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Emergency Operations Planning for Nonprofits

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Core Theme

This webinar provides essential guidance for non-profits on developing and implementing effective Emergency Operations Plans (EOPs). It emphasizes that planning is an ongoing process, not a one-time event, crucial for an organization's resilience and ability to respond to emergencies.

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uh so I'm Marcia Hovey I'm the executive

director of Cadre

and I want to welcome you to this

Emergency Operations planning for

non-profits webinar

you have three trainers today our entire

training team three emergency managers

with over a hundred years of emergency

management experience I hate when you

say that Marcia

I'm sorry I know

but it's a good thing so um Lynn Brown

who was a retired emergency manager from

the city of Mountain View and City of

Sunnyvale I'm Marcia hubby a retired

emergency manager for the city of Cupertino

Cupertino

and Cindy Stewart retired emergency

manager from Santa Clara County Office

of Emergency Management

so we've seen a few plans we've written

a few plans we've struggled we've left

we've cried and we're going to share

and so I think I'll turn it over to Lynn

now to go over what we're we're going to

talk about today so it won't be the

entire plan we're going to talk about

components of the plan

different components and then in a

subsequent webinar we'll dive a little

deeper into some of the other areas so

at the end you'll have the opportunity

when we do

the survey to put what to list what

other areas of the plan you want us to

focus on next because we wanted to get a

little bit deeper into what should be in

each of these segments of your

okay I'm gonna stop talking and turn it

over to Lynn okay thank you Marcia good

morning everybody thanks for tuning in

and I hope we can give you some good

information today about our emergency

plans so Focus today we're going to

focus on a few things obviously as

Marsha said we're talking about

Emergency Operations plan so I'm going

to be talking about emergency plan

content so uh again when you leave here

today hopefully you have an idea of

what's in a plan some of the things

surrounding the plan and it'll help you

we have ongoing training that'll help

you you know be really good at plans

down the line so I'm going to be talking

this morning about emergency plan

content some of the things that go into

a plan I'm also going to talk about

disaster disaster mission statements and

that's important part of deciding what

you're going to do how you're going to

carry on so it'll be a big part uh then

we'll be talking about succession

planning kind of how folks move up if

you know if the main guy isn't there the

main gal isn't there who takes over

who's second in command third in command

on Down the Line like that we'll talk a

bit about training and exercises because

your plan is only as good as you train

and exercise for it if you write it and

put it on the shelf and never look at

that again it's not going to do a whole

lot of good so we'll talk about that and

then finally emergency procedures and

these are things specific things you may

need to do in the event of emergency or

disaster and just real quick something

that you know some people use the term

interchangeably some people say

emergency some people say disaster back

when I was teaching a lot of classes my

definition so if you come back to your

house you've gone out to the store to

shop a little bit and you come back to

your house and there's fire engines and

police cars and reporters and stuff all

around in your neighborhood that's an emergency

emergency

if you come back in there at your house

that's a disaster so that's kind of our

interchangeable term for today

okay next one up please I'm sitting

okay emergency planning why do we need

to do that why is it important as you

all know emergencies can happen at any

time they don't happen when we want them

to happen it's not always when the sun

is shining and the birds are singing you

know it's a nice day and we don't get a

lot of say in it you know things can go

on at any time and it also the big thing

with emergency planning if you plan

ahead gives you a better idea what's

going to happen so how your organization

respond to an emergency and as I said

earlier that can make a big difference

between a minor inconvenience or a major

catastrophe you know one small step can

make a big difference and um I was

getting ready for this class actually

last night reading the paper and I

happened to see a thing about an

airplane and you know the question was

can an airplane fly on one engine and

you know back in the day we had 747s

they had four engines to fly across the

Atlantic or Pacific Ocean and now most

planes only have two engines and the FAA

requires the plane to be able to

complete it doesn't have to take off it

has to be able to complete his flight on

one engine and they they had a former

pilot talking about this and his thing

was so when the engine goes out the

flight crew doesn't panic they have a

plan and they take out their checklist

and they run through the checklist and

tell them exactly what they need to do

you know do we turn off you know do we

you know lower put up land there's I'm

not a pilot but there's stuff they do

and they run down that checklist and it

tells them here's the things you need to

do in this situation and that helps them

go through it there's no Panic there's

no alarm well the passengers is probably

alarmed because the engine's not running

but it tells them what they need to do

and how to handle that situation so it's

kind of a a big analogy but that's

really what you need for your

organization as well have an emergency

plan so when something does happen and

you can kind of look out ahead and say

this might happen that might happen

we'll talk about some of those later

then you know how to respond and how to

react and how your organization handle

that situation

okay next up please okay

okay

and I'm going to introduce you here so

the planning process so from this is

from Community preparedness Guide to cpg

the planning process and the resulting

relationships are just as important as

the resulting document and that means by

the time you go through this process and

do all the things you need to do to have

a good plan you're gonna have a lot of

people in the board

you've got a lot of information and I'll

be there so let me put in a plug for cpg

101 the community preparedness guide and

if you go to fema.gov there are tons of

resources there it's a very good website

to check out if you haven't already you

can get cpg and many others they have a

lot of very specific information for

community-based organizations and

non-profits and they have some good

information that'll take you done that

so again we don't have it on the screen

but fema.gov has a lot of information

there including the cpg 101.

okay then this is Marcia and we do we're

putting that document in as a resource

on our website so it'll be tied on our

preparedness page with the recording and

all of the references that we make today

so you'll be able to go to one place and

get it all yeah perfect and as you go

through that some of it may not apply

um some of it like most federal

documents there's a lot of verbiage in

there a lot of information but it tells

you how how things work how it all works

together and good information for your

organization specifically

okay so emergency planning it really

requires a collaborative team effort and

we'll talk more about this but the thing

is you can't have the Lone Ranger riding

your emergency plan you know if you have

one person is really good at writing hey

just hey Bob why don't you take this

right the planet that really doesn't

work you need an emergency planning team

you know everyone needs to be involved

from the CEO down to the lowest level

worker everyone should have some input

into that plan each person may have a

different perspective on what needs to

happen each of us has this particular

area of expertise you know that fits in

so when you have when you're dealing

your emergency plan you really have to

think of is it a process it's not just a

one-time thing it's an ongoing thing and

we'll we'll cover we'll talk more about

that later on but having a collaborative

planning team is a big part and and I

kind of like the little um the little

icon we use there the the logo that we

used because it shows each person

carrying a piece of the jigsaw puzzle

and if you think about it the plan

really is kind of a jigsaw puzzle

there's a lot of a lot of moving parts

to that everyone has to be involved

every everybody's to put their piece in

it and if you do that you come out with

a much better plan than having just a

top-down plan you know hey I know what's

best I'm going to write the plan for

everybody that really doesn't work you

need everyone involved to make it a good plan

plan

okay next slide please

so what does an emergency planning do

you know your emergency coordination team

team

so one of the big first things they're

going to do is set the policy for how

you're going to operate during an

emergency you know depending on what

your the specific task the goal the

mission of your organization that's

going to depend some organizations may

not operate as much during an emergency

and Others May operate a good bit more

but you need policy on how you're going

to do that because everything is driven

by the policy you know if your policy is

we're going to respond no matter what

then that's a great thing you know you

need to reflect that uh once you've got

policy set it kind of gives you the

broad framework of what you want to do

then you can start looking at creating

operational procedures to implement

those policies so you talk about here's

what we want to do

and then you can start talking about

here's how we can accomplish the things

that we actually want to accomplish

um so that works together and again I

can't emphasize enough that the concept

of teamwork putting this plan together

because your emergency coordinating team

after they set the policy you've got

some operational policy excuse me some

operational procedures

they're going to take a look at the

whole picture you know everybody has a

piece and they'll approve the overall

emergency plan again you know you go

back I'm sure you've all heard the story

of the the blind men trying to describe

an elephant and uh you know they they

all go up and they touch the elephant

and the first one touches the trunk and

he's like oh it's kind of like a snake

you know another one touches that the uh

the foot or excuse me the leg and goes

it's kind of like a tree and the other

one touches the tail and says it feels

like it's a rope to me

so it's difficult for them to get the

whole picture and the emergency

coordination team needs to have the

whole picture of what that plan is going

to look like how it's going to operate

and how it's going to help you in

emergency and then finally and this is

the key thing I think about this the

emergency planning team needs to conduct

regular reviews of the emergency plan

um you know if you write a plan and it's

a great plan and you put on the shelf

and forget about it it's not going to do

you much good when something does happen

and I've been to you know as as Cindy

mentioned and Marsha mentioned I've been

doing Emergency Management a long time

and I've been to several organizations

in fact I've been worked for

organizations and when I got there said

hey let's take a look at the emergency

plan and it looks like a good plan when

was this written oh we wrote that back

in the 70s you know things have changed

a lot I can give you a specific example

when I was when I I don't throw any city

under the bus but a city I work for one

time I'm looking through the emergency

plan and uh it's setting the Emergency

Operations Center policy and it talks

about you be sure to get a notepad and a

pin you have no mention of computers

everybody uses computers now but this is

all be sure you have enough notepads and

pins so everybody can write things down

and have your message forms and all that

stuff so you really have to conduct a

regular review of that plan if it's a

Dusty plan up on the Shelf has been

looked at in 20 years it's probably not

going to do very much good so you want

to be sure after you've created you've

set your policy you've created your

procedures you've approved your plan

then you have to go back and look at it

and maybe it's annually maybe it's every

six months maybe it's just after a large

event but you need some kind of schedule

on there to take a regular review and be

sure that plan serves your needs and

stays up to date and things change too

you know the mission of your operation

may change you may upsize you may

downsize people come people go so you

want to be sure you keep that thing up

to date very good on that okay next up

so we're focusing today on emergency

plans but there's actually two plans

that your organization needs and the

emergency the Emergency Operations plan

that's what we're leaning on today and

that tells how your organization respond

to an emergency you know something goes

wrong here's what we're going to do as I

said earlier the example of the airplane

losing an engine you know the pilot whip

out their their handy reference guide

and they've got the checklist for engine

out you know checklist for a bird strike

checklist or whoever it might be so your

emergency plan is going to tell detail

how your organization responds to that

particular emergency

now you should also have a continuity of

operations plan and that tells as it

says how your organization is going to

continue to operate

during and after that particular

emergency so how are you going to

continue to to perform your mission

essential functions you know and that's

a big deal

um sometimes there's confusion sometimes

a little bit of overlap but a coupe is

important thing to have again our Focus

today is the Emergency Operations plans

now we will be offering training on

coops uh just as we're doing with eops

today we will give you an opportunity

down the line what's the date on that do

we have a date on that Sunday Yeah March

it's a two session uh March 20th and

then the second part is March 27th okay

and we'll be putting out information

specifically about that so you're good

to go but um today our focus is on the

Emergency Operations plan

okay next one please

and again here we go so let's let's kind

of give you an example of the difference

between Emergency Operations plan and a

coupe continuity of operations plan so

we were talking about a building fire

let's say there's a fire in your

building how do you deal with that

situation so your Emergency Operations

plan would be the response to that

particular incident so in the fire you

know what are you going to get

evacuation how do we get everyone out

you know who's who's going to sweep each floor

floor

how do we account for everybody when we

get them outside we're gonna do a

headcount does anybody have injuries do

we need to worry about workers comp are

we going to put out the fire are we

going to call the fire department how

can we help our our people you know be

successful get out of that building and

be sure everyone's accounted for and

then now the coop

would be a short-term thing how do we

continue our essential functions so do

we have an alternate facility if our

ability is on fire is there another

building we can go to if only part of

the building has been affected our our

office is okay if we still operate from

that office or do we have to leave

um how do we communicate what's our

continuity how do we communicate with

our staff how do we communicate with the

authorities and let them know what's

going on what vital systems do we keep

running and and of course as we all know

one of the most vital systems is payroll

you know people if they don't get paid

they're not happy so your Coop would

have things like that you know do we

need our ultimate facilities how do we

continue to communicate with our people

and what you know how we can continue

these vital Services we have to provide

so if you think about it EOP is kind of

right now and Cooper's short-term how do

we continue to do what we need to do but

again our Focus today is pretty much

just on the Emergency Operations plan

that's what we're looking at and that's

what we're going to be talking about okay

okay

okay so what is an EOP and I'm just

going to call it EOP from here on out

instead of emergency plan because it's

you know our acronyms are cool everybody

loves acronyms so I'm going to be doing

that so the EOP is a document it

explains what policies you intend to

follow when you respond to emergencies

or disasters again I'll use those terms

interchangeably uh so what policies do

you mean to follow you know what is your

and we'll get in the mission statement

that'll tie in lastly with that and then

so that

the basic plan sets out those policies

and then there are attachments so we'll

be talking about attachments and

appendices and those explain how you're

going to operationalize the policy

um so we're going to talk about

checklists you may need the floor plans

you may need contact lists so this is

all the stuff in your document that

explains how people and property are

protected because that is the ultimate

goal of the Emergency Operations plan to

be sure that all your people are taken

care of all your facilities are taken

care of the best of your ability and

again one of the easiest way to do that

is to have checklists something that you

have written down

um you know you don't need to roll out

institutional knowledge and you know

he's been here for 40 years he knows how

to get this done what if he's not at

work that day what if she's not at work

that day that's what your emergency plan

does and it's very important to note is

not just checklists it's not just

policies it's all of this stuff together

so you need to figure out what is your

policy what do we want to do in the

event of a fire a flood a tornado a

terrorist attack there's a lot of stuff

in there and again each specific

attachment would lead you there you know

I'll flip too if I have a problem with

fire I'll flip to the fire emergency

attachment if we have flooding I'll go

to flooding so a lot of them again

there's overlapping some there's some

basic task you might take in any

emergency but an EOP will detail those

for you and give you a really good idea

of where you need to go in the event

that happens and you know and it may not

as I said earlier you can never tell

when emergencys will happen it's not

like we're on a regular schedule you

know every you know every two weeks we

have an emergency every month it can

happen at any time you may go five years

ten years without anything happening

um back when I did emergency when I did

a earthquake preparedness classes and

people you know you hear a lot about you

know there's 67 percent chance of an

earthquake in the next 30 Years well

people don't that's a mortgage you know

people don't think in 30-year terms so

what I told people every day when you

get up it's a 50 50 chance there will be

an earthquake today or there won't be an

earthquake today and if there's not

you're happy and if there is one maybe

it's not a big one but if it is

something large you need to have that

plan in place everyone needs to know

about it you need to be able to access

it and and make that operational when it

needs to go

okay next up and I'll just add one more

thing just to make your lives easier

folks make sure that you separate the

information this way in your in your

basic plan you can call it the basic

plan that talks about the policies don't

put anybody's names or anybody's phone

numbers or any procedures that start to

go down a checklist of what you're going

to do because that bogs down the plan

and you want the plan to be short enough

that people will read it through and

understand the big picture of what's

happening and then put all of the phone

numbers and the checklists and those

those details in attachments so that

your board or the team whoever needs to

approve gets to read a short document on

yes these are the policies that rarely change

change

but then you get to work in the the

pieces that are attached on a regular

basis to keep them up to date

and you know this this just came to me

as we're talking and I mentioned earlier

you know paper and pencil and

everything's on computers now

everything's on a tablet everything's on

a laptop

um I think it's probably still I get to

have a paper copy of your emergency plan

available you know what if the power's

out what if the Network's down I mean it

doesn't hurt I obviously have as many

copies as you can have it on your

computer systems have it on your tablets

have it in your phone even but it's a

good idea to have that paper copy

sitting somewhere so you can get to it

and uh you know that generally works I

found paper doesn't have a lot of bugs

software glitches don't really bother

paper stuff that much so something to

think about

and redundancy is a good thing okay next up

okay so again what's in what is part of

an Emergency Operations on EOP so you

want your EOP is going to identify the

organizations and the individuals that

have roles and responsibilities so you

want you know this person does that and

again as as excuse me as Marsha just

mentioned you know probably it's not a

specific person but a position so you

know that the uh the CEO does this the

financial officer does that the

custodian does this you know so

everybody has a specific action they

need to take and you want to identify

those organizations and individuals and

what they do and then we also want to

talk about our lines of authority and

organizational relationships

um you know sometimes it's top down

sometimes it's bottom up but so you need

to look at that and be sure but you do

need a clear line of command

um you know there's a great line I don't

know if you know showing my age here uh

back in the the days of the movie

Apocalypse Now and the guys you know

he's in Vietnam and he's going out in

the bush and there's a firefighter reps

and everybody goes who's in charge here

and they can look and say hey we thought

you were in charge you know and he has

no idea so you need a clear line of

authority have your organization chart

and again it may change you know there

are things where it may not be the a

person that's always in charge some of

the more expertise in this particular

area may take over a bit but that's in

your EOP again something that your

emergency planning team your your

planning team will work out and put

those things together and every

organization is a little bit different

it's obviously different for an

organization that has a thousand people

there versus one that has five or six

you know obviously their plan is going

to be a bit shorter but again you know

those clear lines of authority so

everybody knows who's in charge who they

report to and what's going on so hope

that makes sense so identify the

organizations of the people the excuse

me the roles and responsibilities for

specific actions and then lines of

authority who's in charge who's second

up whose third how does a workout down

okay so again the Emergency Operations

plan so I mentioned earlier you need a

collaborative planning team and who

needs to be on that you know um it could

be everybody in the organization it

could be just a few again that will

depend on the size of your organization

if you have a large work group you know

with hundreds of people then obviously

your plans got a little bit bigger but

everybody needs to be there and

understand the situation

um the example I use you know what are

you planning for so for instance if

you're a CBO in Florida

probably your biggest concern is going

to be Hurricanes versus earthquakes you

know here in California I like to stay

here in California we're like a natural

disaster theme park you know we get it

all we don't necessarily get hurricanes

but you know we get winter storms we get

floods we get fires we get earthquakes

um I don't have the stats now back in

the day I remember saying every county

in the state of California has declared

emergency within the last you know X

number of years whether it's a plane

crash fire flood earthquake terrorist

attack you name it all kind of stuff can

happen so you need to think about that

and realistically take a good look at

what could be happening going on with

you and you need clear goals and

objectives you know everybody kind of

has to be you need to be rowing in the

same direction and I like to say you

know you can't get anywhere if you don't

know where you're going you know and uh

Syndicate I see them Cindy can you help

me out my eyes are my glasses aren't

thick enough can you tell them the

bumper sticker on that car one more time please

please

the bumper sticker says um

don't know where I'm going but I'm

making record time

so that's the deal but again

um I can't emphasize enough

having a collaborative planning team

having everybody involved in that

process so you take a look at it and say

this is what this is what we need to

focus on this is what could potentially

happen to us I need to look at all the

possibilities you know something may

sound far-fetched but down the line it

could happen so look at all the

possibilities and that will help you

determine your goals and objectives for

how you're going to deal with that

particular situation and that again

leads to a good Emergency Operations plan

plan

all right

I'm curious if anyone on this call has a

anyone no hands

sort of Cora's got a sort of one okay

how many of you are writing it or were

given the task of writing it and you

wait can I raise my hand because I've

been there yeah oh I have two and so

we'll I when I one of the strategies is

go ahead and write it

and make some assumptions about how you

think things are going to work

and then present it to the leadership

and they'll tear it apart or they'll go okay

okay

either way you're going to have a better

plan than you started with but sometimes

it's just not possible especially early

on if if they haven't been in a planning

process for a while it's just not

possible to get them to call themselves

a team

but you can go go to individuals that

have expertise

and make your make your team that way

and I'll order the connection

good and I'll follow up on that you know

sometimes it's easier as you probably

know sometimes it's easier to edit

something than it is to write it so you

know like Marsha said if you get it down

on paper

people can take a look at it and I'll

give them ideas say well that looks good

but let's change this let's take that

part out let's put this part in

But ultimately it takes a team to put

this together it really does

when I write emergency plans for uh

jurisdictions I write things into those

plans that that management needs to

approve or disapprove

things like

um management recognizes this as the

plan that will be used in a disaster

and if they don't say anything or do

anything about that when the disaster

comes they've they've signed on to this plan

plan

if they're you know no

um no response is a response in that

case you know so write those wild things

that you really think should be in the

plan and then let them edit them out if

they want to but if they don't you've

got those Wild Things in there yep money

is no object yeah

yeah

because if you look if you wrote it in

the plan you've identified it as

something that needs you need to have an

answer on how to address it

and so

it it either is you know the Cadillac

where with a lot of money or you all sit

down and you truly talk about well how

are we going to address this because

this is something that we need to talk about

about

yep and again you know look at the situation

situation

um it just popped in I was looking at

the paper this morning we had a big

story about snow up in in the Tahoe area

you know in the Sierra there's as you

know a ton of snow this year and so if

you're a jurisdiction there you think

about snow you know how are you going to

get it off your property how are you

going to deal with traffic all that kind

of thing so not something we have to

worry about a lot down here in Santa

Clara Valley or you know around this

area but you know there are things that

happen so think about all the

possibilities and get everybody involved

and be sure you've covered all your

bases when that plan comes because uh

one of my other jobs back in the day

when I was working was I saw a public

information officer

and uh you know the media are Relentless

they're going to be there and you know

okay didn't you didn't expect this don't

you have a plan for that that's gonna be

one of the first questions they're going

to ask you

you know so you better be ready and you

know the more planning you do the better

you're able to point to the plan we we

anticipated this we plan for it and we

we carry it out our plan that will help

you a good bit

all right next slide please you just

made me think of something else we'll

just camp on this slide forever yeah but

the thing is you know everyone there

there is a lot of you know the mindset

that well this is not

this may not happen and we just don't

have the time to do it and so you may

have to appeal to the organization's

public relations reputation and say

what do you want the newspaper to say

the day after this happens that you had

a plan and that you you acted on it to

the best of your ability and something

unfortunate happened or something

unfortunate happened and you hadn't

planned for it it's a totally different

way people are going to look at the

organization and so

if you sit down and focus on writing it

it doesn't take that long and then it

doesn't need to be changed very often

and so it's it's really important for

the leadership to understand that it's

not just busy work for you it's critical

to make sure that things go well and

that people don't get hurt and that you

come out of it

looking like you have your act together

because we've seen a lot of

organizations that don't look like that

after a disaster and we don't we don't

want anybody to have to uh have to

be embarrassed and but what do we always

see when the plan isn't in place before

what do you see the elected officials

immediately after saying we're going to

do this we're going to implement this

new plan it's like yeah and why wasn't

that there before you knew that was a

hazard before so I won't get off that

soapbox now but it is it's like we're

this we're not inventing anything we

know exactly what we need to be planning

for and why

okay and I have one more cliche for this

slide then just one more cliche

failure to plan is a plan for failure

that's what that's the bottom line on

that if you don't plan for it you're

gonna fail okay

all right so how do we develop the

Emergency Operations plan so as we said

earlier draft the plan you know go ahead

get something on paper now team is you

know awesome that's the best way to you

know write something have everybody take

a look at it edit it but get something

on paper get it down get an electronic

form so everyone can take a look at it

and then you can have the stakeholder

review everybody that's involved needs

to take a look at it again this will

just depend on the size of your

organization it's just a few people is

it a bunch of people

um you know they have a big management

team do you have just a lot of workers

that's going to plan but again everybody

used to kind of take a look at it put

their word on it and then test it

um you know the thing is you know you

play like you practice it it's you know

I'm full of cliches today but you need

to plan ahead and the example I'll give

you there you know we just had the Super

Bowl and uh you know they're the best

teams in the league they've played all

season they've been doing the same stuff

the day before the Super Bowl they

practice the team gets together they

talk about here's our plan here's what

we're gonna do here's where we're trying

to achieve it and they walk through that

so they test it and that is a big chunk

of we're going to talk about exercises

in a few minutes uh but that's a big

part of it so getting that plan getting

something down so everyone can look at

it give everybody a chance to review it

kind of take a look at it see what they

think about it get their input into it

and then test it and uh we'll again I

don't want to get ahead but Cindy I

think Cindy will do that part we're

going to talk about how you can actually

put that to the test and see how things

work out but remember you play like you

practice you know if you haven't

practiced you're not going to play very

well if it's your very first time you're

cracking open that you know if you do

have a plan you're looking at for the

first time oh my goodness Where Do We Go

From Here versus being familiar with it

and if you help develop it you're going

to be very familiar with it so that's a

good thing and we're going to give you

some content to you know kind of help

you along that path also yeah yep okay

next up

all right so what are some of the things

that actually go into the Emergency

Operations plan you know if you're

looking at the table of contents

um you know for example we're going to

run through some of those things to do

so first off of course an introduction

you know in a call to action by the

Organization leader who's in charge you

know um like a lot of things you'll

actually write it and then the leader

will take credit for it you know but

that's that's what they need to say

you'll put in the correct words you know

here here's here's what we're looking at

here's what we're going to do and the

purpose and the scope you know why are

we doing this and how big or how small

is it so purpose is a big the purpose

how we're going to handle these

situations we've detailed in our plane

in our plan and what's the scope just

how big is it there you know there's a

thing called Mission creep where you set

out to do one thing and then something

else happens and something else happens

so you really need to set that set that

scale in your emergency plan how big a

deal is this what are you going to try

to accomplish you know what's your

concept of operations how are you going

to operate what's the you know the

specific environment you're going to be

dealing with you know that that's a big

part of it

um and it's sometimes you know my

background is in City Emergency

Management I have I have I'll admit it

straight up I have a hard time sometimes

between cbo's and non-profits versus

what the city had to do back in the day

I'm coming along I I'm learning more

about it but you know you have to think

about your organization and what you

need to accomplish and how can you be

better prepared and that comes with

planning assumptions so you need to set

that on a basis of okay what you know

what's going to happen what's the best

thing that can happen what's the worst

thing that can happen and what's kind of

in between what can we what can we deal

with from here

okay and finally as I mentioned earlier

roles and responsibilities

um if it's just a big

you know it's just a big free-for-all

that's not going to be very well um the

the plan and the way another way to

think about the plan is helping to bring

some order to the chaos because things

will be chaotic and the plan is kind of

you know a way to get everybody on board

and say okay here's what we're going to

do we don't have to run around trying to

to um ad-lib this we've got a plan that

tells us what we need to do and my

specific role is this and my

responsibility is that I know what I'm

going to accomplish I know how to get

there so that's the contents of your

Emergency Operations plan I think we

okay once again Direction control and

coordination who's in charge who's

telling people what to do how are you

keeping track of people how do you

coordinate all these efforts and and

again in a small organization this may

not be a big deal and larger large

organization it's a very big deal and it

all ties in together I know you know we

go through this and it looks like a lot

but it really makes sense if you stop

and think about it you need to have some

kind of plan some kind of organization

you know who's in charge who's second in

command on Down the Line

how are you going to collect information

you know how do you gather information

how do you analyze that and get it back

out to the rest of your team you know

everyone needs to know what's going on

uh it's a big thing to have everybody on

the same page if people are operating

from different assumptions and um you

know different viewpoints that's going

to go well in a disaster or an emergency

and um you know there's whole seminars

on leadership styles and you have

collaborative and authoritarian and

generally an emergency somebody's got to

be in charge and delegate and tell

people here's what you need to do that

is not the time to sit around have a

long discussion and form a blue ribbon

panel and we're going to talk about it

we'll come up with something next week

you have to have it there right now so

we can get moving uh Communications kind

of ties into that Communications and

coordination how do you get everybody on

the same page you know what are your

communication types do you have radios

can you use phones

um you know phones may or may not be

working depending on the size of the event

event

and then finally training and exercise

and I mentioned earlier you know it's

not it's it's one thing to write the

plan then you need to train people so

they have some idea what's in the plan

as I said earlier you don't want to be

opening for the very first time when

you're you know like to say you're

draining the out you know drain the

swamp it's hard when you're up to button

alligators so you don't want the

alligators all around you when you open

up the plan for the first time if you

had some training people are somewhat

familiar with that plan and then you

exercise you could go through exercises

Cindy will talk more about those in a

few minutes and that gets you on board

so it looks like a lot of stuff but it's

really kind of a logical flow of the

things you would have in your plan and

uh the more you do it the better you'll be

we need specific training in order to

write an Emergency Operations plan and

is there specific OSHA requirements that

need to be included in the EOP

that is an excellent question I'll admit

I'm not familiar with OSHA requirements

um I wouldn't doubt that there will have

to take a look at that and get back to you

you

um well I said I think that really

depends on what your agency is and true

yeah I mean if you're dealing with

hazardous materials obviously there's

going to be OSHA requirements in that

you know you really have to have a good plan

plan

um I'd refer you back also to the FEMA

stuff if you go to fema.gov a lot of

information there the community

preparedness guide has a lot of stuff and

and

you know Cadre provides some you know

unfortunately I can't give you a

one-on-one class how to write an

emergency plan

but we do stuff like this

and Marsha just put something up I just

I just Googled this because I I've I

wrote a plan for a water company and I I

looked at this a while back because

their their emergency plan was actually

an emergency action plan and the

emergency action plan in how we talk are

the checklists or the annexes that are

specific to a function so it's a little

bit different terminology but it's this

it's very similar it says you have to

have procedures for reporting a fire or

another emergency you have to have

procedures that are followed by

employees to re um to that have to

remain and operate equipment procedures

for employee evacuation procedures for

Rescue and medical duties so so in the

in the basic plan you're going to just

talk about you can say we have

procedures for this and you can

reference them in the attachment so that

you don't have bog down your document

with a bunch of procedures um

so you just want to state in the basic

plan that you have these and maybe

there's a critical bullet that you want

to put in the basic plan so that all

staff know about it

um but that that's kind of the art of

writing the plan is how how much

information to convey in that basic

document enough for them to really

understand what's available and

where to get more information that's

specific to them

and another good tip is take a look at

other organizations that are similar to

yours and see if they have a plan and

see if you can take a look at that

um I used to say I used to think there

was only been one plan written in the

history that you know of it and

everybody just copied off it and changed

a little bit to fit their organization yeah

yeah

and uh that's a good way to go take a

look around there's other organizations

there's plans out there there are

templates and uh and something I it's

still you know I'm showing my age here

Cindy talking about 100 years

is that you know the internet is an

amazing resource you know back in the

day you had to go to the library or you

had to go somewhere and you know dig

stuff up and take a look at now get

online and if you Google stuff up a lot

of organizations have their plans online

and you can take a look at those and

take out you know take the pieces you

like take out the pieces you don't and

there are commonalities to most plans if

not all plans but then there's very

specific things that you need just for

your plan so that that's a good way to

get the information you need to help

actually write a plan for the first time

and you know again don't start from

scratch you know don't get out of blank

sheet and start from there take a look

around there's stuff out there that you

can work from and adapt

at the very least take that cpg 101 and

use the the content uh sections that

we're talking about in these like past

two slides put those in and then try and

fill in some of those blanks yeah and

something specifically there's a thing

called a crosswalk where you can take a

look and say does your plan reference

this you know what page uh where

specifically to mention this particular

activity where do you mention that

procedure so a lot of good information

out there and uh

you know it's not the most fun in the

world but it's very important to ask

well the the state of California has a

crosswalk but it's for writing

government plans so it would be Overkill

but we can put that in our resources

um as a guide but be careful when you

are using someone else's plan that you

truly read it and think about how

complete it is because I have seen the

same plan in different organizations and

they're all not good

I and certainly we're available if you

um if you find a plan that you want to

try and use and you have questions you

can contact any one of the three of us

um by just going to our first name Lynn

yep and there are you know companies

will write a plan for you but I've also

seen kind of fill in the blank plans uh

my my favorite exam I was talking to

friend about this the other day we did a

request for proposal from a company we

we you know we're going to do a

county-wide at camera which was you know

a county-wide plan for some stuff and

several vendors you know applied and

they gave us examples of plans and one

had said um you know they sent it in and

this is for Santa Clara County and it

was like okay and you know if you use

this plan washahoe County will be

prepared for a disaster like ah you

forgot to do you know you need to do

search and replace you know because they

had just left when they'd written a plan

for another County they left that that

County's name on the proposal to this

County so that's not a good thing so

take a look be sure you know that you

have your specific plan that that's a

good thing

all right what's next

that's content I think I mean it has

says communication there and what's not

specifically called out and should be is

public information or client information

and how how and when you will

communicate with

the outside world yeah

so yeah yeah internal and external you

know and sometimes not good well a basic

public information it's not enough to do

a good job you've told people what a

good job you're doing

yeah so something to think about yep

did I go too far did I skip one no no

we're good okay yeah that was content

okay so let's let's talk a little about

annexes so you have a basic plan and

that's your policies some of your now

your annexes that's where you have checklists

checklists

and that's kind of what to do and how to

do it so when X happens here's what you

do um I mentioned this is where I

mentioned earlier

you know the pilots on the airplane one

engine goes out they whip up that

checklist so you know how many how many

degrees of flaps do you know what do we

need to do you know do we turn off the

air conditioning there's various things

they can do and that checklist tells

them exactly what to do and there may be

Hazard specific emergency procedures and

again there's a list up in there active

shooter may or may not apply to your

well you know uh workplace violence

Communications failure a long list if

you you know evacuation will be very

different than you know flooding

although you might evacuate in a flood

but a long list of the power outages

Sheltering in place

um extreme weather very hot or very cold

if you're you know you provide food to

people how are you going to do it and

building emergency plan so there's you

know if you have multiple sites each

site would need their own plan but the

idea is in your basic plan you have

policies and then your annexes give you

these checklists and you could have you

know a dozen annexes or more but it it

just depends now if you're you know up

on the mountain you're probably not you

may not need a flooding planning

but take a look you know it's kind of a

it's like a a buffet if you think about

it so look at the buffet and decide

which items you like which items would

apply to your organization and those are

the kind you need an Annex specifically

for that

um and again the planning team is going

to look at and say what could possibly

happen to our to us in our location and

that's how you come up with your annexes

but very specific these are these are

not generic these are very specific

emergency procedures for how to handle

that particular situation and these are

essentially separate

documents that refer back to the policy

document which is your Emergency

Operations plan

so your active shooter plan or Annex is

actually a separate document it you

don't have to repeat everything that you

said in your Emergency Operations plan

but you you probably want to cross-reference

cross-reference

that Emergency Operations plan and vice

versa your your EOP may say we've got an

active shooter plan and you know

refer to that in in this specific hazard

yep and there's a lot of stuff out there

so there's kind of a list there's a

place to start and you say this one

doesn't apply to us but maybe this one

does so you know take a look at it again

there's resources available

yeah and prioritize them because I'll

tell you there are no there's no

government that has all of these annexes

written in Santa Clara County they're

moving toward that but

but

um prioritize them I mean we should have

them all but no one has enough staff to

do that

immediately and so prioritize the you

know what's most important to you to

have first and then they they could be

one page long if you can convey what

needs to be done in one page do not

write a long narrative about it in our

world now the more that you can use

bullet points and less paragraphs the

more likely people are going to actually

comprehend the information so it does

not have to look like a book it doesn't

have to

it doesn't have to all be you know

grammatically correct and it's a working

document so you want people to be able

to reference it

and learn from it in advance of an

emergency to help them be more prepared

and so make it make it as user friendly

as you possibly can and put that yeah

and here you want up front but the most

important stuff up front because at

three o'clock in the morning if I if I

have a situation where

um there's a fire in the building and

I've been notified that they need to

evacuate the nights night staff and I

reach for the evacuation plan Annex I

want I don't want to have to read

through a whole bunch of gobbledygoop to

get to the meat of what's what I need to

do make it a checklist kind of thing and

make it right up front so that when I

open that cover the most important

information that I need to know is right

up front yeah I think Reader's Digest

okay

there we go

okay yeah so again appendices uh this is

some of the kind of stuff you might have

in those dependencies again authorities

and references if you're doing say you

know here's these why here's the

authority we have to do that you can

reference you know your documents you

know your government code

um if there's if you use a lot of

acronyms and I don't know if non-profits

and cbo's you act love acronyms as much

as the government folks do if you have a

lot of acronyms have a glossary you know

so everybody knows you know look at the

top of that page EOP Emergency

Operations plan that's a good thing to

have there contact lists keeping those

things up to date you know but that

wouldn't be in your plan but we be in

appendix something you can keep up to

date and that is uh back in my career

one of the hardest things to do keeping

contact list straight because people

change jobs they they leave they come

they go keeping that up to date is

really almost a daily function uh weekly

at least but you got to keep that stuff

up uh I mentioned earlier the org chart

here's your line of responsibility who's

in charge who's on top whose report you

know what are your reports how does all

that stuff line out if you use forms

that's a good place to have the

templates here's how to set up an action

plan here's well that's another course

but forms and templates and the training

and testing schedule you know we're

gonna you know set up a quarterly weekly

monthly whatever you're training

whatever you can get the more often the

better I think but having that in there

and then supply list you know what what

kind of stuff do we have where is it

stored how can you access it all those

kind of things would go into your

Emergency Operations plan appendix so

it's it could be a large document could

be small but if you have it organized

correctly it's a lot easier to lead a

lot easier to read and as Cindy said

don't have a lot of goblin you try to

keep it as clear and straightforward as

possible plain English uh you know very

easy uh when I when I remember when I

wrote mine I had a little box on there

so you could actually check it I

actually have laminated so you could

pull it out of the plan have a laminated

you could take a sharpie a grease pen

and check that off yes I've accomplished

that task so those are some things you

might have in your appendix

and make your life easy too if if you

have a contact list for the organization

that someone is maintaining

had if there are additional people that

need to be added to that contact list

you can just reference that contact list

you don't have to make a new one and and

make it you know manage it yourself if

if you can

get other people involved involved in

the process of keeping things up to date

than that do it that way

um because it it is hard to keep the

contact list up to date

David says also recommend laminated

cards with things like call list of

people and phone numbers slash emails

how to turn off gas how to turn off Circ

uh circuit breakers Etc yeah and that

would all that would all be in the

in the action well what OSHA calls the

action plans but for for earthquake you

would do that okay

okay

all right that's appendixes are we okay

yeah questions any questions so far so

yeah I would like for us to then unmute

if you're if you have a question or if

you have a comment because like Marsha

said earlier I know a lot of you have

written plans and are looking to just

revise your plan maybe

um you know if you if you've got

information that you want to share at

this point as well as questions now is a

good time open it up anybody foreign

because he's so cute

oh I see your hand up Jane so

um one of the struggles that many

communities have are

um how when by whom their cert

volunteers will be deployed and

and

um and

our emergency plan just says we exist

so I would love to know strategies to

get them to commit because I don't think

they could actually open the EOC without

us I mean the the actual City employs

that would open it

they need us to do it but but we're just

listed on a page of community volunteers so

um you know so the reality of the

practice is the

they need us the users we know how to

operate and it says nothing about us

other than we exist in the um in the EOC EOP

EOP so

um I I wrote a whole well for the Los

Altos Hills emergency plan I wrote in a

whole section on cert and how they can

be autumn in the plan it says if there's

an earthquake and Things fall over and

off the shelves they're automatically

deployed because we don't know if we can

communicate with them and then it lists

some very specific things that they're

authorized to do prior to to

establishing communication I'm happy to

share that yeah in fact I'll put the

um I'll put the webs you know I'll just

share it that piece because you don't

want to read through a whole plan to to

find that but yeah we we've had in

Cupertino too I actually wrote it in

Cupertino and and edited it for Los

Altos Hills because very strong cert

teams very smart people and we just

worked it out together on how it would

work and then we got the buy-in from the

city staff and so then it became part of

the plan because it needs to be in there

or it's not official yeah it does yeah

thank you not to blow anything up I I

I'd suggest a multi-prong

um I hopefully have a good relationship

with the emergency manager in your jurisdiction

jurisdiction

um you know and that works and something

as a citizen you can always talk to your

council members

and if Council asks a question it tends

to be answered you know if Dr council

member they might talk to city manager

the city manager will might talk to you

know the police chief of fire chief who

would talk to the emergency manager so

that that's just a route you can go

again don't blow it up but that is

something as a citizen you can do it

helps also at one time when I worked in

Mountain View I had a majority of

council members who were cert trained so

you know that's if you can get council

members to take cert it helps them

understand the importance of that

program and that tends to get you some

uh some some action as well

and I will tell you also from you know

from my experience sometimes the local

government is Tangled Up in

um in is it going to be a staff person

or is it going to be a volunteer and if

it is a volunteer how do we pay them and

what do we do to protect them with

workers comp and all of those kind of

questions and it becomes

um so much of a Sticky Wicket I remember when

when

now I'm going to date myself Lynn yeah

when H1N1 happened and we the county

stood up a whole bunch of

um uh vaccination centers for people to

come and get vaccinated and we needed

people to be at the at the door of the

fairgrounds or whatever the facility was

just handling the paperwork just giving

people their questionnaires to fill out

and taking those back in

and it became with HR a huge issue to

determine whether or not we could use

cert volunteers to do that because we

didn't have them covered under workers

comp yet and we weren't sure what and

County Employees the unions were getting

involved because some County Employees

were salaried and some were

non-exempt and and so you know they they

argued about well are you going to get

paid are you going to get overtime to

all of those things became such an issue

that we called the Red Cross who had vetted

vetted um

volunteers that had already been through

background checks and all that stuff and

could actually come and sit at the

beginning at the and pass out the papers

and it was such an issue that County

really started looking at how are we

really going to do this in a disaster so

sometimes you know when us and hopefully

it's not a big thing when a small thing

happens you know the eyes get open to

those kind of questions but you can ask

those questions in advance you know and

help that process along

yeah and I I'm thinking we've we've

actually all of us have had a lot of

these issues come up and come up with

Solutions in the

over the years I won't I won't say the

years anymore Lynn I know that you're

having PTSD now

um but I think we need to do a using

cert or other volunteers during

disasters because there are a lot of

ways to work around that that exists and

we could maybe we can help

emergency managers know that but HR

doesn't necessarily know that

okay any other questions

hearing none why don't we move on to

disaster disaster mission statements right

right

Lynn I just want to give you a timing

thing you're halfway through okay

halfway through our time right now all

right now you're on your own time yeah

okay so what is a mission statement a

clear concise and meaningful statement

of what your agency's role will be to

your clients and Community during a

disaster during an emergency

so as we said earlier it's kind of hard

to get somewhere if you don't know where

you're going and that's what a mission

statement does it lays it out and says

this is our role this is what we're

going to do and what we're going to do

for everybody and we'll share an example

in a minute but it's a pretty basic

thing so you need that mission statement

to really kind of clarify things and lay

it out for you you know we can't be all

things to all people so again I know I'm

being repetitious here uh it's going to

require a group discussion you know

obviously organizational leadership is

going to have to be there but everybody

needs to have a say in that just like

the um you know just like setting up

your basic plan so think you know kind

of your your disaster mission statement

is really kind of a building block you

can build your plan upon you know what

are we trying to accomplish what are we

trying to do this is where we're going

to start and of course it's probably

going to take more than one meeting it's

going to take a few to get this thing

ironed out uh you can jot something down

very quickly but it needs to be vetted

everybody needs to take a look at it and

say is this what we really want to say

is this what we really want to do

um so again it's a process it's not a

project everybody be involved and come

up with a clear Mission disaster mission

statement and I think it's the next

Slide the one there we go here's an

example this is from the ABC Food Bank

so you know obviously they their food

bank they Supply food their mission

statement to continue ABC Food bank's

mission to alleviate hunger by providing

nutritious food and nutrition education

to people in need to recover any or all

of the food banks business units after

any type of disruption disaster or any

other break-in operations so very to me

very clearly they've laid that out and

say hey here's what we're going to do

we're going to provide food

and we're going to recover you know all

of our business units after A disruption

of some kind

yeah so

so a couple questions is it clear what

the food bank does

anybody disagree with that you think

that was pretty clear

I'm not hearing disagreement does their

mission statement lead back to the

everyday mission statement

you know it ties it back very clearly

you say hey we provide food so that's

what we're going to do during disaster

we're gonna go out and start building

bridges or you know rescuing people

we're going to provide food and it's

clear I think what the role would be

during and after a disaster you're

trying to help as much as they can

they're recovering their assets and

they're providing food as best as they

can I think it's pretty a mission

statement so you know you could use that

as a model for example for your mission

everybody good one thing about mission

statements disaster mission statements

is that if you're planning to help a

different group of people than you

normally do so maybe you normally

help underserved but in a disaster like

covid and you're a food bank all of a

sudden you're not they're not

underserved people they're people that

are not no longer working and can't

afford food but they're they're in a

different demographic you want to make

sure that your disaster statement or

your emergency plan

highlights the change because it it can

impact disaster funding if you're doing

things that your mission statement

it could impact your potential state or federal reimbursement

potential state or federal reimbursement if you don't have a disaster mission

if you don't have a disaster mission statement if you just went out and

statement if you just went out and started providing food in a disaster

started providing food in a disaster that's very great action to take however

that's very great action to take however if you're expecting to get reimbursed in

if you're expecting to get reimbursed in any way shape or form having a disaster

any way shape or form having a disaster mission statement will help you in the

mission statement will help you in the in the justification for getting

in the justification for getting reimbursement

reimbursement and that just made me think of one other

and that just made me think of one other statement that you never want to say in

statement that you never want to say in your plan is that we will do this if we

your plan is that we will do this if we know we're going to get reimbursed for

know we're going to get reimbursed for it

it because if if there is reimbursement and

because if if there is reimbursement and you have that statement they won't

you have that statement they won't reimburse you because that's a

reimburse you because that's a contingent

contingent policy and there are no contingent

policy and there are no contingent policies if it's your policy you're

policies if it's your policy you're doing it whether or not you get the

doing it whether or not you get the money back so just caution there

okay so yeah here's so here's some questions you can ask yourself as for

questions you can ask yourself as for getting a disaster mission statement how

getting a disaster mission statement how will you support your clients and will

will you support your clients and will you support some or all of your clients

you support some or all of your clients it may be you know you can't support

it may be you know you can't support everyone like you normally do you may

everyone like you normally do you may have to cut back

have to cut back will an emergency increase demand for

will an emergency increase demand for your services you know um you know just

your services you know um you know just the example she just gave you know

the example she just gave you know during

during um during code things change for a lot

um during code things change for a lot of people became very different and will

of people became very different and will you support your neighborhood your

you support your neighborhood your community city or county where do you

community city or county where do you fit into the big picture uh are you

fit into the big picture uh are you stand alone or do you have to work

stand alone or do you have to work closely with them and um again it just

closely with them and um again it just depends on what your organization is

depends on what your organization is where you find yourself but these are

where you find yourself but these are some questions you can take a look at

some questions you can take a look at and that'll help you come up with your

and that'll help you come up with your actual disaster mission statement

actual disaster mission statement they want to share

they want to share does anyone have a disaster mission

does anyone have a disaster mission statement already that they'd like to

statement already that they'd like to share

okay that's something to work on then got a starting spot yep

got a starting spot yep get starting place soon

okay and that is disaster mission statement any questions or comments on

statement any questions or comments on that

that cute dog

cute dog that's a good looking down yeah

okay well okay

okay then I guess I will take the next part

then I guess I will take the next part and talk about succession planning and

and talk about succession planning and the two components of this and you will

the two components of this and you will in in the

in in the the listing that we're putting on the

the listing that we're putting on the preparedness page under the webinars

preparedness page under the webinars that we will add these documents that

that we will add these documents that I'm talking about but we have an

I'm talking about but we have an emergency planning guide and we're

emergency planning guide and we're updating it right now so we're we've

updating it right now so we're we've pulled it into pieces and we're sharing

pulled it into pieces and we're sharing the pieces that that are currently

the pieces that that are currently updated so for leadership and succession

updated so for leadership and succession planning

um you want to have the backup people and you and you

have the backup people and you and you probably do have who would be in charge

probably do have who would be in charge if the CEO is not there

if the CEO is not there um or or other key positions like that

um or or other key positions like that and you they need to understand that

and you they need to understand that they have a disaster role and know what

they have a disaster role and know what their responsibility is in the disaster

their responsibility is in the disaster as well as the CEO does

as well as the CEO does and you may or may not have had

and you may or may not have had conversations in the past on whether or

conversations in the past on whether or not all of those people can be out of

not all of those people can be out of the office at the same time

the office at the same time um for like corporate businesses those

um for like corporate businesses those those folks are not allowed to fly on

those folks are not allowed to fly on the same plane

the same plane because they they want to make sure that

because they they want to make sure that there is a a true leadership and the

there is a a true leadership and the board officers is the same thing

board officers is the same thing so um you want to have a discussion on

so um you want to have a discussion on who should be in charge and maybe make

who should be in charge and maybe make it a little bit deeper

it a little bit deeper because usually you might have three

because usually you might have three but you maybe you need to add a couple

but you maybe you need to add a couple more people to to your existing

more people to to your existing succession plan document

succession plan document and then repeat them reference that

and then repeat them reference that document but repeat them in the basic

document but repeat them in the basic plan because it that should be there the

plan because it that should be there the positions that are going to be filling

positions that are going to be filling those roles

those roles um and then make sure that there are

um and then make sure that there are checklists so that the backups when that

checklists so that the backups when that when they suddenly realize that they're

when they suddenly realize that they're in charge like this little poor meerkat

in charge like this little poor meerkat it's like what what I'm what

it's like what what I'm what that they have something that they can

that they have something that they can look at and start to follow and then of

look at and start to follow and then of course they're going to have you the

course they're going to have you the writer of the plan that knows everything

writer of the plan that knows everything there to whisper in their ear and help

there to whisper in their ear and help them do what they need to do

them do what they need to do um

so I in in addition to the leadership you want to have

you want to have um not necessarily succession planning

um not necessarily succession planning but backup

but backup to key positions in your Disaster

to key positions in your Disaster Response and again probably three and if

Response and again probably three and if you're a small organization I get that

you're a small organization I get that you can't do that but think about who

you can't do that but think about who you might be able to call to come and

you might be able to call to come and help you maybe from a different

help you maybe from a different organization that you work with as a

organization that you work with as a mutual assistance type of event because

mutual assistance type of event because you can do that for each other

you can do that for each other um to come and help

um to come and help and you want to make sure that everyone

and you want to make sure that everyone is cross-trained because if if you can't

is cross-trained because if if you can't go three deep you might have to

go three deep you might have to people might have to serve multiple

people might have to serve multiple functions which according to incident

functions which according to incident command system can become a problem

command system can become a problem depending on the size of the event so

make sure you know our goal is to have at least three people for each key

at least three people for each key responsibility so that there's always

responsibility so that there's always someone there that can fulfill that role

someone there that can fulfill that role and then for your your electeds and your

and then for your your electeds and your CEOs make sure that those those folks

CEOs make sure that those those folks also have

also have um experienced

um experienced backup so you can't you can't some put

backup so you can't you can't some put somebody in the position if they don't

somebody in the position if they don't know what that position does

know what that position does so that's a discussion that you'll have

so that's a discussion that you'll have to have to see how how to do that any

to have to see how how to do that any questions about this

questions about this it's pretty simple

it's pretty simple I might have I don't remember if I have

I might have I don't remember if I have a second slide oh yeah yeah three yeah

a second slide oh yeah yeah three yeah then the other part is identifying your

then the other part is identifying your response team so here's the whole team

response team so here's the whole team and they're all looking up to that guy

and they're all looking up to that guy on the other side

on the other side um find their alternates they all need

um find their alternates they all need checklists each role needs its own

checklists each role needs its own checklist because they each have a

checklist because they each have a different responsibility and a different

different responsibility and a different role which we've identified in the plan

role which we've identified in the plan and in the plan you're not going to list

and in the plan you're not going to list who they are but you can you could list

who they are but you can you could list a table that says a job position

a table that says a job position and what what it is that that person is

and what what it is that that person is responsible for doing so that they don't

responsible for doing so that they don't have to think that they need to read all

have to think that they need to read all the checklists they just need to read

the checklists they just need to read the checklist that's specific to what

the checklist that's specific to what they have to do

they have to do that's a pretty good looking team

that's a pretty good looking team they're all paying attention nobody's on

they're all paying attention nobody's on their phone I like it

their phone I like it I like

I like um suppose this goes up goes without

um suppose this goes up goes without saying but I'm going to say it anyway in

saying but I'm going to say it anyway in your plan you want to write those

your plan you want to write those positions by title not by name you don't

positions by title not by name you don't want to put James schmuck is in charge

want to put James schmuck is in charge of you know you want to put whatever her

of you know you want to put whatever her title is so that if she retires and

title is so that if she retires and Susie schmuck comes in you know it it's

Susie schmuck comes in you know it it's in by title and she you know so you can

in by title and she you know so you can pick up that that piece of information

pick up that that piece of information for that title

for that title also it you know that that also gives

also it you know that that also gives you an opportunity to write into their

you an opportunity to write into their job description for that title that they

job description for that title that they have these responsibilities of six in

have these responsibilities of six in the succession planning part of the

the succession planning part of the Emergency Operations plan

Emergency Operations plan yeah and sometimes that's a problem if

yeah and sometimes that's a problem if you have a union yeah that if if it's

you have a union yeah that if if it's not in the plan right now some I've

not in the plan right now some I've heard of some unions recently asking for

heard of some unions recently asking for more guidance on what uh what the roles

more guidance on what uh what the roles are in a disaster which then hopefully

are in a disaster which then hopefully would mean that they're willing to write

would mean that they're willing to write those into the job descriptions because

those into the job descriptions because they should be there

they should be there um we're we're kind of beyond the days

um we're we're kind of beyond the days where we can pretend that we're not

where we can pretend that we're not going to have a disaster role everybody

going to have a disaster role everybody gets to have a disaster role at some

gets to have a disaster role at some point

point and so just as far as the reference

and so just as far as the reference documents if you have

if you have documents like board bylaws or things that say who's in charge you

or things that say who's in charge you can reference that from the succession

can reference that from the succession planning just to keep your emergency

planning just to keep your emergency plan policy document short if there are

plan policy document short if there are other legal documents that

other legal documents that talk about the what happens if they're

talk about the what happens if they're not available

all right yep did I hear something

I love training and exercise that's my favorite part because

favorite part because reading a plan does not make you

reading a plan does not make you prepared doing the plan is what makes

prepared doing the plan is what makes you prepared and every time I've ever

you prepared and every time I've ever done training or an exercise

done training or an exercise we learned something that we just

we learned something that we just assumed was going to work just fine and

assumed was going to work just fine and then realized that it doesn't in real

then realized that it doesn't in real life

life so it's really important to practice

so it's really important to practice every piece of it and I put that picture

every piece of it and I put that picture down there of the you know this planning

down there of the you know this planning team right it's like yay we love this

team right it's like yay we love this and training is so good we should do

and training is so good we should do training all the time and yes let's have

training all the time and yes let's have more exercises and then you try to

more exercises and then you try to coordinate something and they all

coordinate something and they all disappear

disappear and it's all down to you again so you

and it's all down to you again so you need to have some buy-in real buy-in

need to have some buy-in real buy-in from your management

from your management on what the commitment is to training

on what the commitment is to training and

and I might I might be going out of order on

I might I might be going out of order on my slides but

my slides but if you don't have commitment that the

if you don't have commitment that the management the supervisors are going to

management the supervisors are going to allow staff to get trained or to you

allow staff to get trained or to you know to come and sit in your 30-minute

know to come and sit in your 30-minute class or your one-hour class to brief

class or your one-hour class to brief them on what's in the plan or what their

them on what's in the plan or what their specific role is

specific role is you don't have a plan because everybody

you don't have a plan because everybody needs to know what's in the plan not

needs to know what's in the plan not just you

just you and so I you know it you have to get

and so I you know it you have to get them to buy in so you're going to

them to buy in so you're going to present them with your training plan and

present them with your training plan and then they can have the conversation with

then they can have the conversation with you on whether or not it's doable and

you on whether or not it's doable and then you can work out compromises or a

then you can work out compromises or a phase phased phased approach to get to

phase phased phased approach to get to the place that you want them to be but

the place that you want them to be but you can't get there today

you can't get there today so um

if you are going to hire people to do training or if you're going to do the

training or if you're going to do the training yourself that's a question to

training yourself that's a question to ask yourself are there volunteers that

ask yourself are there volunteers that need to be trained because that would

need to be trained because that would that adds another layer to it

that adds another layer to it or is the training required or is it

or is the training required or is it encouraged

encouraged if it's encouraged nobody's going to do

if it's encouraged nobody's going to do it

it um so you can you can set up a list of

um so you can you can set up a list of the bare minimum and make those required

the bare minimum and make those required and then if you you will get some people

and then if you you will get some people that are excited to learn more they see

that are excited to learn more they see it as maybe you know it'll look really

it as maybe you know it'll look really good on your resume if you go to another

good on your resume if you go to another job and you already have this kind of

job and you already have this kind of training because not very many people do

training because not very many people do and so it's going to make you more

and so it's going to make you more valuable

valuable um for promotion for other

um for promotion for other for other jobs

for other jobs um so you can require the basics and

um so you can require the basics and then offer additional training there's a

then offer additional training there's a lot of independent study classes that

lot of independent study classes that can be taken

can be taken so that they can continue to to educate

so that they can continue to to educate themselves and then document all that

themselves and then document all that training because you want to make sure

training because you want to make sure that you show and show to each of them

that you show and show to each of them you can have a chart that shows who's

you can have a chart that shows who's taken what classes and used peer

taken what classes and used peer pressure as well

pressure as well um

um and then identify who needs to be

and then identify who needs to be trained and it's probably everyone but

trained and it's probably everyone but the the like volunteers and the the

the the like volunteers and the the general staff are probably just having a

general staff are probably just having a basic this is what the organization does

basic this is what the organization does in a disaster maybe it's an hour-long

in a disaster maybe it's an hour-long orientation on what to do or what not to

orientation on what to do or what not to do but then for others that have key

do but then for others that have key roles it it could be multiple hours

and then as you're developing this training plan look at the some trainings

training plan look at the some trainings might need to only be offered once or in

might need to only be offered once or in individual only needs to take it once

individual only needs to take it once but maybe there are other things that

but maybe there are other things that you think they should be refreshed on

you think they should be refreshed on annually or or you know whatever time

annually or or you know whatever time frame you decide

frame you decide will the training be held during work

will the training be held during work hours if it's not during work hours then

hours if it's not during work hours then how are the people being compensated or

how are the people being compensated or um if it's if it's for volunteers you

um if it's if it's for volunteers you know somebody's has to do the training

know somebody's has to do the training so that all of that Logistics on is

so that all of that Logistics on is everybody happy with the situation that

everybody happy with the situation that it's happening out of work hours are

it's happening out of work hours are they getting comp time or something for

they getting comp time or something for for doing that do they get to come in

for doing that do they get to come in late the next day if if they're working

late the next day if if they're working after hours

after hours um and who's tracking the training so

um and who's tracking the training so this training although it it's not

this training although it it's not written down anywhere but if if you're

written down anywhere but if if you're if you're looking at what what emergency

if you're looking at what what emergency training is it's it's a critical role in

training is it's it's a critical role in the organization it's critical that

the organization it's critical that people know what to do

people know what to do and again the headlines in the newspaper

and again the headlines in the newspaper if if you

if if you know what you're supposed to do but

know what you're supposed to do but nobody's learned how to do it so what

nobody's learned how to do it so what there's certain compliance trainings

there's certain compliance trainings that organizations have to do

that organizations have to do right and everybody has to take them

right and everybody has to take them like

like diversity

diversity sexual harassment

sexual harassment was the only two I can think of right

was the only two I can think of right now but everybody has to do those right

now but everybody has to do those right and it's like it's a priority somebody

and it's like it's a priority somebody in HR is is breathing down your neck if

in HR is is breathing down your neck if you don't if you didn't sign up for the

you don't if you didn't sign up for the class but then Emergency Management ends

class but then Emergency Management ends up not being like that

up not being like that um but the reality is is that your HR

um but the reality is is that your HR person should be keeping track of this

person should be keeping track of this training along with all the other

training along with all the other training that the employees are taking

training that the employees are taking and breathe be breathing down their neck

and breathe be breathing down their neck if you've given them a

if you've given them a a road map on what classes they're

a road map on what classes they're supposed to be taking that they should

supposed to be taking that they should be telling them you need to take this

be telling them you need to take this class because this training is not

class because this training is not second class training this is the

second class training this is the training that's going to make or break

training that's going to make or break you in the disaster and it's going to

you in the disaster and it's going to reduce people's stress and minimize the

reduce people's stress and minimize the possibility of heart attacks and all

possibility of heart attacks and all kinds of things that happen when you

kinds of things that happen when you realize that you didn't take the

realize that you didn't take the training and now

training and now you're to blame for something happening

you're to blame for something happening you know we and and I'm just saying that

you know we and and I'm just saying that because I've seen it happen

because I've seen it happen and we don't want it to happen there's

and we don't want it to happen there's no reason for it to happen What types of

no reason for it to happen What types of training are needed you know if there

training are needed you know if there are OSHA classes obviously those those

are OSHA classes obviously those those have us you know you can't

have us you know you can't you can't you're not going to develop

you can't you're not going to develop that training but you might be

that training but you might be developing a training on how to evacuate

developing a training on how to evacuate your building

your building you might be developing a training on

you might be developing a training on how to use a fire extinguisher you might

how to use a fire extinguisher you might be developing a training on how to

be developing a training on how to activate your alert system or your

activate your alert system or your notification system or sending a text

notification system or sending a text to everybody you know they're just

to everybody you know they're just certain

certain and and it depends on what's in your

and and it depends on what's in your plan and what do people need to know how

plan and what do people need to know how to do and who needs to know how to do it

to do and who needs to know how to do it and then identify the resources and we

and then identify the resources and we can help you find resources too

can help you find resources too boy I'm committing us to a lot of stuff

boy I'm committing us to a lot of stuff we need more staff

we need more staff um

um okay and next

okay and next so this is a sample this is a city

so this is a sample this is a city sample of a training plan

sample of a training plan so the on the left of the screen and I

so the on the left of the screen and I know it's really small I'll I'll put the

know it's really small I'll I'll put the sample in the in the resource

sample in the in the resource resources on the website this is just a

resources on the website this is just a plan for the logistics section

plan for the logistics section in the Emergency Operations Center you

in the Emergency Operations Center you may not ever have an Emergency

may not ever have an Emergency Operations Center but you have roles and

Operations Center but you have roles and responsibilities and it would look like

responsibilities and it would look like this so in the First Column are the

this so in the First Column are the first classes that they're supposed to

first classes that they're supposed to take

take and

and the ones in red are um they're all

the ones in red are um they're all online

online the ones that are in Black in that First

the ones that are in Black in that First Column are in-house trainings that are

Column are in-house trainings that are taught by the emergency manager so

taught by the emergency manager so there's one on

there's one on here here's the Emergency Operations

here here's the Emergency Operations Center or it may be for years it's

Center or it may be for years it's here's the emergency plan or here's what

here's the emergency plan or here's what your checklist looks like we're going

your checklist looks like we're going over the checklist with them and then

over the checklist with them and then the second column is all in-house

the second column is all in-house training these are the forms that we're

training these are the forms that we're going to use there is a document on what

going to use there is a document on what employees should do just the employees

employees should do just the employees in general if there's an earthquake or

in general if there's an earthquake or an active shooter and I have that

an active shooter and I have that document if you want it

document if you want it as a guide but you have to you know you

as a guide but you have to you know you have to develop what it is that you need

have to develop what it is that you need um and then it just goes on the last two

um and then it just goes on the last two are actually you don't have to take

are actually you don't have to take these but there is a a credential that

these but there is a a credential that the state offers if you take those so if

the state offers if you take those so if you if you want the credential then

you if you want the credential then continue to take those other classes and

continue to take those other classes and then there's a second tab of this

then there's a second tab of this spreadsheet that lists all of the

spreadsheet that lists all of the the course titles and the description of

the course titles and the description of them and how many hours they take and

them and how many hours they take and who's requiring it

who's requiring it any questions on that

any questions on that foreign

foreign so every piece of that can become an

so every piece of that can become an exercise it only it all should be tested

exercise it only it all should be tested um

um you want to test the assumptions of who

you want to test the assumptions of who does what or who's who's supposed to be

does what or who's who's supposed to be contacting whom

contacting whom um there's there's so many different

um there's there's so many different ways but a tabletop is can be a single

ways but a tabletop is can be a single question presented to a medical

question presented to a medical management people over a brown bag lunch

management people over a brown bag lunch or at a weekly check-in meeting that

or at a weekly check-in meeting that you've asked to have five minutes to ask

you've asked to have five minutes to ask a question that you want to have

a question that you want to have clarified to put in the emergency plan

clarified to put in the emergency plan so um

so um it could it could be

it could it could be if if you don't have the succession part

if if you don't have the succession part down yet it's like if so and so is not

down yet it's like if so and so is not here

here when the earthquake happens who's in

when the earthquake happens who's in charge

charge and so and so might say well I'll just

and so and so might say well I'll just call in

call in and you may have to say no we need

and you may have to say no we need someone physically here

someone physically here or what if the phones aren't working so

or what if the phones aren't working so it just becomes a what if what if and as

it just becomes a what if what if and as you get answers to the what if your plan

you get answers to the what if your plan gets stronger because now you've thought

gets stronger because now you've thought through in advance

and if you don't take notes and document that tabletop discussion you have done

that tabletop discussion you have done it for not because you you lose all of

it for not because you you lose all of that valuable information so make sure

that valuable information so make sure that you that the tabletop has some kind

that you that the tabletop has some kind of follow-through that that at least

of follow-through that that at least addresses issues in the plan yeah and

addresses issues in the plan yeah and that would be good to um

that would be good to um just just send a an email to everybody

just just send a an email to everybody saying this is what we talked about

saying this is what we talked about today you know these were the things

today you know these were the things that that we didn't resolve that we

that that we didn't resolve that we should follow up on and but we all

should follow up on and but we all agreed on this and now you've got it

agreed on this and now you've got it documented and I used to I used to do

documented and I used to I used to do this because I got frustrated because

this because I got frustrated because there was not a follow-up I couldn't get

there was not a follow-up I couldn't get people to follow up and so I started

people to follow up and so I started sending these memos and at the bottom of

sending these memos and at the bottom of them it says that your emergency

them it says that your emergency managers identified this problem that

managers identified this problem that needs to be addressed in your emergency

needs to be addressed in your emergency plan failure to do it could cause

plan failure to do it could cause Financial loss or injuries to the

Financial loss or injuries to the organization depending on how serious it

organization depending on how serious it is but it it's like you have to cover

is but it it's like you have to cover yourself because the emergency managers

yourself because the emergency managers get pointed out after the disaster it's

get pointed out after the disaster it's their fault that it happened it's like

their fault that it happened it's like no you know what needs to get done but

no you know what needs to get done but people need to buy into it

people need to buy into it um besides the table tops where you're

um besides the table tops where you're just having a little discussion over a

just having a little discussion over a topic and keep keep the topic small keep

topic and keep keep the topic small keep it painless

it painless or as pain-free as possible so that

or as pain-free as possible so that they're willing to talk to you again or

they're willing to talk to you again or they'll start turning around and going

they'll start turning around and going the other way when you walk toward them

the other way when you walk toward them then you can go into things like a

then you can go into things like a function based exercise hey we're going

function based exercise hey we're going to do an evacuation drill even if you

to do an evacuation drill even if you don't have a plan

don't have a plan you can say we're gonna we're gonna set

you can say we're gonna we're gonna set the fire alarm off we're gonna go

the fire alarm off we're gonna go outside we're going to do a head count

outside we're going to do a head count see how that works you could tell one

see how that works you could tell one person stay behind

person stay behind don't tell anybody that you're staying

don't tell anybody that you're staying behind but see if they realize that

behind but see if they realize that you're missing

you're missing you can tell one person they have a

you can tell one person they have a sprained ankle let them go outside and

sprained ankle let them go outside and say oh I hurt my ankle see if anybody

say oh I hurt my ankle see if anybody knows first aid

knows first aid and they'll start to problem solve and

and they'll start to problem solve and realize that they could have had a

realize that they could have had a better plan for that same thing with

better plan for that same thing with communication if you have any kind of a

communication if you have any kind of a telephone tree you can just practice the

telephone tree you can just practice the telephone tree to see if everybody still

telephone tree to see if everybody still has the right phone numbers

has the right phone numbers if you have to warn the building like

if you have to warn the building like for an active shooter you can always

for an active shooter you can always that's important to practice and the

that's important to practice and the earthquake like The Great California

earthquake like The Great California ShakeOut is a great way to do an

ShakeOut is a great way to do an earthquake functional exercise function

earthquake functional exercise function based exercise people drop cover and

based exercise people drop cover and hold on

hold on it's a it's a Statewide program and so

it's a it's a Statewide program and so it looks really good you can register

it looks really good you can register that you're participating in it and and

that you're participating in it and and so then you know your organization's

so then you know your organization's getting some recognition and it gives

getting some recognition and it gives you a little bit more clout to make

you a little bit more clout to make everybody drop cover and hold on it's uh

everybody drop cover and hold on it's uh even though they have a specific date

even though they have a specific date it's the third Thursday of October at

it's the third Thursday of October at whatever the time of it is whatever the

whatever the time of it is whatever the day is so if it was on October 13th the

day is so if it was on October 13th the exercise is at 10 13.

exercise is at 10 13. um but they they're they've gotten to

um but they they're they've gotten to the point now where they say if you do

the point now where they say if you do an exercise any time that month we count

an exercise any time that month we count it

it because they they don't want people to

because they they don't want people to get locked into I have another meeting

get locked into I have another meeting at that time

at that time um and there are a ton of resources on

um and there are a ton of resources on that website The Great California

that website The Great California ShakeOut website

ShakeOut website um little videos and informational

um little videos and informational flyers and things that you can use to

flyers and things that you can use to get people excited about what to do in

get people excited about what to do in the earthquake

the earthquake and then you know and that's drop cover

and then you know and that's drop cover and hold on and then after that what

and hold on and then after that what should you do well it depends on how how

should you do well it depends on how how you know what your criteria is for

you know what your criteria is for needing to evacuate the building

needing to evacuate the building you evacuate every time there's an

you evacuate every time there's an earthquake do you evacuate if things

earthquake do you evacuate if things fall over or off shelves

fall over or off shelves because it's not like uh

because it's not like uh you don't have to go outside every time

you don't have to go outside every time there's an earthquake but you see that

there's an earthquake but you see that there's there the incident happens then

there's there the incident happens then there's a decision to evacuate and they

there's a decision to evacuate and they need to know what that decision point is

need to know what that decision point is questions

questions if I could add one comment on evacuation

if I could add one comment on evacuation drills

drills a good way to do that kind of in steps

a good way to do that kind of in steps you know if you're going to do one tell

you know if you're going to do one tell everybody okay Tuesday at three o'clock

everybody okay Tuesday at three o'clock we're doing evacuation drill

we're doing evacuation drill and then everybody will leave it you

and then everybody will leave it you know 1 30 said I want to do it then the

know 1 30 said I want to do it then the next time you know the next cycle do

next time you know the next cycle do okay we're going to be evacuated on

okay we're going to be evacuated on Thursday

Thursday and they don't know what time so catch

and they don't know what time so catch them and then eventually you can do it

them and then eventually you can do it just pull the alarm and evacuate

just pull the alarm and evacuate everybody kind of build up don't jump in

everybody kind of build up don't jump in you know big time too hard kind of

you know big time too hard kind of building up those steps and we'll go

building up those steps and we'll go better and in fact if you want to do you

better and in fact if you want to do you can do a tabletop if you wanted to plan

can do a tabletop if you wanted to plan it and assign people roles to like go to

it and assign people roles to like go to certain parts of the building and make

certain parts of the building and make sure people are getting out you can have

sure people are getting out you can have a tabletop and just walk through okay

a tabletop and just walk through okay the alarm's gonna ring and then what are

the alarm's gonna ring and then what are you gonna do and then what are you gonna

you gonna do and then what are you gonna do and so that they can just run through

do and so that they can just run through their steps and then it'll it will go

their steps and then it'll it will go smoother but

smoother but sometimes they don't want to have that

sometimes they don't want to have that extra meeting

extra meeting and the all of the learning happens when

and the all of the learning happens when they actually do it

they actually do it but if you can get them to come together

but if you can get them to come together and talk about it a minute before that's

and talk about it a minute before that's always a good thing

all right so it's Cindy Stern now to talk about emergency procedures

talk about emergency procedures Okay so

Okay so do we have any questions to this point

do we have any questions to this point um Cora says should emergency kits be

um Cora says should emergency kits be carried out during drills foreign

carried out during drills foreign I believe that uh yes you you practice

I believe that uh yes you you practice like you're gonna play you do the things

like you're gonna play you do the things that you're gonna do and in fact

that you're gonna do and in fact um I of course I encourage people to

um I of course I encourage people to have a little bit of supplies in their

have a little bit of supplies in their car

car and so if they can produce the supplies

and so if they can produce the supplies out of their car when they go out to

out of their car when they go out to their assembly area then maybe they're

their assembly area then maybe they're in a raffle for a Starbucks gift card or

in a raffle for a Starbucks gift card or something fun

something fun but yes you take out like you take out

but yes you take out like you take out the tools and equipment that you expect

the tools and equipment that you expect to have out there in the emergency

okay so um so this is my least favorite kind of

so this is my least favorite kind of training where you have three Talking

training where you have three Talking Heads just talking at you and

Heads just talking at you and I'm I hope that you have learned some

I'm I hope that you have learned some things or that you have some things that

things or that you have some things that you can take back with you uh from this

you can take back with you uh from this class I was hoping that we would have a

class I was hoping that we would have a little more interaction but

little more interaction but um I'm gonna move forward kind of

um I'm gonna move forward kind of quickly through these last few slides

quickly through these last few slides since we're running a little we're

since we're running a little we're getting closer to the end

getting closer to the end um thank you Adriana

um thank you Adriana um so emergence as far as emergency

um so emergence as far as emergency procedures are concerned and I want to

procedures are concerned and I want to First caveat this with your emergency

First caveat this with your emergency procedures could be written into an

procedures could be written into an Annex

Annex could be written as an appendix to your

could be written as an appendix to your Emergency Operations plan or could be

Emergency Operations plan or could be some separate

some separate checklists it could be any of those

checklists it could be any of those things okay

things okay but the real question is does your staff

but the real question is does your staff know what they need to do in an

know what they need to do in an emergency

emergency you know the Bell Rings whatever the

you know the Bell Rings whatever the Bell is you know whatever the disaster

Bell is you know whatever the disaster is

is um it happens does your staff know what

um it happens does your staff know what to do

to do and

and if they don't know what to do

if they don't know what to do then they're going to do whatever they

then they're going to do whatever they can refer back to in their minds that is

can refer back to in their minds that is something similar to this situation in

something similar to this situation in and including if they don't have

and including if they don't have anything to refer back to they may just

anything to refer back to they may just stay seated in their seat and not take

stay seated in their seat and not take any kind of Direction so you know it's

any kind of Direction so you know it's it's critical that your staff knows what

it's critical that your staff knows what to do in an emergency even if it's just

to do in an emergency even if it's just I'm supposed to get up and and get my

I'm supposed to get up and and get my kit and go outside to this parking spot

kit and go outside to this parking spot you know

you know does your agency have an emergency kit

does your agency have an emergency kit so you know we we encourage individuals

so you know we we encourage individuals to have things at their desk or in their

to have things at their desk or in their car you know little emergency kits a

car you know little emergency kits a flashlight some extra batteries those

flashlight some extra batteries those kind of things but does your agency have

kind of things but does your agency have some bigger kits

some bigger kits um I know sometimes there is a an

um I know sometimes there is a an emergency kit that that your ERT team

emergency kit that that your ERT team may have you know can you use that

may have you know can you use that should you use that should you take it

should you use that should you take it outside of the building when you when

outside of the building when you when you evacuate the building well if you're

you evacuate the building well if you're going to use it in reality then you

going to use it in reality then you probably should use it in practice as

probably should use it in practice as well but where are those Supply kits

well but where are those Supply kits does everyone know where they are where

does everyone know where they are where are those emergency supplies does

are those emergency supplies does everyone know where the extra

everyone know where the extra um you know you have on the wall you

um you know you have on the wall you have a first aid kit that's got

have a first aid kit that's got Band-Aids but everybody's taking the

Band-Aids but everybody's taking the Band-Aids out of it and they're empty

Band-Aids out of it and they're empty does anybody know where the extra

does anybody know where the extra supplies are that are supposed to go

supplies are that are supposed to go into those kits if we needed those in

into those kits if we needed those in emergency do you have a place where

emergency do you have a place where you've kept those important documents

you've kept those important documents you know you might need your insurance

you know you might need your insurance papers or you might need

papers or you might need um you know your evacuation router you

um you know your evacuation router you might need your contact list or your

might need your contact list or your your vendors list to help you

your vendors list to help you get something you know keep something up

get something you know keep something up and running you all of those important

and running you all of those important documents need to be at least copied in

documents need to be at least copied in some direct someplace that you can get

some direct someplace that you can get access to them once you've had to

access to them once you've had to evacuate the building if that's the case

evacuate the building if that's the case so those are things that you might want

so those are things that you might want to consider as part of your emergency

to consider as part of your emergency procedures and do you write them into

procedures and do you write them into your Emergency Operations plan probably

your Emergency Operations plan probably not in the base plan but more in an

not in the base plan but more in an appendix or in an attachment

appendix or in an attachment next slide please

so you know some of the things that you might want to discuss in advance of a

might want to discuss in advance of a disaster happening with the particular

disaster happening with the particular staff that might be affected by these

staff that might be affected by these these questions uh so that you have a

these questions uh so that you have a clear understanding of how you're going

clear understanding of how you're going to deal with these situations is is

to deal with these situations is is going to make it so much easier on

going to make it so much easier on everyone information it doesn't matter

everyone information it doesn't matter what um

what um uh it doesn't matter what the situation

uh it doesn't matter what the situation is information is going to help the

is information is going to help the situation no matter what if someone's

situation no matter what if someone's afraid that there's going to be an

afraid that there's going to be an earthquake you know I always try to tell

earthquake you know I always try to tell people if you're informed about what

people if you're informed about what you're going to do you're going to be

you're going to do you're going to be less afraid

less afraid so let's go through those processes if

so let's go through those processes if you have people in your building either

you have people in your building either clients or staff that are going to need

clients or staff that are going to need a special accommodations in an

a special accommodations in an evacuation situation for example let's

evacuation situation for example let's talk to them about what they need and

talk to them about what they need and how we can help them and let's assign

how we can help them and let's assign someone to to focus on that kind of of

someone to to focus on that kind of of help

help um it's it's going to be critical

um it's it's going to be critical um we I heard a presentation not too

um we I heard a presentation not too long ago from

long ago from um a person who was in a wheelchair who

um a person who was in a wheelchair who talked about you know the the evacuation

talked about you know the the evacuation drill alarm the fire alarm drill went

drill alarm the fire alarm drill went off and everyone evacuated the building

off and everyone evacuated the building and I was on the second

and I was on the second floor of the building and the elevator

floor of the building and the elevator didn't work and

didn't work and guess what

guess what nobody thought about gosh we have to

nobody thought about gosh we have to make sure that I can get out too so

make sure that I can get out too so let's have those conversations you know

let's have those conversations you know a lot of your organizations you may have

a lot of your organizations you may have workers who are not in the office during

workers who are not in the office during the day maybe they're out seeing clients

the day maybe they're out seeing clients maybe they're in other areas what's the

maybe they're in other areas what's the procedure maybe they've maybe they're

procedure maybe they've maybe they're you know flying to another town for a

you know flying to another town for a training or for a conference or whatever

training or for a conference or whatever what are the procedures that you want

what are the procedures that you want them to do in a disaster how will that

them to do in a disaster how will that how will they perform those the duties

how will they perform those the duties that need to be done if they're out of

that need to be done if they're out of the office what is your expectation of

the office what is your expectation of them do they just go home do they come

them do they just go home do they come back to the office what what how do they

back to the office what what how do they deal with that and one that I think is

deal with that and one that I think is is so critical and so often overlooked

is so critical and so often overlooked is

is can you allow your family and or your

can you allow your family and or your pets to come to the come to your office

pets to come to the come to your office and help in a situation where you

and help in a situation where you um where you've got an emergency going

um where you've got an emergency going on and you've you're responding to a

on and you've you're responding to a disaster

disaster I

I um I have children at home I have pets

um I have children at home I have pets at home and it's going to be easier for

at home and it's going to be easier for me as an employee

me as an employee if I know that my family and that my

if I know that my family and that my pets are taken care of maybe they're

pets are taken care of maybe they're maybe they're in a hotel down the street

maybe they're in a hotel down the street or maybe my my partner is here helping

or maybe my my partner is here helping to take care of the other other staff's

to take care of the other other staff's children or maybe someone has been

children or maybe someone has been assigned to take care of the pets and we

assigned to take care of the pets and we let people bring their their pets if

let people bring their their pets if they bring crates or what you know what

they bring crates or what you know what are the circumstances for those kind of

are the circumstances for those kind of things

so the you know and then the last one of course is uh you know what are the

course is uh you know what are the policies about entering a building

policies about entering a building um that might have sustained some

um that might have sustained some structural damage do you have

structural damage do you have um are are you connected with someone

um are are you connected with someone that might be able to do a damage

that might be able to do a damage assessment of your building is somebody

assessment of your building is somebody just gonna go back in when you can see

just gonna go back in when you can see clearly that the bricks have all fallen

clearly that the bricks have all fallen off of the face of your building is that

off of the face of your building is that just a facade issue or is there actual

just a facade issue or is there actual structural damage and you know what is

structural damage and you know what is the what is your procedure what is your

the what is your procedure what is your policy when it comes to those kind of

policy when it comes to those kind of things so those are some of the

things so those are some of the questions that and I and I know there

questions that and I and I know there are more I I know there are many many

are more I I know there are many many more that you know

more that you know um that we probably could go on and on

um that we probably could go on and on about you know what kind of questions

about you know what kind of questions but I would just encourage you to you

but I would just encourage you to you know think about what your agency might

know think about what your agency might need what kind of things your your staff

need what kind of things your your staff might need to know and let's have those

might need to know and let's have those conversations on a bluebird day on a day

conversations on a bluebird day on a day when the Sun's shining and there isn't

when the Sun's shining and there isn't an earthquake

an earthquake Rupert says would you assign just one

Rupert says would you assign just one person to help someone who needs help or

person to help someone who needs help or a few people to cover days off Etc

a few people to cover days off Etc how do you deal with staff who don't

how do you deal with staff who don't want to help others who are in need of

want to help others who are in need of special help for their special reasons

special help for their special reasons fear concern Etc

fear concern Etc but well I'll tell you it would sure be

but well I'll tell you it would sure be good to know this in advance wouldn't it

good to know this in advance wouldn't it it'd be sure be good to know in advance

it'd be sure be good to know in advance who's going to take care of the person

who's going to take care of the person that needs special accommodations and if

that needs special accommodations and if someone can't or is you know incapable

someone can't or is you know incapable for whatever reason

for whatever reason um that that we know that in advance I

um that that we know that in advance I would say to you that it's going to be a

would say to you that it's going to be a circumstantial situation if you've got

circumstantial situation if you've got someone that has an electric wheelchair

someone that has an electric wheelchair that's going to need multiple people to

that's going to need multiple people to help them get it out of the building or

help them get it out of the building or that sort of thing then you're probably

that sort of thing then you're probably going to need more than one person to

going to need more than one person to help that person and you're right

help that person and you're right covering days off and those kind of

covering days off and those kind of things because earthquakes don't pick a

things because earthquakes don't pick a day when everybody's at the office or

day when everybody's at the office or when the person that's going to help

when the person that's going to help that person that has special

that person that has special accommodations uh is going to need that

accommodations uh is going to need that help so certainly having some cross

help so certainly having some cross training and some backup plan is going

training and some backup plan is going to be uh critical but I would say you

to be uh critical but I would say you know we we heard it early on Lynn said

know we we heard it early on Lynn said you know uh

you know uh practice as you would play as it would

practice as you would play as it would as as it would be in reality you know if

as as it would be in reality you know if your reality is that you need more than

your reality is that you need more than one person to help someone with

one person to help someone with accommodations then let's assign more

accommodations then let's assign more than one person

than one person you know

you know anybody else have answers about that

okay let's go on to the next slide oops

thank you um you know it it's always fun to me

um you know it it's always fun to me when I uh when I work with groups and it

when I uh when I work with groups and it comes to things like

comes to things like um figuring out what the staff needs to

um figuring out what the staff needs to know or what the procedures are how many

know or what the procedures are how many things people just take for granted you

things people just take for granted you know like who has keys to the door we

know like who has keys to the door we had you know just with covid recently I

had you know just with covid recently I was working with one of our cities and

was working with one of our cities and and the city manager said who has access

and the city manager said who has access to the website to be able to put a

to the website to be able to put a coveted notification up on the website

coveted notification up on the website and everybody kind of looked at each

and everybody kind of looked at each other and went I don't have access to it

other and went I don't have access to it um maybe somebody in it you know but it

um maybe somebody in it you know but it was like the people that were sitting in

was like the people that were sitting in the room didn't know who had access to

the room didn't know who had access to the website to be able to update it so

the website to be able to update it so you know who's got access to the keys to

you know who's got access to the keys to your building who has access to those

your building who has access to those emergency supplies that you might need

emergency supplies that you might need who knows where they are you know

who knows where they are you know um is there a spare set of keys some

um is there a spare set of keys some other place is there another way to

other place is there another way to enter the building with some kind of a

enter the building with some kind of a code that you know I mean you know this

code that you know I mean you know this is not a time to try and tell somebody

is not a time to try and tell somebody oh by the way there's a spare key under

oh by the way there's a spare key under the Third Rock to the left of the door

the Third Rock to the left of the door in the back of the parking lot in the

in the back of the parking lot in the corner you know that's not a good time

corner you know that's not a good time to be telling those some of those kind

to be telling those some of those kind of things let's do that in advance you

of things let's do that in advance you know and just like with your home you

know and just like with your home you know you need to know where the gas turn

know you need to know where the gas turn off is in your house or how to turn the

off is in your house or how to turn the water off in case you know the you have

water off in case you know the you have water damage happening or water water

water damage happening or water water leaking in your building you know you

leaking in your building you know you need to know those things at home you

need to know those things at home you also need to know those things at the

also need to know those things at the office and you know maybe you're not the

office and you know maybe you're not the one that's going to be turning off the

one that's going to be turning off the gas or the water but what if you're the

gas or the water but what if you're the only one there you know you want to know

only one there you know you want to know where those things are you want to know

where those things are you want to know where the breaker box is and you know is

where the breaker box is and you know is there a key to get into that breaker box

there a key to get into that breaker box or who's got that key or how do you get

or who's got that key or how do you get those things accomplished you know I

those things accomplished you know I always

always um recommend that you walk through that

um recommend that you walk through that exercise process that Marcia was talking

exercise process that Marcia was talking about and as a part of that you

about and as a part of that you recognize that oh man we're going to

recognize that oh man we're going to need a sign because when people come up

need a sign because when people come up to the building after the earthquake has

to the building after the earthquake has happened they need to know that we had

happened they need to know that we had to move to another other location you

to move to another other location you know and what is that location so we

know and what is that location so we need to have that signage available you

need to have that signage available you know that can direct staff or that can

know that can direct staff or that can direct our clients or that can tell

direct our clients or that can tell people you know where they can get

people you know where they can get information about us maybe you can

information about us maybe you can create that signage in advance and have

create that signage in advance and have it close to the front door in the closet

it close to the front door in the closet or someplace where you could slap it on

or someplace where you could slap it on the door really quick as you evacuated

the door really quick as you evacuated the building

the building you know does your office have a PA

you know does your office have a PA system that you can that you can make an

system that you can that you can make an announcement you know there's been

announcement you know there's been um an active shooter reported in our

um an active shooter reported in our building everyone take this particular

building everyone take this particular action is there uh you know if there is

action is there uh you know if there is something like that who knows how to use

something like that who knows how to use it who knows who knows where it's going

it who knows who knows where it's going to be directed you know uh we had a

to be directed you know uh we had a school not too long ago do a a

school not too long ago do a a Communications drill and the PA system

Communications drill and the PA system was operational but the person that was

was operational but the person that was operating the PA system didn't know if

operating the PA system didn't know if it was going to every classroom or to

it was going to every classroom or to just certain classrooms and so we didn't

just certain classrooms and so we didn't know whether or not everyone got the

know whether or not everyone got the information so having those that kind of

information so having those that kind of information ahead of time is is

information ahead of time is is is and and documenting that so that

is and and documenting that so that everyone knows that

everyone knows that foreign

foreign if you don't have a PA system how are

if you don't have a PA system how are you going to tell people

you going to tell people you know is there some kind of a group

you know is there some kind of a group text and you all have cell phones is

text and you all have cell phones is there some way that you can communicate

there some way that you can communicate information without a PA system

information without a PA system you know explore those kind of questions

you know explore those kind of questions and make sure that your staff knows

and make sure that your staff knows these things that you're not the only

these things that you're not the only one that knows them but that uh you know

one that knows them but that uh you know that everyone that works there that

that everyone that works there that needs to know those things does know

needs to know those things does know those things

those things next uh and my dog has something really

next uh and my dog has something really important to say about that I suppose

important to say about that I suppose yeah sorry about that

yeah sorry about that um

um so keep you know some of this stuff is

so keep you know some of this stuff is just really very very obvious to me but

just really very very obvious to me but maybe not to everyone you know

maybe not to everyone you know um staff often have said to me

um staff often have said to me stop it Roddy staff have often said to

stop it Roddy staff have often said to me I don't know why HR has to have my my

me I don't know why HR has to have my my home phone number all the time well this

home phone number all the time well this is a really good example of why HR might

is a really good example of why HR might need that you know if there's an

need that you know if there's an earthquake and you've been hurt who's

earthquake and you've been hurt who's your emergency contact and is the

your emergency contact and is the emergency contact on your sheet that HR

emergency contact on your sheet that HR has 15 years old and that person no

has 15 years old and that person no longer lives at that phone number you

longer lives at that phone number you know those kind of things are really

know those kind of things are really really critical and really important you

really critical and really important you know

know um simple things like making sure that

um simple things like making sure that you've got a charger and a cable for

you've got a charger and a cable for your phone or extra batteries for your

your phone or extra batteries for your radio making sure that you've got radios

radio making sure that you've got radios that you know if you if you're in a

that you know if you if you're in a situation where you need to listen to a

situation where you need to listen to a radio for communication you know that

radio for communication you know that you've got your laptop and you've got a

you've got your laptop and you've got a battery pack or a way to to communicate

battery pack or a way to to communicate or you've got a a satellite or a hot

or you've got a a satellite or a hot spot on your phone so that you can get

spot on your phone so that you can get information in and out those kind of of

information in and out those kind of of things are our discussion that you need

things are our discussion that you need to have in advance

make sure that your training is completed that if someone is expected to

completed that if someone is expected to do a position or to take an action that

do a position or to take an action that they actually know what that is what

they actually know what that is what that action is

that action is um I always encourage you to

um I always encourage you to ask your staff to

ask your staff to put their contact information into

put their contact information into whatever notification systems you're

whatever notification systems you're using you know that your if your town is

using you know that your if your town is using a certain website or if you're

using a certain website or if you're using if your city is using nixel or if

using if your city is using nixel or if the county uses alert SEC you can go to

the county uses alert SEC you can go to alertsec.com and put in your name and

alertsec.com and put in your name and your address when you do that put in the

your address when you do that put in the address for your building as well as the

address for your building as well as the address for your home so that

address for your home so that notifications that are localized can be

notifications that are localized can be you can receive them for your building

you can receive them for your building as well as for your home and then

as well as for your home and then encourage your staff to take those

encourage your staff to take those classes that we talked about you know

classes that we talked about you know there's there's Community Emergency

there's there's Community Emergency Response Team trainings there are

Response Team trainings there are trainings online from FEMA there are

trainings online from FEMA there are plenty of different opportunities for

plenty of different opportunities for your staff to get more prepared by

your staff to get more prepared by taking online classes or or in face

taking online classes or or in face classes

classes there's someone's got uh something up on

there's someone's got uh something up on the website with

the website with I just I just posted some resources okay

I just I just posted some resources okay yeah Marcia just posted some resources

yeah Marcia just posted some resources that you can that you can look at for um

that you can that you can look at for um how to do some of this get some of these

how to do some of this get some of these resources

resources um go ahead to the next slide if you

um go ahead to the next slide if you will

and then you know we talked a little bit about some of those trainings there are

about some of those trainings there are some training available there's some

some training available there's some links here that can help you with

links here that can help you with personal emergency preparedness things

personal emergency preparedness things that you can give to your staff you know

that you can give to your staff you know there's a the first one is a link to uh

there's a the first one is a link to uh one of my very favorite Flyers about

one of my very favorite Flyers about emergency

emergency preparedness

preparedness Gathering supplies you know um sometimes

Gathering supplies you know um sometimes people will say to me well I can't

people will say to me well I can't gather supplies right now because I

gather supplies right now because I can't afford to buy an extra battery an

can't afford to buy an extra battery an extra flashlight that I just keep in my

extra flashlight that I just keep in my emergency pack but there's a really

emergency pack but there's a really great flyer uh that is a 24 weeks

great flyer uh that is a 24 weeks emergency prep where you go through uh

emergency prep where you go through uh the first week and it's all prioritized

the first week and it's all prioritized the first week you take these actions

the first week you take these actions and you buy these supplies and by the

and you buy these supplies and by the time you get through 24 weeks you have a

time you get through 24 weeks you have a really well stocked emergency

really well stocked emergency supply kit for your home and your family

supply kit for your home and your family has a really good idea of all the

has a really good idea of all the actions that they may need to take so I

actions that they may need to take so I would encourage you to take a look at

would encourage you to take a look at some of these to share them with your

some of these to share them with your staff as you as you leave this training

staff as you as you leave this training and to um and certainly to call on us if

and to um and certainly to call on us if you have questions or if you if there's

you have questions or if you if there's something more specific that you'd like

something more specific that you'd like more information about as it pertains to

more information about as it pertains to resources

resources next slide please

cute dog that's not the one that's barking by the way

barking by the way and my apologies for that I'll I I won't

and my apologies for that I'll I I won't let them be in the room with me going

let them be in the room with me going forward

forward um but does anybody have questions at

um but does anybody have questions at this point

okay I'm gonna turn it back over to Lynn um to give us a wrap up today and

um to give us a wrap up today and take us home

take us home okay thank you thank you Cindy yeah so

okay thank you thank you Cindy yeah so you know it's also before but emergency

you know it's also before but emergency plan remember it's a process not a

plan remember it's a process not a project you can't just knock in a few

project you can't just knock in a few minutes it's something you have to do

minutes it's something you have to do you have to take an interest in it and

you have to take an interest in it and make it work definitely the emergency

make it work definitely the emergency plan will have organization prepare for

plan will have organization prepare for respond to and recover from an emergency

respond to and recover from an emergency or disaster so definitely it's something

or disaster so definitely it's something you want to take a look at uh as Cindy

you want to take a look at uh as Cindy just said about supplies don't put it

just said about supplies don't put it off go ahead and do it and the plan is a

off go ahead and do it and the plan is a living document it's got to be reviewed

living document it's got to be reviewed at least annually if not more often you

at least annually if not more often you know when your agency makes changes uh

know when your agency makes changes uh when you exercise when you find

when you exercise when you find something you learn something new update

something you learn something new update that plan it's a living document you

that plan it's a living document you have to stay on tough so often often

have to stay on tough so often often often is the key don't don't just do it

often is the key don't don't just do it and put it on the shelf and forget about

and put it on the shelf and forget about it something you need to hang on to and

it something you need to hang on to and have it ready everybody

have it ready everybody so I there's one more slider we've got

so I there's one more slider we've got done

done I can't remember nope that's about it

I can't remember nope that's about it thank you very much for coming out today

thank you very much for coming out today and we do have continuity of operations

and we do have continuity of operations for non-profits coming up March 20th and

for non-profits coming up March 20th and 27th same time grade 10 to 12. and I

27th same time grade 10 to 12. and I hope to see you guys there thank you

hope to see you guys there thank you very much for your time we appreciate it

very much for your time we appreciate it I would just like to add

I would just like to add um yeah

um yeah we'll have we we to do these trainings

we'll have we we to do these trainings for free to you because we get grant

for free to you because we get grant funding and the requirement is that

funding and the requirement is that people that participate in these classes

people that participate in these classes take the survey at the end that's how

take the survey at the end that's how the funders know that we actually have

the funders know that we actually have life people in our classes so I would

life people in our classes so I would just encourage you please take the

just encourage you please take the survey at the end and uh This is How we

survey at the end and uh This is How we get these trainings done thank you very

get these trainings done thank you very much this the uh document that you see

much this the uh document that you see there uh this the QR code is to get into

there uh this the QR code is to get into the Cadre

the Cadre sv.org website to join our Network

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Emergency Operations Planning for Nonprofits