning children to various providers dependent upon areas affected by the disaster, contact information, alternate site designations, etc. See Attachment 9 for further delineation of these activities. SECTION III: PHASE I ACTIVATION PROCEDURES III-1 Alert and Notification Procedures 1. If the situation allows, The ECO will warn staff and board members who will alert sub-recipients, who will alert parents and child care providers prior to activation of the COOP. Staff and subcontractors will be contacted by telephone, fax and/or e- mail. 2. Early Care and Education Providers will be contacted by the ELC via telephone, or Provider Portal and parents will be contacted by providers. Early Care and Education Providers will be reminded of the ELC s Policy regarding Reimbursement. (Attachment 11) 3. This information will be announced via the media (see Attachment 8). Public service announcements will be publicized through the sub-recipient of enrollment services. It is anticipated that it will take ELC less than one hour to notify its subrecipients of activation of the COOP Plan; it will take approximately three hours to notify providers of the actions taken. III-2 Initial Actions 1. Based on the situation and circumstance of the event, ELC will evaluate the capability and capacity levels required to support the current mission-essential functions of the APPROVED by ELC Board on June 8, 2007 Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August

18 facilities and determine if the situation necessitates relocation of staff and/or other resources. If it is deemed necessary to activate the COOP, the Executive Leadership Team will select an appropriate alternate relocation point. 2. The ECO will initiate the immediate deployment of the Relocation Team to an assembly site or the designated alternate relocation point. 3. The ECO will notify staff and provide instructions and guidance on operations and the location of the alternate relocation point. 4. The ECO will coordinate the immediate deployment of the ELC to an assembly site or the designated alternate relocation point. 5. After the initial notification effort is complete, the results, including individuals not contacted, must be reported to the ELC s designee responsible for this activity. 6. ELC will notify the facility contact at the designated alternate relocation point to expect the relocation of the administrative/fiscal and/or sub-recipient facilities. 7. The ECO will notify the Office of Early Learning ( ), the State of Florida Emergency Operations Center ( ), and the local Broward County Emergency Office ( ) that an emergency relocation of the ELC and/or the sub-recipient is anticipated or is in progress. 8. All personnel and sections of ELC will implement normal security procedures for areas being vacated. 9. The ECO, or his/her designee, will take appropriate measures to ensure security of the administrative/fiscal offices and equipment or records remaining in the building. 10. The ECO, or his/her designee, will prepare the alternate relocation point for the continuity of ELC s mission-essential operations. 11. The ECO, or his/her designee, will provide daily updates to the Office of Early Learning s Director and the other interested parties regarding COOP activation and operations. 12. The OEL will notify staff at the state level of the alternate mail service location and ELC will notify the local mail delivery system of the relocation and provide mail routing instructions as appropriate. 13. If appropriate, ELC will prepare a public press release to inform customers of alternate provisions including new work locations, phone numbers, etc. APPROVED by ELC Board on June 8, 2007 Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August

19 III-3 Activation Procedures Duty Hours 1. The ECO, or his/her designee, will notify all employees in the building and in the field of the activation/termination of the COOP. Employees will react according to the policies and procedures of the COOP including notification of the sub-recipients that the COOP has been activated/terminated. 2. The sub-recipients responsible for child care resource and referral, eligibility and enrollment/payment and slot management, will be responsible to notify providers and parents of the relocation of any of the administrative/fiscal or program offices of the ELC system, so that services are not disrupted more than is necessary during the activation of the COOP. 3. Upon activation of the COOP, ELC staff will work together to secure data, files, property, and equipment in secure areas of the building and/or prepare for off-site alternative locations. This includes administrative and fiscal data necessary to administer reimbursements to providers and payroll. The ECO, or his /her designee, will notify the Office of Early Learning, Children s Forum, other community partners, and the post office (if alternative sites are designated) when the COOP is activated. The sub-recipients for child care resource and referral, eligibility determination, application processing, slot management and payment is responsible for participant and provider records (Attachment 9). III-4 Activation Procedures Non-Duty Hours 1. The ECO, or his/her designee, will contact each employee by telephone to be sure that each individual is notified. The Chief Program Officer and/or Early Care and Education Program Specialists will notify sub-recipients by cell phone that the COOP has been activated. If communication is limited, the media will be notified of the COOP activation identifying numbers and alternate locations providers and parent may utilize for services. 2. The sub-recipients responsible for child care resource and referral, eligibility determination, application processing, slot management, and /payment, will be responsible to notify providers and parents of the relocation of any of the administrative/fiscal or program offices of the ELC system, so that services are not disrupted more than is necessary during the activation of the COOP. (See Attachment 9) 3. Depending on the amount of notification prior to the imminent disaster, members of the Response Team closest to the main office will secure records, property and equipment. All fiscal and contract records are secured on a regular basis in locking files. Participant APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

20 records are secured by the sub-recipient on a regular basis in an interior room of an office building in locking cabinets. III-5 Deployment and Departure Procedures Time-Phased Operations 1. ECO will notify Executive Leadership Team of pending emergency. 2. Chief Program Officer and/or program department staff will notify sub-recipients of ELC leadership decisions. 3. Director of Community Relations and Resource Development will contact media and other community entities via press release. 4. Leadership Team will begin to back up current data and work with Chief Financial Officer to load laptop computer with appropriate data. (Attachment 10) 5. Staff will work together to secure property and equipment. 6. Emergency Response Team will gather to assess that all necessary materials have been gathered and assigned appropriately for transportation to an alternative site. III-6 Transition to Alternate Operations 1. Following the activation of the COOP and establishment of communication links at an alternate facility, the ECO will order the cessation of operations at their main site. 2. The ECO will notify the Office of Early Learning and the State of Florida Emergency Operations Center that an emergency relocation of the ELC staff is complete and will provide new contact numbers. 3. As appropriate, the ECO, or his/her designee, notifies press, news media, outside customers, sub-recipients and other service providers of the temporary relocation (including any changes to ELC contact information). III-7 Site-Support Responsibilities Following notification that a relocation of ELC staff has been ordered or is in progress, the facility contact at the alternate relocation point will coordinate with the ECO and/or his/her designee in preparation for the activation of the COOP and to receive the Relocation Team. This includes providing for the protection and movement of records. Staff from the Office of Early Learning s statewide data system may be requested to assist with establishing connectivity and maintaining support for the required systems and databases. APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

21 Backed-up data will be obtained from ELC s secure data area and transported to the alternate location. ELC s laptop computer, large enough to maintain administrative and programmatic functions will be loaded with current data files and transported to the alternative site by the ECO or his/her designee. SECTION IV: PHASE II - ALTERNATE OPERATIONS IV-1 Execution of Mission-Essential Functions Upon COOP activation, the ELC will begin providing support for the following functions: 1. Monitoring and assessing the situation that required the relocation; 2. Monitoring the status of personnel and resources; 3. Planning and preparing for the restoration of operations at the main facilities or other long-term facility. IV-2 Establishment of Communications 1. ELC staff in conjunction with OEL s information technology staff will ensure all necessary and preplanned communications systems are established, adequate, and functioning properly; and will service and correct any faulty or inadequate communications systems. 2. The alternate facility should be pre-equipped with computer, telephone and fax lines. 3. ELC will ensure continual updates are provided in the form of telephone contacts, press releases, provider portal, and web page updates in order to optimize our communication efforts to both internal and external customers. IV-3 Relocation Team/Emergency Response Team Relocation Team Responsibilities: As soon as possible following their arrival at the designated alternate relocation point, the Relocation Team members will begin providing support for the following functions: 1. Coordinating transition of ELC s mission-essential functions to the alternate relocation point. 2. Disseminating administrative and logistics information upon arrival. This information must cover the operational procedures for the next 30 days. APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

22 IV-4 Augmentation of Staff and Other Resources 1. If it becomes evident that ELC staff cannot ensure the continuous performance of mission-essential functions, ELC, in coordination with the Office of Early Learning, will determine the additional positions necessary to ensure the continuous performance of mission-essential functions. 2. ELC, with assistance from OEL if needed, will then ensure that the identified positions are staffed with individuals who have the requisite skills to perform the tasks. 3. ELC in cooperation with OEL will ensure that all resources needed to sustain operations for 30 days are acquired. IV-5 Amplification of Guidance to All Personnel 1. ELC will develop an informative memorandum for dissemination to its staff, board members, sub-recipients, the OEL, the local community to include child care providers and parents, regarding the duration of alternate operations, pertinent information on child care payments, location(s) for services, payroll, time and attendance, duty assignments, and travel authorizations and reimbursements. ELC will disseminate the information to the appropriate staff. 2. ELC has responsibility for consideration of the health and emotional well-being of their staff and families. This includes obtaining information and providing guidance on any medical or special needs of their staff and families. Employees will be informed of the services available through First Call for Help at #211 for counseling services, disaster assistance, or other emergency related need access. IV-6 Development of Plans and Schedules for Reconstitution and Termination 1. ELC will develop reconstitution and termination plans and schedules to ensure an orderly transition of all ELC functions, personnel, equipment, and records from the temporary alternate location to a new or restored facility. 2. ELC will approve the plans and schedules prior to the cessation of operations, and will submit the plan to OEL in writing, as soon as is feasibly possible. 3. ELC will take the lead role in overseeing the reconstitution and termination process. APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

23 SECTION V: PHASE III - RECONSTITUTION AND TERMINATION V-1 Overview Within 24 hours of an emergency relocation, ELC will initiate operations to salvage, restore, and recover the affected facilities after the approval of the local and federal law enforcement and emergency services, if involved. Reconstitution procedures will commence when it is ascertained that the emergency situation has ended and is unlikely to recur. Once this determination has been made, one or a combination of the following options may be implemented, depending on the situation: 1. Continue to perform mission essential functions at the alternate relocation point for up to 30 days. 2. Begin an orderly return to the main facilities affected and reconstitute full operations. 3. Establish operations in some other facility in the same geographical area. V-2 Procedures Upon a decision by ELC that the main facility can be reoccupied or that a different facility will be secured for ELC: 1. ELC will oversee the orderly transition of all functions, personnel, equipment, and records from the alternate relocation point to a new or restored facility. 2. Prior to relocating back to the main facility or another building, ELC will ensure appropriate security, safety, and health assessments for suitability. 3. The staff remaining at the alternate relocation point will transfer mission- essential functions and resume normal operations when the equipment and documents are in place at the new or restored facility. V-3 After-Action Review and Remedial Action Plan 1. An After-Action Review (information collection process) will be initiated prior to the cessation of operations at the alternate relocation point. The information to be collected will, at a minimum, include information from any employee working during the COOP activation and a review of the strengths and weaknesses at the conclusion of the operations. APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

24 2. The information is incorporated into a COOP remedial action plan. Recommendations for changes to the COOP and any accompanying documents will be developed and incorporated into the COOP annual review process. APPROVED by ELC Board on June 8, Edits to reflect Change in Procurement Activities September 2015 Names/Addresses/Titles updated September 2015 COOP updated August 2016

25 PROFILE Early Learning Coalition of Broward County, Inc NW 5 th Way, Suite 3400, Ft. Lauderdale, FL Building Contact for Coalition: Renee Jaffe, III Cell: Office: Mission-Essential Functions performed in facility: Chief Executive Officer Programmatic Funds Distribution Information Technology Support/Maintenance Communications Finance & Accounting Services Facilities/Property Management Services Program Technical Assistance and Support Program oversight and direction for ELC Mission-Essential Data Systems and Records: carried out by sub-recipient for child care resource and referral, eligibility and enrollment/payment and slot management Child Care Resource & Referral Simplified Point of Entry/Unified Waiting List (SPE) Financial Management Tracking System (EFS) Organization Servers Internet Alternate Facilities: Early Learning Coalition of Palm Beach County, Inc High Ridge Road, Boynton Beach, FL Broward Regional Health Planning Council, Inc. CareerSource sites Individual staff homes 200 Oakwood Lane, Suite 100 Hollywood, FL North: 4941 Coconut Creek Parkway Coconut Creek, FL Central: 2610 West Oakland Park Blvd. Ft Lauderdale, FL South: 7550 Davie Road Extension Hollywood, FL Lake Worth, Florida Boca Raton, Florida Note: Selected Alternate Facilities are fully functional offices with established telephone, computer and fax lines.

26 ADDENDUM: WEATHER RELATED ELC ACTIVITIES Office Closure: ELC office will close within 2 hours of the National Hurricane Center issuing a hurricane warning; and/or ELC office will be closed when Broward County Government is closed to normal business activities as a result of a declared emergency; and/or ELC office will be closed when the building at Lakeside Plaza 6301 NW 5 th Way, Ft. Lauderdale, FL closes. Reimbursement to Providers for Temporary Closure due to emergency: (Attachment 11) Requests for assistance from the State of Florida: Mobile Communications Van request will be made early for hard hit areas A generator will be requested as needed for essential functions to be used at an alternate site for ELC operations and/or subcontract sites as needed FEMA will be contacted for necessary supplies: diapers, wipes, water, food, etc as needed 23

27 Attachment 1 Relocation Team/Emergency Response Team 1. The Early Learning Coalition of Broward County, Inc. ( ELC ) will need to provide the list of names of staff and/or subcontractor staff that will compose the Relocation Team. The list should also include contact information to include home telephone, cell telephone, etc. Membership of relocation team is restricted to only those personnel who possess the skills, experience and authority for the execution of mission-essential functions Chief Executive Officer: Renee Jaffe Home telephone: (917) Cell telephone: (954) Chief Operating Officer: Leticia Strasser Cell Telephone: (561) IT Manager: Hubert Cesar Cell telephone: (786) Accountant/HR Manager: Ros Desroches Cell telephone: (954) Director of Community Relations and Resource Development Home telephone: (954) Cell telephone: (954) Provider Services Manager: Amy Ungor Home telephone: (954) Cell telephone: (954) Office Manager: Debbie Bainton Home telephone: (954) Cell telephone: (954)

28 Attachment 2 Alternative Site Locations 1. Attachment 2 provides at a minimum two alternate site locations in the event of a disaster/emergency situation. Provide a description of the how alternate site selection determinations were made and the basis for choosing the alternative facilities (i.e., available computer equipment, communications, proximity to client base, physical location). 2. To be included under Attachment 2, the ELC will need to provide no less than two alternate site locations for facilities to insure services continue. Alternative facility locations should include several sites from within the county or adjacent counties from which services could be provided (i.e., adjacent coalitions, county shelters, one stop centers, etc.). Facilities to be used as alternative sites should take into consideration possible damages caused by flooding, wind damage, road access, communications, equipment available, etc. 1. Early Learning Coalition of Palm Beach County, Inc. is located in an adjacent county in the east central area of the County and has communication equipment availability including computers. 2. Broward Regional Health Planning Council s main office is located in the southern part of Broward County in Hollywood if the northern area of the county is unavailable. This site has communication equipment available including computers. 3. CareerSource sites are located in three of the County areas (north, central, south, and west) and have communication equipment available including computers. 4. Individual staff homes are available in the adjacent county of Palm Beach. Some employees are equipped with generator power and have communication equipment available including computers. 1

29 Attachment 3 Emergency Coordinating Officer The Chief Executive Officer will be the Emergency Coordinating Officer (ECO) Renee Jaffe, Chief Executive Officer 6301 NW 5 th Way, Suite 3400 Ft. Lauderdale, FL (954) Cell: (954) (H): (917) rjaffe@elcbroward.org 1

30 Attachment 4 Executive Leadership Team 1. Chief Executive Officer 2. Chief Operating Officer 3. IT Manager 4. Accountant/HR Manager 5. Director of Community Relations and Resource Development 6. Provider Service Manager 7. Office Manager 1

31 Attachment 5 ALTERNATIVE SERVICE PROVIDERS The following list includes potential alternative service providers that may be considered under such situations: Early Learning Coalition of Palm Beach County, Inc. Children s Services Council of Broward County Office of Early Learning Broward Regional Health Planning Council 1

32 Attachment 6 Early Learning Coalition of Broward County, Inc. Staff & Vendor Contact Information Renee Jaffe, Chief Executive Officer (954) rjaffe@elcbroward.org Leticia Strasser, Chief Operating Officer (954) lstrasser@elcbroward.org Hubert Cesar, IT Manager (954) hcesar@elcbroward.org Janice Carter, Director of Community Relations and Resource Development (954) jcarter@elcbroward.org Irene Ramos, Assistant to CEO (954) iramos@elcbroward.org Ros Desroches, Accountant/HR Manager (954) rdesroches@elcbroward.org July Samuels, Accounting Manager (954) jsamuels@elcbroward.org Carmen Nicholas, Early Education Specialist (954) cnicholas@elcbroward.org Gordia Ross, Early Education Specialist (954) gross@elcbroward.org Doreen Moskowitz, Contract Manager (954) dmoskowitz@elcbroward.org Brian Guerdat, Contract Coordinator (954) bguerdat@elcbroward.org Debbie Kay, Inclusion Specialist (954) dkay@elcbroward.org Debbie Bainton, Office Manager (954) dbainton@elcbroward.org 1

33 Amy Ungor, Provider Relations Manager (954) Felicia Walker, Provider Relations Specialist (954) Linsey Brewster, Provider Relations Specialist (954) Micah Mitchell, Provider Relations Specialist (954) Inez Webb, Provider Relations Specialist (954) Lucia Rodriguez, Provider Relations Specialist (954) Jeanette Lindor, Provider Relations Specialist (954) Leidy Correal, Provider Relations Specialist (954) Carlos Valdes, CEO Zip Data (305) Michael De Lucca, President and CEO, BRHPC (954) Sheila Smith, CEO, Broward (954) ext 243 Dr. Barbara Weinstein, CEO, Family Central, Inc. (954) Lori Canning, Director, Early Learning/School Readiness, Broward County Public Schools (754) ; Deborah Hosey, Manager, Broward County Child Care Licensing and Enforcement (954) ext. 0429; Lorraine Breffni, Ed.D, Nova Southeastern University; (954) Phyllis Kalifeh, CEO, Children s Forum, Inc. (850)

34 3

35 Attachment 7c Memorandum SAMPLE To: CC: File From: Renee Jaffe Date: Re: Signature Authorization I will be out of the office and will return to the office. During my absence, is next in command and has the authority to sign vouchers and time sheets (other than his/her own) and necessary routine contract communications with First Call for Help/2-1-1 Broward, Broward Regional Health Planning Council, Family Central, Inc., Nova Southeastern University, the Broward County Public Schools, Child Care Licensing and Enforcement, the Office of Early Learning, and the Children s Services Council. is reachable in the office and by cell phone when he/she is away at meetings. Should be unavailable due to unforeseen circumstances, the next in command is. All documents other than those named above can be authorized and signed by (including reimbursement vouchers and time sheets). Checks are to be signed by two Board officers, per ELC fiscal policies. If you have any questions or concerns, please contact me prior to. 1

36 Standard Communication & Canned News Releases Attachment 8a FOR IMMEDIATE RELEASE PRESS RELEASE #1 EMERGENCY SERVICES/ INFORMATION FOR BROWARD COUNTY CHILD CARE PROVIDERS AND PARENTS Contact: Phone: Ft. Lauderdale, FL The Early Learning Coalition of Broward County, Inc. in partnership with First Call for Help/2-1-1 Broward, Broward Regional Health Planning Council, Inc., and the Children s Services Council of Broward County, is coordinating emergency child care services through Broward Regional Health Planning Council, Inc. offices for child care providers and parents affected by. Early Learning Coalition of Broward County, Inc. has relocated their offices to until further notice and can be reached at. Broward Regional Health Planning Council, Inc. offices for operations are located at beginning day, month, date, year. facility is currently open and operational. Donations of food water, children s clothing, diapers and baby formula would be most welcomed and can be dropped off at. Volunteers and displaced child care center employees can call for possible work relocation. Anyone in need of assistance or able to offer assistance, please call. The Early Learning Coalition of Broward County, Inc. is a not for profit 501(c)3 organization established by the Florida Legislature to coordinate early learning services to families in Broward County according to Chapter 1002 of the Florida Statutes. Providers, who have concerns and emergency situations, are asked to call the Early Learning Coalition of Broward County, Inc. at or providerportal@elcbroward.org. Parents/Guardians, who have concerns and emergency situations, are asked to call First Call for Help/2-1-1 Broward at

37 Attachment 8b PRESS RELEASE #2 FOR IMMEDIATE RELEASE EMERGENCY SERVICES/ INFORMATION FOR BROWARD COUNTY CHILD CARE PROVIDERS AND PARENTS Contact: Phone: Ft. Lauderdale, FL The Early Learning Coalition of Broward County, Inc. (ELC) recognizes the need to take safety precautions due to severe weather conditions to ensure the safety of children and providers in Broward County. ELC has announced the activation of it Continuity of Operations Plan and will be out of service until the emergency has passed and assessment of its current offices can occur. Child Care Providers may choose to close their businesses to ensure the safety of the children and families they serve in preparation for the imminent emergency. ELC will authorize reimbursement to providers for up to 5 days of closure due to extreme weather only when the closure is beyond the control of the provider and/or the County is closed for emergency purposes, and/or as directed by the Office of Early Learning and business continuation insurance is not available. Listen to for further information regarding the coordination of child care services in Broward County after the emergency has passed. 2

38 Attachment 8c PRESS RELEASE #3 FOR IMMEDIATE RELEASE FIRST CALL FOR HELP/2-1-1 BROWARD SERVES AS PRIMARY RESOURCE FOR BROWARD COUNTY CHILDREN AND FAMILIES IN THE EVENT OF Contact: Phone: Oakland Park, FL In the event of, Broward will offer resource and referral support for the children and families of Broward County. If child care facilities are impacted, inoperable and a parent or guardian is in need of emergency temporary short term child care, Broward is available by calling In case of such a disaster and offices are impacted, the staff will operate from the following temporary site to offer assistance: Emergency Operations Center: The Early Learning Coalition of Broward County, Inc. contracts with First Call for Help/2-1-1 Broward. to provide these services to the Broward County community. 1

39 Attachment 7a The copy of the September 9 th minutes, where ELC Board of Directors will approve the Delegation of Authority if the CEO and/or Chair are unavailable will become Attachment 7a.

40 Early Learning Coalition of Broward County, Inc. Organizational Chart ATTACHMENT 7B BOARD OF DIRECTORS ASSISTANT TO THE CEO Irene Ramos CHIEF EXECUTIVE OFFICER Renee Jaffe CHIEF QUALITY OFFICER Vacant CHIEF OPERATING OFFICER Leticia Strasser CHIEF ADMINISTRATIVE OFFICER Vacant INCLUSION SPECIALIST Debbie Kay IT MANAGER Hubert Cesar HR COORDINATOR/ PAYROLL MANAGER Ros Descroches ACCOUNTING MANAGER Judy Samuels EARLY EDUCATION SPECIALISTS (2) Carmen Nicholas Gordia Ross OFFICE MANAGER (Admin/Board) Debbie Bainton PROVIDER RELATIONS MANAGER Amy Ungor CONTRACT MANAGER Doreen Moskowitz FINANCIAL ANALYST Reinier Potts EARLY EDUCATION SPECIALIST Suwenda Louis COMMUNITY RELATIONS & RESOURCE DEVELOPMENT DIRECTOR Janice Carter CLERICAL ASSISTANT Vacant DATA COORDINATOR Sandra Paul PROVIDER RELATIONS SPECIALISTS (7) Felicia Walker Inez Webb Micah Mitchell Leidy Correal Jeanette Lindor Lucia Rodriguez Linsey Brewster CONTRACT COORDINATOR Brian Guerdat

41 2-1-1 Broward Emergency/Disaster Plan BASED ON THE SEMS STANDARDIZED EMERGENCY MANAGEMENT SYSTEM TEAM MODEL Broward 250 NE 33 RD ST, OAKLAND PARK, FL ADMIN: (954) HELPLINES: or FAX: (954) Broward Emergency Number: (954) President/CEO s ssmith@211-broward.org Last Revised by: Francisco Isaza Date: 06/30/15 Important Contacts & Numbers Office of Emergency Management Contact(s): Chuck Lanza OEM Address: 201 NW 84 th Avenue, Plantation, FL OEM Phone: (954) or (954) Broward s dedicated line at BC Call Center: (954) BC Call Center: AJ Starks (954) American Red Cross: (954) State VOAD Contact: Kevin Smith (813) Regional FEMA Director: Region 4 FEMA Liaison (770) FL Emergency Management Regional Manager: Jim Roberts (850) FL Emergency Management Regional Coordinator: Mike Resto (850) Switchboard of Miami: Catherine Pendrod (305) Palm Beach Treasure Coast: Susan Buza (561) Charlotte County 2-1-1: (941) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page i

42 2-1-1 BROWARD S EMERGENCY PLAN CONTENTS A. INTRODUCTION TO THE EMERGENCY PLAN 1. Introduction to Agency Staff Agency Preparations: Steps to Take Before the Disaster 2 3. Disaster Assumptions Agency s Emergency Mission Statement 6 5. Agency s Priorities during an Emergency Phases of a Disaster.. 8 B. HOW TO ACTIVATE THE EMERGENCY PLAN 1. Acute Phase of a Disaster When To Activate the Emergency Plan How To Activate the Emergency Plan. 10 C. ACTIVATING THE EMERGENCY PLAN IN A DISASTER 1. Immediate Actions In An Emergency Quick List Matrix of Functional Responsibilities Activation Checklist Office Evacuation Checklist.. 14 D. STAFFING THE EMERGENCY TEAMS 1. Overview of the Emergency Team Model Staff Assignments to Emergency Teams 16 E. EMERGENCY TEAM RESPONSIBILITIES & ACTION CHECKLISTS 1. Management Team Coordinator Safety & Security Coordinator Financial/Logistics Coordinator Public Information Coordinator Planning Team Coordinator Operations Team Coordinator.. 33 F. EMERGENCY RESPONSE PLAN AND PROCEDURES 1. Staff Report-In Procedures 36 1.A Non-Working Hours Procedures B Working Hours Procedures Location of Emergency Equipment and Supplies Call Forwarding Information and Procedures Personnel Call Back Roster Call Back Roster (2-1-1 Broward roster) Emergency Operations Roster Emergency/Disaster Personnel Status Sheet General Evacuation Procedures In Case of Fire Emergency 46 O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page ii

43 10. In Case of Workplace Violence In Case of Bomb Threat/ Act of Terrorism In Case of Hazardous Materials Emergency In Case of Medical Emergency In Case of Hurricane.. 52 G. ENDING THE ACUTE PHASE TRANSITION TO LONG TERM RECOVERY. 56 H. PLANNING AND MITIGATION PHASE. 58 APPENDIX A: EMERGENCY RELATED CONTRACTS & MOU S MOU s with Emergency Partners APPENDIX B: EMERGENCY MANAGEMENT FORMS Emergency Building Evacuation Emergency Supply List Personnel Emergency Skills Inventory Emergency Event Impact Assessment Emergency Event Action Plan Worksheet Emergency/Disaster Resource Check Request Form Emergency/Disaster Related Expenditures Facility Safety and Maintenance Emergency Procedures General Safety Rules Electricity and Telephone Failure Emergency Procedures Building Emergency Procedures Security and Alarm System Management Security Incident Operating on Emergency Power File Server Instructions Public Service Announcements Disaster Recovery Cost Guidelines (selected manual only) Overview: FEMA Public Assistance (selected manual only) APPENDIX C: HURRICANE PREPAREDNESS Safety Tips APPENDIX D: AGENCY STATUS Miscellaneous Agency Status reporting forms APPENDIX E: BROWARD COUNTY EMERGENCY OPERATIONS INFORMATION Disaster Hot Line Operator s Job Description Disaster Hot Line Staff Fact Sheet Disaster Hot Line Hurricane Hot Line Telephone Log Hurricane Hotline Standard Operating Procedures (selected manuals only) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page iii

44 Emergency Plan Broward INTRODUCTION TO BROWARD STAFF TO: FROM: RE: All Broward Staff and Volunteers President/CEO Emergency Plan This Emergency Plan will guide us in effectively responding to an emergency. This plan will not tell us exactly what to do from minute to minute once an emergency occurs. However, it will provide us with a well-devised system to best organize our resources, and this Plan will guide each person to the duties and functions they will be responsible for in the event of an emergency. It is expected that everyone on staff will become familiar with this Emergency Plan and how the Emergency Team Model works. It is also expected that each person will thoroughly understand his/her role and responsibilities in an emergency, before an emergency occurs! To find out what your emergency duties are, please refer to pages 15 & 16. This Emergency Plan is divided into eight parts: 1. Introduction to the Emergency Plan 2. How To Activate The Plan 3. Activating the Plan in a Disaster 4. Staffing the Emergency Teams 5. Responsibilities and Action Checklists for the Emergency Teams 6. Emergency Response Plan and Procedures; 7. Transitioning to Long Term Recovery 8. Planning and Mitigation Also included are Appendices with information on Project responsibilities; information relating to the local OEM (Office of Emergency Management); tips on Volunteer Management, and other information which will serve as a resource during an emergency or disaster. This Emergency Plan will not answer every question or solve every problem that will be encountered in an emergency. This plan will need to be updated and improved upon from time to time. Many vital questions and problems will be answered and solved by activating practice Emergency Plans. It is especially important that new information learned after using this plan in practice and in response to real emergencies becomes incorporated in revisions. Everyone s input is vital toward the goal of making this Emergency Plan a tool which everyone in this Agency will feel confident about using. 1

45 2-1-1 Broward Preparations: Steps to Take Before a Disaster Ensure that the Broward staff has taken measures to prepare their homes and families. Prior to beginning of hurricane season distribute memo with preparation suggestions. (See Appendix C) Identify an alternative site should Broward be damaged or destroyed. Keep in mind client or staff needs, computer/database requirements, and telephone line access. The BC Call Center has been identified as an alternative operations site. A Memorandum of Understanding (MOU) should be obtained/updated yearly. Additional MOU s with other I&R services should be obtained/updated yearly that provide additional methods to reroute calls in times of disaster. Maintain active membership and a leadership role in Broward s disaster related committees. Maintain a relationship with Broward s local Office of Emergency Management staff. On an annual basis, orient them to Broward who we are, what services we provide, our expected needs or vulnerabilities after a disaster, the possible assistance we may provide the county, and our participation in disaster related committees. Try to establish a memorandum of understanding with them that outlines and formalizes each party s expectations of each other. (See Appendix A) Establish agreements with agencies or individuals who provide services for the sharing of information in the aftermath of an emergency. In the event the BC Call Center is not available for use, procure and maintain 3 days worth of disaster supplies including: water (1 gallon per person per day), ice, cooler, paper plates, plastic spoons/forks, paper towels, napkins, plastic cups, coffee, sugar, creamer, dried or canned food, fruit, soda; first aid kit; cellular phones; fuel for generator; batteries; battery-operated radio and flashlight; office supplies (paper, pens, call report sheets, and hurricane manuals); large plastic bags; masking tape; bleach and food/bus vouchers (funding permitted). Back up important computer files regularly (or any data that is vital to the agency s operation) and keep it off site Broward completes a full back-up weekly and incremental back-ups daily. Mitigate the office environment (e.g., tie down computers, files, bookcases, printers, etc.) Computers and other important equipment or papers should be moved to the most window-free area and wrapped in plastic. Prior to the start of hurricane season, check that adequate supplies are in the Go Boxes including batteries, Helpline Call Sheets (Pink Sheets), necessary office supplies, and the agency camera. Distribute staff call back procedure instructions. Make sure staff knows how to communicate with Broward in the event of an emergency. Take pictures of Broward s facilities and equipment. This will serve as documentation to help seek damage cost recovery funds in the event that the agency site is damaged in a disaster. Make sure all staff has the official Broward County BERT identification badge so that they will be able to drive on the roadways post-disaster. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 2

46 Make sure that the 501(c)3 certification is up to date. This could also affect cost recovery of damage and services. Meet with Disaster Preparation and Recovery agencies periodically to establish relationships and discuss issues affecting the community and emergency procedures. Send staff to trainings and/or in-service training as appropriate to their responsibilities Broward staff should be trained in: 1.) Self & Home Preparedness 2.) SEMS/ICS model for Emergency Management 3.) Broward s Emergency Plan 4.) Communication 5.) Disaster Cost Recovery 6.) Post-Disaster Mental Health and Community Resource Needs. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 3

47 DISASTER ASSUMPTIONS It is assumed that the likelihood of a major disaster affecting Broward County is very great particularly from weather-related events such as a hurricane. Help from emergency services may not be available for up to 72 hours or more Broward may experience extensive damage resulting in property loss or loss of critical services (telephones, electricity and water). These losses could result in a disruption or complete interruption of Helpline services upon which our clients are dependent. This Emergency Plan will help Broward s staff to prepare for and effectively and efficiently organize to quickly begin recovery from an emergency or disaster. Planning, practice implementations, and revisions of this Emergency Plan are essential to prevent loss of life and injury, and to be able to continue providing important client services Broward s emergency plan priorities will be best realized if and only if each agency staff member has prepared their home, family and self for an emergency before a disaster strikes. (See Appendix C for steps to take before a hurricane strikes.) ACTIVATION OF THE EMERGENCY PLAN Broward may be impacted by disasters of varying magnitudes. Emergency activation should be appropriate to the level of the disaster. Levels are defined as follows: Stage One Event (Minimal Impact) A Stage One event has little impact on agency operations. Some Stage One events may be federally declared disasters. An example would be a minimum damage, moderate rain/wind tropical storm. Stage Two Event (Moderate Impact) A Stage Two event is expected to have a moderate impact on agency operations. This type of event includes declared disasters such as hurricanes, wild fires, or localized flooding which may impact parts of the community. A Stage Two event will usually involve activation of the Emergency Operations Center and the rumor control hotline and issuance of fairly extensive bulletins over an extended period of time. The agency may/may not relocate to the BC Call Center at the EOC. Most Broward activities will not be affected. An example would be what we experienced during Hurricane Irene. Stage Three Event (Major Impact) A Stage Three event has a potential major impact on agency operations. A Stage Three emergency will be a large federally declared disaster such as Hurricane Andrew (Broward impact, strong storm impacting smaller parts of the community) or a major civil disturbance Broward staff may be deployed to disaster operation sites. We will work closely with county and city emergency operations. Bulletins will be extensive, require frequent up-dates in the first period, and may continue to be issued for many months. We may need to request mutual aid from the county and/or neighboring Helplines. Normal operations will be degraded to a significant extent. Expected operational duration for Broward is several months. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 4

48 Stage Four Event (Catastrophic Impact): A Stage Four event will have a catastrophic impact on communities in Broward County and will severely affect Broward operations. The emergency can be expected to exceed the capacity of local resources, including those of Broward and local emergency management organizations, to meet the needs of the community. Significant levels of mutual aid resources from other counties and agencies will be needed for Broward to meet its disaster responsibilities. Examples of a potential Stage Four Emergency is Hurricane Andrew as it hit South Dade County (strong storm doing significant damage in populated or critical areas.) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 5

49 2-1-1 BROWARD S PRIORITIES DURING AN EMERGENCY Broward s EMERGENCY Mission Statement Attachment Broward s mission during times of disaster is to maximize community access to critical resources and information by providing 24-hour comprehensive Helpline services for individuals in our community seeking pre- and post-emergency crisis intervention assistance and/or information and referrals to disaster relief resources or health and human services in Broward County; serving as a communications/information hub for local service providers by collecting and disseminating resource, recovery, and relocation information; and by advocating for the needs of the community as identified by our consumers. We will do this by adapting our normal information gathering and services delivery procedures to meet the circumstances of specific disasters. Emerging needs will be evaluated as they occur and prioritized in relation to the needs of our routine operation. Priorities will shift to addressing timesensitive and disaster-specific issues as needed while maintaining normal service as much as possible until we can return to full normal operations Broward s Priorities During and After Emergencies Are: 1. To ensure the safety and security of our agency staff and volunteers; 2. To resume day-to-day client services as quickly as possible should services be interrupted; 3. To assist clients with their emergency needs that overlap with our services; 4. To provide information and referrals to clients based on their post-emergency needs; 5. To provide supportive listening and/or crisis intervention assistance as indicated during the post-emergency period and during the pre-storm and storm phases in the event of a hurricane; 6. To advocate on behalf of the client population based upon their post-emergency needs; 7. To join with the local partners to coordinate services for affected populations. During A Disaster/Emergency, Broward Will Serve the Following Consumers: 1. Broward County residents and visitors seeking information or crisis assistance; and 2. Other community based organizations (CBOs) assisting residents. We Will Continue to Focus Our Activities Around the 24-hour Helplines and We Will Enhance Our Service Operations by: 1. Aggressively seeking out and disseminating current resource information to assist Broward s community based organizations in their post-emergency relief efforts; 2. Establishing off-site information and referral centers in affected areas to the extent financial and personnel resources are available. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 6

50 Emergency Conditions Broward agrees to provide any supportive or recovery related service as requested by Broward County during and after Emergency Conditions. These services include, but are not limited to, distribution of food, water and ice; and providing case management services to Disaster Evacuees at an emergency shelter or other location(s) in Broward County as determined by Broward County, through its Contract Administrator. Emergency Conditions are defined as major natural, technological or terrorism related disaster or emergency which commences upon a State of Emergency being declared by federal, state, or local government. Individuals that have been displaced or affected by the Emergency Condition are referred to as Disaster Evacuees. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 7

51 PHASES OF DISASTER The chart below reflects the changing tasks Broward and the community may experience during the lifecycle of a major disaster. The next several sections of this manual will detail the tasks relative to each disaster phase. TIME FRAME AND MAIN CONCERNS GOVERN- MENT AGENCY TASKS BROWARD S TASKS BROWARD s ORGANIZA- TION STRUCTURE PAGES IN MANUAL PHASES OF DISASTER WARNING RESPONSE RELIEF RECOVERY MITIGATION A period of a The acute The period of a The months and The period few minutes to period during few days to a years during following one a few days and few weeks after which the disaster, and when a disaster immediately the event; the community before the next, appears after the event; focus is on heals the when attention imminent; the the focus is on provision of physical, is paid to focus is on steps saving lives and basic life needs emotional, and actions that will to limit the property to disaster financial lessen the impact of the victims and wounds left by impact of future disaster resumption of the disaster disasters essential Evaluate threat and provide accurate information; evacuate if appropriate, dispel rumors Work with the County, Emergency Operations Center, and/or city governments to disseminate accurate and helpful information to the community; assist staff with home preparedness Law, fire and other first responders seek to limit loss of life and property damage Ensure the safety of staff, continuity of Helpline operations, and the viability of the organization functions Provide mass care and shelter to victims, provide medical care, achieve family reunification Gather the human and material resources necessary to carry out disaster tasks; build an appropriate structure for disaster work; begin to gather and disseminate disaster information At the onset of a major disaster Broward will use the Standardized Emergency Management System (SEMS), modified as necessary to meet our needs, to achieve rapid mobilization and build-up of a disasterspecific organization. Provide leadership, funds and programs to assist full recovery Provide the community I&R services, broadly defined, that can help to effect full recovery; recoup extraordinary expenses to the greatest possible extent; define and explore new possibilities created by the event Provide leadership, funds and programs to motivate and assist with preparedness Provide staff with information and motivation so that they and their families will be prepared for future disasters; enhance the safety and readiness of the Broward facility Once management determines that the acute phase is over Broward will revert to its normal Table of Organization. Staff may be responsible for new or expanded tasks and for directing more resources than usual O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 8

52 HOW TO ACTIVATE THE EMERGENCY PLAN THE ACUTE PHASE DEFINITION The acute phase of a disaster is defined in terms of its impact on our organization. During the acute phase: The situation changes rapidly plans are short-ranged and must be reviewed frequently; information from outside sources may be incomplete and/or contradictory Our normal operations are seriously impacted; the scope and nature of our disaster operations is not fully defined Normal staffing and supplies are not adequate to meet the emergency needs; what is required for the emergency may not be immediately clear The emergency operations make financial demands on the organization outside the normal operating budget; total operating costs and available resources may not be clear All of the above requires constant re-evaluation of operational priorities so as to best preserve the organization, meet the needs of the community, and allow us to be a reliable partner to the other organizations we work with. Once the situation stabilizes so that planning and allocation of resources can be projected out at least a month the acute phase may be deemed to be over, even though the organization is still heavily immersed in emergency work. WHEN TO ACTIVATE THE EMERGENCY PLAN This Emergency Plan will be activated when a disaster significant enough to cause damage occurs, or when an emergency impacts Broward s services or client population. As soon as it is clear that an emergency event has occurred, this emergency plan and the Emergency Coordinating Team Center will be activated by the first of the following that is available to do so: President/CEO Program Director Director of Data Services Helpline Managers (Helpline Manager, and/or Behaviroal Health & Special Needs Manager) Director of Human Resources and Administration Director of Corporate Relations and Events Any available shift leader Any other staff person Essentially, the most senior staff member present or the individual with the most expertise in crisis situations should assume a leadership position until Broward management can be present. This plan will serve as a guide as to how staff should proceed. Attachment 9 O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 9

53 HOW TO ACTIVATE THE AGENCY EMERGENCY PLAN READ THIS IF YOU DO NOT KNOW WHO IS IN CHARGE If there is an immediate emergency, such as a fire now, turn to Emergency Response Procedures beginning on page 45. In the case of any other community emergency, turn on the radio and TV for information and make sure agency management is aware of the situation. Has the BROWARD Emergency Plan been activated? (has your staff begun working on their emergency roles?) Yes No Congratulations! You are in charge! Your title until you are relieved by someone with more expertise is: the Management Team Coordinator. See your action checklist on page 16. (Create logs and begin documenting staff hours & expenses relative to disaster.) Check with the Management Coordinator or Planning & Operations Coordinator PLEASE REFER TO SECTION D IF YOU ARE NOT SURE WHAT YOUR JOB EXPECTATIONS ARE IMMEDIATELY FOLLOWING A DISASTER. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 10

54 ACTIVATING THE EMERGENCY PLAN IN A DISASTER Immediate Actions In An Emergency Quick List See the following page for assignment of responsibility for the following actions. Activate Emergency Plan Order & control evacuation if necessary Account for staff following evacuation Make plan to deal with staff s information and personal needs Evaluate building for usability If not usable initiate plan to work from alternate location(s) Monitor media and emergency management sources to evaluate situation Evaluate telephone system; restore or work around Evaluate computer network; restore or work around Initiate contact with the County Emergency Operations Center, if necessary Develop staffing plan appropriate for needs in acute phase Gather needed additional supplies and operational materials Gather disaster-related resource information Prepare disaster resource bulletins Disseminate bulletins to staff and disaster contact list Maintain record of disaster-related expenditures Maintain disaster activity logs Develop plan for work in long-term recovery Declare end of acute phase for Broward operations O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 11

55 MATRIX OF FUNCTIONAL RESPONSIBILITIES IN ACUTE PHASE OF DISASTER Declare end of acute phase for Broward Develop plan for work in long-term recovery Maintain disaster activity log Maintain record of disaster-related expenditures Disseminate bulletins to staff and disaster contact list Prepare disaster resource bulletins Gather disaster-related resource information Gather needed additional supplies and operational materials Develop staffing plan appropriate for needs in acute phase Initiate contact with County Emergency Operations Center Evaluate computer network; restore or work around Evaluate telephone system; restore or work around Monitor media and emergency mgt. sources to evaluate situation If not usable, initiate plan to work from alternate location(s) Evaluate building for usability Make plan to deal with staff s information and personal needs Account for staff following evacuation Order & control evacuation if necessary Activate Emergency Plan President/CEO P P P Program Director P P P P 4 P P 4 4 P P P 1 Director of Data Services 2 2 P P 4 P P P Director of Human Resources & P 4 1 P P P 4 3 Administration Director of Corporate Events and Relations Helpline Manager 3 3 P Behavioral Health & Special Needs Manager 4 4 P Executive Assistant 2 4 IS Tech. Specialist Information QA Specialist P = Primary Responsibility 3 = 3 rd Backup 1 = 1 st Backup 4 = 4 th Backup 2 = 2 nd Backup All others provide support to function as needed O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 12

56 ACTIVATING THE EMERGENCY PLAN IN A DISASTER EMERGENCY PLAN ACTIVATION CHECKLIST [Check off each item as completed] 1. Determine if building is safe to occupy Yes No Are windows broken? Yes No Are exterior doors and/or locks broken? Yes No Are the carpets or walls wet? Is there standing water? Yes No Are there cracks in outside walls greater than ¼ inch wide? Yes No Are any walls out of vertical alignment? Yes No Does the ceiling look ready to fall, or already partly fallen? 1.A. If Yes to any of the above, EVACUATE IMMEDIATELY (see evacuation checklist, next page) Account for everyone in the building Have qualified personnel give first aid if needed DO NOT risk yourself or others by conducting search and rescue operations Use personal cell phones, if necessary, to call staff using the Call Back Roster Do not leave until relieved by supervisor. 2. If building is safe to occupy check for: Electrical problems in the building (not area wide) throw affected circuit breakers; Water leak turn off water at specific line or at water main; and Working Telephones main lines and emergency/fax lines 3. Call staff using Call Back Roster until you reach someone who can come in to work quickly and/or to give information about agency operations. Do not leave until relieved by supervisor. 4. Begin to assess community situation monitor radio and television If power is out you can listen to a car radio in the parking lot 5. If telephones are operational handle calls Give out only confirmed information 6. Begin Disaster Activity Log Record staff information obtained when contacting staff using the Call Back Roster Record all contacts with other agencies O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 13

57 ACTIVATING THE EMERGENCY PLAN IN A DISASTER OFFICE EVACUATION CHECKLIST WHERE TO MEET AFTER AN EVACUATION 1. Parking Lot (Gather at North parking lot) (primary) 2. Abandoned House (north of the 211 building) (secondary) 3. Emergency Operations Center (Long term evacuation or hurricane warning) EVACUATION CHECKLIST Determine best evacuation route and notify staff in all parts of building about evacuation (includes rest rooms and all offices and storage areas) Call if appropriate All staff report to the designated area Remove disaster Go Boxes from building, if possible Helpline: in the Program Director s office Admin: in Director of Human Resources and Administration s office (use checklist to fill) If possible, from a Helpline Manager telephone engage ACD emergency message (Mode 2 emergency operating mode; ACD inactive; callers will hear the emergency greeting asking them to call back at a later time; the light blinks red). If possible forward Helplines to the evacuation site Power down computers; take back up tape Ensure that appointed people assist staff members with disabilities Take roll; account for all staff and visitors that are on-site Report any possible missing staff to emergency personnel; if no emergency personnel can respond, search building for missing staff only if there is no risk of injury to staff conducting the search Have trained personnel provide first aid and CPR as needed Check for utility problems; turn off utilities if necessary Electricity Water Decide the next steps. Instruct staff that leaves site how and when to get information about reporting back to work (usually by calling the Helplines) No staff is to leave the parking lot until attendance has been taken Name of person completing checklist O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 14

58 STAFFING THE EMERGENCY TEAMS Overview of the Standardized Emergency Management System - SEMS team model. Management Coordinator President/CEO Information Services Director with Program Director Planning & Operations Coordinator Program Director Helpline Services Supervisor (Alt 1) Special Services Supervisor (Alt 2) Financial/Logistics Coordinator Operations Manager Executive Assistant (Alt 1) Director of Development (Alt 2) Public Information Coordinators President/CEO media Information Services Director resources Helpline Supervisors Safety & Security Coordinator Information Services Director CRI Resource Assistant (Alt 1) Director of Development (Alt 2) All Helpline and Touchline Staff and Volunteers Executive Assistant Resource Assistants EMERGENCY TEAMS Responsibilities Action Checklists Page MANAGEMENT TEAM Responsible for managing overall emergency response and determining strategy. SAFETY & SECURITY TEAM Responsible for ensuring safety and security of staff, facility, equipment and documents. FINANCE/LOGISTICS TEAM. 23 Responsible for providing facilities, services, and materials in support of the agency's operation and all financial and cost analysis. PUBLIC INFORMATION TEAM..26 Responsible for coordinating information dissemination to the media, Helpline staff, and the community. PLANNING TEAM..30 Responsible for operational planning and strategy and coordination of agency operations. OPERATIONS TEAM Responsible for coordinating the continued provision of direct services to clients. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 15

59 STAFF ASSIGNMENTS TO EMERGENCY TEAMS The following lists the agency staff Emergency Team assignments, and the page number of the Coordinators and Teams Responsibilities and Emergency Action Checklists. STAFF POSITION EMERGENCY TEAM & ROLE REFER TO: President/CEO Program Director Director of Data Services Director of Events and Corporate Relations Director of Human Resources & Administration Management Team Coordinator Public Information Coordinator-Media (Alt) Planning & Operations Team Coordinator Management Team Coordinator (Alt) Public Information Coordinator-resources Safety & Security Coordinator Management Team Coordinator (Alt 2) Public Information Coordinator-Media Safety & Security Coordinator (Support) Financial & Logistics Team (Alt 2) Page # 17 Page # 26 Page # 30 & 33 Page # 17 Page # 26 Page # 20 Page # 17 Page # 20 Page # 23 Financial/Logistics Coordinator Page # 23 Executive Assistant Financial/Logistics Team (Alt 1) Public Information Team (Support) IS Tech Specialist and Information QA Specialists Helpline Managers All Helpline and Touchline Staff and Volunteers Safety & Security Coordinator Team (Alt 1 & Support) Financial/Logistics Team (Support) Public Information Team (Support) Planning & Operations Coordinator (Alt) Public Information Team (Alt) Page # 23 Page # 26 Page # 20 Page # 23 Page # 26 Page # 30 & 33 Page # 26 Planning & Operations Team (Support) Page # 33 PLEASE REFER TO PERSONNEL SECTION IF YOU ARE NOT SURE WHAT YOUR JOB EXPECTATIONS ARE IMMEDIATELY FOLLOWING A DISASTER. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 16

60 Name: Alternates: MANAGEMENT TEAM COORDINATOR President/CEO MANAGEMENT TEAM Program Director, Director of Data Services PRIMARY RESPONSIBILITIES 1. Manage the overall emergency response, arrange for alternate work sites and activate the Emergency Plan. 2. Determine the level of the disaster based on information from the County s Office of Emergency Management. Mobilization of agency resources and diversion of resources from normal operations are based on the level of disaster. 3. Make policy level decisions to guide development of a specific plan to guide Broward s work in this disaster. 4. Establish and activate the Emergency Communications Process with Team Coordinators. 5. If the building is damaged or a hurricane landfall is projected within 12 hours, implement the relocation plan. 6. Convene the Emergency Management Team composed of the Team Coordinators. 7. Supervise the Team Coordinators and Teams: (Planning, Operations, Safety/Security, Logistics/Finance, and Public Information.) 8. Begin Journal (Disaster Log) of meetings, events, decisions and actions. Document all requests for services and all activities. Approve requests for purchasing and use of resources. Maintain records of all inter-agency contacts and agreements. 9. Supervise the gathering of information and the preparation of situation reports on Broward, its consumers, and neighborhood/community needs. Share these reports with the Office of Emergency Management (OEM). (See Status Report Forms, Appendix D.) 10. Establish and maintain a relationship with the local county Office of Emergency Management contact to request needs and to offer resources or services. 11. Authorize release of information to the media. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 17

61 MANAGEMENT TEAM COORDINATOR EMERGENCY ACTION CHECKLIST As Management Team Coordinator you are responsible for the following in an emergency. Check off each item when completed or determined not to be applicable in this event. Assess the level of disaster based on the best information available. Initiate an event log of actions, beginning with notification of the emergency. (Document the who, what where, when, & how much for all actions requested and/or taken record critical meetings, phone conversations from outside agencies in which requests are made or agreements about disaster work are reached, actions initiated by Broward management and staff including decisions and actions and who made them and inter-agency contacts and agreements.) The log forms a basis for the After Action Report, potential PR materials, potential cost recovery, and is the basis for a defense in a liability action against the agency. Identify self as the Management Team Coordinator. Appoint & brief Team Coordinators as needed: Planning Finance/Logistics Operations Public Information Schedule Team Coordinator meetings Obtain briefings from Team Coordinators. Safety & Security Coordinate the activities of the Team Coordinators. Develop the framework for the Emergency Plan with the Team Coordinators: (See Appendix B for Impact Assessment Form) Include: Assessment of the situation Definition of the problem Estimates of the Effect of the Emergency on Clients & Services Estimate of Incident Duration Conduct Needs Assessment Establishment of Priorities (refer to Broward Priorities, page 3.) Need for Evacuation Activation of the Emergency Communications Process Need for Professional Evaluation of Building Safety Overall Strategy Execute the Emergency Plan. Convene the Emergency Management Team. Direct Team Coordinators and personnel to perform checklist functions. Check Memorandum of Understanding (MOU) agreements with alternate sites. Brief the Board of Directors when necessary. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 18

62 With Operations & Logistics Team Coordinators, determine availability of: Personnel Team Staffing Relief Personnel Special Equipment Care & Shelter of Staff, Volunteers, & Clients Establish liaisons as needed. Activate fan-out alert if requested by County. Inform Community Services Department that preparations are complete. with the County with other agencies or service providers Evaluate progress of emergency efforts. Revise the Emergency Plan as needed, every 4 hrs. 8 hrs. 24 hrs. Ensure that the Agency Status Report is called in or sent to the Office of Emergency Management (see Appendix D) at least once a day at the established time until the emergency has subsided. Approve requests for purchasing and release of resources. (see Appendix B.) Authorize release of information to the public through the Public Information Coordinator, or personally release the information. Check MOU agreements with other agencies and services (see Appendix A.) Review CARD s Disaster Cost Recovery Guideline for Non-Profits (see Appendix D and agency binder of same.) Direct the Planning Team to develop deactivation plans & release personnel from their emergency roles as planned. Recheck this list periodically and review the Emergency Plan. * Costs & services may be reimbursed for services & expenses of a government-like nature, beyond your normal operating costs. (This could include overtime but not regular staff pay. Therefore, it is critical to monitor and document all staff overtime.) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 19

63 Name: Alternates: Support: SAFETY & SECURITY COORDINATOR Management Team Director of Data Services IS Tech Specialist & Information QA Specialists Director Chief Development and Strategic Officer PRIMARY RESPONSIBILITIES: 1. Conducting pre-storm assessment of agency facilities and equipment. 2. Coordinating the pre and post-storm facility and equipment preparation. 3. Conducting damage assessment of agency facilities, buildings. 4. Ensuring that all facilities used in support of emergency operations have safe operating conditions. 5. If evacuation is necessary informing the Management Team Coordinator and implementing the Evacuation Plan (see Emergency Response Plan and Procedures Section F.) 6. Monitoring all agency facility activities to ensure that they are being conducted as safely as possible under the circumstances. 7. Stopping or modifying all unsafe operations. 8. Monitoring agency personnel to ensure they are functioning as safely and healthily as possible under the conditions of the emergency. (Watch for Burn-Out and post-traumatic stress disorder.) 9. Ensuring that clients are congregating in safe areas and that they are participating in safe activities. 10. Ensuring that security is provided for the facility 24 hours a day or as determined by the Management Team Coordinator and Team Coordinators. 11. Controlling personnel and client access to facilities in accordance with policies established by the Management Team Coordinator and Team Coordinators. 12. Ensuring that private records and/or other agency supplies are monitored and kept in a secure location. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 20

64 SAFETY & SECURITY COORDINATOR Management Team EMERGENCY ACTION CHECKLIST As Safety & Security Coordinator you are responsible for the following in an emergency. Check off each item when completed or determined not to be applicable in this event. Assist in any evacuation that may be directed. Initiate an event log of actions taken, beginning with notification that an emergency exists. (Document the who, what where, when, & how much for all actions requested and/or taken record critical meetings, phone conversations from outside agencies in which requests are made or agreements about disaster work are reached, actions initiated by Broward management and staff including decisions and actions and who made them and inter-agency contacts and agreements.) The log forms a basis for the After Action Report, potential PR materials, potential cost recovery, and is the basis for a defense in a liability action against the agency. Obtain briefing from the Management Team Coordinator and Team Coordinators. Identify self as the Safety and Security Coordinator. Read this entire checklist. Tour the entire facility area and determine the scope of on-going operations. Evaluate conditions and advise the Management Team Coordinator of any conditions and actions which might result in liability (i.e.: oversights, safety/security risks, improper response actions, etc.) Take pictures of the interior and exterior of the building and equipment prior to and/or upon awareness of a potential disaster (i.e. before hurricane evacuation.) Coordinate the placement and removal of hurricane shutters when necessary to use them. Coordinate all preparations for securing the building and its equipment: Make sure there are no loose objects outside the building, Move administrative electronic equipment to a secured room, Cover all computers, printers, etc. with plastic bags, Ensure all offices are cleaned up and loose materials secured under desks, and Cover all bookshelves with plastic. Study the facility to learn the location of all fire extinguishers, fire hoses, and emergency supplies. Be familiar with particularly hazardous conditions in the facility. Coordinate with the Finance Coordinator on any personnel injury claims or records preparation as necessary for proper case evaluation and closure. Determine what the current security requirements are and establish staffing as needed. Determine the need for special communications. Make those needs known to the Planning & Operations Team Coordinators. Assist in sealing off any dangerous areas. Provide access control as required. As requested, implement special security measures for any critical facilities, equipment, supplies, or materials. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 21

65 Provide security input and appropriate recommendations to the Management Team Coordinator. Keep the Management Team Coordinator advised of safety conditions. Attend Emergency Team Coordinator briefings and represent the Safety and Security Team. * Costs & services may be reimbursed for services & expenses of a governmentlike nature, beyond your normal operating costs. (This could include overtime but not regular staff pay. Therefore, it is critical to monitor and document all staff overtime.) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 22

66 FINANCIAL/LOGISTICS COORDINATOR Management Team Name: Alternates: Support: Director of Human Resources and Administration Executive Assistant, Director of Corporate Events & Relations Data Services Department Staff PRIMARY RESPONSIBILITIES: 1. Under direction of the Management Team Coordinator, provides services and materials in support of Broward s Operations including procuring special disaster-related materials and supplies. 2. Assigning work location and preliminary tasks to Team personnel. 3. Coordination of computer and telecommunications resources. 4. Computing all financial and cost analysis. 5. Determining the need for security of records. 6. Maintaining records for personnel time. 7. Soliciting quotes, procuring and preparing all contracts for goods, services and equipment. 8. Maintaining current posting on all charges or credits for fuel, supplies, equipment and services. 9. Tracking all expenditures with special attention to possible reimbursable items. 10. Coordinating cost-recovery efforts. 11. Responsible for overall management and direction of all compensation claims. 12. Maintaining a log of all injuries sustained. 13. Handling all claims other than injury. 14. Coordinates transportation if needed. 15. Determines feeding needs for staff and assures that food and related supplies are provided. 16. Identifying service and support requirements for expected operations. 17. Ensuring security of equipment and accuracy of inventory. 18. Overseeing sanitation, maintenance, lighting and clean-up. 19. Works closely with the Planning and Operations Coordinators and Finance Team and maintains detailed documentation. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 23

67 FINANCIAL/LOGISTICS COORDINATOR Management Team EMERGENCY ACTION CHECKLIST As Financial/Logistics Coordinator you are responsible for the following in an emergency. Check off each item when completed or determined not to be applicable in this event. Assist in any evacuation that may be directed. Initiate an event log of actions taken, beginning with notification that an emergency exists. (Document the who, what where, when, & how much for all actions requested and/or taken record critical meetings, phone conversations from outside agencies in which requests are made or agreements about disaster work are reached, actions initiated by Broward management and staff including decisions and actions and who made them and inter-agency contacts and agreements.) The log forms a basis for the After Action Report, potential PR materials, potential cost recovery, and is the basis for a defense in a liability action against the agency. Obtain briefing from the Management Team Coordinator and Team Coordinators. Identify self as the Financial/Logistics Coordinator. Read this entire checklist. Attend Emergency Management/Command Team briefings and represent the Finance Team. Develop the finance portion of the Emergency Plan. Appoint and brief Finance and/or Logistics Team personnel in accordance with the Emergency Plan. Gather preliminary cost estimates, preliminary damage estimates, and budgetary impact when possible, and brief other Team Coordinators. Determine status of Broward s vendors. Procure resources requested by Emergency Teams and approved by Management/Incident Coordinator (President/CEO). Review the CARD Project s Disaster Cost Recovery Guideline for Non-Profits. Create an accounting system for all emergency related expenditures. Develop a standing cost recovery plan to be activated in event of an emergency Include formulae for computing emergency-related expenses and forms to be used to capture accurate cost figures. Evaluate the possibility of reimbursement for operational expenses. As soon as possible after the beginning of the event, contact the EOC and/or FEMA to inquire about reimbursement for event-related expenses If reasonable assurances are not forthcoming from the EOC within 72 hours after the start of the event, discuss with the Management Team the budgeting implications of operating without recovery of extra-ordinary expenses Institute the cost recovery plan O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 24

68 If Broward suffers losses or damage to its facilities or equipment immediately take steps to recover losses from FEMA Loss or damage needs to be documented thoroughly, including narrative and photos, before any clean-up is done Ensure that all needed data is being recorded Consult the Cost Recovery Guidelines published by the CARD organization Obtain updated information on cost recovery from government and non-government sources Gather information about possible sources of reimbursement from foundation, corporate, and government organizations Maintain payroll information that may be needed for reimbursement. Include details of overtime worked such as exact hours (not just number of hours), where, and what service was provided during these hours Include all payroll, transportation and per diem information for any loaned staff received through mutual aid Assure payment for costs of response and recovery. Maintain narrative records of non-dollar amounts that are relevant to cost recovery (e.g. dates that off-site locations are staffed.) Forward all reports to the Executive Assistant who is archiving documents. When a federal or state disaster is declared, attend the Applicants Briefing to seek information about the public assistance or grant programs being made available. Working with the Information department staff, determine the operational status of the computer network and take any steps needed to make it operational or to devise a work-around Determine the operational status of the telephone systems and take any steps needed to make them operational or to devise work-around. Review this checklist periodically and re-read the text of this Emergency Plan as needed. * Costs & services may be reimbursed for services & expenses of a government-like nature, beyond your normal operating costs. (This could include overtime but not regular staff pay. Therefore, it is critical to monitor and document all staff overtime.) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 25

69 PUBLIC INFORMATION COORDINATORS Management Team Name: Director of Corporate Relations & Events (media liaison) & Director of Data Services (community resources lead) Alternates: Helpline Managers, President/CEO Support: Executive Assistant & Information QA Specialists PRIMARY RESPONSIBILITIES MEDIA 1. Prepares press releases, emergency public information, and other communications with the media as directed by the Management Team Coordinator. 2. Disseminate Emergency Public Information. 3. Keep personnel and clients informed on a timely basis during threatened or actual emergencies through the use of media and other available means of communication. 4. Maintain a relationship with media representatives. 5. Serve as the secondary contact for media inquiries (Management Team Coordinator serves as primary contact.) 6. Provide rumor control. 7. Provide information to the Management Team Coordinator and to the Team Coordinators. COMMUNITY RESOURCES 1. Monitor various forms of media for emergency information related to the community, the agency and its clients. 2. Directs collection of resource information for disaster database. 3. Maintain database of disaster-related resources and communicate resource information internally and externally. 4. Work closely with Planning & Operations to provide and receive information on status of community-based agency programs and services and update Resource House. 5. Provide rumor control. 6. Provide information to the Management Team Coordinator and to the Team Coordinators and Helpline Managers. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 26

70 PUBLIC INFORMATION COORDINATOR Management Team EMERGENCY ACTION CHECKLIST As Public Information Coordinator(s) you are responsible for the following in an emergency. Check off each item when completed or determined not to be applicable in this event. Initiate an event log of actions taken, beginning with notification that an emergency exists. (Document the who, what where, when, & how much for all actions requested and/or taken record critical meetings, phone conversations from outside agencies in which requests are made or agreements about disaster work are reached, actions initiated by Broward management and staff including decisions and actions and who made them and inter-agency contacts and agreements.) The log forms a basis for the After Action Report, potential PR materials, potential cost recovery, and is the basis for a defense in a liability action against the agency. Obtain briefing from the Management Team Coordinator and all of the Team Coordinators. Identify self as the Media Information Coordinator or the Community Resource Information Coordinator. Read this entire checklist. Prepare an initial information summary as soon as possible after arrival. Use the Emergency Assessment form completed as a basis for the summary. Observe constraints on the release of information imposed by the Management Team Coordinator and other Team Coordinators. Obtain approval for the release of all information from the Management Team Coordinator. Attend all meetings held by the Management Team Coordinator and the Team Coordinators to update information to staff, clients, and news media if necessary. Media Information Coordinator Establish necessary contact with the media (newspapers, radio, television) and provide whatever assistance is required. If necessary and possible, establish an information center for the news and media to use. Ensure that announcements and information are translated as needed, and open captioned for special populations. Provide approved information for release to the news media. Release applicable news and information to the news media and post information in Broward s Emergency Coordination Center. Monitor television and radio reports. Issue warnings to staff and clients about unsafe areas, structures, and/or facilities. Respond to special requests for information. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 27

71 If necessary, establish and assign (with Management Coordinator and/or Planning or Operations Coordinators approval) staff, volunteers, or qualified clients to establish a rumor control center. Community Resource Information Coordinator. Using the community resource database maintain a database of known disaster resources. These would include American Red Cross, member agencies of the Broward County Long Term Recovery Coalition (i.e. Salvation Army) and other critical agencies involved in disaster response, relief and recovery periods. Develop and maintain a hard copy generic Emergency Resources Manual containing, at a minimum, law enforcement, fire, hospitals, emergency medical service providers, transportation, Red Cross, post office, medical examiner, United Way, city/county/ state/federal information numbers, and major mental health and health facilities. The Manual should be updated every 6 months. Master copies will be kept at the desks of the Director of Data Services and Program Director. Distribute the most frequent referred to providers (approximately 200) for IS staff and Helpline Managers. Ensure IS staff contact providers for status until providers are fully operational or almost operational. Determine what services these agencies are providing in response to the emergency situation and update the emergency information for agencies. Scan the various media for information about the situation and about potential resources. All information taken from broadcast media (with the exception of official government announcements) will be verified before being disseminated either internally or externally. Contact key agencies in the community to learn what special services, policies or procedures they may be instituting. Identify organizations responding to the specific emergency in ways different than their day-today mission. All information will be verified before release except for critical types of resources from reliable sources which may be released prior to verification but in any case will be verified as quickly as possible. Disseminate this resource information (assistance centers, shelter sites, etc.) to Helpline staff and management using the most effective combination of computer ( ), and hard-copy methods. Issue updates as often as necessary to ensure that counselors have accurate and current information. Update information with the Resources Online website. If counselors are working out of their homes or from other sites, develop a plan to provide them with resource updates at least once each day. Ad hoc plans may be developed to meet the special conditions of the emergency, such as having workers pick up resources information at the agency, receiving information from a remote telephone menu system, or receiving it via fax at home. Pull together information concerning the emergency situation from as many reliable sources as possible. Activate information exchanges with United Way, Broward County, American Red Cross, The Salvation Army, Emergency Food & Shelter Program, Daily Bread Food Bank, and other agencies as appropriate. Establish ad hoc links with key agencies not in pre-established communications tree. Transfer data using the most automated system, whether , fax, Internet, or computer list serve. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 28

72 Develop a permanent distribution list for information bulletins that should be maintained through tests at least once each 6 months. (Temporary deletions from the distribution list (for example, if an agency requests to be taken off the list towards the end of an event) should be made in a temporary file, leaving the permanent list intact.) Transmit information bulletins to the media where there are pre-existing agreements. Establish communications with agency services providers (program managers) and get a status report of various programs affected by the emergency. Fax out Agency Status Reports and/or New Resources Offered (See Appendix D) to gather information on agency operations from the community if appropriate. Gather and disseminate instructions, warnings and announcements. Provide information to staff and clients on available community resources including evacuation and transportation routes, closures, shelters, feeding sites and other applicable information. Update Resource House Database with disaster-related information as it becomes available. Put all recovery-related information in specific programs identified for the event which can be found under the keyword Disaster (Example: Keyword: DISASTER; Program: Hurricane Joe-FOOD). Dated messages may be placed on regular agency/program records if appropriate to do so. The program!status will provide counselors up-to-date operational status of providers. Publicize an official list of assistance centers, shelter sites, and other useful information which clients or staff could use. * Costs & services may be reimbursed for services & expenses of a government-like nature, beyond your normal operating costs. (This could include overtime but not regular staff pay. Therefore, it is critical to monitor and document all staff overtime.) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 29

73 PLANNING TEAM COORDINATOR Planning Team Name: Program Director Alternates: Helpline Managers PRIMARY RESPONSIBILITIES 1. Responsible for the collection, evaluation, dissemination, and use of information about the nature and extent of the disaster and current agency operations to aid the Management Team Coordinator in directing the agency s work. 2. Supervises the maintenance of activity logs which are a detailed record of the agency s disaster activities. 3. Establishes information requirements and a reporting schedule for all Teams for use in developing the Action Plan. 4. Identify service and support requirements for expected operations. 5. Performs operational planning. 6. Develop a list of needed supplies and resources to continue operation and have it approved by the Management Team Coordinator. 7. Work closely with Finance/Logistics Coordinator to acquire resources and recover expenses. 8. Work closely with the Public Information Coordinator to provide and receive information on status of community-based agency programs and services. 9. Monitor work progress and make changes when necessary. 10. Advises staff of any significant changes in the status of the Action Plan. 11. Prepares an agency-wide After Action report. 12. Work with Management Team to design and conduct emergency/disaster training and drills. 13. Review and revise the Emergency/Disaster Plan annually. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 30

74 PLANNING TEAM COORDINATOR Planning Team EMERGENCY ACTION CHECKLIST As Planning Team Coordinator you are responsible for the following in an emergency. Check off each item when completed or determined not to be applicable in this event. Ensure that all teams initiate an event log of actions taken, beginning with notification that an emergency exists. (Document the who, what where, when, & how much for all actions requested and/or taken record critical meetings, phone conversations from outside agencies in which requests are made or agreements about disaster work are reached, actions initiated by Broward management and staff including decisions and actions and who made them and interagency contacts and agreements.) The log forms a basis for the After Action Report, potential PR materials, potential cost recovery, and is the basis for a defense in a liability action against the agency. Identify self as the Planning Team Coordinator. Obtain briefing from Planning Staff and Team Coordinators Group. Read this entire checklist. Appoint & brief staff as needed - each program should develop a plan. Attend Emergency Team Coordinators group briefings and represent the Planning Team. Develop a detailed Action Plan guided by the Management Team Coordinator s policy decisions. The Action Plan will: Include specific goals and timelines Include instructions to the Finance/Logistics Coordinator about personnel, equipment, and materials needed to carry out the Plan Include a cost analysis Be reviewed on a schedule determined by its timelines to see if goals are being met. If any goal is not met on time a new timeline must be established, the goal must be modified, or the goal must be abandoned. Appoint & brief Planning personnel in accordance with the Action Plan. Situation Analysis - collect and organize emergency situation and status information. Provide a display of information in the command center. Documents - assumes staff have necessary documents and ensures all documents are kept archived and organized completely: Sign-In logs, Action Plans, photos, press releases, messages, etc. Develop the disaster analysis/assessment and the Planning Team's portion of the Action Plan: assess the situation, define the problems, and establish priorities. (See Appendix B Emergency Assessment and Action Plan Worksheets) Assess impact of emergency on clients. Together with the Security/Financial/Logistics Coordinators, assess the impact of the emergency/disaster and the Emergency Plan on the agency including damage to building, computer and telecommunications systems, and impact on services. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 31

75 Supervise the gathering of information for the preparation of situation reports about the agency, clients, and the neighborhood. Use for internal planning and provide to others as appropriate Review preliminary situation reports & initial damage assessment and update Emergency Team Coordinators of the findings. Review community intelligence information, determine credibility, and analyze its influence on agency and clients. Report information regarding special events, activities, and occurrences to the Management Team Coordinator. Forward all reports to the Finance Team representative ( documents person. ) Coordinate with the Management Team Coordinator to communicate needs and resources to the Emergency Operation Center. Coordinate with the Management Team Coordinator to send/phone in a status report to the Emergency Operation Center according to the County s plan. Coordinate with Operations Coordinator to determine what resources (services, people, supplies) are needed to follow through with agency services (or agency emergency plan) determined by Team Coordinators. Coordinate with Public Information Coordinator (resource lead) to activate standing pre-disaster database. Coordinate with Finance/Logistics Coordinator to obtain personnel and materials needed for the disaster work and on cost-recovery and finance plans and/or issues. Coordinate activities with other Teams and Operations staff. Evaluate progress of emergency efforts every 4 hours 8 hours 24 hours Revise the Emergency Plan as needed. Make sure that the Agency s operations status information is passed to agencies to ensure communications flow. Prepare After Action reports as described in the Transition to Long Term Recovery Phase section of this manual. Working with Management Team, design and conduct emergency/disaster training and drills New staff will be oriented to the emergency/disaster plan as part of their new-hire training or orientation. Emergency drills will be conducted annually by May 30 Staff will review the emergency/plan annually at the start of hurricane season. Review this checklist periodically and refer to other sections of the Emergency Plan for supplemental information. * Costs & services may be reimbursed for services & expenses of a government-like nature, beyond your normal operating costs. (This could include overtime but not regular staff pay. Therefore, it is critical to monitor and document all staff overtime.) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 32

76 OPERATIONS TEAM COORDINATOR Operations Team Name: Alternates: Support: Program Director Helpline Managers Shift Leaders, Helpline Specialists, Helpline Counselors PRIMARY RESPONSIBILITIES 1. Responsible for management of all operations directly applicable to agency's mission. 2. Develop Operations Team Plan in coordination with Finance/Logistics Plan. 3. Brief & assign operations personnel in accordance with Operations Plan- including work location and tasks. 4. Identify service and support requirements for expected operations. 5. Develop a list of needed supplies and resources to continue operation and have it approved by the Management Team Coordinator. 6. Ensure that the Communications Plan is prepared and advise Team Coordinators on the communications system s capabilities and/or limitations. 7. Work closely with Safety and Finance/Logistics Coordinators to acquire resources and ensure functionality of equipment. 8. Work closely with Planning to provide and receive information on status of Agency programs and services. 9. Work closely with the Public Information Coordinator to provide and receive information on status of community-based agency programs and services. 10. Receive support agency status reports during the recovery phase. (Refer to Appendix D.) 11. Assign or supervise the assignment of specific tasks to staff & volunteers. Coordinate the allocation of volunteers and monitor their work time. 12. Monitor work progress and make changes when necessary. 13. Restore essential agency services. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 33

77 OPERATIONS TEAM COORDINATOR Operations Team EMERGENCY ACTION CHECKLIST As Operations Team Coordinator you are responsible for the following in an emergency. Check off each item when completed or determined not to be applicable in this event. Initiate an event log of actions taken, beginning with notification that an emergency exists. (Document the who, what where, when, & how much for all actions requested and/or taken record critical meetings, phone conversations from outside agencies in which requests are made or agreements about disaster work are reached, actions initiated by Broward management and staff including decisions and actions and who made them and inter-agency contacts and agreements.) The log forms a basis for the After Action Report, potential PR materials, potential cost recovery, and is the basis for a defense in a liability action against the agency. Obtain briefing from Operations Staff and Team Coordinators Group. Identify self as the Operations Team Coordinator. Read this entire checklist. Based upon the goals of the emergency plan determined by Team Coordinators, develop an Operations Plan to be implemented when needed. Include assessment, problem definition, priorities, staff roles, responsibilities and scheduling, relocation information, phone plans, etc.) Appoint & brief staff as needed - each program should develop a plan. Attend Emergency Team Coordinators group briefings and represent the Operations Team. In the event of an emergency, notify the Emergency Operations Center the status of our operations including our ability to respond and provide services. Coordinate or appoint someone responsible for: Client financial assistance requests Personnel and Volunteers: activating the Call Back Roster when Broward relocates to the BC Call Center at the Emergency Operations Center determining staffing needs determining the length of staff shifts establishing a volunteer registration/intake center assuring that the care/shelter needs for staff and volunteers are met Receive agency status report updates of agency operations and resource requirements. Review community intelligence information, determine credibility, and analyze its influence on agency and clients. Report information regarding special events, activities, and occurrences to the Management Team Coordinator. Forward all reports to the Finance Team representative ( documents person. ) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 34

78 Coordinate with the Management Team Coordinator to communicate needs and resources to the Emergency Operation Center. Determine what resources (services, people, supplies) are needed to follow through with agency services (or agency emergency plan) determined by Team Coordinators. Develop and communicate a plan for Helpline staff reporting Determine availability of Staffing Mutual Aid Relief Personnel Special Equipment If volunteers are needed, request directly from Hands on Broward (see Request Form in Appendix B.) Once you begin to accept volunteers establish a volunteer check-in and training system. Determine if staffing of off-site locations is an option to serve individual clients and/or act as a resource to other agencies. If requested, determine how many sites are involved, their locations, estimated number of clients to be served at each, and an estimate of how long each site will be operational and report this information to the Management Team Coordinator or designee. Schedule staff for off-site locations, taking into account language and any other special needs. To the greatest extent possible, staff will be assigned to off-site locations on a volunteer basis. Where possible, staff will be assigned to work in their home communities. Off-site staff will be provided with resource materials such as directories, disaster resource manuals and/or stand-alone computers to the extent possible. Staff assigned to off-site locations will provide the Operations Coordinator and Information Department with continuous updates of the needs of clients they are serving, other perceived needs in the community, and new or changed resource information. Information Department will do research to locate information and resources in response to off-site staff requests, where appropriate. Information Department will incorporate verified information from the field in bulletins disseminated to line staff and other agencies. Coordinate activities with other Teams and Operations staff. Prepare to provide or request mutual aid if the demand for human resources exceeds our ability to provide coverage and meet the community s need. Evaluate progress of emergency efforts every 4 hours 8 hours 24 hours Revise the Emergency Plan as needed. Review this checklist periodically and refer to other sections of the Emergency Plan for supplemental information. * Costs & services may be reimbursed for services & expenses of a government-like nature, beyond your normal operating costs. (This could include overtime but not regular staff pay. Therefore, it is critical to monitor and document all staff overtime.) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 35

79 EMERGENCY RESPONSE PLAN & PROCEDURES STAFF REPORT-IN PROCEDURES An emergency or disaster which affects Broward County will almost always have some impact on the operations of Broward. Our response to the event will require flexibility, cooperation and communication. Staff should be prepared to work varied and/or extended hours under difficult conditions. To assist with disaster management planning, the agency asks each employee and volunteer to maintain a current Emergency Skills Inventory (See Appendix B) in their personnel file and to follow the procedures outlined in this section. Each employee and volunteer is also responsible for maintaining communication with the agency during an emergency/disaster. Non-Working Hours Procedures If an emergency occurs during non-working hours, first make sure your family and home are taken care of. Then within 4 hours after a disaster/emergency is declared, a hurricane makes landfall, or by 10 AM (should something occur overnight) all staff are responsible for contacting the Helplines ( ) to receive instructions about where and when to report for emergency response duty or to learn about the status of agency operations. The following Key Personnel should call the Management Coordinator immediately after the emergency occurs and plan to respond to the designated assembly area(s) within 2 hours unless given different information. These staff should not wait for specific instructions. Key Personnel President/CEO Director of Corporate Relations & Events Program Director Director of Data Services Director of Human Resources & Administration Helpline Managers/Leaders (upon request) Executive Assistant (upon request) Assembly Area Broward (primary) Emergency Operations Center (secondary) Remaining staff members should report to these same assembly areas or other designated location after they receive instructions or are contacted by the Call Back Roster or for their next scheduled shift/work day. Employees designated to automatically report to an assembly area should listen to the Emergency Broadcast System for pertinent information (i.e. road closures and special instructions). Tune to one of the following radio or television stations: WIOD 610 AM WTVJ Channel 6 WHYI FM WFOR Channel FM WPLG Channel 10 O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 36

80 Working Hours Procedures FIRST, FOLLOW INSTRUCTIONS FOR AN EVACUATION ON PAGES 13 & 45. Attachment 9 If the emergency is significant, employees will be advised by the Management Team Coordinator that the Emergency Plan is in effect and the Emergency Coordinating Center is activated. This notice shall mean that all employees shall perform their disaster/emergency duties until otherwise notified. Normal work schedules may not be possible. If there exists an immediate need for evacuation of the agency, employees will be directed to report to the appropriate pre-designated emergency evacuation assembly area. (See pages 13 & 45). At Emergency Team Coordinator meetings, the overall impact of the emergency will be assessed. Minimum staffing requirements will be determined. Assignments, including shifts, will be made as quickly as possible with consideration given to employees with special family needs. Until otherwise advised, the Management Team Coordinator will re-assess and coordinate the emergency on a 4 hour basis. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 37

81 LOCATION OF EMERGENCY EQUIPMENT AND SUPPLIES SUPPLIES Laptop & Multi-media projector Back-up tapes (Pull out of file server) Camera Directory on Disk flash drives Copy of resource directory Payroll records, checkbook, and staff list Emergency/Disaster Binder LOCATED AT Program. Dir. Office Information Office Information Office Information Office Information Office Director of Human Resources & Administration Director of Human Resources & Administration (includes corporate documents, insurance information, by-laws, audit, annual report, 501 (3) letter, staff lists, and computer disks.) Board list, board book and revenue log NERIN/Disaster Manuals, CARD Cost Recovery book Pink Call sheets, Resource directories, policy manuals Executive Assistant Admin "Go Box" Helpline "Go Box" disaster manuals, radio & batteries, pens, pencils & pads lethality assessment forms, schedule and phone list staff & volunteer rosters/logs, Touchline binder O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 38

82 CALL FORWARDING OPTION ONE: CALL FORWARDING FROM THE WINDSTREAM WEB PORTAL When using the Windsteam Web Portal, we must use an Intranet Explorer Web Browser. DO NOT use other browsers to access the portal. 1. Log into the Windstream Web Portal: 2. Username: admin Password: Request this information from the Program Director or Human Resources. 4. Click on Login 5. Click on the User Drop down box 6. Determine which numbers to call forward from list below. Then click on the telephone number which we will call forward: a. (954) Main Line b. (954) Main Line c. (954) Homeless Helpline d. (954) Senior Helpline e. (954) Teen Hotline f. (954) Mission United g. (954) Lifeline Network h. (954) JAFCO Special Needs Connections i. (954) Staff Call-In j. (954) Admin 7. Verify on the Profile Tab that the User ID matches the telephone number we will forward. 8. Click on the Calling Features Tab. 9. Turn on the Call Forwarding Always feature (the grey textbox should become active). 10. In the Call Forwarding Always feature text box type the telephone number (no parentheses or dashes) assigned number at the BC Call Center is (954) Click Save at the bottom of the page. 12. Verify at the top of the page we receive a Saved Message. 13. Test the Call Forwarding Always feature is activated by testing the number (do not call from a telephone within the agency or from the telephone which we forward the calls to). Deactivate 1. From the Portal User Calling Features Tab, Turn off the Call Forwarding Always feature (the text box should be inactive). 2. Click Save at the bottom of the page. 3. Verify at the top of the page we receive a Saved Message. 4. Test the Call Forwarding Always feature is deactivated by testing the number (do not call from a telephone within the agency or from the telephone which we forward the calls to). OPTION TWO: CALL FORWARDING CONTACTING WINDSTREAM CUSTOMER CARE 1. Call Windstream at (800) Account Telephone Number: (954) Account Password: Request this information from the Program Director or Human Resources. 4. Provide them the telephone numbers which we will call forward (see list above) assigned number at the BC Call Center is (954) Provide them the telephone number which we will forward the calls to. 6. Test the Call Forwarding Always feature is activated by testing the number (do not call from a telephone within the agency or from the telephone which we forward the calls to). Deactivate 1. Call Windstream at (800) Use the Option 2 Account information (see above). 3. Request deactivation of Call Forward Always feature. 4. Test the Call Forwarding Always feature is deactivated by testing the number (do not call from a telephone within the agency or from the telephone which we forward the calls to). HELPLINE CENTER EMERGENCY LINES (COPPER LINES) 1. (954) (workstation ext 105) 2. (954) (workstation ext 102) 3. (954) (workstation ext 104) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 39

83 EMERGENCY RESPONSE PLAN & PROCEDURES PERSONNEL CALL BACK ROSTER A CALL BACK ROSTER IS NECESSARY To notify staff and volunteers of specific information or to give instructions in the event there is an emergency that directly affects our operations or requires the provision of emergency relief/assistance to clients. 2. To determine the status of our employees and volunteers (i.e. not impacted, injured, damage home or car, roads closed, etc.) and their availability to work. HOW DOES THE CALL BACK ROSTER WORK? Implementing the Call Back Roster The Management Team Coordinator makes the decision to institute the Call Back Roster. Chain of Telephone Calling Roster The Management Team Coordinator calls the Program Director to discuss the situation and s/he then calls the Director of Data Services and the Director of Corporate Events & Relations who in turn will call the designated Call Back Roster leaders (according to the Roster's connection lines). They should only call those people assigned in the diagram shown. If the Coordinators cannot reach one of the assigned Roster leaders, s/he must then call the people the absent person was assigned to call. If a community disaster has occurred, Roster leaders shall complete the Personnel Status Sheet to track the status and availability of staff and volunteers. Call Back Your Original Contact Once the Call Back has made its way all the way to the end, it must return by calling in reverse order, e.g. Roster leaders who have reached their contact(s) must call the person who initially called them to report that the calls have been completed. That person will then call the person who called them until the reverse chain has been completed. THIS SHOULD BE PRACTICED! Each Roster leader calls the group of people that he/she is assigned and provides them with information on agency status and directions from the Management Team Coordinator. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 40

84 EMERGENCY RESPONSE PLAN & PROCEDURES CALL BACK ROSTER SAMPLE Regularly updated and distributed to staff Attachment 9 F/data/howto/callback.xls O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 41

85 EMERGENCY RESPONSE PLAN & PROCEDURES EMERGENCY OPERATIONS ROSTER NAME TITLE PHONE HOME CELL ON-CALL EXT. CELL Sheila Smtih President/CEO Francisco Isaza Steve Strickland Tracy Schuldiner Nicholas Miller Louisa Morris Program Director Director of Data Services Director of Corporate Relations & Events Information Services Technical Specialist and Webmaster Director of Human Resources and Administration Betty Kukin Helpline Manager Billie Morgan Behavioral Health and Special Needs Hotline Manager Executive Assistant O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 42

86 Date: Broward Emergency/Disaster Personnel Status Sheet Call Back Roster Caller: Call Back Roster Leader: Emergency: Phone Number: Please indicate below the status and availability of the staff and volunteers contacted. Attachment 9 Time of Call Staff Name and Phone # OK Status Injured Able to work next shift? Home/Car Damaged Yes No Comments Relocation info, roads blocked, extra shifts, etc See f/data/howto/disaster/personnel status sheet O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 43

87 EMERGENCY RESPONSE PLAN & PROCEDURES GENERAL EVACUATION The procedures on the following pages will help ensure employee safety in case of an emergency. First is a general procedure to follow in case it becomes necessary to evacuate the building. Then specific procedures are given for fire, workplace violence, bomb or terrorist threat, hazardous materials, medical emergency, or hurricane. GENERAL EVACUATION PROCEDURES PROCEDURES TO INITIATE THE EVACUATION 1. In the event of a disaster that impacts the immediate area of Broward's facility, the President/CEO will determine if the building should be evacuated. In the absence of the President/CEO, other personnel as indicated on the Matrix of Functional Responsibilities (page 10) will be responsible for this determination Anyone who becomes aware of an emergency should notify a senior manager when there is time. 2. If the building is to be evacuated the President/CEO or backup will assign two staff people to activate the pre-planned evacuation plan. Staff is responsible for following the evacuation plan and any ad hoc directions given by the senior staff person and the appointed evacuation leaders during an emergency 3. After evacuation, staff should assemble in the designated evacuation area (the north parking lot, in front of the abandoned building north of the 211 building OR the BC Call Center at the EOC). In no case should any staff member leave the evacuation area without approval of a supervisor, other management personnel, or the staff person conducting the evacuation. To do so can jeopardize the safety of other personnel who might re-enter the building searching for people thought to be missing. 4. There may be a situation so urgent that an employee will need to sound the alarm and notify the Fire Department or other appropriate agencies at once without taking time for consult with a manager. PROCEDURES FOR LEAVING THE BUILDING 1. There are RED disaster manuals throughout the workplace that contain basic evacuation information including: evacuation procedure checklists, a current personnel roster, facility floor plan, and incident report forms. 2. Exits: There are normally five working exits: the Admin door, the two conference room doors, the kitchen door and the Helpline Call Center. 3. Evacuation routes: Assuming all exits are open, staff members should exit by whichever door is closest to their work area. Special arrangements need to be made for helping any employee with a disability to an exit. The employee's supervisor will name 3 people (primary and alternates) to perform this task. Whenever a new employee who has a disability and who may require assistance in an emergency is hired, that person s supervisor will immediately name 3 people to provide assistance in the case of an emergency. 4. If possible, the Go Boxes containing important documents, first aid and other emergency supplies should be removed from the building by the people appointed to conduct the evacuation so they will be accessible if needed. There are two Go Boxes: the Helpline box is located in the Program Director s office; the Admin box is in the Operations Director s office. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 44

88 5. As they exit the building, employees should gather at the designated evacuation area, check each other for injuries, and administer first aid as needed Broward Managers will take attendance to determine if everyone is out of the building. All employees will need to help by identifying who was at work and who was absent for the day. The senior person on site or designated back-up will inform the Fire Department or other rescue workers who arrive on the scene whether or not there are people still believed to be in the building. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 45

89 EMERGENCY RESPONSE PLAN & PROCEDURES FIRE EMERGENCY RESPONSE CHECKLIST PROCEDURES IN CASE OF FIRE EVACUATE IMMEDIATELY Use the ALL PAGE feature on the telephone to notify all staff of the emergency (Press ALL PAGE programmable button and make your announcement in a normal voice level and repeat it, then hang up). Evacuate the building and gather at the north parking lot OR in front of the abandoned building north of the 211 building (whichever is safer). Exits: There are normally five working exits: the Admin door, the two conference room doors, the kitchen door and the Helpline Call Center. The President/CEO, Chief Development and Strategic Officer, Program Director or most senior staff present will account for all staff. Take care when evacuating the building. With the great amount of electrical equipment in the building a fire will release toxic fumes. Heavy smoke and poisonous gases collect first along the ceiling. Stay below the smoke at all times. Cover your nose and mouth with a wet cloth if possible. When approaching a closed door use the palm of your hand and forearm to feel the lower, middle and upper parts of the door. If it is not hot open it slowly. If it is hot to the touch do not open the door--seek an alternate escape route. FIRE ALARMS Fire alarms located at each exit. Pull the fire alarm before exiting the building. PHONE Phone 911 as soon as possible. ITEMS TO TAKE If possible, and if it is safe to do so, power down computers and retrieve back-up computer tapes from the file server in the information office, Emergency/Disaster Organization binder, staff sign-in sheets, the evacuation supplies in our GO BOXES, the Touchline Client Binder and important papers. These items should always be ready to go, and a full computer back-up tape should be maintained off site. SMALL FIRES If the fire is small and seems easily containable, the employee(s) should attempt to put it out using the fire extinguishers (5 locations: conference room, Admin hallway, Call Center doorway on the admin side, Server room and kitchen). However, the Fire Dept. should still be called immediately, and staff alerted, as back-up measures. The employee should be certain that s/he is between the fire and the nearest exit, and should be prepared to cease trying to put out the fire and leave the building if the fire spreads or is not immediately extinguished. DAMAGE ASSESSMENT Conduct detailed damage assessment as soon as possible. Photograph and/or videotape the damage. Begin collecting documentation to support the Damage Survey Report/Assessment (see Appendix B). FIRE ALARM A TECH ACCOUNT INFORMATION Telephone: Account Number: O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 46

90 EMERGENCY RESPONSE PLAN & PROCEDURES WORKPLACE VIOLENCE EMERGENCY RESPONSE CHECKLIST PROCEDURES IN CASE OF WORKPLACE VIOLENCE In the event a threatening, potentially violent situation occurs with clients, staff and/or others in the Broward s facility, it is important to take quick action to reduce anger and tension. Taking an active approach may prevent a situation from escalating to a dangerous level. The following steps should be followed: The employee dealing with the threatening individual should: Notify another staff person of the situation; Maintain eye contact; Take threats seriously; Remain calm and courteous; Keep his/her voice low; Show respect for the other person; Empathize with the angry individual; Explore ways to solve the problem or ease the tension; Ask for help when it is needed; Encourage the person to sit down; and Make sure s/he has easy access to an unblocked exit. Keep control of the situation. Other employees should: Immediately alert the Program Director, Helpline Managers and President/CEO or other senior staff; Ensure that the employee dealing with the individual appears safe; Calmly ask the employee if s/he would like support (a male presence might be helpful); Stand nearby where support can be provided if possible (i.e. in the hallway). In the event that the situation escalates and/or an individual becomes violent in the Broward building, the employees should: Notify the police by calling 911 and/or hitting one of the panic buttons; If can safely do so, evacuate the building and report to the north parking lot or other safe shelter; Verify the status and safety of all employees. THREATENING WITH A GUN, KNIFE, OR OTHER WEAPON Stay calm. Quietly signal for help. Maintain eye contact. Stall for time. Keep talking--but follow instructions from the person who has the weapon. Don't risk harm to yourself or others. Never try to grab a weapon. Watch for a possible chance to escape to a safe area. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 47

91 After an incident occurs involving a threat of violence: The employee involved should be debriefed and counseled by the highest level program and/or administrative staff on-site; The supervisor should complete an incident report detailing the events that occurred, the individuals involved, and all actions taken. The report should then be reviewed by the Program Director and Administration. Any indicated action should then be taken. Employees can work together to keep a situation from getting out of hand, keep co-workers safe, prevent violence and make the environment pleasant and safe. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 48

92 EMERGENCY RESPONSE PLAN & PROCEDURES BOMB THREAT/ACTS OF TERRORISM EMERGENCY RESPONSE CHECKLIST PROCEDURES IN CASE OF BOMB THREAT OR ACTS OF TERRORISM If an employee or volunteer should receive a bomb threat or threat of any other terrorist act, the person should: Remain calm Alert a supervisor and/or other co-worker who will check caller ID, monitor the call, and notify management and 911 immediately Process the call as you would any crisis call; focus on and reflect the caller s feelings; follow your normal steps to de-escalate a crisis situation Prolong the call as long as possible Gather as much information as possible and fill out the Threat Assessment form. Management staff will evaluate the call and decide if evacuation is necessary If no management staff is available, the person receiving the call should order an evacuation following the procedure for a Fire (see p. 46) Essentially, using Threat Assessment Form, the counselor will want to gather as much identifying and factual information as possible including: sex and estimated age of caller, disguised or natural voice, accent, background noises, emotional indicators, location of the bomb or details about the threat, day and time it will occur, type of explosive or weapon, description of what it looks like, why it is being threatened, details about past problem(s) with the agency or a person affiliated with the agency. Use the exact wording spoken by the caller. S/he may not answer your questions but might give other helpful information. If it is determined with the authorities that evacuation is necessary, leave the building immediately, bringing all Go Boxes, and relocate to the front of the abandoned building (north of the 211 buidling), Broward County Emergency Operations Center or other location as directed. If a bomb threat is received from the Police: Be sure their instructions are clearly understood Follow their instructions Follow their time schedule for evacuation If a bomb threat is received from the media or other non-governmental source: Find out if they have called the police Record or make careful notes of their message Call police Once in contact with the police, follow their instructions, as above Pay careful attention to the outside of the building and to restrooms Any unknown package is suspicious: Do not touch suspicious packages O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 49

93 If a bomb or incendiary device is thrown into the building: Evacuate the building following the procedure for a Fire (see p. 46) If there is time, make a quick search of the building If there is an explosion from a bomb or any other source: Get out of the building as quickly and calmly as possible unless items are falling off of shelves or from the ceiling in which case you should get under a sturdy table or desk until the situation stabilizes. If there is a fire, stay low to the floor and exit the building as quickly as possible. If you are trapped in debris, use a flashlight if you can locate one. Stay where you are so you do not kick up dust. Cover your mouth with a handkerchief or clothing. Tap on a pipe or wall so rescuers can hear where you are. Use a whistle if you have one. Shout only as a last resort--shouting can cause you to inhale dangerous amounts of dust. Untrained persons should not attempt to rescue people who are inside a collapsed building. Wait for emergency personnel to arrive. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 50

94 EMERGENCY RESPONSE PLAN & PROCEDURES HAZARDOUS MATERIALS EMERGENCY RESPONSE CHECKLIST PROCEDURES IN CASE OF HAZARDOUS MATERIALS EMERGENCY Quickly bring everyone inside the building. Call 911. Close all doors to the outside and close and lock all windows (windows sometimes seal better when locked) Set all ventilation systems to 100 percent re-circulation so that no outside air is drawn into the structure. When this is not possible, ventilation systems should be turned off. Turn off all air-conditioners and switch inlets to the "closed" positions. Turn off all exhaust fans in kitchens, bathrooms, and other spaces. Close as many internal doors as possible. Use tape and plastic food wrapping, wax paper, or aluminum wrap to cover and seal bathroom exhaust fan grilles and other openings to the outside to the extent possible (including any obvious gaps around external windows and doors.) If the gas or vapor is soluble or even partially soluble in water hold a wet cloth or handkerchief over your nose and mouth if the gases start to bother you. Seal any openings to the outside of the bathroom as best you can. Don't worry about running out of air to breathe. That is highly unlikely in normal homes and buildings. If an explosion is possible outdoors close drapes, curtains, and shades over windows. Stay away from external windows to prevent potential injury from flying glass. Minimize the use of elevators in buildings. These tend to "pump" outdoor air in an out of a building as they travel up and down. Tune into the Emergency Alert System (EAS) station on the radio or television for further information and guidance. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 51

95 EMERGENCY RESPONSE PLAN & PROCEDURES MEDICAL EMERGENCY Client or Visitor EMERGENCY RESPONSE CHECKLIST PROCEDURES IN CASE OF MEDICAL EMERGENCY 1. The person who becomes aware of a medical emergency involving a client or visitor needs to call and alert the senior manager present to the situation. 2. If appropriate, a qualified person shall provide first aid. Employee An employee injured in connection with employment, regardless of the severity of the injury, must immediately notify a supervisor, who will see to necessary medical attention and help complete required reports. In any case of serious injury, the employee is to receive prompt and qualified medical attention followed by the filing of necessary reports. Procedures for Life-Threatening Medical Emergencies: 1. Notify a supervisor or senior manager and call 9-1-1; 2. If appropriate, a qualified person provide shall provide CPR or first aid immediately; 3. The Director of Human Resources and Administration, or in his/her absence, the most senior manager/supervisor available, will immediately notify the workers compensation claims line (First Report Line) at to inform them of the medical emergency and to coordinate medical care and claims reporting; 4. The supervisor will fill out an incident report and submit it to the Director of Human Resources and Administration. For Injuries Requiring Medical Attention: 1. Notify a supervisor of the injury/accident; 2. If appropriate, a qualified person provide shall provide first aid; 3. Complete an Incident Report Form; 4. Speak to the Director of Human Resources and Administration who will contact the workers compensation claims service for a designated primary care provider who will provide medical treatment. (Note: Failure to obtain treatment from a participating medical provider will jeopardize the employee s workers compensation benefits.) 5. Follow the treatment and return-to-work plan prescribed by the provider and medical case manager; 6. Keep the Director of Human Resources and Administration informed about your treatment including giving him/her copies of workers compensation medical forms and medical appointment. For Minor Injuries or Accidents: 1. Notify a supervisor of the injury/accident; 2. If necessary, apply appropriate first aid; 3. Complete an Incident Report Form. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 52

96 Employees injured during the course of employment and those who may have caused or contributed to a workplace accident will be drug tested when they seek medical care at the treating center providing medical treatment. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 53

97 EMERGENCY RESPONSE PLAN & PROCEDURES HURRICANE EMERGENCY RESPONSE CHECKLIST PROCEDURES IN CASE OF HURRICANE A good hurricane plan involves pre-season preparation and planning. Refer to Appendix C for Hurricane Season preparation information. As a storm develops: Monitor news reports for storm information particularly strength and location. Track storm movement. Brief Hurricane teams of responsibilities before, during and after storm. Assess supply and building readiness. Practice forwarding calls to the Emergency Operations Center. Begin home preparations. When hurricane watch warnings are posted 48 hours before expected landfall, implement prestorm timetable as described below. Four teams of staff and volunteers will be formed to respond to pre, during and post-storm phases. Each team has distinct responsibilities and a response timetable based on storm watches, warnings, landfall and recovery phases. It is a goal of Broward that each team will be adequately "staffed" by staff and volunteers by personal choice, however if necessary, employees will be assigned to teams based on agency need. When the plan is implemented Helpline staff will begin working 8-hour to 12-hour shifts until the warnings have been lifted, because the storm has veered from our area or until Recovery Phase #2 has been completed Broward will attempt to minimize the negative impact on total hours worked and expected weekly income. However, it should be recognized that this may not always be possible due to the unknown and uncontrollable elements in a hurricane or any other disaster. Team 1 has pre- and post-storm responsibilities related to facility preparation: Installs hurricane shutters. Disconnects and stores computer, office and phone equipment. Secures confidential agency and client files, computer back-up tapes and disks, financial records, agency checkbooks, open shelves, etc. Makes copies of Helpline Call sheets (pink Resource House call sheets), call stroke sheets, yellow agency status report forms, and staff and volunteer telephone rosters. Restores the Broward s facility to working condition after the all-clear is given. Team 2 provides Helpline coverage prior to storm landfall and is the first relief shift post-storm: Responds to crisis intervention, listening, information and referral calls on a shift beginning about 36 hours prior to landfall. Notifies Touchline clients that services will be suspended until further notice. Team 3 provides the final Helpline coverage shift before relocation to the Emergency Operations Center: Responds to crisis intervention, listening, information and referral calls on a shift beginning about 24 hours prior to landfall. Ensures that the Helpline evacuation supplies are prepared and given to Team 4 before leaving the building. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 54

98 Notifies Sentry Security that the building is being evacuated. Transfers the helplines to the BC Call Center at end of shift. Provides the 2 nd relief shift post-storm. Team 4 provides Helpline coverage during the last 12 hours before landfall and up to the first 12 hours after landfall at the BC Call Center at the Emergency Operations Center: Picks up the evacuation supplies and reports to the Emergency Operations Center. Confirms that the phone lines have been transferred. Provides crisis intervention, listening, information and referrals to calls received on Broward s transferred Helplines. Provides back-up coverage for the County s Hurricane Hotline, Remains at the BC Call Center at the EOC until the all clear is given (or about 12 hours poststorm). The team must be prepared to work a 24-hour shift, although they may be scheduled in 8-hour shifts. No dependants (children or family) can accompany you to the EOC. Food will be provided by the EOC for Broward staff members who work shifts there. Staff members who work at the BC Call Center at the EOC should be prepared for the unknown. Bring snacks with you. Store personal hygiene, clothing, towels, bedding and comfort items in your car. There will be no accommodations for sleep offered at the EOC except during a brief period of lock down, when the high winds (39 mph or greater) make it is too dangerous to be permitted outdoors. Staff members should sign in and out on the Broward daily staff roster when beginning and ending shifts on the hotlines. Non-exempt staff will be paid their hourly rate for each hour they are requested to work at the BC Call Center at the EOC. There is no additional monetary compensation for Exempt staff. The planned hurricane timetable is initiated by the issuance of a hurricane watch approximately 48 hours prior to expected landfall and will last for 48 hours after landfall. The timetable and Helpline phone coverage shifts are broken into 12-hour periods as follows: 48 hours prior to landfall: Contact all team leaders. Update Call Roster. Management Team begins strategy meetings. Make staff aware of warning using call roster. Review team procedures; brief team members. Update pcpathfinder on laptop and desktop computers. Team 1 checks supplies, gathers records, checks on batteries, plastic sheeting, tape, film and generator, makes copies of Pink Call Sheets and other necessary forms if needed, takes pictures of building, files all loose paperwork on desk tops, and prepares other evacuation supplies and materials. Teams 2 & 3 provide Helpline coverage and begin to notify Touchline clients about approaching storm and suspension of services. Team 3 will ensure the "Go Box" is ready. Teams 2 and 4 have the time off to rest and complete their home preparations. Public Service Announcements will be updated and faxed to the media reminding the community that Helpline services will continue to be operational. (See Appendix B) 36 hours prior to landfall: Management Team continues meeting. All staff clean up work areas, complete filing and put away loose items. Team 2 provides Helpline coverage and completes notification of Touchline clients. Teams 3 and 4 have the time off to rest and complete their home preparations. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 55

99 Upon departure, Team 1 will take the Administrative "Go Box" and leave a set of keys to the building with the shift leader. 24 hours prior to landfall: Team 3 provides Helpline Coverage. Team 1 assesses the timing for complete operation shut down and take down. Complete take down will occur between hours prior to expected landfall. If this is expected on Sunday or Monday, Team 1 will come in to the office to complete this work. Shut down includes storing all computers in the conference room or in areas with the best protection from water damage, covering bookcases and shelves with plastic, cleaning off exposed surfaces, and disconnecting agency equipment including Helpline computers (except copier and fax). Teams 2 and 4 have the time off to rest and complete their home preparations. 12 hours prior to landfall: Team 3 notifies Sentry Security that the building is being evacuated upon the end of their shift. Team 1 completes building shut-down including shutting off copier and fax, and powering down the file server, the auto-attendant system and its computer. If an answering machine is available, connect it to the Executive Assistant s telephone with a message found on page 40. Upon leaving the building, Team 3 will properly power down all computers, turn off the air conditioner and all lights, forward the helplines to the BC Call Center, activate the alarm, and lock all doors. Team 4 will provide the 1 st shift of Helpline coverage at the BC Call Center. Management Coordinator will notify the Chairman of the Board of Directors that the Broward facility is being evacuated. Landfall and 12 hours after landfall: Team 4 will continue or Team 3 will begin to provide coverage throughout the storm. After the immediate danger is passed, all other Broward helpline staff members are expected to report to the BC Call Center for their assigned shifts. Food will be provided to Helpline staff working at the BC Call Center at the EOC. Within 4 hours of all-clear (or by 10 AM), Management Team Coordinator will contact Management Team by telephone to ascertain their personal status and arrange a Team Meeting at the Broward facility or an alternate location. Management Team will assess the situation, estimate the impact on services and clients, establish priorities, and determine a strategy for the next 24 hours. Team members will initiate activities from their respective checklists. Initially, they will communicate every 4 hours in person or by phone. Management Coordinator will meet with Office of Emergency Management at EOC at the designated time to receive briefing on storm and local impact. Call roster will be initiated to check status of staff and to inform them of Broward s status. Management Coordinator will notify the Chairman of the Board of Directors of status of agency operations and short-term plans. Public Service Announcements will be faxed to media reminding the community that Helpline services are operational and available to assist with post-storm information. (See Appendix B) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 56

100 Recovery Phase 1 begins within 12 hours after landfall: After receiving call from Management Coordinator, Team 1 inspects Broward building and notifies the Helpline Team at the BC Call Center of status. Building recovery efforts will begin. Management Team will again assess the situation, estimate the current impact on services and clients, establish priorities, and determine a strategy for the next 24 hours. Team members will initiate activities from their respective checklists. They will continue to communicate every 4 hours in person or by phone. Management Coordinator will meet with Office of Emergency Management at EOC at the designated time to receive briefing on storm and local impact. Call roster will continue to check status of staff and to inform them of Broward status. If building is secure, Team 2 will report to Broward for Helpline coverage. If building is not secure, Team 2 will report to the BC Call Center at the EOC for Helpline coverage. Teams 3 and 4 have time off. Public Information Coordinator (Resource Lead) will make information changes in Resource House Database as community information is received. Recovery-related information will be found in specific programs identified for the event under the keyword Disaster (Example: Keyword: DISASTER; Program: Hurricane Joe-FOOD). Dated messages may be placed on regular agency/program records if appropriate to do so. Public Information Coordinator (Media Liaison) will send post-disaster (storm) press releases to the media. (See Appendix B) Recovery Phase 2 begins 24-hours after landfall: Helpline coverage continues at either the Broward facility or the Emergency Operations Center. Management Team will again assess the situation, estimate the current impact on services and clients, establish priorities, and determine a strategy for the next 24 hours. Team members will initiate activities from their respective checklists. They will continue to communicate every 4 to 8 hours in person or by phone. Call roster will continue to check status of staff and to inform them of Broward s status. Touchline clients will be contacted and daily reassurance calls will resume. Public Information Coordinator will make information changes in Resource House Database as community information is received. Recovery-related information will be found in specific programs identified for the event under the keyword Disaster (Example: Keyword: DISASTER; Program: Hurricane Joe-FOOD). Dated messages may be placed on regular agency/program records if appropriate to do so. Relief and recovery information will be faxed to agencies. If staffing resources will permit, Broward Helpline staff may relocate to affected neighborhoods with the laptop and pcpathfinder to provide Helpline assistance on-site. Long Term recovery efforts will possibly include: Return to standard 8 hour Helpline shifts and administrative work hours. Continued daily meetings with OEM staff at EOC until the County disbands the process. Relocation to affected neighborhoods with the laptop and pcpathfinder to provide Helpline assistance on-site. Dissemination of community recovery-related information via fax or newsletter. Obtain the assistance of agencies known to have broadcast fax capabilities (United Way, Homeless Coalition, etc.) Promotion of disaster-related mental health crisis line via PSAs and Public Service Announcements. Keeping the County, United Way, Food Bank and others informed of community needs based on caller information. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 57

101 ENDING THE ACUTE PHASE: TRANSITION TO LONG-TERM RECOVERY I. As soon as possible after the event, the President/CEO will instruct the Planning Team Chief to develop a plan for transitioning to and carrying out long-term recovery work A. The President/CEO will set policy for the transition and long-term recovery, within which the plan will be developed B. The transition will be made as soon as the disaster situation is stabilized II. Long-term disaster recovery work will be based on Broward s regular Organization Chart rather than the SEMS/ICS model A. The Organization Chart may be modified to enhance disaster capability 1. For example, if Helpline Counselors will be assigned to off-site locations for an extended time it will be necessary to provide them with logistical support and supervision 2. It will be essential to maintain the disaster activity log and the event cost accounting functions as long as the agency is doing any significant amount of disaster-related work III. Types of tasks Broward may do in recovery A. Long-term off site staffing B. Ombudsman/advocacy C. Participate in unmet needs committee IV. Cost recovery A Broward will seek to recover the costs of damage to facilities and equipment and extraordinary operating costs B. This will require a commitment of staff resources V. After Action reports A. An After Action Report will be prepared after every Emergency mobilization 1. The Planning Coordinator is responsible for drafting the After Action Report 2. If the mobilization is protracted, an interim report will be done within six months of the mobilization 3. A final report will then be done after the mobilization is over B. The primary purpose of the After Action Report is to strengthen the organization s response in subsequent emergencies 1. The After Action Report is an internal document 2. It is separate from any public relations or fund-raising document 3. The After Action Report will summarize agency activities in response to the Emergency and identify those areas in which the organization response was not optimal a) This includes areas in which the Emergency/Disaster Plan was not adequate to guide the organization s response to the situation b) It also includes areas in which the Emergency/Disaster Plan was not fully or correctly implemented 4. The After Action Report will include recommendations for strengthening the agency s response in future emergencies C. The After Action Report will be prepared after the Emergency mobilization is over D. The After Action Report is to reflect the consensus of the organization 1. Primary input to the After Action Report will be generated in a debriefing of all O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 58

102 members of the management team and other staff, as relevant. a) External agencies with whom Broward had major relationships during the event will be invited to submit comments for the After Action Report 2. The Planning Coordinator will prepare a first draft of the Report a) This draft will be circulated to all managers who had responsibilities in the mobilization b) The managers may suggest changes in the report c) If the managers and Planning Coordinator cannot reach agreement about portions of the report the President/CEO will resolve the differences E. The After Action Report will be structured as follows: 1. Description of the event 2. Description of Broward operations in response to the event Broward staff observations and comments 4. External agency observations and comments 5. Recommendations, with timelines and assignments of responsibilities for tasks F. When the After Action Report is completed, the Planning Coordinator will draft any changes in the Emergency/Disaster Plan that are required to implement recommendations of the Report O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 59

103 PLANNING AND MITIGATION PHASE STANDING PRE-DISASTER DATABASE 1. The Information Department will maintain a standing database of known disaster resources The database will include government agencies and nonprofit organizations with a defined disaster mission 2. The database will be updated at least once each year preferably prior to hurricane season 3. The database is updated when there is a disaster warning or at the onset of an event All records are checked for accuracy Information specific to an event, such as the location of emergency shelters, are entered at the onset of the event 4. Additional information is entered into the database as it becomes available 5. Inclusion/exclusion criteria may be modified to meet the needs of the public in a disaster. SAFETY AND WELL-BEING OF STAFF AND FAMILIES Broward will attempt to balance agency needs with the personal needs of staff members and their families by being flexible and making necessary and feasible accommodations. Staff who are already at work need to remain at their work sites (or, if the building is damaged, at the designated alternate site) and await further instructions. However, all staff members will have an opportunity to check on their families and their homes as soon as possible. Staff should consider that rushing into a heavily impacted area immediately after an event to check on their family s well-being might hinder the work of first responders (fire, law enforcement, urban search and rescue). 2. In the event of a disaster, vacations may need to be postponed. On the other hand, if staff members need to take time off to see about home repairs or similar recovery activities in the weeks and months following a disaster, the agency will work with them to make that possible Broward is committed to looking at available options in order to remove barriers that interfere with the provision of normal and disaster recovery service to the community. It is impossible to predict what barriers may result from a disaster. To give one example: it may be difficult for some employees to get to their assigned work sites. Possible accommodations might include arranging for staff to work at home or at alternative work sites. STRESS DEBRIEFING 1. It is recognized that working very long hours and dealing with members of the public that are under extraordinary stress produces stress among helping personnel. 2. The agency will seek to provide Stress Debriefing services following the event and during it if needed. To Help You Cope Attachment 9 Talk About It! Realizing that others share your experiences and feelings can relieve the stress. Take One Thing at a Time. Pick one task and complete it, then select another. Completing one task at a time will give you a sense of control and you will feel less overwhelmed. Get Back Into a Routine. Resume your family and work routine as quickly as possible after a storm. This is important, especially for children. It provides a sense of normalcy and security, and often revitalizes a family. If You Can, Help Others. Give blood, or prepare care packages for people who have experienced a loss. Volunteer in the rebuilding effort. Helping others can give you a sense of purpose in a situation that feels beyond control. O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 60

104 Avoid Drugs and Excessive Drinking. Drugs and alcohol might seem to help you feel better, but in the long run they generally create additional problems that compound the stress you are already experiencing. Ask For Help If You Need It. If your stress level doesn t begin to subside, talk with a trusted relative, friend, doctor, mental health. HOME PREPAREDNESS PLAN 1. Everyone should have an emergency plan for their home, and this is especially important for people who will be called on to respond to the public's needs in case of a disaster Broward staff can help minimize their personal problems and maximize their ability to respond effectively by developing, in advance, an emergency plan for their homes. 2. A good emergency plan should include a strategy for reuniting the family, including an out of state telephone number which family members can use to contact each other if local lines are overloaded. 3. An emergency plan also includes having an adequate supply of food, water, and medications to sustain all members of the family (including pets) until help arrives. The general rule of thumb is that households should be prepared to be self-sufficient for 72 hours. The agency will make American Red Cross materials and/or other publications on home preparedness available to staff. (See Appendix C) O:\COOP Plan\ COOP PLAN\ATT Broward COOP.doc Page 61

105 Emergency Plan Attachment Broward Appendix A: Emergency Related Contracts & Mou s MEMORANDUM OF UNDERSTANDING Between Broward County Public Communications Office - Call Center And Broward May

106 1.0 Parties To MEMORANDUM OF UNDERSTANDING Between Broward County Board of County Commissioners Public Communication Office - Call Center And Broward June 12, 2007 This Memorandum of Understanding (MOU) is between the Broward County Public Communications Office - Call Center (PCO-CC) and Broward (2-1-1). The contact persons for the MOU will be: Judy Sarver, Director AJ Starks, Call Center Manager Public Communications Office Public Communications Office Governmental Center Emergency Operations Center 115 S. Andrews Avenue Room N.W. 84 Avenue 2 nd Floor Fort Lauderdale, FL Plantation, FL jsarver@broward.org jsimon@broward.org President/CEO 3217 N.W. 10 Terrace, Suite 307 Fort Lauderdale, FL Purpose The purpose of this Memorandum of Understanding is to document the working partnership that has been agreed to between the PCO-CC and when the Call Center is activated as the Hot Line in response to a countywide emergency. It is recognized that Broward performs a vital public service before, during, and after an emergency, such as a hurricane. This partnership will ensure the continuity of the business operations in a secure facility. The Broward County Call Center will benefit from the availability of trained counselors during emergencies to assist those callers that need counseling and/or health-related assistance. Revised: 6/13

107 3.0 General Responsibilities This Memorandum of Understanding covers those emergencies in which the Call Center is activated in response to a full activation of the Emergency Operations Center (EOC) and when the emergency has the potential to have a countywide impact. The most likely example would be in response to a hurricane. During an emergency activation of the EOC, the PCO -CC has agreed to provide up to three workstations in the Call Center for counselors. A workstation will include a telephone, headset and computer. It will be the responsibility of to transfer their telephones to the Call Center. The calls will be routed to a special telephone queue that is answered only by counselors. It is agreed that when there are no calls in queue, the counselors will assist the Call Center by answering Hot Line calls. The PCO-CC will provide hurricane response training to the counselors prior to the beginning of Hurricane season each year. It should be noted that the Call Center is located in a facility that also functions as a back-up center. If it is deemed necessary, the Call Center will temporarily close if the facility is activated as a backup center. 4.0 EOC Emergency Activation Responsibilities The Broward County Call Center is activated in response to a emergency at the direction of the Emergency Management Agency. The activation of the Call Center usually coincides with the activation of the Emergency Operations Center (EOC); however, the Call Center can be activated prior to the activation of the EOC. The Call Center will expand its normal hours of operation from 8:30 a.m. to 5:00 p.m. to a 24-hour-a-day operation. During Hurricane Wilma, the Call Center received over 210,000 calls. During the first three days of the emergency, Call Center employees worked 12-hour shifts. It was determined that the emergency would require a long-term response and the Call Center shifts were adjusted to 8- hour shifts. This change was well received by the employees and resulted in a more rested and productive workforce. The Broward Director should contact the Call Center Manager to provide notification of their intention to move operations to the Call Center. A shift roster including the names of the staff persons reporting for duty will be provided to the Call Center Manager and forwarded to EOC security personnel. The Broward County Call Center is located in the Emergency Operations Center, 201 N.W. 84 th Avenue, Plantation. Ample parking is available surrounding the EOC. Staff should not park in the covered parking spaces under the EOC facility, as they are reserved. All personnel reporting for duty at the EOC must sign-in at the security desk located on the first floor at the entrance to the EOC upon arrival. Security will require photo identification and will check that their name is on an approved-entry list. Security will provide an EOC badge that must be worn at all times. The counselors should report directly for duty at the Call Center located on the second floor of the EOC counselors will be asked to sign-in again at the Call Center upon arrival and at the end of Revised: 6/13

108 their shift. When leaving the EOC facility after their assigned shift, all workers are required to sign-out at the security desk on the first floor and return their badge calls will be forwarded to the Call Center after counselors are in position to respond to the calls. The Call Center Manager or the shift supervisor will instruct the counselors on the procedure to log into the phone system. All operational issues, including equipment malfunctions, should be reported directly to the Call Center Manager on duty. A counselor should be assigned as a lead worker for each shift. During shift changes, the lead worker will be responsible for providing a shift briefing to the incoming personnel. The lead worker will be responsible for all communication to the Call Center Manager on duty. The EOC provides free meals three times a day and snacks during the overnight shift during the time when the EOC is in a full activation. It will be the responsibility of the counselors to schedule their meal times in such a way that the phone lines are covered at all times. During a hurricane, the EOC will order a lock down when it is determined that it is too dangerous to drive. This is likely to occur when sustained winds reach approximately 39 mph. If employees are scheduled to work a shift where this may occur, they should bring a blanket, pillow, medications, and other items that are needed for comfort for an extended stay at the EOC. The EOC has designated areas for sleeping and cots are provided. The Director should anticipate staffing levels needed based on the likelihood of a lock down. For example, the Call Center Manager will ask employees to report for their scheduled shift hours prior to the actual starting time of their shift to ensure their safe arrival. The EOC has areas where staff can read, watch television or engage in other activities until their shift begins. 5.0 Telephone Infrastructure The Broward County Call Center currently does not capture caller identification information on incoming calls received. Applications currently used are Symposium, Symon reader boards, Call Pilot, and Interalia. Symposium is linked to the phone system and is used for call statistics. The following is a list of reports generated using the Symposium system. Number of calls answered Number of calls abandoned Wait time in the queue Percent of calls abandoned greater than 24 seconds Number of calls answered per agent Percent of calls answered within 24 seconds for service level measurement Symon reader boards are used to inform Call Center agents of call statistics. The board displays the number of calls waiting, time of the oldest call waiting, number of agents staffed, number of agents available, and the number of agents in not ready mode. Interalia provides message Revised: 6/13

109 announcements to callers in the call queue waiting for the next available agent. The reader boards will not include the queue information. The Call Center Manager can provide statistics similar to those listed above on the incoming calls at least once per shift or as operationally required will be responsible for all work required to successfully transfer the telephone number to the Call Center. PCO-CC will work with Bell South to determine if special programming is required in order for the Call Center telephone system to recognize an incoming call to enable routing to a special queue. If special programming is necessary, will be responsible for requisitioning the work and for any associated Bell South costs. 6.0 Amendments Each party will review this MOU each year prior to June 1. Both parties must agree to any amendments to the MOU. The MOU will be effective for a period of theree years unless canceled by either party with or without cause. Both parties agree to provide 30 days written notice if either party intends to cancel this agreement. Revised: 6/13

110 7.0 Signature Page The undersigned give approval and to execute this MOU between PCC-CC and Broward. Judy Sarver, Director Public Communications Office Date Sheila Smith Broward Date Revised: 6/13

111 Appendix B Emergency Management Forms This Appendix contains the following: Emergency Building Evacuation Emergency Supply List Personnel Emergency Skills Inventory Emergency Event Impact Assessment Emergency Event Action Plan Worksheet Emergency/Disaster Related Expenditures Facility Safety and Maintenance Emergency Procedures o General Safety Rules o Electricity and Telephone Failure Emergency Procedures o Building Emergency Procedures o Security and Alarm System Management o Security Incident Operating on Emergency Power File Server Instructions Public Service Announcements Disaster Recovery Cost Guidelines (selected manuals only) Overview: FEMA Public Assistance Volunteer Broward Forms Revised: 6/13

112 EMERGENCY BUILDING EVACUATION In case of fire or any other emergency which will require us to leave the facility, please follow these instructions as appropriate to the event: Time permitting... CALL Check in with your supervisor Determine staff head-count in building Forward phone lines if possible Power down your computers Gather your personal belongings Assist staff with special needs Take the Go Box assigned to your area Evacuate to designated meeting space 1. North parking lot (short term) 2. Abandoned building north of 211 building (short term) 3. BC Call Center at the Emergency Operations Center (long term) Check in with supervisor and re-verify head-count and receive instructions. Revised: 6/13

113 Emergency Supply List Keep these items on hand at all times in emergency Go Box and/or in office: Cooler Flashlights with extra bulbs Radio Batteries First Aid Kit Matches Large trash bags Masking Tape Plastic Sheeting Paper towels, toilet paper, napkins Plastic spoons, forks, knives and plates Fuel for generator Work gloves Bleach Hand can opener Bottled water (1 gallon per person per day) Cell phones Camera, film During hurricane watch phase, purchase these: Water After emergency hits purchase these: Ice Admin GO BOX: Office supplies (paper, pens, pencils) White and yellow page phone books Camera Disaster Directory Checkbook President/CEO NERIN/2-1-1 Broward Disaster Manual Info Director Tape back-up, Laptop, Directory on Disk flash drives Director of Human Resources & Administration Emergency Binder 501 (c)(3) letter, corporate documents, Articles of Incorporation, By-laws, insurance information, audit, annual report, payroll records, staff list, back-up disks Executive Assistant Board List, Board Book, Revenue Log Helpline GO BOX Directories Pink Call Sheets Lethality Assessment Forms Phone List Touchline Client Binder Policy Manuals Disaster Manuals Radio/batteries Pens, pencils, pads Laptops Bring laptop computers Revised: 6/13

114 PERSONNEL EMERGENCY INVENTORY Each employee and agency volunteer must fill out a copy of this form. The information will be used to assist in assigning personnel to Emergency Command Teams. (This form will be kept confidential.) Date: Name: Home Phone: Pager #: Alternate phone numbers: Do you plan to relocate during a hurricane? YES NO Do you live in an evacuation zone? YES NO If you must evacuate, please fill out the relocation information requested below: Hurricane Relocation Address: Hurricane Relocation Phone: Are you directly responsible for the care of young children or other family members at home in the event of an emergency/hurricane? Please indicate below the number of people involved and their ages: Have you made alternate plans for their care in the event your primary caregiver(s) is not available? Yes No How much time do you anticipate needing during the hurricane watch and warning period (beginning 48 hours in advance of expected landfall) to take care of your personal responsibilities (i.e. securing property, relocating family, etc.)? Example 2 hrs., 12 hrs.? Hours Needed: During a hurricane watch and warning period (beginning 48 hours in advance of expected landfall), the essential responsibilities of our staff and volunteers will be divided as follows. Please indicate your preference by placing a 1 next to your first choice and a 2 next to your second choice. Helpline counselors please select from Teams #2, 3 or 4 only. NOTE: Helpline counselors please select from Teams #2, 3 or 4 only. (Team #1 is available only to Admin staff or agency volunteers). Revised: 6/13

115 TEAM #1: hours before landfall: secure building, agency records, etc. TEAM #2: hours before landfall: Provide Helpline coverage at Broward; Notify Touchline clients of suspended service. TEAM #3: hours before landfall: provide Helpline coverage at Broward. TEAM #4: 12 hours before up to 12 hours after landfall: 1 st Team to provide Helpline coverage at the BC Call Center at the Emergency Operations Center (just North of Broward Blvd,. between NW 84 th Ave and Pine Island Road) Please be aware that when you provide Helpline coverage at the Emergency Operations Center, you cannot bring your family with you. Is there any reason why you will not be available to work for Broward during this period? Please explain: Please identify the skills you have that might be helpful to Broward in the event of a disaster or emergency: Interpreter (specify language and proficiency) Sign Language Communications (Ham Radio, Cellular) Computer Construction (Plumbing, Electrical Expert) Counseling Heavy Equipment Operation (What eqpt.?) EMT/Rescue Special Populations (Elderly, Disabled, AIDS/HIV Please Specify): American Red Cross Experience (Please Specify): Other Revised: 6/13

116 2-1-1 Broward Emergency Event Impact Assessment What emergency occurred? (Fire, hurricane, flood, etc.): Date: Time: Location: Assessment completed by: (name & title) What is the immediate assessment of the situation? (Scope of community impacted, severity of damage to building, neighborhood or county, impact on staff and volunteers, power, phones and water, etc.) Define the problem as it pertains to Broward: What do you feel is an estimate of the effect of the emergency on clients? What do you feel is an estimate of the effect of the emergency on Broward staff? What do you estimate will be the duration of this emergency and recovery from it? Check one. 24 hours up to 7 days 7-14 days days 1-3 months 3-6 months 6-12 months one year or more Based on the responses above, please identify the needs that have arisen as a result of this emergency include anything that will be important to achieve an acceptable recovery from this event. Revised: 6/13

117 What are Broward s priorities relative to this emergency? Emergency/Disaster Plan) (Refer to page 3 in Is it necessary to evacuate the Broward facilities? Yes No If yes, estimate length of evacuation and explain reason for evacuation. Has the Emergency Communications Process been implemented? Yes No Check off the Emergency Communications components that are indicated for this Emergency: Notify Board of Directors Fax to all agencies Fax PSAs to media Fax Press Releases to media Notify United Way Notify Broward County Notify BC Call Center Other: Outline the initial strategy for the emergency response in the space below and develop action plans accordingly: Revised: 6/13

118 EMERGENCY EVENT ACTION PLAN WORKSHEET BROWARD EMERGENCY EVENT ACTION PLAN WORKSHEET ASSESSMENT OF SITUATION: PROBLEM: PRIORITIES: ACTION STEP/ METHOD/ or PROCESS START DATE TARGET DATE KEY PERSON RESOURCES NEEDED COST COMMENTS f/data/howto/disaster/disactw f/data/howto/disaster/disactpn (form) Revised: 6/13

119 EMERGENCY /DISASTER RESOURCE REQUEST FORM Broward Emergency/Disaster Check Request Form Requested By: Amount of Check: Date Requested: Date Needed: Reason for Check /Justification for Purchase: (What will it be used for; How will Broward benefit?): Make check payable to: Address: Mail Check Hold Check Distribute To: Bookkeeping: Account #: Funds Available: Check #: Initials: Administrative Authorization: Date: Please attach all supporting documents (e.g. invoices, ads, quotes, etc.) F/data/howto/disaster/cheqreq Revised: 6/13

120 2-1-1 Broward Emergency/Disaster Related Expenditures PLEASE INSERT PAGE F:\DATA\HOWTO\DISASTER\Disaster expenses worksheet.doc Revised: 6/13

121 FACILITY SAFETY AND MAINTENANCE EMERGENCY PROCEDURES POLICIES AND PROCEDURES FOR FACILITY SAFETY AND MAINTENANCE The health and safety of employees and others on Broward s property are of the utmost concern. It is therefore the policy of Broward to strive for the highest possible level of safety in all activities and operations and to carry out our commitment of compliance with all health and safety laws applicable to our business by enlisting the help of all employees to ensure that public and work areas are free of hazardous conditions Broward will make every effort to provide working conditions that are as healthy and safe as feasible, and employees are expected to be equally conscientious about workplace safety, including the use of appropriate clothing and footwear, proper work methods, reporting potential hazards, and abating unknown hazards. Unsafe work conditions in any work area that might result in an accident should be reported immediately to a supervisor Broward s safety policy or practices will be strictly enforced, including disciplinary action up to possible termination of an employee found to be willfully negligent in the safe performance of his/her job. If an employee is injured in connection with employment, regardless of the severity of the injury, the employee must immediately notify the supervisor, who will see to necessary medical attention and complete required reports. In any case of serious injury, the employee is to receive prompt and qualified medical attention followed by the filing of necessary reports. Should an employee require medical attention or experience a disabling work injury, the nature of which necessitates an absence from work, the Director of Human Resources and Administration should provide the injured employee with information concerning his/her lawful benefits. An employee having questions concerning the payment of worker s compensation benefits is encouraged to contact the Director of Human Resources and Administration. General Safety Rules: The following general safety rules will apply to the Broward workplace: 1. No employee will be assigned to work under unsafe conditions or with unsafe tools or equipment. In the event that such a condition develops, it will be immediately reported to the supervisor who will determine and initiate corrective action if necessary. 2. Employees should pay strict attention to their work. Practical joking and horseplay will not be tolerated. 3. Warning signs and signals posted to point to dangerous conditions are to be obeyed by employees. 4. Employees will not take shortcuts in, or over, dangerous places. 5. Extreme caution should be exercised by employees operating any type of power equipment. 6. Employees should not jump from elevated places unless absolutely necessary to the performance of duty. 7. Because of the hazard inherent in running, employees should refrain from running unless it is absolutely necessary to the performance of duty. 8. Employees will use safety equipment appropriate to the job or to the work performed. 9. Employees will avoid wearing loose clothing and jewelry or open-toed or backless shoes while working. Revised: 6/13

122 10. All accidents, regardless of severity, personal or vehicular, are to be reported immediately to the supervisor. 11. Operators and passengers in a business-use vehicle equipped with seatbelts must wear them when the vehicle is in operation, and all employees operating vehicles will observe all traffic laws. 12. In all work situations, safeguards as required by state and federal safety orders will be provided. Smoke Free Workplace: In compliance with the Florida Clean Indoor Air Act, effective October 1, 1985, Broward supports the concept of a smoke free (clean air) environment in order to provide a healthy, comfortable, and productive work environment for its employees, volunteers, and clients. Smoking and use of other tobacco products by Broward employees is prohibited inside agency premises and in agency vehicles. ELECTRICITY AND TELEPHONE FAILURE EMERGENCY PROCEDURE Power Failure In the event of a power outage both electrical and telephone systems may not be operational. The emergency light should provide temporary light, and a lanterns are available if needed. The following procedures should be implemented: 1. Locate battery operated lanterns in the Helpline (on the bookshelf) for emergency light. 2. Call FP&L ( ) to notify them of the problem and to determine how long they estimate the power will be off. Report any downed wires to FP&L and stay away from them. 3. Reset alarm by 4-digit code (32XX OR XX11fill in the blanks) and call Central Station at and inform of the power outage; The account number is: FCXX (fill in the blanks). 4. Contact the On-Call Manager number is The On-Call Manager will contact the President/CEO and/or the Director of Data Services if necessary. If the telephones do not work, use the Emergency Telephone located under extension 102 workstation (second row from the administration door and third workstation from the window) in the Helpline Center. 5. If case of a power outage of more than 15 minutes, the Server must be shut down according to the How to: Shut-down and re-start the Broward instructions in this manual. 6. Turn off the computers, monitors, printers, copiers, etc. to prevent damage from a power surge when power returns. 7. If the telephone system is down due to the outage and you are unable to receive incoming calls, follow the Telephone Failure instructions in this manual. 8. If the problem is internal, a circuit breaker may need to be reset. The panel is in the hallway leading to the kitchen from the Helpline area. 9. Locate the Helpline Call Sheets (Pink Sheet) to manually record call records in the hanging file folder. 10. Locate the In House Directory of Programs and Agencies on the resource desk to provide information and referral. 11. When the power comes back on, leave the computers off until the Server in the phone room is re-booted. 12. Log on to the computer as is normally done and continue operations. 13. Notify supervisory personnel when the problem is resolved. Revised: 6/13

123 Telephone Failure In the event the telephones stop working the counselor should first determine if the problem is an internal problem by following these steps: 1. Determine if the problem seems to be related to ACD on your computer (click on this icon then File Rest Phone). Then if that does not fix the problem, reboot the computer. If rebooting the computer does not work, try using another computer station before doing anything else. If the problem occurs at more than one computer station, this is probably caused by an ACD problem. Disengage the ACD system by locating the ACD Programmable button on any of the Managers desk phones. We would disengage the ACD System by locating the ACD MODE 123 programmable button on one of the manager s telephone. Then press the ACD Mode 123 button and then dial 3. Mode 3 ACD down operating mode: ACD inactive; callers will hear no greeting; telephones ring audibly and Counselors respond to those incoming calls; the light indicator is solid red. ACD MODE 123 a) This feature sets the automated greeting that callers will hear. b) Mode 1 normal operating mode; ACD active; callers will hear the Helpline greeting; the light indictor is not lit. c) Mode 2 emergency operating mode; ACD inactive; callers will hear the emergency greeting asking them to call back at a later time; the light blinks red. d) Mode 3 ACD down operating mode: ACD inactive; callers will hear no greeting; telephones ring audibly and Counselors respond to those incoming calls; the light indicator is solid red. e) We would engage or disengage the ACD System by locating the ACD MODE 123 programmable button on one of the manager s telephone. f) Press the ACD Mode 123 button and then dial 1, 2, or 3 depending on the Mode required. g) Call verifying the ACD System is in the correct Mode. 2. Contact the On-Call Manager ( ). 3. If you are unable to make an outgoing call, use the Emergency Telephone located under extension 102 workstation (second row from the administration door and third workstation from the window) in the Helpline Call Center, to call the supervisory personnel on the Emergency List to notify them of the problem. The Emergency Phone is not connected to the main Broward telephone system and should remain operational. 4. You may be asked to call Teleco to report the problem and to determine the extent and possible duration of the outage. 5. Describe the problem, and request a service call. 6. Notify supervisory personnel during each step of the process until the problem is resolved. BUILDING EMERGENCY PROCEDURE If a building emergency occurs (plumbing, roof leak, broken glass or door, etc) after 4:30 PM on weekdays or on the weekend, the following procedure should be followed: 1. Refer to the Emergency List posted and contact the appropriate supervisory personnel by telephone or beeper to advise him/her of the situation. 2. In the event contact is not made with the personnel listed and the problem requires immediate attention, call the appropriate company listed on the Emergency List, describe the problem, and request that they make a service call to the agency. Revised: 6/13

124 3. If it is necessary to leave the building, the Counselor must make sure to keep one of the outside doors (Admin, Helpline or Conference room) unlocked, so that emergency personnel can gain access. 4. The supervisory personnel and the Helpline Counselor should keep one another informed about the situation until it is resolved. SECURITY AND ALARM SYSTEM MANAGEMENT The security and alarm system includes all offices, windows, and exit doors. The security system is maintained under contract with Central Station ( ). The alarm system key pads are located next to the kitchen exit door, and the Executive Assistant s office door. The display pad ARM with a red light indicates the alarm is activated. Alarm Activation The security alarm is activated and deactivated by entering our 4-digit pass code (32XX or XX11fill in the last 2 digits) on the keypad. When the alarm is activated do not open any exterior doors. Doing so will cause the alarm to go off. If the alarm is accidentally set off, please follow the steps below: 1. Turn off the alarm buzzer by entering our 4-digit code. 2. Call Central Station at and inform them that the alarm was mistakenly activated. They will ask for our account number and your pass code. The account number is: FCXX (fill in the blanks). 3. Contact the On-Call Manager ( ). 4. Re-arm the alarm by entering the 4-digit code. 5. Notify the staff posted on the Emergency Contact phone list if there are any difficulties with the security system. Problems with the Alarm If Central Station calls to notify us of a problem, please follow their directions for troubleshooting. They will ask for our account number and your pass code. The account number is: FCXX (fill in the blanks) and the pass code is the 4-digit pass code (32XX or XX11 fill in the last 2 digits). Staff should notify the Program Director, President/CEO or the Director of Human Resources and Administration of the problem experienced and how it was resolved. Likewise, if staff members become aware of a problem, please contact the Program Director, President/CEO or the Director of Human Resources and Administration to tell them about the problem experienced before taking any action. You may be directed to call Central Station at the phone numbers which are posted and make a 3-way connection with the supervisory staff. Again, follow Central Station s instructions to try to resolve the problem. If a service call is necessary the Program Director, President/CEO or the Director of Human Resources and Administration will make the necessary arrangements Broward maintains a service contract with Central Station. Security Incident In the event a Counselor feels there is a potential security problem (i.e. prowler, attempted break-in, etc), s/he should activate the silent alarm/panic button. The security alarm s silent alarm/panic is a small, light grey rectangular box that looks like a garage door opener. It is located on the top shelf of the Helpline Call Center s book case. Pressing the alarm will automatically call the alarm company, whom notifies the police department. It sometimes takes the police a while to respond, and the Counselor may choose to call 911 directly if they want to be in contact with someone due to concern about personal safety. When the police arrive, verify who they are and explain the problem. Notify the supervisor immediately when such Revised: 6/13

125 emergencies arise. This alarm should be used cautiously. It is not possible to stop the police from responding should the button be pressed accidentally, and Broward will be charged for calls made in error. However, DO NOT HESITATE TO USE THE ALARM WHEN IN FEAR. We are not charged when a call is legitimately made, even if the intruder has left the premises. The agency also has a Client panic button. This is an off white rectangular box. It is located on the top shelf of the Helpline Call Center s book case. This DOES NOT notify the security alarm company of an emergency. Pressing the panic button makes a loud audible ring in the Helpline Call Center. When employees/volunteers assist with walk-in clients in the Admin area, they would bring the box with them in case they need to notify other Helpline staff of a possible security incident. DO NOT HESITATE TO USE THE PANIC BUTTON WHEN IN ANY FEAR. Employees/volunteers should take measures to ensure the safety After the incident has passed, the Counselor should complete an Incident Report form and give it to the supervisor. The supervisor will notify the President/CEO. Revised: 6/13

126 Operating Broward on Emergency Power Broward has two levels of emergency battery back up to allow operation during an extended power outage. The primary system is always connected to the servers and will kick-in immediately power is lost. If a power outage lasts more than 5 minutes, on-duty staff should contact the supervisor on beeper call who will contact BOTH Norman Wright and Steve Strickland. Nicholas: Cell: Steve: Cell: If phone room UPS battery alarms are going off and on duty staff wishes to do so, they may turn off the UPS battery back-ups located under each workstation that is not currently in use. The UPS for each station in use will provide power for about 20 minutes. If (and only if) attempts to reach both Nicholas and Steve fail, should on duty staff attempt to power down the main servers following the directions provided in the Red Disaster Manual. When Nicholas and /or Steve arrive on site the following steps will be taken: 1. The primary back-up system will be checked for power usage and a determination will be made when to shut down the main servers (2-1-1 Broward, ACD and Voice Mail). 2. Before power is restored: A. An assessment will be made based on FP&L status reports of approximately how long Broward can expect to be without power. Revised: 6/13

127 Server Information: Location of File Server (FCFH) 1. Find the File Server by proceeding into the Server/Telephony room (located next to the rear entrance to the building). The Server currently in use is the large black Dell PowerEdge 4400 (FCFH) on the lower right hand side of the racks (see Pic 1 below). Power Button Pic There is an attached monitor, keyboard labeled Server Keyboard and a mouse (see Pic 2) located above the unit. Monitor Keyboard Revised: 6/13

128 Performing an Emergency Shutdown in Windows 1. Locate Keyboard labelled Server Keyboard. 2. Press CTRL+ALT+DELETE. 3. When the logon information screen is displayed, press CTRL. 4. Press the TAB key to move to the Shut down option, and then while you are pressing CTRL, click Shut down or press ENTER. 5. When the following message is displayed, click OK to continue with the emergency shutdown: If you continue, your machine will reboot and any unsaved data will be lost. Use this only as a last resort. Performing a Restart in Windows 1. Locate Keyboard labelled Server Keyboard. 2. Press CTRL+ALT+DELETE. 3. When the logon information screen is displayed, press CTRL. 4. Press the TAB key to move to the Restart option, and then while you are pressing CTRL, click Restart or press ENTER. 5. When the following message is displayed, click OK to continue with the restart: If you continue, your machine will reboot and any unsaved data will be lost. Use this only when necessary. NOTE: NEVER shut down the server if any network files are open at any one s desk. This includes not only Word documents, Access databases, Excel spreadsheets or any other file stored on the F: drive or any drive designated G-Z. In case of power outage of more than 15 minutes duration, make all programs are closed properly and then shut down the server. Restart when power is restored. Beep the On-Call Manager ( ) to inform of this emergency, if it occurs when Managers are not available on site. Then contact either the Director of Data Services on his cell phone or contact the Information Technical Specialist (Nicholas) on his cell at Revised: 6/13

129 250 NE 33 rd ST Oakland Park, Florida Administration Fax CONTACT: President/CEO (954) FOR IMMEDIATE RELEASE Broward, the information, referral and crisis intervention Helpline for Broward County residents will remain operational in a time of disaster. In addition to our regular helpline assistance, Broward will provide information and give referrals for recovery phase services such as feeding sites, clothing banks, child care, shelters and financial assistance. If you need assistance, dial or call (954) Revised: 6/13

130 NE NW 3310 rd ST th Terrace, Suite #307 Fort Oakland Lauderdale, Park, Florida Administration Fax CONTACT: President/CEO (954) FOR IMMEDIATE RELEASE Broward, the information, referral and crisis intervention Helpline for Broward County residents will continue to operate in the aftermath of (sample: yesterday's vicious tornado). In addition to our regular helpline assistance, Broward will provide information and give referrals for recovery phase services such as feeding sites, clothing banks, child care, shelters and financial assistance. If you need assistance, dial or call (954) Revised: 6/13

131 IF YOU NEED ASSISTANCE AS A RESULT OF, CALL BROWARD AT ANY TIME OF DAY OR NIGHT, SEVEN DAYS A WEEK. TO REACH THE HELPLINE DIAL OR CALL (954) BROWARD CAN GIVE YOU INFORMATION ABOUT LOCAL COMMUNITY RESOURCES THAT ARE HELPING BROWARD COUNTY S FAMILIES RECOVER FROM THE. HELPLINE COUNSELORS ARE ALSO AVAILABLE TO LISTEN AND SUPPORT YOU DURING THIS STRESSFUL TIME. AGAIN, THE HELPLINE NUMBER IS OR (954) COUNSELORS ARE LISTENING 24 HOURS A DAY, EVERY DAY! Revised: 6/13

132 250 NE 33 F:/DATA/HOWTO/DISPSA1 rd ST Oakland Park, Florida Administration Fax ARE YOU STRESSED OUT AFTER AND FEELING LIKE YOU ARE ALL ALONE? HELP IS ONLY A PHONE CALL AWAY. CALL BROWARD ANY TIME OF DAY OR NIGHT, SEVEN DAYS A WEEK. TO REACH THE HELPLINE DIAL OR CALL (954) BROWARD PROVIDES CONFIDENTIAL PROBLEM-SOLVING BY PHONE, SUPPORTIVE LISTENING FOR PERSONAL AND FAMILY PROBLEMS, ACCESS TO MENTAL HEALTH AND SUBSTANCE ABUSE SERVICES AND INFORMATION ABOUT 600 LOCAL AGENCIES HELPING BROWARD FAMILIES RECOVER FROM. HELPLINE COUNSELORS ARE AVAILABLE 24 HOURS A DAY TO RESPOND TO YOUR NEEDS. DIAL OR CALL (954) YOU LL BE GLAD YOU DID. Revised: 6/13

133 FEMA Public Assistance Applicant Handbook GENERAL APPLICANT INFORMATION The objective of the Public Assistance Program is to provide assistance to States, local governments, and selected Non-Profit organizations to alleviate suffering and hardship resulting from major disasters or emergencies declared by the President. Why an Applicant Handbook? The Applicant Handbook was developed to provide easy to follow instructions on how to apply for Public Assistance grants. Numerous applicants, State emergency managers, and Federal Public Assistance staff requested the development of a handbook to help walk applicants through the procedures and forms necessary to determine eligibility and receive money for damages sustained as a result of a presidentially declared disaster. The intent of this handbook is to do just that. You, the applicant, play an active role throughout the disaster recovery process. It is our belief that you are in the best position to identify and prioritize local needs and that we, in concert with our State partners, can better serve you by providing technical and financial assistance to meet those needs. To participate fully, you must be able to develop accurate and complete scopes of work and cost estimates. This handbook is a tool to help you accomplish these tasks. It will also help you understand what technical assistance is available and how to obtain it. You are responsible for maintaining your project records according to the program requirements. Our procedures require that only minimal documentation be collected and retained by FEMA. Guidelines for organizing and maintaining documentation are provided in this handbook. Recovering from disaster can be a long and arduous road for any community. It is our hope that this guide will help make the path a little easier and the recovery effort a little faster. How does FEMA get involved in a State disaster? Once a disaster has occurred, and the State has declared a state of emergency, the State will evaluate the recovery capabilities of the State and local governments. If it is determined that the damage is beyond their recovery capability, the governor will normally send a request letter to the President, directed through the Regional Director of the appropriate FEMA region. The President then makes the decision whether or not to declare a major disaster or emergency. After a presidential declaration has been made, FEMA will designate the area eligible for assistance and announce the types of assistance available. FEMA provides supplemental assistance for State and local government recovery expenses, and the Federal share will always be at least 75 percent of the eligible costs. What is a PDA? A Preliminary Damage Assessment (PDA) is the process used to determine the magnitude and impact of the State s damage. A FEMA/State team will usually visit local applicants and view their damage first hand to assess the scope of damage and estimate repair costs. The results of Revised: 6/13

134 this survey are used to help determine the need for Federal involvement in the recovery process. What do I need to do? Besides showing the team your damage sites, be sure to bring to their attention any environmental or historic issues that may be present, along with any known insurance coverage. You should also explain what immediate expenditures might be associated with any emergency work you have identified. This information may be used to provide you some expedited funding, if a declaration is obtained for your area. Is there a way to get money fast? Immediate Needs Funding (INF) is money earmarked for the most urgent work in the initial aftermath of a disaster. The funds may be provided to any eligible applicant for eligible emergency work that must be performed immediately and paid for within the first 60 days following declaration. Eligible work typically includes debris removal, emergency protective measures, and removal of health and safety hazards. Immediate needs funds can be used for expenses resulting from this eligible work, such as temporary labor costs, overtime payroll, equipment, and material fees. How does it work? During the PDA, immediate needs are noted for each area surveyed. If a disaster is declared, and the State thinks damage costs warrant the need for immediate cash flow, the State may INF on your behalf. Up to 50% of the Federal share estimate of emergency monies will then be placed in the State s account. Because this money can be made available in advance of normal procedures once a disaster has been declared, paperwork and processing times are reduced and you can receive emergency funds sooner. Even though your facilities may have been included in the PDA, INF will not be available unless your county/city has been included in the presidential declaration. What do I need to do? If your damage sites have been surveyed in the PDA, you may be eligible for INF. If you are, the choice of whether or not to apply for these funds is yours. INF is usually based on a percentage of the emergency work identified during the PDA. You can assist the PDA team by alerting them to your emergency work, along with any associated immediate expenditures and helping to estimate damage costs. Your State will notify you on how to apply INF. Typically they will have you send a letter of request to a designated State official. You must submit a completed Request for Public Assistance (Request) (FEMA Form 90-49) before the State will release any INF. You may use INF for any eligible emergency work that requires payment within the first 60 days following declaration. No INF will be allocated for work projects identified during the PDA that include environmental or historic considerations, or for hazard mitigation projects. Specialists conducting the PDA will use a list of Special Considerations questions to help determine INF eligibility. Revised: 6/13

135 Any INF you receive will be offset against the costs of your actual emergency work projects as they are received. If your actual emergency work project costs are less than the INF received, then INF will be offset against permanent work projects. Eligible permanent work costs will not be obligated until INF is reimbursed. If your damages are not identified during the PDA or if no immediate needs are noted, you still will have the opportunity to request expedited handling of your emergency work when you officially file your Request. How do I apply for a Public Assistance Grant? The Request is FEMA s official application form. It is a simple, short form with self-contained instructions. The Request (FEMA form 90-49) asks for general information which identifies you as an applicant, starts the grant process and opens your Case Management File, which contains your general claim information as well as records of meetings, conversations, phone messages and any special issues or concerns that may affect your funding. How does it work? You have 30 days from the date of the presidential disaster declaration or the designation of your area in which to submit the Request form to your State Public Assistance Officer. The form may be delivered in person at the Applicants Briefing or by mail, or fax (and eventually, via the Internet). The sooner your Request is submitted, the sooner the system will begin to work for you. What do I need to do? Review the Request (FEMA form 90-49) on page 6 so you are familiar with the information needed. Fill out the form completely providing accurate phone numbers and contact information. Submit the form to your State representative at the Applicants Briefing. You may also FAX or mail it in. The Request form establishes you as an applicant and initiates the grant process on your behalf. Even if you only request INF, you must submit a Request form before the actual funds are released by the State. Do not delay in submitting the Request form because you do not have a complete assessment of your damages. As soon as FEMA receives your Request, you can receive assistance in assessing damages and help in completing additional paperwork. Is there a deadline? Yes, the Request must be submitted to the State Public Assistance Officer within 30 days of the date of designation of your area. What is the Applicants Briefing? The Applicants Briefing is a meeting conducted by the State to inform prospective applicants of available assistance and eligibility requirements for obtaining Federal assistance under the declared event. These meetings are conducted a few days after the declaration. The Request forms usually are distributed and collected at this time. Revised: 6/13

136 What do I need to do? Although great benefit may be obtained from these briefings if an elected official or a financial management representative attends, maximum benefit is ensured if someone who will actually be using the information also attends the meeting. Complete and submit the Request form at the meeting to avoid delay in getting the process started. Once the Request form is turned in, you will be assigned a Public Assistance Coordinator who will serve as your customer service representative. If you have an INF request, be sure and bring it to the attention of the State representative conducting the briefing. Who is a PAC? The Public Assistance Coordinator (PAC) is a customer service representative assigned to work with you from declaration to funding approval. The PAC is trained in Public Assistance policies and procedures and will guide you through the steps necessary to receive funding. This individual will maintain and manage a Case Management File containing information on your projects, conversations regarding the damages to your facilities and issues affecting your FEMA assistance. What does the PAC do? Working in partnership with you, a PAC is assigned to manage your case from beginning to end, providing comprehensive information, explanation, and technical assistance. As needed, your PAC can help you to document your damage, determine eligible repair work, estimate costs, develop work projects, and identify issues such as insurance coverage, environmental resources, and historic buildings, which require special attention. The earlier these Special Considerations are identified, the sooner they can be resolved and public assistance funding made available to you. It is the PAC s responsibility to ensure that all damage is reported correctly and accurately, that Special Considerations are identified and evaluated, and that projects are approved and obligated in a timely manner. The PAC, as manager of the Case Management File, is also responsible for recording all meetings and conversations, tracking the progress of projects and issues, and documenting any concerns that may affect your funding. How will I be dealing with my PAC? You should expect to meet with your PAC in person and talk with him or her by phone as often as you need. You can expect to be contacted by your PAC within one (1) week from the time you submit your Request form. If you have not heard from your PAC by the end of two (2) weeks, please notify your State Public Assistance Officer. The first meeting with your PAC is called the Kickoff Meeting, where comprehensive information and assistance tailored to your damage claims will be reviewed. If at all possible, attend the Applicants Briefing for your area, obtain a Disaster Fact Sheet, create a list of all your damages and review this handbook before meeting with your PAC. Revised: 6/13

137 Who is a Liaison? The Applicant Liaison (Liaison) is the State s customer service representative assigned to work with you and the PAC. The Liaison is responsible for providing you with specific information on State regulations, documentation and reporting requirements. The Liaison is also there to provide technical assistance, when requested, and can help in the identification of Hazard Mitigation opportunities. How will I be dealing with my Liaison? The first meeting with your Liaison will be at the Kickoff Meeting. The Liaison will provide the State s perspective on the recovery process and will explain any State specific reporting requirements. As a State representative, the Liaison should be familiar with your area and any special conditions that might be present in your area. Do not hesitate to seek the advice and counsel of the Liaison about area specific questions. You should expect to meet with your Liaison in person and talk with him or her by phone as often as you need. What is a Kickoff Meeting? The first meeting with your PAC and Liaison is called the Kickoff Meeting. It is at this meeting that your damages will be discussed, your needs assessed, and a plan of action put in place. The PAC will go over what will be expected of you, and will provide detailed instructions on what to do and how to do it. The Liaison will provide State specific details on documentation and reporting requirements. Both the PAC and Liaison will help identify any Special Considerations in your area. The PAC will contact you to set up this meeting. After reviewing your list of damages, the PAC will help you determine what technical assistance, if any, is needed to prepare your Project Worksheets (FEMA Form 90-91). This meeting is also the place to bring any questions or concerns you may have about how the Public Assistance process works or what might be expected of you. Who should attend? When your PAC contacts you to schedule a Kickoff Meeting, make sure to discuss who else should attend. It may be helpful to have your risk manager who is familiar with you insurance coverage, record keeper, public works officials, and/or others with working knowledge of the repairs needed, in attendance. What do I need to do? You can expect to be contacted by your PAC within one (1) week after submission of your Request. If you have not heard from your PAC within two (2) weeks, contact your State Public Assistance Officer to arrange the first meeting. Compile a list of all your damages. Take that list with you to the Kickoff Meeting. Pay close attention when your PAC shows you how to prepare detailed descriptions and summaries of your repair projects. By the end of the Kickoff Meeting, you should have received the information you need to proceed with disaster recovery and will understand what to expect. Revised: 6/13

138 Identify circumstances that require special review, such as insurance coverage, environmental resource issues, and historic preservation. The earlier these conditions are known, the faster they can be addressed, and they must be addressed before funding can be approved. You are encouraged to participate fully in managing your repair projects, particularly small projects. Request clarification of anything you do not understand and bring forward any issues that may concern you. Full discussion and regular interaction with your PAC and Liaison will help to resolve differences as they arise and expedite approval of your projects. Contact your PAC whenever you have questions or need assistance. You are responsible for maintaining records of completed work and work to be completed. Your PAC will provide a detailed list of required records and can recommend ways of organizing them. PROJECT FORMULATION What is Project Formulation? The next step in disaster recovery is to fully document the extent of your damages and to plan the repair work. Project formulation is the process of documenting the eligible facility, the eligible work and the eligible cost for fixing the identified damages. You, the applicant, are responsible for identifying all damages and determining how you will develop your work projects. Project formulation allows you to administratively consolidate multiple work items into single projects in order to expedite approval and funding, and to facilitate project management. A project is a logical method of performing work required as a result of the declared event. You may include more than one damage site in a project. This offers flexibility in organizing and managing the work around your needs. Your PAC will explain advantages and disadvantages, as well as different ways of formulating projects so that you can decide what works best for you. What is the difference between a large and small project? To facilitate review, approval and funding, repair projects are divided by dollar amount into small and large projects. In most disasters, the majority of work consists of small projects. A small project is any eligible work, either emergency or permanent, costing from $1,000 to $47,800 ($47,800 is the threshold for small projects for Federal fiscal year 1999 and is adjusted annually.) Funding for small projects is based on the Federal share usually 75% of the approved estimate of eligible work. You are responsible for identifying all projects and are encouraged to provide your own scopes of work and cost estimates for small projects. Details on this process are given later in this book. Your PAC will explain the entire process during the Kickoff Meeting and will be available at any time to provide further assistance. Although you are responsible for identifying large projects, only the basic description of the project and a broad cost estimate is required. Large projects, those with damage costs over $47,800 (Federal FY 99) will be formulated as a team effort with FEMA, State and your local representative as partners. Funding for large projects is based on actual costs to complete the eligible scope of work. The funding for each large project will be adjusted after all work is complete. Revised: 6/13

139 What do I need to do? Combine your various recovery efforts into projects. A project should be formulated to meet your recovery needs. Multiple damaged sites and eligible work may be combined administratively into a single project for a variety of justifiable reasons. You may select any reasonable method to manage your projects. After the Specialist has reviewed the Special Considerations Questions with you, it may be necessary for FEMA to conduct an Environmental Assessment. If this occurs, you will need to keep a record of the information pertaining to the alternatives that were considered. What are some examples of project formulation? Specific Site all work at a specific site may be a project, such as a single road washout site. This method is used often if the site has Special Considerations. Specific Facility all work on a bridge may be a project, or restoration of a building and its contents may be a project. This method is used for large projects. Type of Damage all work under a specific category may be a project such as debris removal (Category A) or all work at certain types of facilities may be a project, such as all gravel roads on one project and all paved roads on another. System all work to a system may be a single project, for example, repairs to the water distribution system including multiple waterline breaks may be one project. Jurisdiction all work within a specific area such as a park, may be a project. Or, all work within an administrative department of an applicant, such as the city police, fire, and public works departments, may be a project. Method of Work a project may be grouped by how the work will be completed. For example, all work completed under a single contract may be a project. Or, all work undertaken by a force account crew may be a project. Complex for extensive damage to several facilities at a complex (for example, a high school) all damage could be combined into one project, or separated into several projects, such as roof repair, or work done by a single contractor, or all repairs done by force account. Special Considerations a project may be grouped by special issues that might take longer to resolve, such as environmental or historic concerns. May more than one category be combined in a single project? Yes. More than one category of work may be combined in a single project if the combination is practical. For example, if the project is to repair a park (Category G) it may include work to repair roads within the park (Category C). However, for the most part, emergency work (Categories A & B) should not be combined with permanent work (Categories C through G) unless the emergency work is incidental to the permanent repair. It should be noted that even though categories may be combined, FEMA eligibility criteria will still be applied as is appropriate to the type of work/costs performed. Revised: 6/13

140 For example, some debris removal (emergency work) may be required prior to repairing undermining of a bridge abutment (permanent work). Since the debris removal is incidental to completing the bridge repair, the work may be formulated on a single project. Categories are explained in detail under Appendix A of this handbook and also in the Public Assistance Guide, (FEMA 286, to be replaced by FEMA 322). You will need to complete a Project Worksheet for each of your small projects. When you have completed worksheets for all or a logical subset of your small projects, submit them to your PAC. The PAC can begin the processing of your claims as soon as you submit the Project Worksheets. If you need money quickly because you have extensive emergency repairs or because you did not receive Immediate Needs Funding, you have the option of submitting emergency work as soon as you can formulate those projects. You can then turn to preparing documentation for permanent repair work. The choice is yours, based on your funding or other needs. Note: If sites are combined in such a way that the cost estimate exceeds the large project / small project threshold, the project is considered a large project. This is true even if all individual sites within the project are damaged less than the large project threshold amount. THE PROJECT WORKSHEET What is a Project Worksheet? A Project Worksheet is the form used to document the scope of work and cost estimate for a project. This form supplies FEMA with the information necessary to approve the scope of work and itemized cost estimate prior to funding. Each project must be documented on a separate Project Worksheet. The approved Project Worksheet will then be the basis for funding under the Public Assistance Program. A project is a logical method of performing work required as a result of the declared event. You may include more than one damage site in a project. This offers flexibility in organizing and managing the work around your needs. Once you have consolidated similar work items into projects, you will need to fully document your damage and repair plan by completing a Project Worksheet for each project. Although more than one site can be combined to make a project, only one project may be listed on a Project Worksheet. How do I complete the Project Description? The Project Description describes the facility, location, its pre-disaster function, and the disaster-related damage. From that information, the scope of work is developed describing in detail the work necessary to return the facility to its pre-disaster design. The damage description and scope of work should be listed in the areas provided on the Project Worksheet. For a complete, accurate and itemized damage description and scope of work you will need to: Describe the pre-disaster facility, function and location (including Latitude/Longitude when known). Describe the disaster-related damage to the facility. Describe the repairs necessary to repair the facility to its pre-disaster design (scope of work). Describe any change in the pre-disaster design of the facility that is required. Revised: 6/13

141 Describe any known environmental or historic issues or concerns related to the repair. Environmental and historic issues are concerns included in a grouping referred to as Special Considerations and is discussed more fully in Chapter 7. Describe any damage that could be repaired in such a manner as to reduce the risk of the same damage from happening again. This type of preventive repair is known as Hazard Mitigation and is discussed more fully in Chapter 7. How do I describe the Project Location? The exact location of the damaged facility must be described. This information should be specific enough to enable field personnel to easily locate the facility if a site visit is necessary. Providing latitude/longitude coordinates will facilitate locating and mapping of your projects and should be included, whenever possible. The following are examples of possible location descriptions for different types of facilities: Building Provide the address including street name and community (e.g., 1235 Ashnut Lane, Reston, VA) Street, road or bridge Name the intersecting street boundaries, where applicable (i.e., Main Street between Elm and Third Streets) Provide other information that documents the exact location of the facility (i.e., Miller Avenue Bridge, 1/3 mile north of City limit, mile marker #24) A rural road should be identified by township, range, section and road number (i.e., T7S, R14W, Sec. 28, TR 108) Water or sewer line Identify the closest street address along with the proximity of the line to that location (i.e., Sewer N. Cedar Street, on West side of street at alley) How do I complete the Description of Damage? (including dimensions and quantities) The damage must be described in terms of the function of the facility and its features, or items requiring repair. Note the differences in the damage descriptions in the examples below: Example 1: Incomplete: Two classroom buildings sustained water damage Complete: Floodwater inundated two classroom buildings that serve 250 students, to a depth of two feet, damaging drywall, tile flooring, and books in all 14 rooms. Example 2: Incomplete: Floodwaters caused damage to the parking lot. Complete: Floodwaters undermined the northwest corner of the parking lot. The parking lot has a total capacity to park 100 vehicles. Floodwaters caused the asphalt surface and Revised: 6/13

142 Example 1: gravel sub-base to settle over a 1000 sq. ft. area, affecting 15 parking spaces, resulting in broken asphalt and compromised sub-base requiring complete replacement. Not only must the function of the facility be described, but all damaged elements of a facility must be clearly defined in quantitative terms with physical dimensions (e.g., 800'L x 16'W x 4"H, aggregate surface). Without appropriate dimensions, proper estimates of material quantities and costs cannot be developed. Note the differences in the dimensions defined in the examples below: Incomplete: High winds and hail destroyed a wooden storage shed. Complete: High winds and hail destroyed a 20 L x 20 W x 14 H wooden storage shed. Example 2: Incomplete: Floodwaters washed away a 20-foot section of earthen road embankment. Complete: Floodwaters washed away a 20 L x 5 W x 10 H section of earthen embankment along a secondary two-lane asphalt paved road, resulting in travel being restricted to one lane. How do I describe the damage? The specific cause of damage must relate to the incident for which the disaster was declared. It is important to completely describe the cause of damage because it can affect eligibility determinations. For instance, consider the two situations described below: Damage from wind-driven rain may be covered by a general insurance policy, but damage from floodwaters may require a flood insurance policy. The difference could affect the insurance coverage reduction applied to the grant. Widespread alligator cracking is not normally eligible for repair because it generally indicates a lack of maintenance. However, cracking in specific areas due to settlement from soils saturated by floodwaters may be eligible for repair. How do I complete the Description of Eligible Work? The scope of work necessary to repair the damage must be completely described and correspond directly to the cause of damage. The work should be specified in quantifiable (length, width, height, depth, capacity) and descriptive (brick, wood, asphalt, timber deck bridge) terms. See the following examples for incomplete versus complete scopes of work: Example 1: Incomplete Scope of Work: 100 L x 75 W section of gym floor sustained water damage when facility was inundated with 6 of floodwater. Restore to pre-disaster design. Complete Scope of Work: 100 L x 75 W section of gym floor in an elementary school sustained water damage when the facility was inundated with 6 of floodwater. Sand and refinish 100 L x 75 W gym damaged area using.25 thick flooring; repaint lines for basketball court (100 sq. ft. of surface area). Work completed: Sand and refinish 100 L x 75 W gym floor with.25 thick flooring Revised: 6/13

143 Work to be completed: Repaint lines for basketball court (100 sq. ft. of surface area) Incomplete Scope of Work: High winds toppled and destroyed six 40 H power poles and one transformer. Connecting wires were knocked down along a 0.25-mile stretch of River Road, but were not broken. Replace the damaged parts in the system. Example 2: Complete Scope of Work: High winds toppled and destroyed six 40 H power poles and one (12 KVa) transformer of a residential power distribution subsystem. Connecting wires were also knocked down along this 0.25-mile stretch of River Road, but were not broken. Remove and dispose destroyed power poles and transformer. Replace six 40 H power poles and one (12 KVa) transformer. Restring all connecting wires. Work Completed: Remove and dispose destroyed 6 power poles and 1 transformer, and.25 miles of 12KVA connecting wire. Work to be completed: Replace power poles and one 12 KVa transformer. Restring.25 miles of 12 KVa connecting wire. If part of the work is completed prior to preparation of the Project Worksheet, the actual work that was performed should be distinguished from the work remaining. Example of a completed Project Description: Damaged Facility - Township Road 415 is an 18-foot wide gravel road with a uniform surface course consisting of 2 inches of crushed limestone aggregate. Work Complete as of 02/17/99: 10% Location The road was damaged at the crossing of Mill Creek approximately 2.5 miles south of the intersection of Township Road 415 and State Route 5 in Jones Township, Wayne County. Latitude Longitude Damage Description & Dimensions Floodwaters from Mill Creek destroyed a 24' section of 48" CMP culvert and rock slope protection around both ends of the culvert. Floodwaters also washed out the road around the culvert for a distance of 20 LF across the entire width of the road for a width of 20 LF. These damages include the 8-foot high road embankment, 6-inches of aggregate base course, and 2 inches of limestone aggregate surface course. Site stabilization, clean up, and closure of the road work activities have been completed at this site. Scope of Work Restore washout site by placing 24' of 48" CMP culvert, 197 tons of compacted unclassified fill, 12 tons of aggregate base course and 4 tons of crushed limestone aggregate surface course. Place 7 tons of rock slope protection around the culvert at the upstream and downstream road embankment, for a total of 14 tons. Proposed hazard mitigation: Replace the destroyed 48" CMP culvert with a 60" CMP culvert to increase the capacity of the culvert. Are there special issues I need to show on the Project Worksheet? Yes. The key to expedited small project review and approval is early identification of factors that affect compliance with environmental resources, disaster assistance, and historic preservation legislation and Executive Orders on floodplain, wetlands, and environmental justice. Using the Revised: 6/13

144 Special Considerations Questions (FEMA Form ), on the next page as a quick reference, note any Special Considerations associated with each project and include that information on the Project Worksheet. Things to keep in mind You will want to keep a copy of the Special Considerations Questions with the other documentation on the project to show that these regulatory issues were considered. It is not necessary for you to perform extensive research in order to answer these questions. It is more important that any considerations simply be noted on your Project Worksheet, thus alerting the PAC early on in the process. You may want to submit projects with identified Special Considerations issues as soon as possible, since these projects will need to be reviewed by specialists prior to project approval and funding. Along with Special Consideration documentation, other information that is pertinent to the scope of work, including upgrades due to codes and standards or pre-disaster damage or maintenance problems should be documented. When describing any Special Considerations issue, discuss the item with the PAC who will explain how to clearly document the issue and expedite resolution. Use a separate paragraph within the scope of work to describe any proposed changes to the pre-disaster design of the facility. Hazard mitigation, an improved project, an alternate project, or applicable codes and standards may result in a change to the predisaster design of the facility. (These terms will be discussed later in this book.) Environmental review requires that the scope of the project be defined as the entire project and the proposed changes, not just the Federally funded portion. Your PAC will help you with any of these Special Considerations issues as they arise. Special Considerations Questions How do I complete the Cost Estimate? The Cost Estimate is the estimated cost of repair for the damages described in the Project Description. For work that has already been completed at the time the Project Worksheet is prepared, the actual costs should be used. There are many methods of estimating the cost of uncompleted work, from professional estimating guides such as R.S. Means, to time and materials estimation of a local force account crew. It is very important to use a method of estimating that you are familiar with and understand. Whenever possible, use your normal method of estimating maintenance and capital improvement projects. What are some common methods of estimating projects? Time and materials estimate for the local force account work. This method may be used on projects that will be completed by your employees, using your own (or rented) equipment and material purchased by you (or from your stock on hand). This method breaks costs down into labor, equipment and materials. Costs must be thoroughly documented by payroll information, equipment logs or usage records, and other records, such as materials invoices, receipts, payment vouchers, warrants, or work orders. Revised: 6/13

145 FEMA has published a listing of equipment rates based on national data for your use. The equipment rates schedule will be handed out during the Kickoff Meeting, and are also available at FEMA's websitewww.fema.gov/r-n-r/fin_eq_rates.htm. These rates, or the applicant's established rates, whichever are lower, should be used to compute applicant-owned equipment costs. A listing of FEMA's equipment rates is included with the FEMA cost code listing. Remember however, that FEMA equipment rates do not include operator costs, so these costs will have to be computed separately. FEMA rates do not apply to contracted or rental equipment, unless the equipment is rented from another public entity. If you have your own equipment rates approved under State guidelines, such rates are eligible up to a rate of $75 per hour. Labor hours should be carefully matched with equipment use hours to ensure consistency. Remember that equipment not in use is not an eligible expense even if it is on-site. Competitively bid contracts are used to summarize costs for work that the applicant has obtained from an outside source. In general, contract costs are for work already completed, but in some cases may outline work that is just beginning or still underway. If work has not yet begun on a project, but a contract has been bid or let for the eligible work, then the contract price can be used. General types of contracts include: Unit price - Contract for work done on an itemized basis with prices broken out per unit. Lump sum -Contract for work within a prescribed boundary with a clearly defined scope and a total price. Cost Plus Fixed Fee - Either a lump sum or unit price contract with a fixed contractor fee added into the price. Time and materials contracts should be avoided but may be allowed for work that is necessary immediately after the disaster has occurred. If used, you must carefully document contractor expenses. A cost ceiling or "not to exceed" provision also should be included in the contract. Cost plus a percentage of cost contracts, percentage of construction cost contracts, and contingency contracts are not eligible. For example, time-and-material contracts for debris should be limited to a maximum of 70 hours of actual debris clearance work and should be used only after all available local, tribal and State government equipment has been committed. These contracts should be terminated once the designated dollar ceiling or not-to-exceed number of hours is reached. On occasion, they may be extended for a short period when absolutely necessary, for example, until Unit Price contracts have been prepared and executed. Project Worksheet Are there different types of projects? Formulated projects will result in one of four (4) types of projects with different funding restrictions. The four types of projects are: Small Project A small project is any project which has a cost estimate less than the current threshold for large / small projects. This threshold changes every October 1 based on the consumer price index. For Federal fiscal year 1999 the threshold is $47,800. Funding for small Revised: 6/13

146 projects is based on the approved estimate to complete the scope of work. If the applicant discovers a significant cost overrun related to the actual cost to complete all estimated small projects, then an appeal may be submitted for the additional funds within 60 days of completing the last small project. Large Project A large project is any project which has a cost estimate greater than the threshold for large / small projects ($47,800 for Federal FY 99). All large projects are funded based on actual costs to complete the eligible scope of work. The funding for each large project will be adjusted after all work is complete. Improved Project An improved project is any project (large or small) where the applicant chooses to make additional improvements to the facility while making disaster repairs. For the most part, these are projects in which the funding for approved work cannot be tracked within the improved projects because of physical changes or contracting arrangements. For example, an applicant might propose laying asphalt on a gravel road or replacing a firehouse that originally had two bays with one that has three. Funding for improved projects is limited to the approved Federal estimate to complete the eligible scope of work for repair of the existing facility (without the improvements). The State may approve an improved project, however FEMA must review the project for compliance with environmental and historic statutes and other Special Considerations that apply. If improvements are required (e.g., ADA ramp alternate location) the project may not be considered an improved project, but an environmental review still may be required. Alternate Project An alternate project is any permanent restoration project (large or small) where the applicant chooses to abandon the facility and its function rather than make disaster repairs. The applicant may use any Federal share funds, limited to the approved Federal estimate to complete the eligible scope of work, at another facility. There is a 10% reduction in the FEMA funds for all alternate projects. FEMA must perform an environmental review and approve all alternate projects. An example of an alternate project would be if a school decided not to rebuild a destroyed gymnasium but to construct office space. DOCUMENTATION What type of documentation do I need? The importance of maintaining a complete and accurate set of records for each project cannot be overemphasized. This will facilitate the validation, approval, and funding processes for your projects. All of the documentation pertaining to a project should be filed together with the corresponding Project Worksheet and maintained by you as the permanent record of the project. These records become the basis for verifying your final project costs, and, for small projects, will be used as discussed in Chapter 5 to sample and validate your estimated project costs. Documentation is the process of establishing and maintaining accurate records of events and expenditures related to your disaster recovery work. The information required for your documentation basically describes the who, what, when, where, why, and how much for each item of disaster recovery work. Revised: 6/13

147 How should I maintain my records? There are many ways to maintain your records. What is important is that you have the necessary information readily available, and that this information is in a usable format. It is important that you accurately document the events and expenses incurred in disaster response and recovery. Accurate documentation will help you to: Recover all of your eligible costs. Have the information necessary to develop your disaster projects. Have the information available, which the State and FEMA will need to see, to validate the accuracy of your small projects. Be ready for any State or Federal audits, or other Federal program reviews. Provide Federal compliance data by maintaining all information on the alternatives that were considered for projects where an environmental or historic assessment was required. What do I need to do????????? When disaster strikes, your community will spend financial and human resources on such things as search and rescue, mass evacuations, demolition of damaged buildings, debris removal, reconstruction of damaged facilities, and other tasks to permanently restore your community. To ensure that work performed both before and after a disaster declaration is well documented, you should: Designate a person to coordinate the accumulation of records. Establish a file for each project where work has been or will be performed. For projects that include more than one physical site, records showing specific costs and scopes of work should be maintained by site to expedite insurance and other Special Considerations reviews. Maintain accurate disbursement and accounting records to document the work performed and the costs incurred. What records do I need to keep and for how long? All of the following records may not be applicable to every project, but everything that does pertain to a project should be filed with the corresponding Project Worksheet. You should retain these records for three (3) years from the date the State closes your grant. Checklist for Each Project Completed Project Worksheet Completed Special Considerations Questions form Estimated and actual costs Force account labor Force account equipment Revised: 6/13

148 Rented equipment Materials and purchases Photographs of damage, work underway, work completed Insurance information Environmental and/or historic alternatives and hazard mitigation opportunities considered for large, improved or alternate projects Environmental Review Documents Records of donated goods and services May I use my own records system? Absolutely. If you already have a system you want to use, just be sure to compile your documentation according to the Project Number, which your Public Assistance Coordinator will assign to your Project Worksheet. You should keep all documentation for three (3) years following the State s closure of your grant. Under the Single Audit Act, there is a possibility of an audit by State auditors and/or the FEMA Office of Inspector General. Are there summary records to help me organize my work? Yes. Keeping accurate documentation will make validation quicker and easier by providing you with the information that the State and FEMA will need to see. A set of six optional summary forms has been developed to assist you in organizing your project documentation. The summary forms are: Force Account Labor Summary (FEMA Form ) Used to record your personnel costs Force Account Equipment Summary (FEMA Form ) Used to record your equipment use costs Materials Summary Record (FEMA Form ) Used to record the supplies and materials that you take out of stock or purchase Rented Equipment Summary Record (FEMA Form ) Used to record the costs of rented or leased equipment Contract Work Summary Record (FEMA Form ) Used to record the costs of work you have done by contractor Applicant's Benefits Calculation Worksheet (FEMA Form ) Used to record fringe benefit pay for employees Copies of the summary record forms and instructions are shown in Appendix D of this book entitled "Applicant Record-Keeping Forms and Instruction." Electronic copies of these forms are available from your PAC. Revised: 6/13

149 What are the completion deadlines? It is important that you track work and expenditures regularly so that you capture all expenses that may be eligible for funding and are prepared to meet the time limits set for completing eligible work. The time frames for completing eligible work are measured from the date of declaration of your area. The completion deadlines are: Debris clearance 6 months Emergency work 6 months Permanent work 18 months Extensions may be granted by the State based on extenuating circumstances or unusual project requirements beyond your control. Debris and emergency work can be extended an additional 6 months; and permanent restoration work may be extended an additional 30 months. Details on extensions may be found in the Public Assistance Guide and as always, the PAC and Liaison are available to answer any questions you may have. SMALL PROJECT VALIDATION What is Small Project Validation? A distinctive aspect of small project approval is the verification of the accuracy of your claims by FEMA and/or State officials through a process called validation. This process assures FEMA that you understand the documentation and eligibility provisions of the Public Assistance Program and that you are capturing all eligible costs. Your records are the basis for validation, which will be limited to the minimum amount of review needed to ensure statutory and regulatory compliance. This will normally be 20%, barring significant discrepancies, of all your small projects, for projects submitted within the first 30 days after the Kickoff Meeting. Normally, projects submitted after 30 days will be subject to 100% validation. Your PAC will schedule validation at a time convenient for you, and you will be notified in advance which projects have been selected. This will allow you to have the appropriate records ready for review. Revised: 6/13 Validation can normally be completed within 15 days of submission of all Project Worksheets to the PAC. How does it work? The validation process begins when your Project Worksheets are submitted to the PAC. The PAC will review each worksheet to ensure the scope of work is complete and that all Special Considerations have been identified. Once you have determined that all small projects have been submitted, or a large batch of projects has been submitted, you should notify the PAC to proceed with validation. The PAC will request a Specialist from the FEMA / State resource pool to conduct the validation. The PAC, with input from the State, will select two samples from all the small projects you have submitted. Each sample is made up of 20% of the total small projects. If the first sample does not pass validation, the Specialist will conduct a second validation using the remaining sample. If an applicant has 4 or fewer Project Worksheets, a minimum of 1 Project Worksheet will always be validated. What will the Specialist be looking for? A Specialist will be assigned to conduct the validation and will perform the following tasks:

150 Visit the sites to confirm all aspects of the project description are accurate, complete and that all Special Considerations have been identified. Confirm the damage description is complete, accurate and eligible. Confirm the scope of work is complete, accurate and eligible. Review all actual cost records to ensure completeness, accuracy and eligibility. Review your cost estimate to ensure it is complete, accurate, reasonable and eligible. These tasks will require the Specialist to review the project file including all cost records, computations, measurements, notes, pictures, blueprints, plans, environmental conditions, Special Considerations, and any other documentation related to the project. You are responsible for documenting all claimed costs. This is a critical responsibility since undocumented costs could be considered a variance and potentially put you over the 20% allowable variance. When this happens, the second 20% sample must be validated. What happens during validation? The Specialist will use a Validation Worksheet (FEMA Form ) and a Project Validation Form (FEMA Form ) to record variances on eligibility and costs estimates. A variance is the difference between the information the applicant has included in the project and the information that the Specialist determines to be eligible and reasonable. Eligibility differences will occur when the applicant includes ineligible work in the scope of work or ineligible items in the components of a project Cost estimate variances will occur when the applicant has made an error in estimating a project cost. Variances are recorded as the difference in dollar cost assigned to the item in question by the applicant and the dollar cost determined by the Specialist. The Specialist will note and correct all eligibility and cost variances, and these changes will be made on the Project Worksheets. If the total variances on the first sample projects do not exceed 20% of the cost of the sample projects, the results of validation are satisfactory. If the results are satisfactory but minor error patterns are seen the applicant will be encouraged to review all other projects for similar problems. After you have made any of these corrections, all small projects without Special Considerations will be approved and funded by the PAC. If the results of validation are unsatisfactory, the Specialist will validate the second sample using the same process. If the total eligibility and cost variance on all projects does not exceed 20% of the total cost for all projects in both samples the validation results are satisfactory. If however, the second sample results are also unsatisfactory, the PAC will assign a Specialist to assist you in reformulating and resubmitting all projects. Projects being reformulated will be obligated as each Project Worksheet is completed and reviewed by the PAC. Those small projects with Special Considerations will be individually funded as the Special Considerations issues are resolved. All small projects submitted after 30 days from the Kickoff Meeting may be validated on an individual basis and will be obligated as each validation is completed. Revised: 6/13

151 Will more than the two samples ever be validated? Yes. All Project Worksheets submitted later than 30 days from the Kickoff Meeting may be validated and all variances corrected. Your PAC can answer any specific questions you may have concerning validation. What do I need to know? If expedited funding is requested, emergency work Project Worksheets can be processed by the PAC and handled separately for the purposes of validation. If, during the first 30 days, you submit all small projects at one time, they will be validated as a group; if you submit small projects at more than one time, each group may be validated individually. The choice is yours, based on your funding or other needs. You are responsible for maintaining all documentation needed to support the project listed on the Project Worksheet. Normally, you are not required to submit supporting documentation to FEMA, but you should retain it for three (3) years from the date the State closes your grant. Validation of your small projects will be scheduled so you will know in advance when and which projects will be validated. This will give you the opportunity to have all pertinent records ready for review and expedite the validation process. Review the following Validation Worksheet to become familiar with what the Specialist will be looking for during the validation process. HANDLING LARGE PROJECTS What is a Large Project? A large project is eligible work, either emergency or permanent, costing $47,800 or more (this threshold is adjusted annually at the beginning of the Federal fiscal year.) Large projects are not only more costly but also typically more complex to manage than small ones. To facilitate the oversight of large projects, a streamlined formulation process is used that consolidates specialized expertise in the disaster area. In addition, a cost estimating tool based on construction industry estimating standards may be used on large projects to prepare accurate estimates of repair costs for permanent work. Since large projects are approved on estimated cost, but funded on actual cost, this tool permits better budgeting of funds and improved project management. Large project funding is based on the Federal share of eligible costs. You are reimbursed for actual eligible expenses incurred. How are Large Projects handled? When the PAC reviews your damage list at the Kickoff Meeting, the identification of obvious large projects takes place. A Project Officer (PO) will be assigned to work with you on each of your large projects, helping to identify and evaluate all the work activities associated with the project(s). It will be the responsibility of the PO to prepare a comprehensive Project Worksheet for each large project. The process for handling large projects takes advantage of FEMA's nationwide network of infrastructure and cost estimating experts. The PO is able to call upon other specialists, as needed, to assist in developing the scope of work, cost estimates and identifying environmental Revised: 6/13

152 issues. Review of Special Considerations items and project validation processes are built into the formulation process for all large projects and are handled by the PO. What do I need to do? You begin the process by preparing a list of your damage sites, including any potential large projects, and submitting that list to your PAC at the Kickoff Meeting. On the damage list, include the name, location, a brief description of each damaged facility, work completed to date, as well as any Special Considerations items that you are aware of. Contact the PAC before initiating repairs or construction of any project with potential Special Considerations issues such as environmental or historic concerns. Failure to obtain approval prior to construction may cause funding delays or suspension of funding. Provide a knowledgeable person to work with the PO. This person s duties will include escorting the PO and any State representative on a site visit, and he or she will participate in developing a complete scope of work and accurate cost estimate. Contract and project specialists on your staff should be made available to help in project development whenever appropriate. What is the Cost Estimating Format? The Cost Estimating Format (CEF) is a tool that may be used to estimate the cost of large permanent work projects. The CEF is a forward-pricing methodology developed by FEMA to more accurately estimate total project costs based on construction industry standards. Eligible costs are reimbursed for actual incurred expenses and final costs are reconciled based upon the underrun or overrun realized. By providing better up-front estimates for work that has not been substantially completed, use of the CEF will minimize the possibility of significant variances and allow you to budget project costs with greater confidence. The PO is responsible for application of the CEF. The CEF has been tested against data from large project closeouts and undergone a peer review by an independent group of industry experts who evaluated the methodology and substantiated the component factors. FEMA uses experienced cost estimators and professional construction engineers to apply the CEF. The PO and your PAC can provide an explanation of the methodology at the Kickoff Meeting, and during large project formulation if the CEF is used. How are Large Projects funded? Large Projects are funded using a final accounting of actual costs. The steps for processing a large project are described below: 1. The Federal, State and local team develops an eligible scope of work and an initial estimate is prepared. After an environmental review, FEMA approves funding using the estimate and obligates the Federal share of the funds to the State. 2. Funding of any Federally funded project is contingent on the resolution of any Special Considerations issues. 3. Funds are transferred to the State account and the State initiates payment to you. 4. As the project proceeds, you may periodically request funds from the State to meet expenses that have been incurred or that are expected to occur in the near future. In Revised: 6/13

153 anticipating the need for payments to contractors, be sure to take into account the time that the State process requires for approval of requests and disbursement. Each State handles disbursements differently, and exact details for your State will be explained at the Applicants Briefing. 5. If the project's scope of work changes, even if it does not affect the total project cost, your PAC and Liaison should both be notified so that FEMA can screen the changes for potential environmental impacts. 6. When the project is complete, the State reviews the final eligible cost of completing the work and performs such inspections and audits as it deems necessary and submits a report on the completed project to FEMA, certifying that the applicant s costs were incurred in the completion of eligible work. 7. After reviewing the State's report and conducting such inspections or audits as are necessary to verify eligible costs, FEMA may adjust (obligate/de-obligate) the amount of the grant to reflect the actual cost of the eligible work. What do I need to do? While proceeding with the project, you must ensure that grant funds are used only for eligible work. FEMA will not provide funds for costs that are outside the approved scope of work. You should contact the State if the scope of work changes during construction, or if actual construction costs change significantly from the original estimate. You can expedite the handling of your large projects by early initiation of environmental review procedures, identification of any conditions that require special consideration, and include any mitigation in the project design. Provide a design/construction timeline for each of your large projects, and include (as appropriate) start and finish dates for both the design and/or construction phases. The timeline must be referenced to the eligible scope-of-work only. This criteria also applies to improved and alternate projects. You are responsible for maintaining all source documentation needed to support your large projects. Examples of source documents are invoices, payment vouchers, warrants, employee timesheets, purchase orders, item slips, weight slips, plans and specifications, design and/or construction contracts, insurance policies, environmental clearance letters and permits, etc. Your PAC and PO can assist you in determining what records are needed. As a rule, you are not required to submit all source documentation to FEMA, but sufficient documentation must be submitted at the time of the large project closeout to document actual costs. You should retain all documentation for three (3) years from the date the State closes your grant. You are not responsible for completing Project Worksheets or applying the CEF to your large projects. These responsibilities remain with the PO, who will consult with you on the scope of work, unit prices and supporting documentation. You are responsible for submitting supporting backup documentation to the PO for review during large project formulation. Revised: 6/13

154 Examples of supporting backup documentation are: site maps (or location plans) photographs sketches calculations measurements copy of insurance documentation including anticipated insurance settlement or actual insurance settlement hazard mitigation proposal(s) force account summary sheets appropriate codes and standards permits and clearances schematic drawings and a set of plans (preferably reduced to 11" x 17") containing basic information such as elevations, floor plans, site plan, structural plans and sections, etc. for construction activities such as water control facilities and large buildings environmental and historic clearance letters and permits During the Kickoff Meeting, your PAC will assist you in determining what records will be needed for documenting your large projects. Are there deadlines and timelines? Submit list of large and small projects at the Kickoff Meeting. Submit your design and/or construction timeline during the large project formulation phase to the PO. The deadline for submission of any damages that were not previously identified is 60 days from the date of the Kickoff Meeting. In extreme circumstances, such as widespread catastrophic damage, that prohibit adherence to deadlines, notify your PAC as soon as possible. Completion of emergency work projects: 6 months from the date of declaration. Completion of permanent work projects: 18 months from the date of declaration. Extensions may be granted by the State based on extenuating circumstances or unusual project requirements beyond your control. Debris and emergency work may be extended an additional 6 months. Permanent restoration work may be extended an additional 30 months. Revised: 6/13

155 The State may require you to submit progress reports for its analysis and evaluation. The State is required to submit periodic information on the status of large projects to FEMA. Generally, the elements of the progress report will describe: 1. The status of the project, i.e., "in design," "under construction," etc.; 2. A projected completion date; and 3. Any problems or circumstances that delay the project, or result in noncompliance with the conditions of the FEMA project approval, such as grant conditions on environmental and historic issues, or other grant conditions specified in an Environmental Assessment or Memorandum of Agreement. (See Special Considerations.) When progress reports are required, the format by which you submit this information will be determined by the State. Work on projects with environmental and/or historic preservation issues should not begin prior to FEMA review of these issues. SPECIAL CONSIDERATIONS GUIDELINES What are Special Considerations? Special Considerations is a term used by FEMA to refer to matters that require specialized attention. These include insurance, historic, environmental, and hazard mitigation issues. FEMA and the State are required to ensure that all funding actions are in compliance with current State and Federal laws, regulations, and agency policy. You can assist FEMA and the State in resolving Special Considerations issues in order to expedite disaster recovery funding. You have a key role in identifying Special Considerations issues since you are most familiar with projects that have been identified for disaster recovery funding. We can assist you in addressing these Special Considerations issues so they are resolved quickly. It should be noted that for environmental compliance, FEMA is only assuring compliance because Federal funds are involved. FEMA funding action compliance does not exempt you from complying with any other local, State, or Federal regulations. It should also be noted that environmental, insurance, and other Special Considerations issues are typically site specific. Certain sites may require special reviews by FEMA or the permitting agencies. You are still responsible for obtaining all necessary permits. Insurance Insurance issues are often disaster and site specific and can be complicated. All insurance issues should be discussed with the Public Assistance Coordinator (PAC) at the Kickoff Meeting or as soon as possible, to allow for timely resolution. What happens if a facility is insured? FEMA must reduce all project grants for insured property by the amount of actual insurance proceeds received or by the amount of proceeds that can be reasonably anticipated from a review of the insurance policy. This reduction will be made prior to project approval and noted in the cost estimating section of the Project Worksheet. You, as the applicant, must report any entitlement to insurance proceeds to your PAC. This means you must submit copies of all insurance documentation including the insurance policy Revised: 6/13

156 with all data, declarations, endorsements, exclusions, schedules and other attachments or amendments. Also, any settlement documentation including copies of the claim, proof of loss, statement of loss, and any other documentation describing the covered items and insurance proceeds available for those items must be submitted. This documentation will be used to determine your level of project funding. It is important to begin the claims process with your insurance company as soon as possible and to keep the PAC informed of any problems. The PAC will obtain an insurance Specialist to review the documentation and determine the amount of insurance proceeds available on the project. If the facility is rented, a copy of the lease or rental agreement may be necessary. What is an insurable risk? Insurance may be purchased for a variety of valuable properties, generally the following are insurable: Buildings, Contents of buildings, Vehicles, Equipment. If you have over $5,000 in damages to any insurable facility, including equipment, vehicles, etc., FEMA will require you to obtain and maintain insurance coverage on that facility as a condition of receiving disaster assistance. In addition, if any other specific insurance is reasonably available, adequate and necessary to insure any facility, you may be required to obtain and maintain that insurance coverage. The type (flood, earthquake, wind, comprehensive, etc.) of insurance and the amount of insurance required is directly related to the disaster damage. The required insurance coverage must cover the facility for the type of hazard that caused the damage and in the minimum amount of the damage repair costs. The insurance coverage must be maintained for the useful life of the repairs. The required insurance coverage must be obtained, or letter of commitment accepted by the State, prior to the release of any Federal funds. You are responsible for obtaining the insurance coverage that best meets your needs. It is recommended you begin shopping for insurance coverage as soon as possible and have the required insurance coverage in place quickly after project approval. What if the facility is located within the Special Flood Hazard Area? There are specific requirements for facilities located within the Special Flood Hazard Area (SFHA). These requirements are not technically insurance issues but are related to the National Flood Insurance Program (NFIP). These requirements apply to flood damaged buildings and the contents of buildings located in the 100-year floodplain. If your community is not participating in the NFIP, FEMA will not provide Public Assistance funds for damages to your buildings, or the contents of such buildings, that are located within the 100-year floodplain. FEMA will also not provide funding for damages within the floodplain if you have been sanctioned by NFIP (i.e., if your community was suspended from the program by NFIP). Revised: 6/13

157 If your community is participating in the NFIP, FEMA will reduce all grants for buildings and the contents of buildings located within the 100-year floodplain. The amount of the reduction will be the maximum amount of insurance proceeds available for the work under a standard NFIP flood insurance policy or the actual insurance proceeds received, whichever is greater. Discuss any buildings and the contents of any building damaged by flooding and located within the Special Flood Hazard Area with the PAC at the Kickoff Meeting or as soon as possible. FEMA will need to know if the community in which the facility is located is participating in the NFIP, the date the building was constructed, and its exact location within the 100-year floodplain. What other documentation is required for insurance issues? It is important to describe the hazard (flood, wind, fire, hail, etc) that caused the disaster damage in the project description. Insurance coverage often excludes certain hazards and may only cover certain damaged items within a project. In addition, a single facility may have been damaged by multiple hazards, such as wind and flood damage during a hurricane and there may only be insurance coverage for some of those hazards. Finally, if the facility has ever received disaster assistance from FEMA this must also be reported. It must be determined if any required insurance coverage on past disasters was obtained and maintained. If the required insurance coverage was not obtained or maintained, FEMA may not provide assistance for the facility. Discuss all past disaster damages and claims for Federal assistance with your PAC. Hazard Mitigation What is Hazard Mitigation? Hazard mitigation is any cost-effective measure that will reduce the potential for damage from a disaster event. Under the Public Assistance Program, Section 406 Hazard Mitigation, the measures must apply only to the damaged elements of a facility rather than to other, undamaged parts of the facility or to the entire system. It is important to note that under the Public Assistance Program, hazard mitigation measures are considered part of the total eligible cost of repair, restoration, reconstruction, or replacement of a facility and only apply to permanent work projects (Categories C through G). Hazard mitigation measures are very important in minimizing the impact of future disaster events and in making your facilities disaster resistant. Your PAC and Liaison will be very interested in working with you to identify all opportunities to mitigate future disaster events while formulating your projects. How do I identify hazard mitigation on my projects? Hazard mitigation measures are identified by preparing a Hazard Mitigation Proposal (HMP). The HMP is not a form, it is simply a written description and cost of what it will take to repair this damage in such a way as to prevent this damage from happening again. FEMA, the State, or the applicant may identify and propose hazard mitigation measures on any project. The HMP is submitted with the Project Worksheet and describes in detail the additional work and cost associated with completing the mitigation measure. When approved, the additional work is a change in the scope of work, and is described in a separate paragraph within the scope of work (see the example of a complete Project Revised: 6/13

158 Description under the chapter on Project Worksheets). The cost of the proposed mitigation measure should be provided on the Project Worksheet. Hazard mitigation opportunities usually present themselves at sites where damages are repetitive and a simple repair will solve the problem, such as the previous culvert example. However, some mitigation opportunities are technically complex and must be thoroughly documented for feasibility. If you would like technical assistance in preparing a HMP or in identifying hazard mitigation measures contact your PAC. How do I know if a Hazard Mitigation Proposal has been approved? Your PAC will begin the approval process for projects with mitigation as soon as you identify the issue. The applicant is responsible for submitting the cost-benefit summary for mitigation projects. The PAC may obtain a hazard mitigation Specialist from the resource pool to analyze the HMP for cost effectiveness and feasibility. In addition, hazard mitigation will often change the pre-disaster design of the facility and will require consideration of environmental and historic preservation issues. An important concern is the effect the mitigation will have, for example, downstream, if the mitigation deals with drainage issues. Your PAC will inform you when the HMP is approved. When approved, you are required to complete the hazard mitigation measure while completing the repair documented on the Project Worksheet. Is mitigation funding available for undamaged facilities? Hazard Mitigation, Section 404, is a State managed funding provided for in the Stafford Act. Section 404 mitigation measures do not have to be structural in nature and does not fall under the jurisdiction of the Public Assistance (PA) Program. Applicants who have questions regarding the Section 404 mitigation program should contact the State Hazard Mitigation Officer. Environmental Considerations Why do I have to consider the environment? First off, it's your environment. It is where you live, work, and play. It directly affects the livability of your community. In recovering from a disaster we want to make sure that we don't adversely impact this environment any further than the disaster has already done. In fact, where possible we should try to enhance it. Secondly, there are Federal, State and local laws that require us to preserve and protect many of these resources. Any project that receives Federal funding must comply with applicable Federal laws. In addition, a condition of all FEMA funded projects is that they conform to State and local laws and ordinances. What are the Federal environmental laws? While there are many, the Federal environmental laws that most often relate to FEMA funded projects include: the Clean Water Act, the Clean Air Act, the Coastal Barriers Resources Act, the Coastal Zone Management Act, the Resources Recovery and Conservation Act, the Endangered Species Act, the National Historic Preservation Act and the National Environmental Policy Act (NEPA). In addition to these laws, the President issues Executive Orders to address specific concerns. Four Executive Orders most frequently encountered in FEMA projects include wetland protection, floodplain management, environmental justice, and seismic retrofit. While all projects must conform to each of these laws and Executive Orders, it is, in actuality, the location and nature of the project that determines whether or not a law specifically applies. Revised: 6/13

159 What is NEPA and how does it relate to the other laws? The National Environmental Policy Act (NEPA) requires that we include an environmental prospective in our project planning by evaluating the potential environmental impacts of the proposed project and ensuring an appropriate level of public involvement takes place. A good implementation of the NEPA review process is often the means FEMA uses for identifying and considering the requirements of the other environmental laws that apply to the project. A fundamental requirement of NEPA is that the review must be completed prior to starting the project. Funding may be jeopardized if this does not happen. Can my project be exempt from NEPA? Over 75% of Public Assistance actions are either emergency activities or repair-to-predisasterdesign projects. These types of actions are usually exempt from the NEPA review and documentation process. Even so, you must be aware that the other environmental laws may still apply and must be addressed. If the damaged unit is to be upgraded or improved or if mitigation is being added, in which case the unit is not being returned to its predisaster design, it is likely to require a more complete NEPA review. How does the National Historic Preservation Act affect me? The National Historic Preservation Act (NHPA) requires that FEMA consider the direct or indirect effects of undertakings it funds on historic, cultural, or archaeological resources. These resources include properties that are listed on or eligible for inclusion on the National Register of Historic Places or properties that may have important social or cultural significance to your area. Facilities are generally considered historic when they are 50 years old or older. Archaeological concerns are usually heightened when there is ground disturbing activities associated with a project. How will I know if the other laws apply to my project? A "Yes" response to any of the Special Considerations Questions is an indication that requirements of one or more of these laws might be triggered. If your project is near or affects a stream, a wetland or other body of water, requires the destruction of an area of natural vegetation, or is in or near a special resource area, like a wildlife refuge, it is likely that you will need input from someone familiar with these laws. The PAC or an environmental or historic Specialist can give you guidance here. What do I need to do? Answer all of the Special Considerations questions for each work project. Identify all facilities located in the 100-year floodplain area. Identify all facilities 50 years old or older and/or those that have an important social or cultural significance. Identify if a project will require ground disturbance, particularly of previously undisturbed ground. Look for and request hazard mitigation opportunities. Revised: 6/13

160 Provide insurance policies to the PAC at the earliest opportunity. Even if you don t think the facility is covered under the policy, if a policy exists, provide a copy to the PAC for review. Notify the PAC of all Special Consideration issues as soon as possible. This will ensure the fastest review and funding. Maintain all documentation that has to do with any identified Special Consideration issues. Even if they are considered to be of no consequence, keep all related documentation in case any questions arise at a later date. CLOSEOUT What is Closeout? The purpose of closeout is to certify all recovery work is complete and all eligible costs have been reimbursed. The Public Assistance Program is a reimbursement program and when closing your grant projects, this is the last opportunity to ensure you have received all funding available under the law. Closeout is an important last step in the Public Assistance Program process. What do I need to do to close out? Closeout procedures are different for each State, however, you should notify the State Public Assistance Officer immediately as you complete each large project and when all of your small projects have been completed. You have 6 months to complete emergency work and 18 months to complete permanent work. You may obtain extensions from the State based on extenuating circumstances or unusual project requirements beyond your control. Debris and emergency work can be extended an additional 6 months. Permanent restoration work may be extended an additional 30 months. You may close out your small projects when all small projects have been funded and completed. They will be closed based on the approved cost estimates. You must certify to the State that all funds were expended and all the work described in the project scope of work is complete. If you have a significant cost overrun associated with completing all work on all of your small projects, you may submit an appeal for additional funding. This request should be made in writing to the State within 60 days of completing the last small project. You will closeout large projects individually as each project is completed. There is a cost reconciliation (difference between estimated and actual costs for eligible work) on each individual large project when the project is complete. You must notify the State immediately when you have completed each large project. Keep your documentation in order, as it is very important and is required during the closeout process. It is your responsibility to document all costs associated with your projects. Failure to properly document any project may result in loss of funding for any claimed work. Revised: 6/13

161 Make sure all documentation for a project is accurate, complete and up to date for closeout review. APPENDIX A The Public Assistance Program Program Objective The objective of the Public Assistance Program is to provide assistance to States, local governments, and selected Private Non-Profit organizations for the alleviation of suffering and hardship resulting from major disasters or emergencies declared by the President. Applicant Eligibility A. State and Local Governments, and Special Districts o Local Governments Any county, city, village, town, district, or other political subdivision of any State and includes any rural community, unincorporated town or village, or other public entity for which an application for assistance is made by a State or political subdivision thereof. o Other Political Subdivisions Other State and local political subdivisions may be eligible if they are formed in accordance with State law as a separate entity and having taxing authority. These include, but are not limited to, school districts, irrigation districts, fire districts, and utility districts. B. Private Non-Profit Organizations All facilities must be open to the general public and provide a government service. 1. Educational Institutions 2. Utility 3. Emergency 4. Medical a. Colleges and universities b. Parochial and other private schools Systems of energy, communication, water supply, sewage collection and treatment, or other similar public service facilities. Fire protection, ambulance, rescue, and similar emergency services. Hospital, outpatient facility, rehabilitation facility, or facility for long-term care for mental or physical injury or disease. Revised: 6/13

162 5. Custodial Care Homes for the elderly and similar facilities that provide institutional care for persons who require close supervision, but do not require day-to-day medical care. 6. Other Essential Governmental Service Facilities Museums, zoos, community centers, libraries, homeless shelters, senior citizen centers, rehabilitation facilities, shelter workshops and facilities that provide health and safety services of a governmental nature. Health and safety services are essential services that are commonly provided by all local governments and directly affect the health and safety of individuals. Low-income housing, alcohol and drug rehabilitation, programs for battered spouses, transportation to medical facilities, and food programs are examples of health services. C. Native American and Alaskan Native Tribal Governments Indian Tribes or authorized tribal organizations and Alaskan Native village organizations. This does not include Alaska native Corporations, which are owned by private individuals. Facility Eligibility General Eligibility With certain exceptions, an eligible facility is any building, works, system, or equipment that is built or manufactured, or any improved and maintained natural feature that is owned by an eligible public or Private Non-Profit (PNP) applicant. o An Eligible Facility must: o o o o Be the responsibility of an eligible applicant. Be located in a designated disaster area. Not be under the specific authority of another Federal agency. Be in active use at the time of the disaster. o Examples of Eligible Public Facilities may include: o o o o o o Roads (non-federal aid) Sewage Treatment Plants Airports Irrigation Channels Schools Buildings Revised: 6/13

163 o o Bridges and Culverts Utilities o Eligible Private Non-Profit Facilities include: o o o o o o Educational facilities (classrooms, supplies, and equipment) Gas, Water, and Power systems Emergency facilities (fire stations and rescue squads) Medical facilities (hospitals and outpatient centers) Custodial care facilities Essential government services (All eligible PNP facilities must be open to the general public) o Restrictions Work Eligibility General Eligibility 1. ALTERNATIVE USE FACILITIES If a facility was being used for purposes other than those for which it was designed, restoration will only be eligible to the extent necessary to restore the immediate pre-disaster alternative purpose. 2. INACTIVE FACILITIES Facilities that were not in active use at the time of the disaster are not eligible except in those instances where the facilities were only temporarily inoperative for repairs or remodeling, or where active use by the applicant was firmly established in an approved budget, or where the owner can demonstrate to FEMA's satisfaction an intent to begin use within a reasonable time. A. An Eligible Item of Work Must: o o o Be required as the result of a major disaster event, Be located within a designated disaster area, and Be the legal responsibility of an eligible applicant. B. Other Federal Agency (OFA) Programs FEMA will not provide assistance when another Federal agency has specific authority to restore facilities damaged by a major disaster. Revised: 6/13

164 C. Negligence No assistance will be provided to an applicant for damages caused by its own negligence through failure to take reasonable protective measures. If negligence by another party results in damages, assistance may be provided on the condition that the applicant agrees to cooperate with FEMA in all efforts to recover the cost of such assistance from the negligent party. D. Special Considerations Requirements Category A Necessary assurances shall be provided to document compliance with special requirements including, but not limited to, floodplain management, environmental assessments, hazard mitigation, protection of wetlands, and insurance. Debris Removal Emergency Work A. Public Interest Determination By FEMA o o o Eliminate immediate threats to life, public health and safety; or Eliminate immediate threats of significant damage to improved public or private property; or Ensure economic recovery of the affected community to the benefit of the community-at-large. B. Private Property Debris Removal Debris removal from private property is the responsibility of the individual property owner. When it is in the public interest for an eligible applicant to remove debris, the following criteria exists: o o o o On urban, suburban and rural property, including large lots, Clearance of living, recreational and working areas is eligible, except areas used for crops and livestock, or unused areas. No assistance will be provided to individuals or private organizations for removing debris from their own property except for eligible Private Non-Profit applicants. Right of Entry Agreement must be obtained to indemnify the Federal government against any claim arising from such removal. Category B Emergency Protective Measures A. General Revised: 6/13

165 o o Measures to save lives, to protect public health and safety, and to protect improved property, are eligible. In order to be eligible, emergency protective measures for property must eliminate or lessen immediate threats of significant damage to improved public or private property through measures that are costeffective. FEMA may require a certification by local, State and/or Federal officials that a threat exists, including identification and evaluation of the threat and recommendations of the emergency work necessary to cope with the threat. B. Emergency Access Emergency access may be provided when emergency repair or replacement of a nonpublic facility economically eliminates the need for temporary housing. The work is limited to that necessary for the access to remain passable through events that are immediate threats (five-year storm). The work must be performed by an eligible applicant and it is subject to cost-sharing. Permanent Restoration of Facilities A. General Eligibility o o o o o Facilities will be restored on the basis of design, capacity and function of such facilities as they existed immediately prior to the disaster and in conformity with applicable standards. Codes and Standards must be in writing, apply to the type of work, and be in place and enforced prior to the disaster declaration. They must apply uniformly to all similar types of facilities. Hazard mitigation measures, which are cost-effective, may be required by FEMA. Any requirement for hazard mitigation placed on applicants by FEMA will be eligible. Applicants may and are encouraged to suggest hazard mitigation measures. A facility is considered repairable when disaster damages do not exceed 50% of the cost of replacing a facility. (Conduct a repair versus replacement analysis if repairs to a facility would appear to cost 50% or more of the cost of replacing the facility.) For further particulars, see the Public Assistance Guide, FEMA 286 (to be replaced by FEMA 322). Relocation may be approved by FEMA when a facility is subject to repetitive damage, and it is cost-effective to relocate. When relocation is required by FEMA, eligible work may include land acquisition and such ancillary facilities as roads and utilities. For further particulars, see the Public Assistance Guide, FEMA 286 (to be replaced by FEMA 322). Category C Road Systems A. Repairs and Replacements Revised: 6/13

166 The damage must be directly related to the disaster. It cannot be a pre-existing condition nor caused by an event after the official period of incidence. Repairs to structures may be made when the estimated repair cost is less than the estimated replacement cost, unless the structure is damaged greater than 50%. If a structure is damaged to the extent that repairs exceed 50% of the replacement costs, funding may be provided to replace the structure. The applicant also may choose to make repairs; however, the funding provided will be limited to the cost of replacement. B. Road Repiars On gravel roads, the base need not be damaged to be eligible for major gravel replacement. Loss of gravel must be evident. Potholes and rutted surfaces must be shown to be a result of the disaster event. C. Paving Loss of paved surface is eligible. Alligatored surface is generally a sign of normal deterioration and is not eligible, unless shown to be exclusively disaster-related. D. Standards Bridge and road standards that have been formally adopted and are in practice, or adopted and placed in effect prior to the date of the disaster declaration, are eligible. The standards must apply to work accomplished using all sources of funds, and not limited to work receiving State and/or Federal aid. A copy of standards and council meeting minutes approving the standards should be maintained in the permanent applicant file. E. On-Systems Facilities Facilities funded by other Federal agencies, such as the Federal Highway Administration (FHWA), are not eligible for permanent repair. Debris removal and emergency measures are eligible on Federal-aid roads except where the Emergency Relief (ER) program of the FHWA is activated. For further particulars, see the Public Assistance Guide, FEMA 286 (to be replaced by FEMA 322). F. Scheduled Replacement Category D Facilities are not eligible if scheduled for replacement within the next 12 months using Federal funds. Water Control Facilities A. Levees and Dams If the levee or dam meets the definition of a flood control work and thus falls within the authority of the U.S. Army Corps of Engineers (USACE) or Natural Resources Conservation Service (NRCS), it is not eligible for permanent restoration. B. Drainage Channels The USACE or NRCS may be involved in some flood channels; in these cases, local drainage channels are not eligible. Manmade channels must show evidence of routine Revised: 6/13

167 maintenance and will be restored to pre-flood hydraulic capacity. Appropriate documentation, including construction and maintenance records for the manmade channels should be placed in the permanent applicant file. The documentation should include records demonstrating the predisaster condition of the channels. C. Natural Systems Debris removal from natural streams is not normally eligible for assistance. Only debris that causes a threat to lives, public health and safety, or damage to improved property from a 5-year flood event, is eligible. Work to protect improved property must have a favorable ratio of benefits to costs. Any work in natural streams must also be closely reviewed and monitored to minimize undesirable environmental effects. D. Seeding and Sodding Seeding, grass, and sod will be eligible only when necessary to stabilize slopes and minimize sediment runoff. E. Debris Category E Disaster-caused debris in catch basins and channels is eligible for removal when the pre-existing condition can be established. Buildings and Equipment A. Restoration Buildings are to be restored to pre-disaster design capacity in accordance with present codes and standards. B. Use and Occupancy The building must have been in active use prior to the disaster. If only part of the building was occupied at the time of the disaster, or if the building was being used for a less demanding function than its original purpose, then replacement will be made at the reduced size, or restoration will be limited to that required to resume the immediate predisaster use. C. Extensive Damage If repairs to a facility would cost 50% or more of the cost of replacing the facility to its pre-disaster design, then the facility is eligible for replacement. This is known as the 50% Rule, and is discussed in detail in the Public Assistance Guide, FEMA 286 (to be replaced by FEMA 322). D. Insurance Check on insurance presently in force. Insurance coverage pays first. Uninsured losses are eligible. If repair costs exceed $5,000, a general hazard insurance commitment will be required equal to the amount of damages. Repair costs for flood damages occurring to buildings and/or contents within the 100-year flood zone will be reduced by the Revised: 6/13

168 amount that would have been available from a standard NFIP flood policy whether or not the facility was actually insured. E. Equipment Office equipment and furniture should be replaced with used or surplus, if available. Repair if feasible. F. Supplies Consumable supplies will be replaced to pre-disaster quantities. G. Vehicles Special equipment, such as two-way radios, is eligible. Blue book prices should be used and salvage taken. Check for comprehensive insurance. If repair costs exceed $5,000, an insurance commitment will be required equal to the amount of damages. H. Grounds Grounds around buildings may be included with building structure if it is to be handled as a single project, except trees and other plantings, which are not eligible. I. Cleaning For buildings with light damage, cleaning and painting is eligible. J. Worship Facilities Category F Utilities Buildings that are used primarily for worship or religious education purposes are not eligible. A. Electrical Restore to pre-disaster design in the most economical manner. Extra pole structures are sometimes necessary to restore the function when erosion has destroyed stream banks and ground clearance has to be maintained over longer distances. B. Sewer Visual evidence of ground subsidence indicating infiltration into the pipe must be present. o o Limited TV inspection is eligible when damage is apparent. Use of TV inspection to search for problems is not eligible. Cleaning of disaster-related debris from sewer lines is eligible only when necessary to restore adequate functioning of the system in specific reaches when the pre-existing condition can be established. C. Revenue Revised: 6/13

169 Category G Loss of revenue is not eligible. Added costs or charges for providing regular utility services are not eligible. Parks, Recreational, and Other A. Grass Grass, seeding, and sod are eligible only when necessary to stabilize slopes and minimize sediment runoff. B. Trees Trees and other plantings are not eligible. C. Damage Estimates All structures and damage sites within a park may be included as a single project if repair or contract is being handled that way. They can be claimed separately, if desired. D. Beaches To be eligible, a beach must have been improved to a designed profile and regularly maintained prior to the disaster. Appropriate documentation should be placed in the permanent applicant file to show that the beaches were designed, constructed, and routinely maintained. The documentation should include records showing when beach sand was last replaced and at what depths. Permanent restoration of the sand on natural beaches is not eligible. (Also see Emergency Protective Measures.) Cost Eligibility Force Account Cost A. Personnel Reimbursement of salaries and wages (including regular time, overtime, fringe benefits, and compensatory time) of employees will be paid on eligible disaster permanent work. For emergency work, only overtime of regular employees plus all time of extra hires will be paid. B. Applicant-Owned Equipment Reimbursement for equipment used on eligible disaster-related work is based on the FEMA rate schedule or the applicant s established rates, whichever is lower, unless the applicant s rates are considerably lower and the applicant certifies that rates do not reflect actual costs. A State schedule may be accepted for applicants who have established and used the schedule for normal operations before the disaster, up to $75 per hour. C. Materials Costs of materials and supplies used in eligible disaster-related work are eligible. Revised: 6/13

170 Contract Costs Reasonable contract costs, including equipment rental, for eligible disaster-related work is eligible. Administrative Costs Subgrantee s administrative allowance is based on the following percentages of net eligible costs. First $100,000 3% Next $900,000 2% Next $4,000,000 1% Over $5,000,000 ½% Insurance Actual or anticipated insurance recoveries shall be deducted from otherwise eligible costs. When insurance is required as a condition of approval for projects amounting to $5,000 or more, the State must provide FEMA with acceptable assurances that the applicant has obtained and will maintain insurance for the approved damaged facility or piece of equipment. No assistance will be provided for any facility for which assistance was previously received unless the insurance was obtained and maintained as required. Project Administration Request for Public Assistance The Request for Public Assistance form must be submitted by the applicant to the State within 30 days of designation of an area for each applicant requesting assistance. Project Funding Small Projects Approved estimate is less than $47,800 ($47,800 is the threshold for small projects for Federal fiscal year 1999 and is adjusted annually) Final payment of the Federal share may be made by the grantee upon approval of the project by FEMA. Large Projects Approved estimate of $47,800 or more Payments will be made based upon State law, 44 CFR Part 13 and 31 CFR Part 205 and the approved State Administrative Plan. Funding Options Improved Project If an applicant desires to make improvements to a damaged facility that exceeds restoring to pre-disaster design, State approval must be obtained. FEMA funding for such improved projects shall be limited to the Federal estimate of the eligible disaster-related repairs. Revised: 6/13

171 Alternate Project In any case where an applicant determines that the public welfare would not be best served by restoring a damaged facility or the function of that facility, the State may request on behalf of the applicant that FEMA approve an alternate project. The alternate project option may be considered on permanent work only and funding will equal 90% of the Federal estimate of the eligible disaster-related repairs. Use of Local Firms and Individuals To assist in economical recovery of a disaster area, FEMA recommends that preference be given, to the extent practicable, to organizations, firms, and individuals who reside or do business primarily in the area affected by the disaster and who have appropriate contracting capability. Local preference should be mentioned in the invitation for bids and requests for proposal. Time Limits for Completion of Work Debris removal 6 months Emergency work 6 months Permanent work 18 months Exceptions The State may impose lesser deadlines for completion of work If requested by the applicant, the State may extend debris clearance and emergency work deadlines for an additional 6 months and permanent work deadlines for an additional 30 months if the reason for the request is based on extenuating circumstances or unusual project requirements beyond the control of the applicant. Requests for extensions beyond the deadlines listed above may be submitted by the State to FEMA's Disaster Recovery Manager (DRM). The DRM has authority to grant extensions appropriate to the situation. The DRM may impose requirements upon the State to ensure that the project will be completed within the approved time limit. Cost Overruns The State will evaluate subgrantee appeals for cost overruns and, when justified, submit the request to FEMA for final determination. All requests must contain sufficient documentation to support eligibility of all work and costs claimed. For small projects (less than $47,800) overruns, the applicant s appeal must include documentation for the actual cost of all small projects to show that the net overrun is significant before approval will be considered. Documentation All disaster costs must be supported by documentation, including timesheets for personnel, equipment use records, invoices for materials, and all contracted documents related to work accomplished by contract. Revised: 6/13

172 APPENDIX B Applicant Eligibility Chart Status Name Details/Examples Eligible Applicants State Agencies Local Governments Native American Tribes Alaskan Native Villages/Organizations State Emergency Management Agency, State Department of Transportation City, County, or Town Excludes corporations that are privately owned Certain Private Non-Profit Organizations (PNPs) Medical Emergency (fire and rescue) Utility Educational Custodial care Facilities that provide essential services of a governmental nature to the general public Museums Zoos Community centers Libraries Homeless shelters Senior citizen centers Rehabilitation facilities Shelter workshops Facilities that provide essential health and safety services of a governmental nature, such as: Low income housing Alcohol and drug rehabilitation Programs for battered persons Transportation to medical facilities Revised: 6/13

173 Food programs Ineligible PNP Applicants Recreational facilities Job counseling/training facilities Certain advocacy groups Conference facilities Performing arts facilities Groups not directly providing health services How Much Is Eligible? Item Emergency Public Transportation Eligibility for Reimbursement Emergency public transportation costs are eligible, provided that public transportation is not the responsibility of another Federal agency (e.g., Federal Highway Administration) and is in accordance with Section 419 of the Stafford Act. Due to the large outlay this could represent, all emergency transportation projects must be preapproved by the FEMA Public Assistance Officer. When FEMA does reimburse for emergency public transportation, the cost of capital construction projects to meet emergency needs will be reimbursed only for the emergency period to be defined by FEMA on a project-by-project basis. The amount reimbursed will be determined based on a depreciation recovery rate. Employee Hourly Rate FEMA will reimburse a reasonable hourly rate based on the type of work performed. For instance, if a subgrantee s employee is a janitor and the employee performed disaster-related clean-up work, then that employee s full hourly rate as a janitor will be reimbursable. However, if a doctor performs the same disaster-related clean-up work, then their hourly rate will be adjusted downward to reflect the typical cost to perform the clean-up function (i.e., that paid to the janitor). Permanent Restoration Restoration must be direct result of the declared event. Restoration must have been performed within designated area. Restoration must be the legal responsibility of the applicant. Restored facility must be in active use. Restoration must not fall under the responsibility of any Other Federal Agencies (OFA). Salvage value or insurance proceeds must be deducted What Cost is Eligible? Cost Type Nature of Details Revised: 6/13

174 Cost Regular time and overtime labor costs are eligible for permanent restoration work. Only overtime labor costs are eligible for emergency work. Labor Permanent labor An organization s pre-disaster policy on overtime will determine whether or not the organization is reimbursed for overtime work performed by salaried employees. For emergency work, only overtime costs are eligible; regular time labor costs are not eligible for reimbursement. Fringe benefits associated with disaster-related labor costs are eligible. Temporary labor Regular and overtime labor costs for temporary staff hired specifically to perform disaster-related work is eligible for reimbursement. Fringe benefits for temporary labor may vary from permanent labor and will be dependent upon an organization s pre-disaster labor policy Excess regular and overtime costs for part-time employees (only for hours worked over their normal work schedule), are eligible for reimbursement. Part-time labor Fringe benefits associated with disaster-related costs are eligible. Benefits for part-time labor may vary from permanent labor and will be dependent upon an organization s pre-disaster labor policy Volunteer labor Organizations that use volunteer labor to perform eligible work receive credit for that labor to help them meet the non- Federal portion of the cost share. Volunteer labor will be valued at the prevailing rate for the work being performed Contract labor to perform disaster-related work is eligible for reimbursement. Contract labor Generally, contracts must be competitively bid; an applicant must follow the same policies and procedures it uses for procurements that are non-federal in nature. Exceptions (with written justification) include instances where emergency work must be completed immediately to reduce the threat to life, public health or safety, or where Revised: 6/13

175 there exists only a single contract source to complete the work. Equipment Rented/lease Additionally, for a contract with both emergency and nonemergency work, only the part that relates to the emergency work may be the exception. The cost of the rented/leased equipment is eligible, along with normal equipment operating expenses, such as fuel and supplies. Maintenance costs are the responsibility of the lessor, unless otherwise stated in the lease agreement. The organization should follow its established business practices when renting equipment Materials and Supplies Applicantowned Purchased Inventory Purchased Organizations using their own equipment in the response and recovery effort will be reimbursed based on either the FEMA equipment rates or the organization s (pre-disaster) internallydeveloped equipment usage rate, whichever is lower. Only the time the equipment is actually in use is eligible. Therefore, the equipment usage must correspond to labor hours claimed for performing eligible work. Equipment purchased to perform disaster-related work will be reimbursed using FEMA equipment rates based on usage. Depending on the cost of the equipment, the eligible usage cost may have salvage value deducted. Organizations using an existing inventory of materials and supplies to assist in the response and recovery effort will be reimbursed for the reasonable cost of replenishing the inventory to the pre-disaster level. Purchased materials and supplies will be reimbursed for the purchase prices if the organization complies with its pre-disaster procurement regulations and practices How Much Is Eligible? Item Emergency Public Transportation Eligibility for Reimbursement Emergency public transportation costs are eligible, provided that public transportation is not the responsibility of another Federal agency (e.g., Federal Highway Administration) and is in accordance with Section 419 of the Stafford Act. Due to the large outlay this could represent, all emergency transportation projects must be pre-approved by the FEMA Public Assistance Officer. When FEMA does reimburse for emergency public transportation, the cost of capital construction projects to meet emergency needs will be reimbursed only for the emergency period to be defined by FEMA on a project-by- Revised: 6/13

176 project basis. The amount reimbursed will be determined based on a depreciation recovery rate. Employee Hourly Rate Building Habitability Safety Inspections Building Inspection and Permit Processing Costs Directly Related to Waived Building Permit Fees FEMA will reimburse a reasonable hourly rate based on the type of work performed. For instance, if a subgrantee s employee is a janitor and the employee performed disaster-related clean-up work, then that employee s full hourly rate as a janitor will be reimbursable. However, if a doctor performs the same disasterrelated clean-up work, then their hourly rate will be adjusted downward to reflect the typical cost to perform the clean-up function (i.e., that paid to the janitor). The cost of an initial safety inspection performed to determine the habitability of a structure may be eligible for reimbursement. This will be a disaster-specific determination. When a local government authority waives building permit fees, they may incur a loss of revenue. FEMA does not reimburse for loss of revenue. The existing fee schedule should provide the necessary revenue to support the building permit process. Mutual Aid Agreements Post-Disaster Overtime Costs Mutual aid agreements usually contain reimbursement provisions for labor, fringe benefits, lodging, meals, travel expenses, equipment, and materials. FEMA will generally reimburse reasonable costs associated with mutual aid policies that were established before the disaster. If a subgrantee enters into a mutual aid agreement after the disaster occurs, it may affect the amount of funding eligible from FEMA FEMA will reimburse eligible costs that are in accordance with the 44 CFR and OMB Circulars and the subgrantee s pre-disaster policies. If the subgrantee s pre-disaster policy does not pay employees for overtime, FEMA will not reimburse the cost of overtime. If a pre-disaster local or State provision exists to pay overtime during emergency situations, FEMA will reimburse the cost of overtime. Contract Labor for Emergency Work (as opposed to using permanent employees) Project Management Indirect Costs Computer System/Software for Tracking Disaster- Contract labor for emergency work is eligible. However, if the work performed is essentially identical to the organization s normal work functions, then permanent employee labor should be used and any temporary labor needed can be hired with full reimbursement for regular and overtime costs. Actual costs associated with the management of a FEMA project are reimbursable. No indirect costs are eligible for reimbursement. A computer system or new software is considered an administrative cost incurred to administer Federal disaster Revised: 6/13

177 Related Costs assistance. Therefore, such costs are reimbursed by the Statutory Administrative Allowance and are not eligible for reimbursement. Only those applicants who provide essential community services are eligible for relocation costs. Temporary Relocation Essential community services are those that are necessary to save lives and/or to protect and preserve property or public health and safety. They include: Medical facilities including hospitals, outpatient facility, rehabilitation facility or facility for long-term care as defined by Section 645 of the Public Health Service Act. Custodial care facility providing institutional care for persons requiring close supervision and some physical constraints on their daily activities. Emergency facilities including fire departments, police departments, search and rescue teams, and ambulances Utility facilities for generation, transmission, distribution and maintenance of electric power, telephone, sewer and water, and gas Homeless shelters. Facilities that provide essential health and safety services of a governmental nature, such as: Low-income housing Alcohol and drug rehabilitation Refuge for battered persons Food programs It is important to note that there are some facilities that provide essential services of a governmental nature and are open to the general public but are not an essential community service. These include: Museums Zoos Community centers Libraries (other than school libraries) Senior citizen centers Rehabilitation facilities Revised: 6/13

178 Examples of activities not eligible for reimbursement Shelter workshops FEMA pays for temporary relocation of an essential community service until the applicant s facility is habitable again. Due to the essential service provided by the applicant, it is expected that the repair or reconstruction of the permanent facility will be expedited. Should this not be the case, FEMA will re-examine the temporary relocation period. Property tax re-assessments Disaster applicant centers (DACs) Housing programs Consumer task forces APPENDIX C Frequently Asked Eligibility Questions Do all contracts have to be competitively bid? All contract procurement should be conducted in a manner providing full and open competition in compliance with State and local procurement regulations. Contracts will normally be competitively bid unless one of the following instances apply: The item is available only from a single source; The awarding agency authorizes noncompetitive proposals; After solicitation of a number of sources, competition is determined inadequate; or The contract will eliminate or reduce an immediate threat to life, public health or safety. Does the time period in which work is performed affect the reimbursement of that work? The initial deadlines are established according to the type of work performed. Debris removal 6 months Emergency protective measures 6 months Permanent repair work 18 months Time extensions may be granted for extenuating circumstances. For debris removal and emergency work, an additional 6 months may be granted by the State. For permanent restoration work, an additional 30 months may be granted by the State. Requests for extensions beyond the deadlines listed above may be submitted by the State to the DRM. The DRM has authority to grant extensions appropriate to the situation. The DRM Revised: 6/13

179 may impose requirements upon the State to ensure that the project will be completed within the approved time limit. You will only be reimbursed for those costs incurred up to the latest approved completion date for a particular project. The project must be completed for you to retain any money already funded. What costs are covered by the Statutory Administrative Allowance? The Statutory Administrative Allowance is provided to lessen the financial impact of administering the disaster recovery effort, including preparation of the Project Worksheet, related field inspections, project applications, final inspection reports and final audits. Necessary costs of requesting, obtaining and administering Federal disaster assistance are covered by this allowance. No other administrative costs are eligible. Good fiscal management and record keeping are essential to controlling the indirect costs associated with FEMA-reimbursed projects. After the disaster, USDA established an emergency food stamp program. However, USDA only reimbursed 50% of the total operational cost. May we submit the other 50% to FEMA for reimbursement? No. One Federal agency may not reimburse another Federal agency s non-federal cost share. A disaster has just occurred. Why does FEMA still get involved in environmental or historical issues? FEMA's PA Program is a Federal grant program. As a result, the actions that FEMA funds are required by law to demonstrate compliance with applicable Federal laws and regulations including those enacting environmental and historic legislation even after a disaster declaration. We are not addressing the environmental impacts caused by nature, but those caused by Federal actions responding to the disaster. Some of these laws have exemptions, waivers or expedited consultations for certain types of work. FEMA will apply these to projects where appropriate. FEMA and the State have also established procedures to expedite compliance of those projects that do not fall under the previously mentioned exceptions. In addition, there are trained FEMA and State specialists on staff to address these issues in an expeditious manner. If my project gets its environmental clearance from FEMA and is subsequently funded, do I still need to get a local, State or Federal permit to complete my project? Generally, yes, unless the local, State or Federal regulations have permit exemptions to the work proposed. Remember that FEMA's environmental clearance applies to the construction of the project because of the Federal funding action. FEMA and the State will require as a condition of funding that all applicable permits are obtained. Prior to a disaster occurring or initiating construction, it is recommended that the regulatory agencies be contacted about any exemptions and expedited permit processes that may be applicable. Work completion in violation of the law runs the risk of losing its Federal grant funding from FEMA. Revised: 6/13

180 APPENDIX D Glossary of Terms Applicant A State agency, local government, or eligible Private Non-Profit organization who submits a request to the Grantee for disaster assistance under the State s grant. Applicant Liaison (Liaison) A State customer service representative responsible for providing applicants with State specific information and documentation requirements. The Liaison works closely with the Public Assistance Coordinator to provide any assistance the applicant may require. Case ManagementFile A centralized data bank of all applicant activities. Data entered into this bank creates a chronological history of everything that has taken place with an applicant from the time they apply for assistance until they have received all monies and their file has been closed. Cost Estimating Format (CEF) A forward pricing methodology for estimating the total cost of repair for large permanent projects by use of construction industry standards. The format uses a base cost estimate and design and construction contingency factors, applied as a percentage of the base cost. Declaration The President s decision that a major disaster qualifies for Federal assistance under the Stafford Act. Emergency Work That work which must be done immediately to save lives and to protect improved property, public health and safety, or to avert or lessen the threat of a major disaster. Emergency work frequently includes clearance and removal of debris and temporary restoration of essential public facilities and services. (Category A-B) Facility Any publicly or privately owned building, works, system, or equipment, built or manufactured, or an improved and maintained natural feature. Land used for agricultural purposes is not a facility. Force Account An applicant s own labor forces and equipment. Hazard Mitigation Any cost-effective measure that will reduce the potential for damage to a facility from a disaster event. Revised: 6/13

181 Immediate Needs Funding (INF) An advance of grant funds to assist with payment of emergency work within the first 60 days after a disaster strikes. The amount of funding is normally 50% of the Federal share of emergency costs as identified during the preliminary damage assessment. Improved Property A structure, facility, or item of equipment that was built, constructed, or manufactured. Land used for agricultural purposes is not improved property. Kickoff Meeting The initial meeting between an applicant, the Applicant Liaison, and the Public Assistance Coordinator. At this working session, the applicant provides a list of damages and receives comprehensive information about the Public Assistance Program and detailed guidance for their specific circumstances. Large Project Eligible project, either emergency or permanent work, with a damage dollar value of $47,800 or greater (FY99). Permanent Work That work that must be performed through repairs or replacement to restore an eligible facility on the basis of its pre-disaster design, use, and current applicable standards. (Category C-G) Preliminary Damage Assessment (PDA) A survey to determine the impact and magnitude of damage caused by the disaster and the resulting unmet needs of the public sector and community at large. The PDA is the basis for estimating total disaster-related damage and evaluating the need to request a Presidential declaration of disaster. Project A logical method of performing work required as a result of the declared event. Project Formulation The process of documenting the eligible facility, the eligible work and the eligible cost for damages resulting from the declared event. Project Worksheet (PW) Form used to document the damage and develop the scope of work for a project. Project Officer (PO) An emergency management employee with demonstrated experience and training in management of large and complex repair projects. Revised: 6/13

182 Private Non-Profit Organization (PNP) Any non-governmental agency or entity that currently has either an effective ruling letter from the U.S. Internal Revenue Service granting tax exemption or satisfactory evidence from the State that the non-revenue producing organization or entity is a nonprofit one organized or operating under State law. Public Assistance (PA) Supplementary Federal assistance provided under the Stafford Act to State and local governments or certain Private Non-Profit organizations other than assistance for the direct benefit of individuals and families. Public Assistance Coordinator (PAC) A FEMA customer service representative responsible for providing continuity of service to an applicant in the recovery process of the Public Assistance program. Public Assistance Officer (PAO) A Federal official specifically responsible for the Public Assistance (PA) Program during disaster operations. Typically, a State PAO is also designated with similar responsibilities within the State organization. Request for Public Assistance (Request) The official notification of intent to apply for public assistance monies following declaration of a disaster. It is a short form that asks for general identifying information about an applicant. Small Project Eligible project, either emergency or permanent work, with a damage dollar value of less than $47,800 (FY99). Special Considerations Factors that must be addressed before Federal grant money can be obligated to repair or restore damaged facilities. These factors include, but are not limited to, general and flood insurance, historic preservation, environmental protection, and hazard mitigation. StaffordAct The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law , as amended. Specialist An emergency management employee with demonstrated technical or program expertise in a defined specialty. Validation A pre-funding verification to confirm the eligibility, compliance, accuracy, and reasonableness of small projects formulated by an applicant. Revised: 6/13

183 Appendix B Volunteer Involvement PLAN CAREFULLY 1. Commit to providing trained leadership. 2. Set realistic goals for each day's work. 3. Help volunteers see where they fit in the "Big Picture." ORGANIZE EFFECTIVELY 4. Refer to written checklists for each job to be done. 5. Create a master list of all jobs with a one-line description of each task and to who volunteers report. STAFF RESPONSIBLY 6. Assign volunteers based on their skills, interest and experience. 7. Train people in how to do their job; give them the information they will need for success as well as a vision of what the Agency s Emergency Plan is doing. SUPERVISE IN AN ENABLING WAY 8. Help people to be successful. 9. Praise their good work; correct errors immediately. 10. Help people feel important, included, and valuable. 11. Watch for signs of burnout and rotate tasks or relieve volunteers appropriately. 12. Be specific, brief, clear in giving instructions. 13. Use humor to help people over the rough spots. 14. Always be fair. 15. Remind volunteers that their efforts are helping the entire community. 16. Keep people informed. 17. Watch for signals that people want increased responsibility. 18. Recognition, recognition, recognition. Esther O'Donald: Courtesy of the Volunteer Centers of Alameda County Revised: 6/13

184 Appendix C Hurricane Preparedness This Appendix contains the following: Safety Tips BEFORE THE STORM Develop a Hurricane Plan STEP 1 Hold a family meeting Discuss the hazards of hurricanes. Encourage children to talk about their fears and explain some of the things you ll be doing to keep everyone safe. Start a written list of things you ll need to take care of before hurricane season and encourage everyone in the family to contribute their ideas. STEP 2 Discuss whether you ll need to evacuate Determine whether you live in an evacuation zone and, if so, where you will go if an evacuation order is given. Going to a family or friend s house or hotel outside the evacuation area is your best choice. If you choose to go out of town, do so well in advance of the storm. Since shelters provide for only basic needs, this should be your choice of last resort. STEP 3 Ensure your assets are protected Inventory your home possessions and videotape, record or photograph items of value. Review your insurance policies before hurricane season starts to ensure you have adequate coverage. Once a hurricane watch has been issued, insurers will not issue new or additional coverage. STEP 4 Assess your home for vulnerable areas Do a walk-through of your home and property to evaluate your roof, windows, garage door, landscaping, etc. and determine what actions you will take. STEP 5 Make a plan to protect your vehicles Decide where you will store or park your vehicle, boat or RV. Check your vehicle insurance policy and keep it in the same safe place as your homeowner s policy. STEP 6 Secure your home Decide what actions you will need to take to protect your home and your property (shutters, generator, tree-trimming), and to keep as comfortable as possible during recovery. STEP 7 Determine whether anyone in your home has special medical needs, or is vulnerable in an emergency Discuss whether anyone in your home has special needs in an emergency because of a medical condition, or because they are elderly or disabled. Make arrangements in advance to accommodate those needs. STEP 8 Make a plan for your pets Determine how you will address your pet s needs and make a plan in case you have to evacuate. Be sure to plan for large outdoor animals as well, such as horses, pigs and cows. STEP 9 Gather your supplies Determine your family s food, water and medical needs and assemble your hurricane kit according to those needs (see checklist on page 3 for essential non-perishable items to include). As the storm approaches, you will need to buy ice to have on hand in the event of a power outage after the storm. Revised: 6/13

185 STEP 10 Notify others of your plan Let family or friends know what your hurricane plan is so they can check on you in the aftermath of the storm. Establish an out-of-town contact. BEFORE THE STORM Every family in Broward County should be prepared to be self-sufficient for the first three to five days after a major storm so recovery efforts can focus on those who can t help themselves. Plan for the Storm s Approach Plan in Advance If you live in an evacuation zone and an evacuation is ordered, you are required by law to evacuate. Public shelters are a refuge of last resort. Remember, shelters are not designed for comfort, and only one shelter accepts pets, although service animals for the disabled are accepted at all shelters. Identify a Safe Room If you plan to stay at home, identify the safest room in your home (see page 8). This is generally an interior room with no windows, such as a bathroom or closet. Make plans to take shelter in this room in the event of a direct hit. Request Assistance if Needed If you require special assistance in evacuating, or need to stay at a Special Needs Shelter, call Broward County Human Services Department at (TTY ). If a member of your family is elderly, frail or disabled and may become vulnerable in the aftermath of a storm, register them with Broward County s Vulnerable Population Registry. Visit call or Stock Your Hurricane Kit See Checklist at right. Plan on supplies including food and water that will sustain your family for three to five days, and a two-week supply of medicines. Don't forget to buy ice just before the storm approaches. If Evacuating Out of the Area, Leave Early Plan to leave as early as 48 hours in advance, and no later than the issuance of a Hurricane Watch. Keep in mind that a hurricane s path is uncertain and you could inadvertently evacuate to an area where the storm may eventually strike. Take along your hurricane kit. Document Assets Make a visual or written record of your assets for insurance purposes. Also, photograph the exterior of your home including landscaping or structures that may not be insurable but impact the value of your property. Take these records with you if you evacuate. Protect Important Papers Photocopy important papers such as insurance policies and store them with a friend or in a safe deposit box outside of the hurricane area. Or, protect important family and financial documents inside a waterproof container or watertight resealable plastic bag. If you evacuate, take these documents with you. Secure Your Home Shutter windows and glass doors, and anchor loose yard objects or bring them inside. Prepare a Water Supply Know who your water service provider is so you will know if a boil water order applies to your home. Check your water bill if you are unsure. As the storm approaches, fill pre-sanitized sinks and tubs with clean water for bathing and flushing toilets. Set Appliances Turn refrigerators and freezers to highest settings in anticipation of a power outage. Revised: 6/13

186 Get Cash Banks and ATMs do not operate without electricity. Get Gas Gas pumps do not work without electricity. Charge Phones Charge your cell phone and wireless phone batteries. Check on Neighbors Check on your neighbors especially the elderly and those with special needs. Notify Others of Your Plans Have an out-of-state friend as a family contact, so all family members have a single point of contact. Notify this contact and other family members and friends of your plans. Plan For Your Pet Specialized pet shelters, pet-friendly hotels, veterinary clinics and friends and relatives out of harm s way are ALL potential refuges for your pet during a disaster. For a list of pet-friendly hotels and boarding kennels, visit If you plan to go with your pet to a pet-friendly shelter, space is limited to those living in mobile homes and evacuation areas, and advance, in-person, pre-registration is required. Call the Broward County Humane Society at Quick Tip Prepare ahead for your medical needs such as dialysis, insulin, oxygen, and any prescription drugs. The emergency refill law now allows you to obtain a 30-day supply of medications when an emergency is declared. Hurricane Kit Checklist Drinking Water: At least one gallon per person per day for three to five days, preferably two weeks. Extra water is needed for food preparation and personal hygiene. To store drinking water, use food-grade containers. You can use clean, airtight containers such as two-liter soda jugs, but no milk containers. If you re-use disposable plastic bottles, do not keep them for more than a month. Food: At least enough for three to five days, including non-perishable packaged or canned food, canned or shelf milk, cereal, etc.; ice and snack foods A three- to five-day supply of special items for babies such as formula, food, wipes, diapers; special foods for the elderly; toiletries and extra toilet paper Manual can opener/bottle opener Paper goods such as plates, bowls, napkins, towels, and plastic eating utensils Unscented household bleach and medicine dropper Extra bedding such as blankets, pillows, sleeping bag, etc. in case you must evacuate Clothing, including rain gear and sturdy shoes First aid kit Medicines/prescription drugs: A two-week supply Hand sanitizer Revised: 6/13

187 Flashlight and extra batteries Battery-operated or hand-crank radio Disposable batteries, car charger or solar charger for your cell phone Hardline telephone with jack (not cordless) Books and games or toys Pet food, cat litter and other pet care items Tool kit including cord, rope, hammer, wood nails, saw, hatchet or axe, crowbar, chain saw blades, tarp, duct tape, and heavy work gloves Plastic trash bags and ties Extra resealable plastic storage bags, heavy-duty aluminum foil and disposable aluminum pans Extra charcoal or propane gas for outdoor cooking. Sterno can also be used. Never cook with any of these items inside your house. The smoke and fumes are deadly. Fire extinguisher (ABC type) Matches in a waterproof container Mosquito repellent with DEET, and sunscreen Any special equipment or items you may need DURING THE STORM Riding Out the Storm Once the storm arrives, there are some additional measures you can take to keep everyone as safe as possible. Stay indoors in a secure location, or your safe room. The strongest part of a house is usually away from windows and exterior doors. Place towels along window sills and the bottom of doors leading outside to keep water from coming in. Have buckets, mops and sponges handy in the event of flooding. Elevate valuables to table tops or high places if flooding occurs. Do not go outside as the calm eye of the hurricane passes over, unless repairs are absolutely essential. The storm is not over. The worst can happen once the eye passes over and the winds blow from the opposite direction. Be aware that tornadoes can appear anytime during a hurricane. Monitor your local station and if a tornado warning is issued, take cover in an interior hallway or on the lower level if in a tall building. Stay away from glass doors and windows. You can also take cover under heavy furniture in the center of a house. Leave the main breaker on unless the electricity goes off. If the electricity goes off, turn off air conditioners, refrigerators, freezers, television sets and computers to avoid the possibility of damage due to power surges. If the power returns and is steady, these may be turned back on. Revised: 6/13

188 Use flashlights for lighting when the power goes off. Do not use candles or any other type of open flame. The fire department may be unable to respond during a hurricane. Use the telephone for emergencies only. Jammed phone lines may obstruct emergency calls for police, fire rescue, emergency medical and Red Cross disaster units. Open refrigerator and freezer doors as little as possible. Stay away from the fuse box, main breaker and electrical outlets in the event of flooding. Normally, the electrical current will fail with flooding. Canes For Kids Children who live in the track of hurricanes feel firsthand the threat of danger to themselves and those they care about. To comfort and reassure them, try these suggestions from the National Mental Health Association: Reassure them that they re safe. Be honest and open about the disaster, but keep information age-appropriate. Encourage them to express their feelings through talking, drawing or playing. Try to maintain your daily routines as much as possible. Limit their exposure to media reports Visit Hurricane Kids for a sampling of kid-friendly hurricane sites with games and activities. Broward County Safety Superheroes Commander Ready and Captain SafeWay want you to visit Hurricane Kids to get important tips for hurricane season. Retreat To Your Safe Room Having a designated safe room in your home can help you protect yourself, your family and pets from the dangerous forces of extreme winds. It can also relieve some of the anxiety created by the threat of an oncoming tornado or hurricane. Keep these things in mind when choosing your safe room. A good safe room location is an interior room on the first floor of the house. Closets, bathrooms and small storage rooms with only one door and no windows are well suited for use as safe rooms. Interior bathrooms have the added advantage of having a water supply and toilet. Keep in mind that a space selected as your safe room should be free of clutter for quick and easy entry, and so occupants will not be injured by falling objects. A bathroom is often a better choice than a closet or storage space. If you have the option, your safe room should not be in an area that can be flooded. Your safe room should be readily accessible from all parts of your house. Your safe room must be adequately anchored to the house foundation to resist overturning and uplift. The walls, roof and door of the home must be protected against penetration by windborne objects. Taping windows is not recommended as it does not prevent windows from breaking. Revised: 6/13

189 Finally, buildings do not fail due to unequal pressures inside and outside. Therefore, windows and doors should not be opened to equalize pressure. This allows wind to enter a building and increases the risk of building failure. Keep windows and doors closed! For more information on safe rooms, visit Florida Alliance for Safe Homes web site at or click on the A-Z Guide and select Safe Room. TUNE IN TO THE NEWS To keep informed of all the latest storm updates and emergency information, tune your radio to one of the many city-operated emergency radio stations. Quick Tip Before you go to the airport or the port, be aware that operations may be interrupted due to the storm. Be sure to contact your cruise line or airline for scheduling information. A list of phone numbers can be found on the A-Z Guide and select Airport or Port. Call or AFTER THE STORM Some of the greatest hurricane dangers present themselves after the storm has passed. Keep these important tips in mind. Treat all downed power lines as if they were live. If you see a power line that is sparking or arcing, call 911. Walk cautiously and avoid standing water which may hide downed power lines or hazardous objects. Don t venture out in the dark because you might not see a power line that could still be energized. Debris-filled streets are dangerous. Snakes and poisonous insects may be a hazard. Guard against spoiled food. When in doubt, throw it out. Do not drive unless it is an emergency. If the power is out, traffic lights will not be working, stop signs and street signs may have blown away. Streets will be littered with debris. Washouts may have weakened road and bridge structures. Take precautions to prevent fires. Lowered water pressure in city mains and the interruption of other services will make firefighting difficult after a hurricane. Protect property from further damage. Plastic sheeting, plywood, lumber or other materials can be used to seal or protect property that has been exposed by the storm. Make temporary repairs that won t endanger your safety. Notify insurance representatives of any losses. Take photographs or a video of damaged areas to substantiate your claim. Prepare a detailed inventory of damaged or destroyed property for the adjustor. Include a description of the item, date of purchase, cost at time of purchase, and estimated replacement cost. Revised: 6/13

190 Be patient. Hardship cases will be settled first by insurance representatives. In a major catastrophe, the insurance industry will have emergency offices and extra adjustors available to expedite claims and speed recovery efforts. Beware Of Flooding Hazards If there is flooding in your home or business, be sure the building is not in danger of collapsing, and watch for loose and falling debris. Remember that anything flood waters have reached must be considered contaminated, including food, canned goods, cosmetics and medicines. Call a licensed electrician if you have significant water damage to your home that might make it unsafe for you to receive electricity. If your home has gas service, be alert for gas fumes and call your local utility from outside the home if any are detected. Do not drink water from the faucet unless it has been declared safe. Quick Tip Protect against mosquito bites by taking these precautions: Stay indoors at dawn and dusk. Wear clothing that covers most of your skin. Use repellent containing DEET, except on children under two months. Get rid of standing water, where mosquitoes lay eggs. Generators are useful when temporary or remote electric power is needed, but they also can be extremely dangerous. Hazards include carbon monoxide poisoning from toxic engine exhaust, electric shock, electrocution, and fire. Heed these important safety tips: When installing a permanent generator, be sure to obtain the necessary permits and have a licensed electrician do the installation. Use the generator according to the manufacturer s instructions. Place portable generators outside in a well-ventilated area, NEVER inside a home including garages, basements or crawl spaces. You cannot see or smell carbon monoxide. If you start to feel sick, dizzy or weak while using a generator, get outside to fresh air immediately. Install battery-operated or plug-in carbon monoxide alarms with battery back-up in your home. Do not refuel a generator while it is running. Do not store fuel indoors. Do not connect a portable generator directly to your house because the power you generate may flow back into power lines and cause damage or injure power workers. Revised: 6/13

191 The University of Florida Extension Service recommends the following safety precautions: Keep both hands on the chainsaw handles. Never cut branches above your head. Cut with the lower edge of the saw blade whenever possible. Don t force the saw. Wear protective clothing: a hard hat, goggles sturdy shoes, gloves, and trim-fitting clothes. When traffic signals are not working, intersections should be treated as four-way stops. To prevent chaos, please wait your turn. It is not necessary to report downed traffic signals as Broward County Traffic Engineering s damage assessment teams will be aware of outages and will dispatch repair crews as quickly as possible. AFTER THE STORM If The Power Goes Out... Keep Your Cool Since hurricanes occur during the hottest time of the year in South Florida, heat exhaustion and other heat-related illnesses become a consideration when the power goes out and homes are without air conditioning. Problems can develop after several days of exposure to high temperatures and inadequate or unbalanced replacement of fluids. Here are some tips from the Centers for Disease Control and Prevention: Drink cool, non-alcoholic, non-caffeinated beverages. If your doctor limits the amount of fluid you drink or you take water pills, ask how much you should drink when the weather is hot. Also, avoid extremely cold liquids because they can cause cramps. Rest Take a cool shower, bath, or sponge bath If possible, seek an air-conditioned environment such as a mall or public library, if they have power Wear lightweight clothing If possible, remain indoors during the heat of the day Avoid strenuous activities Signs of heat exhaustion may include heavy sweating, paleness, muscle cramps, tiredness, weakness, dizziness, headache, nausea or vomiting, fainting, cool and moist skin, fast and Revised: 6/13

192 weak pulse rate, fast and shallow breathing. If you experience these symptoms, consider seeking medical attention. Use Running Water Sparingly During power outages, lift stations that normally pump raw sewage/wastewater may not be operating if they are not powered by a generator. Please restrict your use of running water as the system can eventually back up into your street, or showers, toilets and sink drains inside your home. Don t Drink The Water Immediately following a hurricane, don t use tap water until you know it is safe. This includes not giving it to your pets, or using it for washing, cleaning, cooking, brushing your teeth, making ice or making formula. If a boil water order is issued for your area, follow these guidelines from the Florida Department of Health: Boil water at a rolling boil for one minute to kill infectious organisms If you don t have power, you can mix 8 drops (1/8 teaspoon) of unscented household bleach per gallon of water and allow to stand for 30 minutes. If the water is cloudy, add 16 drops (1/4 teaspoon) and let stand for 30 minutes. The water will not be toxic, though it may have a chlorine odor and taste. If a boil water order is issued, remember that water system boundaries do not always correspond to city boundaries. Residents who are not sure of their water service provider should check their water bill or call their individual city. Observe Curfews Listen to local radio and television stations for curfew announcements. Curfews are not unusual for communities that suffer a direct hit from a storm. Roads and highways may be blocked, and hidden dangers may exist after dark such as downed trees and power lines, especially in flooded areas. Law enforcement and emergency services may be strained. All residents and businesses are expected to follow curfew laws. Exemptions to this are essential personnel such as law enforcement, fire-rescue, hospital or other healthcare workers, emergency management, and others involved in recovery efforts. Quick Tip Always keep a thermometer in your refrigerator. The temperature should read 41 F or lower. Thawed food can usually be eaten if it is still refrigerator cold. However, you should discard any food that has been at room temperature for two hours or more, and any food that has an unusual odor, color or texture. Remember - when in doubt, throw it out! Evacuate immediately if you smell natural gas which has the odor of rotten eggs, or see a broken gas line. Ventilate the area by opening windows or opening a door. Do not light matches, turn on any light switches, or use the telephone. Call the gas company immediately from a telephone outside the home or business. TECO Energy/Peoples Gas crews are available to respond to natural gas emergencies. For 24- hour service, call If you are unable to contact your gas company, call 911. If you evacuate, do not turn off the gas supply at the main meter. Only emergency or utility personnel should turn this valve. If you choose to do so, you can turn off the gas for individual appliances. If you have difficulty re-lighting pilot lights, or if gas appliances have been exposed to flood waters, do not attempt to operate the appliance. Contact a plumber, qualified service contractor, or your gas company. Revised: 6/13

193 Be patient. Expect delays in getting calls through because of the high demand. Use your phone only for necessary calls, leaving lines open for emergency calls. Your phone line may be inoperable if your phone equipment requires power. Plug a hardline phone (not cordless) directly into the phone jack to verify whether you have service. Use your cell phone to send text messages which often get through when voice calls won t. Use your cell phone car charger to charge your cell phone. Reminder Analog broadcasting for local television stations ended June Please Check your current battery operated television to determine if it can receive local digital television signals. Digital battery operated televisions are currently available at local electronic stores. For more information, visit or call CALL-FCC. Revised: 6/13

194 Appendix D AGENCY STATUS FORMS Revised: 6/13

195 CLUSTER SUMMARY REPORT (to be filled out by cluster lead agency) Date Time Cluster Reporting Number of Agencies in cluster Number of Agencies in Report Contact Person Lead Agency City State Zip Phone Fax Non-Operational Agencies Number Name Name Name Name Name Name Name Name Name Name Name Name Name Name Name Name Name Name Name Name Revised: 6/13

196 Relocated Agencies Number Name New Address City Phone Name New Address City Phone Name New Address City Phone Name New Address City Phone Name New Address City Phone Name New Address City Phone Name New Address City Phone Name New Address City Phone Name New Address City Phone Name New Address City Phone Name New Address City Phone Revised: 6/13

197 Partially Operating Services / Agencies Number Name City Phone Services Unable to Provide/Needed Name City Phone Services Unable to Provide/Needed Name City Phone Services Unable to Provide/Needed Name City Phone Services Unable to Provide/Needed Name City Phone Services Unable to Provide/Needed Name City Phone Services Unable to Provide/Needed Name City Phone Services Unable to Provide/Needed Revised: 6/13

198 Non-Reporting Agencies Number Name Name Name Name Name Name Name Name Name Name Name Name Name Name Other Comments (If possible, also include summary of all neighborhood impact reported.) Revised: 6/13

199 Agency RESOURCES REQUEST Have you contacted your local city or county government? If not, stop and contact them first. If you have already contacted them, fill out this form and forward to your Cluster Lead Agency or the United Way of Broward County. Date Time Agency Name Contact Person Site Address City State Phone Zip Fax Did you contact your local city government? yes no Agency Name Contact Person Address City/Agency Phone Did you contact your local Red Cross? yes no Agency Name Contact Person Address City/Agency Phone Resources Requested (Provide detailed specifications: How many? What Kind? Include who can use these resources.) Timeline (When are these resources needed?) Broward USE ONLY Date: Rec d Resource House Location: Staff Informed: Completed by: FORWARD THIS INFORMATION TO BROWARD BY FAX ( ) OR BY CALLING THE HELPLINES ( ) Revised: 6/13

200 AGENCY STATUS REPORT Date Time Agency Name Contact Person Site Address City State Zip Phone Fax STATUS Full Operations (Agency providing all pre-disaster services and all utilities are functional.) Partial Operations/Services (Agency unable to provide some services due to disaster.) Services unable to provide (please be specific) Partial Operations/Utilities (Agency providing some or all pre-disaster services- -but some utility outages.) Check those that apply: no gas no water no electricity no telephone Non-Operational (Agency unable to provide any services due to the disaster/emergency.) Have you relocated? Yes No Relocation address: Phone Fax Please report any neighborhood/community need or issues on reverse or attach on another sheet of paper Broward USE ONLY Date: Rec d Resource House Location: Staff Informed: Completed by: FORWARD THIS INFORMATION TO BROWARD BY FAX ( ) OR BY CALLING THE HELPLINES ( ) Revised: 6/13

201 NEW RESOURCES OFFERED Date Time Agency Name Contact Person Site Address City State Zip Phone Fax Did you contact your local city government? yes no Agency Name Contact Person Address City/Agency Phone Did you contact your local Red Cross? yes no Agency Name Contact Person Address City/Agency Phone Resources Offered (Provide detailed information -- include who can use these resources.) Timeline (When are these resources available?) Broward USE ONLY Date: Rec d Resource House Location: Staff Informed: Completed by: FORWARD THIS INFORMATION TO BROWARD BY FAX ( ) OR BY CALLING THE HELPLINES ( ) Revised: 6/13

202 Appendix E Broward County Emergency Operations Information This Appendix contains the following: Disaster Hot Line Operator s Job Description Disaster Hot Line Staff Fact Sheet Disaster Hot Line Hurricane Hot Line Telephone Log Hurricane Hotline Standard Operating Procedures (selected manuals only) Disaster Hot Line Operator s Job Description: Operators must: Have good telephone etiquette. Be able to deal with stressful situations and people under much stress. Have good listening skills. Multi-lingual ability is highly desirable but not mandatory. Duties and Responsibilities: Answer telephone calls from the public during emergencies. Advise callers of emergency preparedness actions they should take. Take messages from public and distribute information as appropriate. Requirements: Ability to answer telephone calls for 8 hour shifts. Ability to be in the County Emergency Operations Center before, during and /or after hurricane or other disaster. Attendance at the mandatory two hour training class. Must be at least 18 years of age. Disaster Hot Line Staff Fact Sheet: The decision to activate the EOC is made by the County Administrator. The activation can be a full activation or a partial activation. There is first-come, first-served parking around the building. Hotline Call Takers should not park in the covered area. These spaces are reserved during an emergency. Staff must present an official BERT identification badge. What do bring if you anticipate lockdown: Medical supplies, blankets, pillow and sleeping bag or air mattress (cots/mats provided), extra clothing, snacks, radio, ear plugs, towels, personal articles (soap, toothbrush, toothpaste, etc.) Revised: 6/13

203 Attachment 9 Broward Regional Health Planning Council Continuity of Operations (COOP) Plan for Early Learning and Child Care Services Broward Regional Health Planning Council 200 Oakwood Lane, Suite 100, Hollywood, FL Phone: Fax: Revised September, 2015

204 BRHPC Continuity of Operations (COOP) Plan Table of Contents Overview and Objectives... 2 Scope... 2 Overall Objectives... 2 Planning Commitments... 3 COOP Plan Execution... 3 COOP Plan Activation... 3 Planning Considerations... 4 Approaching Hazards/Disaster and Decision Time... 5 Disaster Team... 5 Information Technology and Network Security... 5 Childcare School Readiness, Eligibility and Redetermination... 6 Voluntary Pre-Kindergarten Services... 7 Individual, Family, Veteran and Homeless Support Services... 9 Disaster Watch... 9 Disaster Warning... 9 Post Disaster... 9 Natural Hazards Technological Hazards Terrorism/Bomb Threat Violence in the Workplace/Civil Unrest Post Disaster Five (5) business plan for post natural hazard Payroll Plan Accounts Payable Plan Accounts Receivable Plan Finance and Accounting Records Human Resources Important Numbers Emergency Shelter Map Day Three (3) Remote Site Locations Remote Emergency Telephone Number Division Directors Emergency Preparedness Checklist Disaster Recovery Team Emergency Preparedness Checklist BRHPC Staff Emergency Preparedness Checklist Attachment 9

205 BRHPC Continuity of Operations Plan Attachment 9 Overview and Objectives This Continuity of Operations (COOP) plan for Broward Regional Health Planning Council establishes the procedures needed to address disasters and events (natural and man-made) that may impact the normal business operations. Through careful evaluation, analysis, and planning BRHPC has developed this plan that allows for continuity of operations while addressing the impacts of disasters. The purpose of this is plan to ensure safe, effective and efficient pre- and post-disaster operations for BRHPC, its employees and those it serves. This COOP Plan also supports the Early Learning Coalition of Broward County, Inc., in pursuant to Florida Statutes, Chapter : Emergency Coordination Officers; disaster-preparedness plans, as it establishes policy and guidance to ensure the continued execution of the mission-essential functions of BRHPC including those related to local school readiness and voluntary prekindergarten enrollments and payments in the event that an emergency threatens or incapacitates operations, and requiring the relocation of selected personnel and functions. This plan is designed to: 1. Ensure BRHPC is prepared to respond to emergencies, recover from them, and mitigate their impact. 2. Ensure BRHPC is able to provide critical services in an environment that is threatened, diminished, or incapacitated. Scope This COOP Plan is designed as a guide to managing all safety-security threats, emergencies and disasters. The COOP Plan defines the role and responsibilities of BRHPC staff in the event of adverse safety conditions and/or natural or man-made emergencies. The President and Chief Executive Officer is designated the Safety Officer and Emergency Coordinating Officer (ECO) and will be the primary contact during a crisis or emergency. Overall Objectives The overall objectives of this COOP Plan is to ensure that the planning and conditions are in place to continue essential functions across a wide range of potential emergencies. The objectives of this plan include: 1. Ensuring the continuous performance of BRHPC s essential functions/operations during an emergency; 2. Protecting essential facilities, equipment, records, and other assets; 3. Reducing or mitigating disruptions to operations; Revised: September 2015 Page 1 of 24

206 BRHPC Continuity of Operations Plan Attachment 9 4. Providing for the safety of staff and visitors to facilities, reducing loss of life, minimizing damage and losses; 5. Identifying and designating principals and support staff to be relocated; 6. Facilitating decision-making for execution of the plan and the subsequent operations; and 7. Achieving a timely and orderly recovery from the emergency and resumption of full service to all customers. Planning Commitments BRHPC is committed to the planning for and emergency management principles set forth here to include: 1) Executive and Management Staff are cognizant of potential threats and will maintain a high-level of readiness; 2) Executive and Management Staff are capable of the COOP Plan s implementation both with and without warning; 3) The COOP Plan will be operational no later than 12 hours after activation, if at all possible; 4) BRHPC is capable of maintaining sustained operations for up to 30 days; and, 5) BRHPC will participate fully with and take maximum advantage of existing County, Municipal, State or Federal government assistance, including infrastructure, equipment and resources. COOP Plan Execution This plan establishes procedures for responding to emergencies using all systems, plans, and resources necessary to preserve the health, safety, and welfare of staff within any facility leased and/or owned by BRHPC. It also establishes procedures for the safe, timely, and orderly evacuation of facilities and sets responsibilities that are primary and supportive to save life and property. COOP Plan Activation In the event the COOP Plan is activated, BRHPC will ensure the Early Learning Coalition of Broward County, Inc., at a minimum, will be given a daily briefing or more frequently depending on the severity of the storm, hazard or threat. Meetings with the Early Learning Coalition may also be necessary due to the severity of the hazard and the impact to the BRHPC facility, Broward Child Care Centers and Family Child Care homes. The President and CEO will be the designated person to activate the COOP Plan as soon as the hazard approaches and when it has passed to assess damage and determine the continuation of operations. This COOP Plan ensures procedures to: 1) Contact employees who have been given responsibility for the operational and functional areas of BRHPC. 2) Meeting protocols, updates and participation. Revised: September 2015 Page 2 of 24

207 BRHPC Continuity of Operations Plan Attachment 9 3) Facility assessment must be completed as soon as it is safe to drive to facility. 4) At remote sites with existing MOUs, contact will be made with the landlord to get a damage assessment. 5) President & CEO or designee to communicate to funders and provide each funder with a damage assessment and updated emergency operation plan once the impact of the hazard is known. 6) Communications will be provided to Broward, media outlets, Providers and families, inclusive of locations where BRHPC will be assisting clients. 7) BRHPC hotline will be updated daily with messages regarding the latest information related to service delivery. 8) Daily Morning Meetings (morning and afternoon meetings may be needed depending upon the severity of the hazard) will include: personnel who are leading operational and functional areas of responsibility; review of staffing plan; development of public information communications and messages; setting of priorities based on the hazard/damage assessment; daily updates of what has been accomplished and the outstanding needs; and, the deployment of the COOP Plan. Planning Considerations This Continuity of Operations (COOP) plan for Broward Regional Health Planning Council establishes the procedures to maintain and reestablish all business operations during the unfortunate event of disaster. Proper Training and a high level of preparedness is the foundation of this plan. The BRHPC staff is trained and prepared to implement this plan. The following phases describe the preplanned steps required to reestablish communications, network and business operation in the case of a disaster. The most common of disasters or hazards which may threaten the stability of business operations come from sources that can be described as natural hazards, such as hurricanes, tornadoes or floods. In addition to natural disasters, technological hazards, such as fire, spills or dangerous chemicals or prolonged utility outage and civil unrest, such as terrorism/bomb threats, violence in the workplace or civil disorder may disrupt normal operations. This Continuity of Operations Plan addresses each of these. This plan covers the following events when there is an impending disaster (natural or otherwise): Approaching Disaster Disaster Team meeting Evaluation of severity and immediacy Financial preparations Communication with key contacts (i.e. contract managers) Printing of Departmental Employee Contact lists/phone trees Decision Time Communication of situation to: Directors, employees, contract managers Securing of office equipment Revised: September 2015 Page 3 of 24

208 BRHPC Continuity of Operations Plan Attachment 9 Division rendezvous points Individual divisions disaster continuation and recovery plans in effect Post Disaster Evaluation and damage assessment of BRHPC offices Determination of re-inhabit notification sent to division directors If uninhabitable Disaster Team meeting at site to be determined by President and CEO Call alternate site for BRHPC relocation IT system notified of relocation site Supplies In Office Staff at Home Approaching Hazards/Disaster and Decision Time Upon notification of a potential disaster (hurricane watch issued), the President and CEO calls a meeting of the Disaster Team. The Disaster Team is comprised of: Disaster Team President and CEO Disaster Recovery Coordinator Manager of Administrative Services IT System Administrator Division Directors The purpose of the meeting is to assess the potential situation and plan the BRHPC s immediate course of action in response to the event or threat. Included will be an evaluation of the severity or immediacy of the event, timetables (securing equipment, financial), telephone number distribution, notification of key contacts (contract managers and vendors) and staff. If the President and CEO, after consulting with the Disaster Team, declares a disaster, which may include an impending natural hazard (i.e., hurricane) or another disaster (i.e., fire) the individual members will enact their specific plans for their divisions. The major items to be addressed immediately include: calls to key contacts notification of staff notification of outsourced emergency telephone call-in number securing office, computers, telephones and other electronic equipment back-up of computer system and notification of remote server site Revised: September 2015 Page 4 of 24

209 BRHPC Continuity of Operations Plan Attachment 9 The IT department will ensure that all data which is essential to the operation of the business is backed up to a geographically remote location. The Division Directors/Coordinators will provide the Disaster Recovery Coordinator with their key contact list in case the Division Director/Coordinator is unable to call persons on their list. Information Technology and Network Security The IT System Administrator will ensure that all computers and printers are secured prior to leaving for a natural hazard and that a backup copy of the server is completed and secured. The following phases describe the preplanned steps required to reestablish a complete and stable network is case of a complete disaster. Phase 1 (0 to 6 hours) Alert and notify all employees and critical customers that a disaster has taken place. It is during this phase where the activation of alternative means of operations for mission critical applications begin (Website, Accounting servers, Telephones) Lastly, any crucial communication with affected systems vendors (Dell, Microsoft, Comcast) must be made during this timeframe. Phase 2 (6 to 20 hours) During this phase, preparations must be made to safely and efficiently move backup servers and equipment from alternate hardened site, back to BRHPC Headquarters. After the equipment has arrived at Headquarters the transition and importing of backup data to backup servers should be underway, starting with mission-essential servers (such as DATA2, WEBSERVER, FPSERVER) then on to Phone systems and other means of communication (Exchange and Outlook Application). Also during this phase, plans must be in the works for a smooth transition back to normal operations Phase 3 (20 to 30 hours) During this phase systems must be stabilized and open communication must be enforced to enable as much network structure as possible and to communicate which if not all functions are available to employees if disaster strikes during business hours. It is during phase three that normal business operations must be met, all personnel must be informed that the threat no longer exists and instructions will be provided for resumptions of normal operations. Post Disaster After reconstitution has been achieved, documentation of the prior events must be kept. Including but not limited to the cause of the network meltdown, including the steps required to troubleshoot the problem (Vendors called, Equipment Diagnostics, Hardware maintenance) and what the networks status was pre-disaster, to be better prepared for when, if ever, similar symptoms present themselves. All documentation must be finalized by the network administrator to ensure proper and accurate documentation. Revised: September 2015 Page 5 of 24

210 BRHPC Continuity of Operations Plan Attachment 9 Childcare School Readiness, Eligibility and Redetermination Pre-Disaster BRHPC staff will prepare updated Emergency Services materials and have these readied for use in the event of a disaster. These materials include: 1. Staff Emergency Contact List and Telephone Tree 3. Blank forms for client intake 4. Blank forms for client transfer 5. General supplies 6. Blank attendance/enrollment sheets 7. Sign in sheets 8. Tracking log sheets 9. Parent Fee Chart 10. Key personnel will be issued virtual hotspots and battery backup systems for laptop computers. Upon issuance of a disaster notice from the Disaster Team, the Eligibility Director and Payment Director will print the following materials: 1. Latest Parent Portal listing by Provider report. 2. An extract of all provider payments (5044, 5045) from previous month and the latest Final Reimbursement Detail Report by provider prior to hurricane. 3. A backup of parent, child, provider and payment information will be performed by IT Personnel and the backup will be located at a site that is not in the path of the hazard/disaster. Post Disaster 1. Day after disaster all managers will contact their staff to assess their condition and ability to work. 2. Directors will meet with managers or designated service leaders in order to communicate locations of operations and prepare necessary schedules. 3. Staff will be assigned rotating schedules in order to better serve our clients. 4. If BRHPC offices are operational, staff will be asked to report to work as determined by their ability to return and the immediate needs of our stakeholders. 5. If BRHPC offices are partially operable or not operational at all, there will be three teams set up to provide emergence services; a provider team, a client team and file retrieval and upkeep team. If the facility is not operational the teams will be assigned to service locations or predetermined collocations sites. 6. It is understood that, depending upon circumstances of the emergency, staff may be asked to work on a team that may appear to be outside the scope of their normal duties. Client Team Will work with all the transfers and placements of children in care: 1. A work station will be set up so counselors can work with clients if the facility is partially operable. If not operable, waiting and work areas will be set up in accordance with the space available at the time and location. 2. Clients will be asked to wait in a separate area Revised: September 2015 Page 6 of 24

211 BRHPC Continuity of Operations Plan Attachment 9 3. Clients will be picked up from waiting area by the counselor and walk to the intake area. 4. Counselor will provide eligibility services. 5. All forms will be filled out manually for later input. 6. In the event that the emergency service center is located at our main office, there will be team set to retrieve the clients file prior to the interview. 7. Forms will be copied on site if possible; if not clients will need to provide own copies. 8. Manager or designated service leader will be responsible for the proper flow of clients If and when the EFS system becomes operational there will be a team designated to input the client s information into the EFS system. After information has been input into the EFS system and the files have been updated the files will be returned to the filing team Provider Team Will work with ELC, providers and payment personnel: 1. The Provider team will have blank attendance forms for providers for both SR and VPK services. 2. They will collect all completed attendance sheets. 3. They will become the provider liaisons in order to provide information regarding payment. 4. They will work with the CFO and staff in order to prepare payment to both SR and VPK providers. 5. If and when the EFS system becomes operational there will be a team designated to input the client s information into the EFS system. 6. After information has been input into the EFS system and the files have been updated the files will be scanned. Communication 1. In early morning, the Eligibility Director and Payment Director will meet with teams to plan day s activities and provide necessary information for reporting. 2. The lead of each team will be the point of communication for that team for all issues. 3. One person will be designated to record all results and prepare reports for Eligibility and Redetermination. 4. Before the end of each working day the director will meet with teams to obtain briefing of results and updates. VOLUNTARY PREKINDERGARTEN SERVICES Pre-Disaster BRHPC Voluntary Prekindergarten (VPK) Lead program staff will prepare updated Emergency Services materials and have these readied for use in the event of a disaster. These materials include: Revised: September 2015 Page 7 of 24

212 BRHPC Continuity of Operations Plan Attachment 9 1. Staff emergency telephone list and/or telephone tree. 2. List of all VPK providers and their emergency contact information and site phone numbers. 3. List of providers willing to do temporary emergency care if their facilities are operable. 4. Hard copies of VPK application forms, Certificates of Eligibility, Resource and Referral brochures, VPK brochures, and other necessary forms and information to conduct the VPK application process. 5. Map of Broward County. 6. Office supplies such as pens, pencils, folders, pads, staplers, etc. 7. Blank tracking log sheets. 8. Key personnel will be issued virtual hotspots and battery backup systems for laptop computers. In the event of a hurricane watch or impending disaster the designated VPK Lead staff members will take home the materials stated above. Additionally, the designated VPK Lead staff members will use the Broward Child Care Resource and Referral team to provide needed information in the event of a hurricane watch or impending disaster. Post Disaster The assigned VPK Lead program staff and those assigned to his/her team as well as the Broward Child Care Resource and Referral team will be contacted as follows: 1. If BRHPC offices are operational, staff will be asked to report to work as determined by their ability to return and the immediate needs of our stakeholders. 2. The day after the disaster the Eligibility Director will contact the VPK Leads to assess their ability to work. 3. The Eligibility Director will either by phone or in person (if possible) meet with VPK Leads in order to communicate whether the main BRHPC building has been impacted, and if so, where operations will be setup. 4. The Eligibility Director will devise rotating schedules for the staff unless the BRHPC building is operational; in which case all staff will be asked to work. 5. If the building is operational or partially operational the staff will be split into two teams. One team will work with parents who call looking for providers who are open and have not been impacted by the storm. VPK staff will conduct reenrollments (transfers) as needed and conduct enrollments for parents/guardians as needed. The second team will call providers to determine if they are operational. This will be done in conjunction with ELC and the Broward County Licensing Office. 6. Lists of open and closed providers will be updated daily and given to the team working with parents so they will have the most current information to give families. 7. If the BRHPC building is not operational and relocation to other sites is required, VPK Lead staff will deploy to these other sites. These staff will be responsible for conducting VPK enrollments and VPK re-enrollments for parents/guardians. Staff for these teams will be rotated as needed. When staff is not being utilized at these relocated sites, they may be asked to call providers (if possible) from their homes to determine their operational status. Revised: September 2015 Page 8 of 24

213 BRHPC Continuity of Operations Plan Attachment 9 8. It is understood that, depending upon circumstances of the emergency, staff may be asked to work on a team that may appear to be outside the scope of their normal duties. Communication 1. In early morning the Eligibility Director will meet with teams to plan day s activities and provide necessary information for reporting. 2. The lead of each team will be the point of communication for that team for all issues. 3. One person will be designated to record all results and prepare report for ELC and for the President & CEO, as needed. 4. Before the end of each working day, the Eligibility Director will meet with teams to obtain briefing of results and updates. INDIVIDUAL, FAMILY, VETERAN AND HOMELESS SUPPORT SERVICES Pre-Disaster Activities Annually, BRHPC will prepare informational packets for staff, which may be used for clients in the event of a disaster or an emergency. Packet will include: a. Division or department telephone tree b. Departmental Staff Emergency Contact Lists c. BRHPC Hotline Number d. BRHPC Emergency Preparedness Procedures f. Evacuation Map/Shelter List g. Resources related to dealing with children during disasters. 2. Direct service staff will contact each active client and provide information about: a. Evacuation Map/Shelter List b. BRHPC Client Hotline Number c. Resources related to dealing with children during disasters. Disaster Watch Direct service staff will check voice and BRHPCI employee hotline frequently for information regarding status of BRHPC and any agency instructions. If BRHPC is open, direct service staff may be instructed to convene at various locations to coordinate activities. If BRHPC offices are closed, direct service staff will contact each of their clients to ensure they are adequately prepared for the potential disaster. Direct service staff will make sure their cell phones are charged. Direct service staff will also make sure that their own family s needs are prepared for and taken care of. Disaster Warning Direct service staff will check BRHPC Employee Hotline and voice mail frequently as to status of BRHPC offices. If BRHPC is open, direct service staff may be instructed to convene at BRHPC to coordinate activities. If BRHPC is closed, direct service staff will continue to contact clients to make sure their needs are prepared for. Post Disaster If BRHPC offices are severely impacted, BRHPC operations may take place or be relocated at other sites. Revised: September 2015 Page 9 of 24

214 BRHPC Continuity of Operations Plan Attachment 9 1. If BRHPC Facility Is Not Impacted Staff will be instructed via message on BRHPC Employee Hotline, voice mail or phone call from their supervisor on how to proceed with respect to reporting to the office. If the Hotline is not working properly, the telephone tree using cell phones will be activated. Direct service staff will attempt contact with clients to assess their needs. Directors of each division will contact funders and other appropriate parties to advise them of BRHPC s status. 2. BRHPC Facility Partially Impacted Staff will be instructed via message on BRHPC Employee Hotline, voice mail and/or telephone tree to convene at the appropriate Family Central location once offices are open to coordinate activities. Direct service staff will make every effort to attempt to contact clients to assess their needs. Upon confirmation that roads are safe and passable, direct service staff will resume visits to clients. Directors of the operational area will contact funders and other appropriate parties to advise them of BRHPC s status. 3. BRHPC Facility Not Operational Staff will follow instructions from the Employee Hotline or their supervisor phone call with respect to coordinating services. Information on FCI offices that were not impacted will be provided. Direct service staff will make every effort to contact clients to assess their safety and needs. Upon confirmation that roads are safe and passable, direct service staff will visit clients. Director of the operational area will contact funders and other appropriate parties to advise them of Family Central s status. Communication 1. In early morning, the President & CEO and Directors will meet with teams to plan the day s activities and provide necessary information for reporting. 2. The lead of each team will be the point of communication for that team for all issues. 3. One person will be designated to record all results and prepare report for the President & CEO and/or Directors. 4. Before the end of each working day, the President & CEO and/or Directors will meet with the lead of each team to obtain briefing of results and updates. The following provides information about hazards/disasters and emergency preparedness for all BRHPC employees: Natural Hazards In the event of a hurricane watch, tornado watch or flash flood watch, each employee will be responsible for securing their data and storing it in a secure place. Employees should maintain a heightened sense of awareness. In the event a hurricane warning is issued during working hours and staff is on-site they will be responsible for securing their data and computer (i.e., unplugging and moving Revised: September 2015 Page 10 of 24

215 BRHPC Continuity of Operations Plan Attachment 9 equipment away from windows and storing in the designated safe area). IT will conduct a final assessment to be sure computers are secure. Lower files should be boxed, wrapped in plastic bags and raised off the floor. The President and CEO will close the office and release employees from work. In the event a hurricane warning is issued during non-working hours, the IT Department will be responsible for securing computer equipment. In the event of a tornado warning, each employee will be responsible for securing their data and computer (i.e., unplugging and moving equipment away from windows and storing in the designated safe area). Employees will congregate in the center of Suite, away from windows, until the system passes and the all clear is given by authorities. In the event of a flash flood warning, each employee will be responsible for securing their data and computer, (i.e., unplugging and moving equipment away from windows and storing in the designated safe area). Employees should be prepared to evacuate immediately. Technological Hazards In the event of a fire, company wide notification via broadcast intercom will be given immediately regarding evacuation of all staff. If possible, pertinent records/data should be taken from the building at the time of the evacuation. However, this should only be done without any physical risk to employees. All employees will meet at the designated location, which is the south side of the Health Planning Council offices. Each Division Director/Coordinator will be responsible for personnel accountability. At no time will employees reenter the facility until conditions are deemed safe to do so. Terrorism/Bomb Threat Although an act of terrorism or bomb threat directed at the Health Planning Council is unlikely, in today s political environment, anything is possible. The Health Planning Council will take every reasonable step to keep it s employees safe. All staff should always be aware of their surroundings. ID badges should be worn at all times. Soliciting is not permitted within the Council offices. Visitors will be greeted by designated staff and any suspicious persons/activity should be reported to the President and CEO/Designee immediately. It is up to each employee to be alert each and every time our internal environment changes. In the event that evacuation is necessary, a company wide notification via broadcast intercom will be given immediately to all staff. All employees will meet at the designated location, which is the south side area of the Health Planning Council offices, unless otherwise advised during the broadcast evacuation. Each Division Director/Coordinator will be responsible for personnel accountability. At no time will employees reenter the facility until conditions are deemed safe to do so. Violence in the Workplace/Civil Unrest Revised: September 2015 Page 11 of 24

216 BRHPC Continuity of Operations Plan Attachment 9 The safety and well being of staff is a priority. In the event of a situation or civil disorder, the authorities should be called immediately. Should a situation occur between staff members, the immediate supervisor should separate those involved immediately and if necessary dismiss those involved for the day. In the event a supervisor is involved in a situation, the President and CEO/Designee should be notified immediately and necessary action will be taken. The appropriate staff should promptly report the facts of the occurrence in the form of an Incident Report including the names of the individuals involved. The occurrence will be investigated by the President and CEO or designee and the employee(s) will be advised of the findings and conclusions. In the event of a civil disorder, all employees should follow the authorities instructions. Post Disaster After a disaster the Damage Assessment Team (page 8) will advise of the condition of building and equipment. Status of power and telephones, and an estimate of when the building can be re-occupied will be determined. If feasible, an inventory of damaged equipment will be secured for insurance purposes so re-ordering of equipment can begin. If the building is deemed unusable for an extended period of time (greater than 5 business days) the following alternative site plan will be implemented. The Disaster Recovery Coordinator will contact the Broward County Health Department, and other established with remote sites, to determine space availability. Once determined the Disaster Recovery Coordinator will contact the President and CEO and the IT System Administrator to ensure server and computer set-up and transfer of telephone lines. The Disaster Recovery Coordinator will then contact the Manager of Administrative Services to recall Phase I employees. Once Phase I employees are in place a determination will be made as to the recall of Phase II employees. All Phase II employees will be notified as to the recall date. A staff meeting of Phase I and Phase II employees will be held to determine recall of Phase III and Phase IV employees. In addition, each individual division s disaster recovery plan will be implemented during this time. The following is the five day business plan for post natural hazard. 0-3 day plan Once the Damage Assessment Team makes the determination of building reoccupation notification will be made to the Disaster Recovery Coordinator. The Disaster Recovery Coordinator will release information as to return to work status on the remote telephone call-in line. The Disaster Recovery Coordinator will call all Division Directors/Coordinators to determine status of each Division Employees. The telephone Revised: September 2015 Page 12 of 24

217 BRHPC Continuity of Operations Plan Attachment 9 tree will be in effect. If a staff member does not follow the telephone tree (i.e. reverse flow) it is the responsibility of the direct supervisor to contact the employee. If the Damage Assessment Team determines that the building is safe to re-occupy all employees will report to work as determined on the remote telephone call-in line. If an employee can not report to work due to extensive damage to their home they will notify their Supervisor. If their Supervisor can not be reached they will notify their Director, if the Director cannot be reached then the Disaster Recovery Coordinator will be notified. Each individual division s disaster recovery plan will be implemented during this time. In addition it is the responsibility of each Division Director/Coordinator to contact persons on their Key Contact list or notify the Disaster Recovery Coordinator of their inability to do so. 3rd day plan On day three (3) post disaster if an employee has not checked in with their supervisor they are to report to the pre-established remote site in their area. A morning, 9:00 a.m., and an afternoon, 3:00 p.m., check in time will be established for the remote site. The employee must check in at either time. 3-5 day plan If it is determined on day three that the building can not be re-occupied within five (5) business days, the above alternate site plan will be implemented. It is the responsibility of the Disaster Recovery Coordinator and/or Manager of Administrative Services to continuously update the remote telephone call-in line and determine immediate staff needs. Payroll Plan If the disaster is to occur within five (5) business days of a payroll distribution date an effort will be made to distribute payroll early. If the alternate site plan is put into action, every effort will be made to conduct direct deposit. If direct deposit can not be made it is the responsibility of the employee to retrieve their payroll check at the alternate site. Information will be made available on the remote telephone call-in line. If there are extenuating circumstances and an employee can not retrieve their payroll check they are to notify the Disaster Recovery Coordinator. Accounts Payable Plan Any invoices in hand will be paid prior to a disaster occurring if physically possible. An effort will be made to process and disburse accounts payable due for payment up to five (5) business days post disaster. Upon notification of a potential disaster, the Finance Department will contact vendors to inquire on payment options for cash management purposes. Revised: September 2015 Page 13 of 24

218 BRHPC Continuity of Operations Plan Attachment 9 Accounts Receivable Plan Upon notification of a potential disaster, the Finance Department will contact funding entities to inquire and/or request invoice alternatives to facilitate or expedite reimbursements for cash management purposes. Finance and Accounting Records Current payroll, accounts receivable and accounts payable records, including check stock and checkbooks, must be placed in an easily accessible file that can be taken to the alternate business site, if necessary. Mail If it is determined that offices will be relocated for an extended period of time it is the responsibility of the Disaster Recovery Coordinator and/or Manager of Administrative Services to set-up a temporary address with the U.S. Postal System and to notify Federal Express and United Parcel Services. Supplies It is the responsibility of each Division Director to secure a BRHPC Disaster Packet. Disaster Packets Included in each pre-packaged BRHPC Division Director Disaster Packet will be the following items: Manual telephone Employee Emergency Contact Telephone Numbers/Telephone Trees Locations of remote sites Key Contact List Staff Emergency Preparedness Check Off Sheet Copy of Disaster Plan Emergency Call in number Disaster Recovery Coordinator Telephone Number Included in each pre-packaged BRHPC Staff Disaster Packet will be the following items: Staff Emergency Preparedness Check Off Sheet Locations of remote sites Divisions Telephone Trees Copy of Disaster Plan Emergency Call in number Disaster Recovery Coordinator Telephone Number Revised: September 2015 Page 14 of 24

219 BRHPC Continuity of Operations Plan Attachment 9 Human Resources The Human Resources department will update the telephone list to assure all employee telephone numbers are up-to-date. Disaster Team President and CEO Disaster Recovery Coordinator Manager of Administrative Services IT System Administrator Division Directors Damage Assessment Team President and CEO IT System Administrator Accounting Manager Disaster Recovery Coordinator/Team President and CEO Manager of Administrative Services Division Director, HIV Phase I Employees President and CEO Manager of Administrative Services Disaster Recovery Coordinator Director of Finance and Contracts Accounting Manager Accounting Processor IT System Administrator Assistant Systems Administrator Division Directors Phase II Employees Program Directors (including, ELC2 Eligibility, IT, Payment and Quality Assurance) Project Managers and Leads (including, ELC2 Eligibility, IT, Payment and Quality Assurance) Assistant Program Manager Healthy Families Broward HIV/AIDS Planning Council Managers HOPWA QA Coordinator Revised: September 2015 Page 15 of 24

220 BRHPC Continuity of Operations Plan Attachment 9 Forensic Specialist Clinician Forensic Specialist Inmate Discharge Planner Phase III Employees Supervisors Administrative Assistants Phase IV Employees All other staff Revised: September 2015 Page 16 of 24

221 BRHPC Continuity of Operations Plan Attachment 9 Other Important Telephone Numbers and Websites: Broward First Call For Help or Broward County Special Needs , TTY Broward County Health Department WorkForce One: United Way of Broward County : Has excellent disaster plan that works for agencies and families. Broward County: Hurricane-related information on website. Florida Interfaith Networking in Disaster: FIND is a coalition of faith-based organizations, partnered with allied agencies and each other, which promotes networking to prepare Florida 's communities for the effects of disaster, and in the aftermath facilitates spiritual and long term practical aid. Broward Meals on Wheels: (Phone: ) Broward County EOC Florida Division of Emergency Management FEMA , TTY American Red Cross Revised: September 2015 Page 17 of 24

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