Volunteer and Donations ManagementDraft v. 3.0

28 October 2009Division of Planning and Assessment

Record Of Changes

Table of Contents

Record of Distribution

I. INTRODUCTION............................................................................................6

A. Purpose ................................................................................................................................7

B. Scope .................................................................................................................................. 7

C. Background……………………………………………………………… ……………… 7

D. Applicability……………………………………………………………………………….7

E. Situation…………………………………………………………………………………. .7

F. Assumptions………………………………………………………………………….…….8

II. AUTHORITIES ......................................................................... ……………………….. 9

A. Federal...................................................................................................................................9

B. State.................................................................................................................................... 10

C. Local .................................................................................................................................. 10

D. Responsibilities……………………………………………………………………….…. 11

III. CONCEPT OF OPERATIONS................................................................................ 13

A. Donation Management....................................................................................................... 14

B. Public Information.........................................................................................……….…... 23

C. Volunteer Management …................................................................................................. 23

D. Reception Centers........................................................................... …………………...... 24

IV. FINANCIAL MANAGEMENT AND ADMINISTRATION...................

A. Accounting/Record Keeping............................................................................................ 24

B. Disposition of Offers........................................................................................................ 25

C. Corporate Donations....................................................................................................... 25

D. Volunteer Service Hours.....................................................................………………….. 25

E, State Agencies and Stakeholders…………………………………………………… 26

Acronyms & Definitions

ARC……………………………………………………………………. American Red CrossCRDA…………………………………………………. Central Reception Distribution AreaDC/RC ……………………………………………… Distribution Center/Reception CenterDDC……………………………………………………………. District Distribution CenterDMC ………………………………………………………... Donations Management CenterDMD……………………………………………………..... Donations Management DirectorEOC………………………………………………………….. Emergency Operations CenterIAVC-………………………………………….. Indiana Association of Volunteer CentersIDHS…………………………………………… Indiana Department of Homeland SecurityINVOAD…………………………..... Indiana Volunteer Organizations Active in DisastersNGO ……………………………………………………... Non-Governmental OrganizationOFBCI…………………………………. Office of Faith-Based and Community InitiativesSDMC……………………………………………….. State Donations Management CenterVRC ………………………………………………….…………Volunteer Reception Center

EXCUTIVE SUMMARY

Throughout the history of Indiana whenever there was a need in the state, the citizens have been willing to volunteer, lending a helping hand or send donations to assist in the relief and recovery of a disaster. It is up to state agencies and volunteer organizations and their affiliates to support the management of donations and volunteers in a manner that ensures proper use and accountability of the donations and volunteers’ time. Volunteers are predominantly a locally oriented responsibility. State agencies such IDHS are responsible for developing guidance and supporting mutual resource and training needs.

Since its inception, the Office of Faith-Based and Community Initiatives has developed a strong partnership with the Indiana Department of Homeland Security. These agencies work together before, during and after disasters to provide both the logistical and manpower assistance that come from the public in the form of volunteers and donations. This guide outlines steps for the development of effective collaboration with government and non-profit organizations utilizing spontaneous volunteers and solicited donations as well as how to manage the unsolicited donations.

The goal of a volunteer and donations management guidance is to efficiently and effectively support the affected jurisdictions in close collaboration with the voluntary organizations/agencies. This guideline describes the coordination processes and gives, at a minimum, the requirements for successful volunteer and donations management during emergencies.

One of the ways is to incorporate a Volunteer Reception Center (VRC) This center assists the spontaneous volunteers with a means to put knowledge, skills, and abilities into practice and gives the local jurisdictions control over managing this asset effectively. Volunteers are interviewed, provided safety training, and act as a mechanism to track of volunteers before being assigned to assist in the affected area of the disaster.

In an effort to manage the overall influx of offers of goods and services to the State, County and local jurisdictions, voluntary agencies, and other entities before, during, and after an incident, VRC’s serve as the coordination point for spontaneous volunteers. Successful recovery is dependent on a well developed preparedness and response plan and the coordinated collaborative activity of local response organizations and government agencies.

We all know that in times of catastrophic events, we can expect one thing, volunteers and donations will come. The key is to know they must be managed as a valuable resource.

A. Purpose:

The purpose of volunteer/donations management program is to provide survivors of disasters with as much support as possible by efficient and effective channeling of offers from the public. Donors and spontaneous volunteers will be discouraged from sending unsolicited donations or showing up directly to the disaster site. Donations, solicited and unsolicited, will be channeled through the Office of Faith Based and Community Initiatives.

B. Scope:

Severe disaster occurrences create a need to coordinate donations of goods and volunteer services. It is not anticipated, however, that every disaster incident will result in the donation of goods and services. This program does not apply to those smaller scale disasters that can be handled utilizing assets and resources provided from within the State of Indiana in which large scale donations of goods and services are not utilized. However, when circumstances warrant, a united and cooperative effort by state, federal and local governments, private volunteer organizations, the private sector and the donor community is necessary for the successful management of solicited, unsolicited, designated, and non-designated donations.

C. Background:

1. Spontaneous volunteers and un-solicited donations are necessary to control the flow of goods and services into a disaster area. If trucks, trains, ships, and planes or un-affiliated volunteers are allowed to wander into the disaster area looking for a place to drop off their donations or assist in the disaster they can easily interfere with ongoing disaster response operations.

2. Uncontrolled shipments of donations can also put an undue burden on disaster response operations as they compete for scarce response resources such as manpower and equipment to unload, sort, store, and reship the goods. Above all, it is necessary to manage the flow of donated goods to be sure the needs of disaster victims are being met as effectively as possible.

3. Likewise volunteers need to be affiliated with a response organization. This helps in tracking of the resources available as well as providing a safe environment for the volunteers to perform the duties.

4. It also helps minimize potential scams and other criminal activity to the already distraught survivors of the disaster.

I. Introduction

D. Applicability:

This plan’s applicability is driven by the partnerships with Indiana Department of Homeland Security (IDHS), Office of Faith-Based and Community Initiatives (OFBCI), Indiana Association of Volunteer Centers (IAVC), and Indiana Volunteer Organizations Active in Disasters (INVOAD).

E. Situation

1. The State Donations Management Center (DMC) will be strategically located in areas around the state and will provide assistance to the Indiana State Emergency Operations Center (EOC) Indianapolis, Marion County.

2. The DMC is established to efficiently manage donated goods, services and to facilitate the delivery of these goods to those in need.

3. One key to the effectiveness of the entire donated goods process relies on the ability and effectiveness of communications between all players. Another key is the smooth operation of the experienced donations structures already established by the participating private voluntary organizations.

4. It shall be the duty and responsibility of the State of Indiana to simplify and expedite the reception of donated goods and services. The State will place the goods and services in a location where they are readily accessible by the INVOAD and United Way agencies for distribution to those in need.

5. The complete process of helping disaster survivors also takes into consideration the goal of the return to self-sustainment, meaning the people and the community will become self-supportive as it were before the disaster. With this thought in mind, we need to manage donations so as to minimize the impact on the recovery of the local economy

F. ASSUMPTIONS

1. The management of donations requires a united and cooperative effort in the preparedness and disaster response phases by the Federal, State, and local governments, volunteer agencies, international organizations, community-based organizations, business sector, and the donor community.

2. Cash donations are preferable to in-kind or material donations, including volunteer services.

3. It is recognized that many of the staff and facilities mentioned in this plan will be provided by INVOAD member agencies, such as the American Red Cross, The Salvation Army, Midwest food Bank, Gleaners Food Bank (Second Harvest), United Methodist Committee on Relief, Seventh Day Adventist and Southern Baptist Disaster Relief Organization.

4. The designated DMC will be activated upon the occurrence of a major disaster where donated goods and services will be anticipated.

5. Upon its activation, the DMC, in coordination with OFBCI, will be the point of contact for all operating/responding departments, agencies and organizations within and outside the State in addressing donated goods and services.

6. The state and local governments, in coordination with OFBCI and IN-VOAD, are ultimately in charge of the donations management system. Federal Government, international organization, and NVOAD activities are always in support of State and local governments.

7. Full use of existing volunteer agency donations management networks or systems should be encouraged, because it is a critical link to an effective program.

8. The business community is used to supply materials and services in a manner that is balanced between resource need and minimal impact on the local economy of the affected area.

9. The Federal Government will maintain a central 800-number telephone service for handling donations inquiries. The Federal Government maintains a database system for recording offers of donated monies, goods, and volunteer services. Information on these offers is provided to States, local governments, and volunteer agencies. Time requirements for bringing a system to the level required to meet needs mean a performance lag can be anticipated.

G. Donated Resources Management System

1. The donations management system is designed to control and facilitate the collection and dispersal of donated goods and services. The system is managed by OFBCI, the state agency responsible for managing the donations management system.

The Office of Faith-Based and Community Initiatives will work in close coordination and in conjunction with the Indiana Voluntary Organizations Active in Disasters (INVOAD). OFBCI manages the Donations Management Center (DMC) and has oversight of the Distribution Center/Reception Center.

A. Federal

1. Federal, state and local statutes and their implementing regulations establish legal authority for development and maintenance of emergency management plans. The following laws and directives are the basis for the legal authority for the Volunteer & Donations Management Plan:

II. Authorities & Responsibilities

a. Robert T. Stafford Disaster Relief and Emergency Assistance Act, 42 United States Code (USC) 5121 et seq, November 23, 1988.

This federal law establishes and provides direction for federal and state government entities affected by emergencies and disasters and the means and methods necessary to declare and seek reimbursement and monies to support recovery efforts.

b. Homeland Security Presidential Directive 5, February 28, 2003.This Presidential Executive Order establishes the role that the private and non governmental sectors play in preventing, preparing for, responding to and recovering from disaster events. The Secretary will assist with the coordination with the private sector and non governmental sectors to ensure adequate planning, equipment, training, and exercise activities promote partnerships to address incident management capabilities.

c. U.S. Department of Homeland Security, National Incident Management System (NIMS), December 2008.

This document provides background information on the National Incident Management System (NIMS), which includes a detailed explanation of the core set of concepts and principles of which the program is comprised. These components include command and management; preparedness; resource management; communication and information management; supporting technologies; and ongoing management and maintenance.

d. National Response Framework (NRF) Volunteer and Donations Management Support Annex.

This document describes the coordination processes used to support the State in ensuring the most efficient and effective use of unaffiliated volunteers and organizations and unsolicited goods and services.

B. State

1. Indiana Code 10-19-2.This state law establishes the Department of Homeland Security in the State of Indiana.

2. Indiana Code 10-14-3. Emergency Management and Disaster Law.This state law is the primary guideline for establishing and coordinating local emergency management programs and provides information on the disaster declaration process, emergency planning and other pertinent requirements for successful public safety programs.

3. Indiana Code 10-14-5. Emergency Management Assistance Compact. The purpose of this compact is to provide for mutual assistance among the states entering into this compact in managing any emergency or disaster that is duly declared by the governor of the affected state, whether arising from natural disaster, technological hazard, man made disaster, civil emergency aspects of resources shortages, community disorders, insurgency, or enemy attack. This compact shall also provide for mutual cooperation in emergency related exercises, testing, or other training activities using equipment and personnel.

4. Executive Order 05-16, January 2005Establishes and clarifies duties of OFBCI to work closely with faith-based and community-based groups, charitable organizations, private charities, voluntary associations, educational entities, and other nonprofit service organizations to promote volunteerism and community service.

C. Local

1. Local Emergency Management Ordinances. Local Emergency Management (EM) Ordinances are an extension of Indiana Code 10-14-3, at the local jurisdictional level. These local statutes spell out additional, jurisdictional-specific or area-specific requirements the State law does not address. The Local EM Ordinances also provide the Local Emergency Management Director with the authority to act before, during, and after an emergency or disaster, and define the necessary requirements for establishing and maintaining an effective emergency management and public safety program.

2. Local Comprehensive Emergency Management Plans. These documents are the multi-discipline, all-hazards plans modeled after the State CEMP and the NRF for local jurisdictions within the State of Indiana. The plans provide for a single, comprehensive framework for the management of emergency and disaster events within a given jurisdiction. Local Comprehensive Emergency Management Plans (LCEMPs) outline structure and mechanisms for coordinating local preparedness and response activities. The LCEMP also acts as a general reference point for local agencies to develop contingencies to meet the needs of their communities during emergency or disaster events.

A. IDHS

1. Notify Office of Faith-Based and Community Initiatives and identify any additional IDHS staff to work with Volunteer/Donations Management, as needed.

2. Assign IDHS personnel to a needs assessment team to determine a needs list. This may be Field Services personnel or other members of IDHS.

3. Assist District Field Coordinators with assessments

III. Responsibilities

B. Office of Faith- Based and Community Initiatives (OFBCI)

1. Notification from IDHS, support key actions and short and long term needs in Long Term Recovery. And provide assistance with volunteer/donations management plans.

2. Assists with Emergency Support Function (ESF) 6, which in Indiana is, American Red Cross. OFBCI collaborates with voluntary organizations, working principally with the Indiana Voluntary Organizations Active in Disaster (INVOAD).

3. Provide telephone numbers and other pertinent information to local government, FEMA, INVOAD member agencies and other volunteer agencies in order to begin an effective communication process.

4. Identify and acquire work space with telephones and computer capability for the needs assessment staff to consist of people from FEMA, IDHS, other state agencies, etc .The work space also assists with damage assessments as well as a needs assessment reported by citizens in affected areas.

5. Work closely with faith-based and community-based groups, charitable organizations, private charities, voluntary associations, educational entities, and other nonprofit service organizations.

6. Contact agencies who currently operate and/or have a Memorandum of Understanding (MOU) as an approved food, water, clothing, and etc, pantry as the Donations Management Center.

C. Local Government will:

1. Submit requests to OFBCI, and the state EOC logistics and work in conjunction with INVOAD member agencies, within its jurisdiction for reception and distribution of donated goods.

2. Appoint a local Volunteer and Donations Coordinator to coordinate the efforts of relief agencies working within the jurisdiction to meet unmet needs and eliminate duplication of effort.

3. Prior to the disaster, identify and secure approval for volunteer and donation center space to be used in time of disaster.

4. Coordinate with local volunteer, community and religious organizations to manage and operate local distribution centers.

5. Local Emergency Management Director to provide liaison/logistics person to assist in facilitating requests and coordinating relief efforts between various organizations.

6. Donations will be requested through the local community.

7. Allow a member of the VOAD or VRC to have a seat in the county EOC to assist in coordinating relief efforts.

D. INVOAD member agencies and other cooperative emergent groups:

1. Provide liaison for the Donations Management Center.

2. Facilitate the matching of donated goods and services with all organizations involved in conjunction with the Donations Management Center.

3. Coordinate the registration of spontaneous or unaffiliated volunteers through the assistance of Indiana Association of Volunteer Centers (IAVC)

4. Coordinate designated goods and services that are specifically solicited by their respective agency.

5. Furnish telephone numbers and other pertinent information to the Donations Management Center in order to provide an effective communications process.

6. Provide procedures for acceptance/disposition of unsolicited donations when received/requested by the Donations Management Center.

7. Coordinate and provide personnel to manage Volunteer Reception Centers and to assist in the coordination of volunteers to those areas in need.

8. Provide information on procedures for residual in -kind donations after immediate disaster needs are met.

E. Federal Emergency Management Agency (FEMA) as per the NRF

1. Maintains a centralized donations management system for supporting national, state, local, ICC, INVOAD and voluntary organization needs with appropriate offers of donated monies, goods and volunteer services through a central phone number for handling inquiries and a database system for recording offers.

2. Provide a FEMA Donations Coordinator to the State to work with the State Donations Management Team in accomplishing an effective donated goods and services management function within the State. The FEMA Donations Coordina-tor is the single liaison to the FEMA 800 Number Center Manager in order to avoid confusion.

3. Be prepared to fully support the State's donations management system and look principally to those private voluntary organizations with established donations structures already in place to receive and deliver appropriate donated goods to disaster survivors

A. Donations Management

1. Private volunteer organizations have operational networks set up to receive, process, and deliver needed goods and services to disaster survivors. Some goods and services are designated for a particular organization, to be received and distributed as deemed appropriate by the organization without interference.

2. It is not the state's intent to alter, divert or otherwise impede the normal operation or flow of goods or services through these organizations. It is the State’s intention to help coordinate response needs with offers of goods and services, thus optimizing overall response efforts.

3. IDHS, through its partner agency, Office of Faith-Based and Community Initiatives (OFBCI), will work closely with INVOAD members and other volunteer organizations who have agreed to help coordinate this effort.

B. Unsolicited/Undesignated Donations

1. Donors will be discouraged from sending unsolicited and undesignated in-kind donations.

2. Donors who insist on donating unsolicited or unwanted goods will be advised that although the goods cannot be accepted at this time, their offer is greatly appreciated and they should contact their local INVOAD agency to inquire on their need of the items.

3. The OFBCI will serve or designate a State Donations Management Director (SDMD) or Liaison and other staff as deemed necessary, to work with the Federal Emergency Management Agency (FEMA) Donations Coordinator, representatives from the INVOAD member agencies and the Indiana Chamber of Commerce (ICC), and the local Emergency Management Director or Liaison, thus comprising the principal Donations Management Staff.

4. The Donations Management Staff will operate initially from a Donations Management Center (DMC) near the State's Emergency Operations Center (EOC).

5. Independent of where the Donations Management Center is located, there must also be liaison personnel in all other donations operations facilities communicating with the Donations Management Center. Other donations field personnel will be located in various field operations facilities.

6. Indiana will not initially open or announce an Indiana 800 number for receiving donor calls for donations of monies, goods or services.

III. Concept of Operations

7. The federal government's central telephone bank/number system and their database system, AidMatrix ™, for recording bulk offers of donated monies, goods and volunteer services can be utilized if needed. Information on these offers will be provided to the state, voluntary agencies, and local governments, as needed.

C. Donations Management Center (DMC)

1. The DMC is the State's central location for donations management; representation includes OFBCI, FEMA donations coordinators, INVOAD, and representatives of participating state agencies.

2. The officials at the DMC are tasked with matching solicited donated goods and services with the needs of the INVOAD and other volunteer organizations and the local jurisdictions affected by the disaster.

3. Location

a. The DMC is located near the State EOC. The facility has space allocated for at least 20 people including telephone operators, FEMA and state agency participants and data entry personnel.

4. Communications

a. The center should have access to the State EOC data lines for modems, cellular phones and radios which can be used to communicate with the State EOC, the DFO, central reception distribution center, and the resource staging distribution centers.

b. The DMC should also have an AM/FM radio receiver and a TV to monitor public information announcements.

5. The center functions as the central point of direction and control, maintaining constant communication with the operating facilities, the State EOC, and the DFO.

D. Donations Group

1. The Donations Group will consist of four units: the Hotline (Phone Bank), Donations, Services and Needs. The OFBCI will supervise the activities of the four sub-units and will coordinate with the other team supervisors. Each unit will have a supervisor.

a. Hotline (Phone Bank)

i. The phone bank will be an 800 (toll-free) number to be used to receive offers of donations.

2. This number will contain at least 10 lines, and will, when feasible, be congruent with any federal phone bank for donations management.

a. Donations Unit

i. The Donations Unit will record all offers of material donations, logging all information. All information will be entered into a resource spreadsheet for traceability. Nationally bulk offers can be inputted into AidMatrix. ™

3. The Donations Unit will tell all callers who wish to make cash donations to donate to the caller's favorite charity.

a. The Donations Unit will further advise the caller to refer to the newspaper and other media for lists of not-for-profit organizations that are providing disaster relief.

4. All donations will be referred to the DMC and a daily report of these referrals will be compiled by the unit and placed in Resource Manager in WebEOC.

5. Services Unit

a. The Services Unit will record all offers of volunteer services, logging all information.

b. All information will be referred to the INVOAD member agencies for prompt evaluation and follow through.

c. A daily report of these referrals will be compiled by the unit and cross referenced with needs and services from the Volunteer Reception Centers (VRC’s)

6. Needs Unit

a. The Needs Unit is responsible for tracking and identifying needs for donated goods and volunteer services.

b. The Needs Unit must survey multiple sources daily to determine needs:

o EOCo County Emergency Managers;o IDHS Field Coordinatorso Social Services Agencieso American Red Cross Service Centers and Shelters/Community

Relations;o INVOADo FEMA Coordinator/Community Relations; and

o Indiana Chamber of Commerce7. All identified unmet needs will be referred to OFBCI for evaluation and follow

through. A daily report of these referrals will be made by the Needs Unit and placed in the database maintained by OFBCI.

E. Central Reception Distribution Area (CRDA)

1. The Central Reception Distribution Area (CRDA) could be a stand-alone facility or may be combined with the Volunteer Reception Center. The staging center should have capabilities for long term storage and for goods which may be needed at a later time. When it becomes evident that the deliveries of resources require coordination from a more regional location, one or more District Distribution centers (DDC’s) may be established. This will be determined by the State Donations Management Liaison Director (SDML).

2. The DDC’s become forward depots located in or very close to the impacted areas to augment the storage capacity of the CRDA and serve as forward staging areas to make rapid distribution of goods to the local community. The District Distribution Centers will be manned and operated by local authorities. All the distribution centers provide for receipt, sorting, classifying, storage, inventory control, assignment to recipients, and preparation for distributions to the distribution centers. The DMC will recommend activation of a DDC based on the following factors:

a. The severity of the emergency is sufficient to have devastating impacts upon multiple counties;

b. Recovery of the impacted area cannot be accomplished by local government without long-term state/federal assistance;

c. Affected local jurisdictions are unable to coordinate distribution of resources and services with existing manpower;

d. Large amounts of donated goods and services are beginning to be sent to the disaster area(s); and

e. Resources beyond those currently available at the state and local governments are required.

3. Prior to setting up the distribution center the following items need to be determined:

4. The mission of the Distribution should be established.

5. A timeframe established outlining the length of time that the center will continue operations.

6. An exiting plan, of what will become of the items not used during this disaster or emergency.

F. Location/Space

1. Voluntary agencies will locate and establish their own distribution center facilities. IDHS and OFBCI will pre-identify the potential sites for distribution centers and Points of Distribution stations (PODS)

2. Facilities selected for DCs must have an ample open parking area in addition to significant enclosed storage space.

3. The following criteria shown are designed to provide a general range of space requirements:

a. Enclosed storage area - 25,000 to 200,000 sq.ft.b. Secured/fenced area - 10-25 acres.c. Office space - 5,000 to 10,000 sq.ft.

4. In addition to the general office space requirements, each distribution center should be capable of supporting a staff of 25-40 people and accommodate desks, a computer, a copy machine, a fax machine, and approximately five telephones.

5. The facility should have:

a. Adequate heating and air conditioning

b. Emergency power (generators) Specific to the needs of the facility

c. Dry loading docks

d. Large Parking area

e. Restroom facilities

f. Feeding capability

g. Refrigeration (or refrigerated semi-truck trailers)

h. Good lighting

i. Water and sewer (portable sewer treatment and restrooms)

j. Waste disposal area Each distribution center facility must have the following equipment and trained staff for facility operation:

k. Forklifts

l. Hand-trucks

m. Pallet jackn. Pallets

o. Dollies

p. Cardboard boxes - various sizes

q. shrink wrap capability

r. Shelving (pallet racking)

s. Personal protective equipment - gloves, hardhats, etc.

t. First aid supplies

G. Communications

1. The PODS and DDC’s must be able to communicate directly with the DMC, the appropriate local distribution points and the local EOC via phone, radio and fax. Therefore, the distribution center facilities should have fax, radio, cellular phones, and radio communications.

2. The facility staff should have hand held units so they can communicate throughout the facility and in the local area.

H. Distribution Center Staffing and Management

1. The organizational structure should reflect the incident command system (ICS) whereby operations, logistics, planning and finances are separate functions. The ICS provides for new people to come into the system at a future time and be able to operate within a workable, familiar organizational structure.

2. The facility manager must have experience in managing a large distribution center and in supervising a large number of people. This person should be able to develop inventory control procedures, schedules, safety procedures, etc.

3. In addition to the dock and distribution center workers, the facility must operate a first aid station and have 24-hour security personnel, a safety officer, janitorial/waste disposal support, and a mass feeding staff. In addition, the administrative staff may have several computer operators to use the AidMatrix ™ system

4. Volunteers must be advised to come to the area prepared to be self sustaining and able to support themselves to some extent and be as independent as possible. However, billeting for the work force is a major consideration. Tent space on the grounds may be needed. An alternative is to shuttle the workers to and from local motels.

a. 800 Phone Bank/Aid Matrix

b. A national 800-number telephone service for receiving offers of donations and a computerized data management system for registering offers and tracking the donated goods to the point of delivery.

i. FEMA may establish and operate the national 800-number service in response to a request from the state and from the National VOAD. The system will be capable of routing calls to specific INVOAD agencies’ telephone services. Or the information will be taken by operators and recorded in the computerized database.

ii. The state may choose to also operate a parallel 800 phone bank which will be integrated with the FEMA phone bank through AidMatrix.

c. Phone Bank

i. Offers of goods or services that are accepted and planned for use by an INVOAD member agency will be reported to the DMD.

ii. Offers of goods or services that are not directed to INVOAD member agencies will be entered into a donations data base by the operator.

iii. The caller will be advised that his or her offer has been entered into the system and that if the offered goods or services are needed, he or she will be contacted to make appropriate arrangements.

iv. THE CALLER WILL BE SPECIFICALLY INSTRUCTED NOT TO SEND ANY UNSOLICITED GOODS OR VOLUNTEERS TO THE DISASTER AREA UNLESS THEY HAVE A POSITIVE POINT OF CONTACT IN THE DISASTER AREA TO ACCEPT THE GOODS OR SERVICES.

v. The ESF liaison officers will be primarily responsible for accessing the data base to determine if needed resources are available from a donated source. If a needed resource is located, the ESF liaison officer will clear the request with the SDMD.

vi. INVOAD member agencies will have access to the data base. An INVOAD member agency needing resources listed in the data base will clear their request with the SDMD. An INVOAD member agency obtaining resources in this manner will be responsible for arranging transportation and logistical support.

I. Public Information

1. INVOAD and Volunteer reception centers work through OFBCI to provide information to IDHS Public Information Officer for the development of radio and television reports and written media releases, to be made during the incident. It is important that specific information as to what is needed and what is not needed be provided. Because it is extremely important that only carefully stated, factual information be projected, a joint information/media/newscenter may be established. Local, state and federal government news releases to the media should be staffed and coordinated with each other prior to release. Information can also be relayed to the public that intended donations and services will be shared within the jurisdiction or to areas of greatest need.

2. Additionally, the public should also be informed that goods and/or persons are not to go or be sent into the affected area without having been coordinated through the 800 number/center or a specific INVOAD member agency.

3. Through the media, IDHS can provide the INVOAD telephone numbers and FEMA National 800 number for donor contribution/inquiries and emphasize the preference for cash donations to the organizations of the donor's choice rather than goods.

4. The media can also be helpful in encouraging individuals interested in volunteering their services, to affiliate with a recognized private volunteer organization or other organized group of their choice. Telephone numbers for public volunteers to call for various organizations should be provided to help coordinate personnel resources with needs for personnel assistance.

A. Spontaneous Volunteers

1. Volunteers represent a potential resource to a community affected by a disaster, whether of natural or man-made origin. However, volunteers who respond spontaneously and without appropriate training and qualifications can easily overwhelm the capabilities of local government and other agencies.

2. With a system in place for receiving and referring spontaneous volunteers, local government agencies and relief organizations can capture this valuable resource and thus provide more efficient and cost-effective service to the community. Although every effort will be made to minimize the number of spontaneous volunteers, they may possess training, skills, and experience that can be useful in the relief effort.

IV. Volunteer Management

3. The Office of Faith-Based and Community-Initiatives will implement their Spontaneous Volunteer Management Plan. Volunteer Reception Centers will be set up and operated by members of the Indiana Association of Volunteer Centers (IAVC)

4. The primary agency responsible for the jurisdiction-wide mobilization and deployment of volunteers and service programs is the Office of Faith-Based and Community Initiatives. It roles include the following

5. Prepare and maintain this plan and all associated procedures.

6. Determine need to activate spontaneous volunteer management plan at time of disaster.

7. Coordinate activation, implementation and demobilization of spontaneous volunteer management plan.

8. Coordinate with other agencies and organizations for maximum utilization of limited resources.

9. Coordinate spontaneous volunteers and service programs to assist the efforts of both governmental agencies and NGOs throughout the affected communities.

B. Volunteer Reception Center Process

1. In the event a local volunteer center or other NGO is willing to assume the responsibility for volunteer mobilization and coordination, OFBCI may delegate some of the jurisdiction roles listed above to said organization.

2. The Indiana Spontaneous Volunteer Management Plan will be activated by the decision of the Executive Director for Office of Faith-Based and Community Initiatives or along with the president of the Indiana Association of Volunteer Centers (IAVC) or designees. Reasons for activating this plan may include but are not limited to the following:

a. When the nature of the disaster and/or media coverage of it makes convergence of spontaneous volunteers likely.

b. When shortages of workers require augmentation of staffing support from outside resources.

c. When volunteers with particular skills and/or special knowledge of the affected community could enhance relief and recovery efforts.

3. The representative from the IAVC will notify as needed the people, agencies and organizations tasked with specific implementation roles.

4. The chief method for coordinating volunteers in the Volunteer Reception Center (VRC). The VRC can be set up as a walk-in center, a phone bank, on on-line process, or a combination of two or more of these strategies.

5. Because disasters vary in terms of their size, scope, duration, intensity and consequences, the choice of activation levels and sequencing of activation levels should be tailored to the incident, as well as to the resources available

6. Through the VRC, each prospective volunteer is referred, based on the volunteer’s qualifications and availability, to an appropriate volunteer opportunity in either local government operations or an NGO. Volunteers referred to local government must also visit a Volunteer Registration Station to complete the placement process and, if appropriate, to be registered as a Disaster Service Worker. Information regarding Volunteer Reception Centers (VRC’s) design, set up of facility and staff tasks, is provided as guidance. It may be modified to fulfill the needs of the local jurisdiction and as the emergency dictates.

7. Every Homeland Security District in the State of Indiana has at least one Volunteer Reception Center. A detailed list is attached.

8. A Volunteer Reception Center (VRC) is a process to register, screen and place spontaneous volunteers in available opportunities during a disaster. The goal of a VRC is to affiliate spontaneous volunteers with requesting agencies. This is accomplished by registering and interviewing potential volunteers, assisting them to a volunteer opportunity that best meets their knowledge, abilities and skills, provides safety training, and job training as necessary and can issue them a volunteer ID.

9. The VRC should be located in the area as the DMC or in close proximity of it.

10. An employee Sign-in/sign out record helps with the accountability of the VRC Coordinating agencies.

11. All employees from coordinating agencies should sign this sheet for accountability and possible federal reimbursement of hours worked when coming or leaving the VRC area. See Annex

C. Training for VC’s

1. Training is available from the Points of Light Foundation and the Indiana Association of Volunteer Centers (IAVC).

2. Local jurisdictions are encouraged to contact their local VRC representative to set up training.

A. Accounting/Record Keeping

1. All organizations which receive and apply donated items as their resources need to record the following:

a. The donor's name and address

b. What was donated?

c. How was it used/to what purpose was it applied?

d. The disposition of the donation.

2. The OFBCI Director should, whenever feasible, direct all donated durable/non-expendable items to an INVOAD member agency. The record keeping and final dispositions belongs to that organization.

B. Disposition of Offers

1. Designated Donations

a. All inquiries concerning donations for specified organization will be referred to that organization.

b. The organization accepting/receiving designated donations will follow its own policies and procedures for handling the logistics involved.

2. Cash Donations

a. The State will not accept cash. The State will not operate a disaster donations fund. Potential donors will be advised to contribute to their favorite charity.

b. The potential donor will be told to check the newspapers and other media for lists of not-for-profit organizations involved in providing disaster relief.

C. Corporate Donations

1. Corporate offers of bulk items will be accepted if the items can be used in the disaster response and relief efforts.

2. Information concerning corporate offers of bulk items will be entered into AidMatrix ™.

V. Financial Management and Administration

3. When necessary, information concerning the proper use of items being donated and expiration dates will also be entered into the database.

4. Corporate donors will be advised to label all goods and to provide a detailed inventory list with all shipments.

5. Information on these resources will be made available to all private volunteer organizations, emergency responders and ESFs when operational.

D. Volunteer Service

1. The IAVC, INVOAD, and OFBCI will coordinate the use of all volunteers.

2. Field Operations Coordinators for IDHS and local EMA Directors may be asked to identify potential volunteers with specific technical skills.

3. The INVOAD will encourage individuals interested in volunteering services to affiliate with a recognized volunteer organization or other organized group of their choice to facilitate relief activities.

4. Emergent volunteers will be discouraged from going directly to the disaster area. If they do arrive in the disaster area, they will be asked to work with an INVOAD member agency or governmental unit. If they decline, the unaffiliated individuals will be asked to leave the area.

5. Specialty volunteers such as doctors, nurses, and etc. will be required to present certification or credentials to ensure they are qualified to provide the services they offer.

6. Volunteers will be advised they must be fully self-supporting for at least the first 72 hours.

7. Emergent volunteers will be registered through the VRC. Organizations involved in the disaster will request emergent volunteers, as needed, from the DMC through the INVOAD representative.

8. Organizations will be encouraged to provide volunteers with easily recognizable identification.

E. Support Agencies and Stakeholders –

1. This list is not all-inclusive but highlights some common support agencies that are ready to respond to disasters in the State of Indiana.

2. Adventist Community Services Disaster Relief (ACSDR)

a. Provide management and volunteers for a donations management warehouse when requested by the State to provide distribution of food, clothing, water, and other needed items.

b. Assist in developing procedures for managing unsolicited, undesignated donations received through the donations hotline.

3. American Red Cross (ARC)

a. Provide a liaison to the Volunteer Coordination and Donations Management Teams and coordinate ARC assistance with state and local agencies and voluntary organizations involved in relief efforts.

4. Citizen Corps

a. Provide a liaison to the Volunteer Coordination Team and coordinate Citizen Corps Council programs and assistance with state and local agencies and voluntary organizations involved in relief efforts.

5. Indiana 2-1-1 Collaborative

a. When requested by the State and agreed upon by the Indiana 2-1-1 Collaborative, establish a central phone number to respond to inquiries concerning donations, manage a computer database for documenting donated resources, and share donations information with all participating agencies.

6. Indiana Department of Public Health and Environment

a. For events requiring activation of the Public Health and Medical Volunteer System, provide a liaison to the Volunteer Coordination Team and coordinate medical and public health volunteer efforts with local agencies and voluntary organizations involved in relief efforts.

b. In cooperation with effected local jurisdictions, coordinate activities of medical and public health volunteers. Volunteers with these specialized skills will be activated, assigned, credentialed and tracked through the Indiana Public Health and Medical Volunteer System

7. Indiana Association Volunteer Center Network

a. When requested by the State coordinates the establishment of a system to efficiently process and register unaffiliated volunteers and to match their skills to agencies needing assistance.

b. The volunteer reception center model provides an effective way to document volunteer registration, requests for volunteers, volunteer service hours, staffing costs, and expenses incurred.

8. Indiana Volunteer Organizations Active in Disaster (INVOAD)

a. Indiana VOAD coordinates planning efforts by many voluntary organizations responding to disaster. Through interagency collaboration, member organizations provide more effective service and less duplication of effort. This cooperative effort has proven to be an effective way for a wide variety of volunteers and organizations to work together in a crisis.

b. Notify IN-VOAD member agencies when activated under this Annex.

c. Provide a liaison to the Volunteer Coordination and Donations Management Teams.

d. Provide overall coordination necessary to expeditiously access the resources of IN-VOAD member agencies.

9. The Salvation Army

a. Provide a liaison to the Volunteer Coordination and Donations Management Teams and coordinate assistance from the Salvation Army with state and local agencies and voluntary organizations involved in relief efforts.

Individual Assistance Sequence of DeliveryDiagram

Information provided by Federal Emergency Management Agency and is most current available information