storage.googleapis.com file · Web viewCongratulations! You have been tasked with putting together a disaster response plan for your District. This can be a daunting task, especially

Basic District Disaster Response PlanWhat do we need to do?

Congratulations! You have been tasked with putting together a disaster response plan for your District. This can be a daunting task, especially if you have never done anything like this and are expecting to do it on your own. But it does not have to be.

Time management and business consultant and author, Alan Lakein, holds that “failing to plan is planning to fail.” For a business (we need to look at disaster response from a business perspective, stipulating that we are the Church and this is a mercy ministry using disaster response as a means to demonstrate the love of Christ and an opportunity to share the Gospel with those we help) to be successful they must take the time to determine what they are going to do, how they are going to do it, what they need to do it, and who their target customer is. Additionally, they must review that plan to make sure it is still relevant, adjusting as necessary for changing conditions. Failing to do this results in that business failing.

In the New Testament book of Matthew, chapter 25, Jesus shares the parable of the Ten Virgins.

1At that time the kingdom of God will be like ten virgins who took their lamps and went out to meet the bridegroom. 2Five of them were foolish and fiver were wise. 3The foolish ones took their lamps but did not take any oil with them. 4The wise, however, took oil in jars along with their lamps. 5The bridegroom was a long time in coming, and they all became drowsy and fell asleep.

6At midnight the cry rang out: ‘Here’s the bridegroom! Come out to meet him!’ 7Then all the virgins woke up and trimmed their lamps. 8The foolish ones said to the wise, ‘Give us some of your oil; our lamps are going out.’ 9’No,’ they replied, ‘there may not be enough for both us and you. Instead, go to those who sell oil and buy some for yourselves.’

10But while they were on their way to buy oil, the bridegroom arrived. The virgins who were ready went in with him to the wedding banquet. And the door was shut. 11Later the others also came. ‘Sir! Sir!’ they said. ‘Open the door for us!’ 12But he replied, ‘I tell you the truth, I don’t know you.’ 13Therefore keep watch, because you do not know the day or the hour. (NIV)

While not intended to relate to disaster response, this certainly illustrates the point for being prepared and having a plan. Without a plan and being able to respond quickly, opportunities are missed and doors are closed.

When it comes to disaster response, and the church district’s role in it, lack of planning certainly plays out in a delayed response as leaders take valuable time to “assess and develop a plan.” It also is seen in weak, disjointed, uncoordinated responses, a lackluster response from volunteers, and a lack of understanding and support from our congregations and members as

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they do not understand the church’s and their role in disaster response and mercy ministry. Disaster response planning happens well before a disaster strikes so that when the time comes you are ready.

This paper does not discuss the development of church or family emergency response plans, or Continuity of Operations Plans.

What does a Disaster Response Plan look like?A disaster response plan (DRP) answers the basic “who, what, when, where, why, and how” in an organized and simple format. While there are many ways to do the assessment and put the plan together, and this guide only suggests one way, your plan must be flexible and adaptable. It must also be readable, usable, and accessible to those needing the information. The DRP should consist of at least the following:

An assessment of potential disasters likely to occur within your District. This includes determining the possibility and probability of various disasters occurring, what areas would be affected, who would be affected, and to what extent they are affected.

An assessment of what type(s) of responses would be needed for those disasters likely to occur. Include if the response would extend beyond the initial recovery (clean up) phase and how it would be financially sustained

An assessment and record of resources that are available. Include physical and human resources.

An assessment of resources that are needed and potential sources where those resources may be secured.

Locations that can serve as a base of operations for responses within or near the affected area(s), including what they have available and what they would need to be able to serve in that capacity.

How a single-location and a multi-location will be managed (e.g., communications flow, resources/donation/supply management, forms to be used, getting the word out, etc.)

How vertical and horizontal communications will be managed. Vertical pertains to communications between the District and affected churches and pastors and with your Incident Commanders. Horizontal communication refers to getting the word out on needs and responses.

Basic and ongoing training of volunteers, both those new to the LERT ministry and refresher and advanced training for volunteers already certified. Training for leaders, pastors, and congregations should also be included.

Documentation, both records of the response and legal documents, should be included so there is a standardized record of the response.

A Continuity of Operations Plan (COOP) should not be included in the main plan, but may be referenced in it.

Basic steps in producing a plan.There are a number of resources that outline steps or the process that can be used (see Resources below). There is no “right way”, and as long as everything is covered then it works.


Step 1 – Put together a team.Yes, you can do it by yourself. It can be a long and involved process, with many pieces that need to be worked on. If you are a District Disaster Response Coordinator (DDRC) you should have a Disaster Response Executive Team to advise and assist you (See paper entitled, “So, I’m a District Disaster Response Coordinator. Now what?” for information on the Executive Team.) Assign them parts of the plan to develop.

Step 2 – Threat and Risk Assessment.In order to plan, there must be an understanding of what threats and hazards (i.e., “disasters”) can occur. Once this is done there is a determination of the risk and vulnerabilities faced by those disasters. Based on this response priorities can be determined.

A threat and risk assessment is nothing more than taking a close look at what types of disasters (threats, hazards and vulnerabilities) are possible and the likelihood of them occurring (risk) in particular areas. Some assessment tools use a point value matrix to help determine risk priorities, but often the assessment itself clearly indicates where efforts should be directed.

After brainstorming all potential types of natural and manmade disasters that may occur within your District, assess the risk of those disasters occurring. A disaster may be possible but not too probable, thus would have a low risk. For example, an earthquake may be possible in North Carolina, but the probability of one occurring, particularly one that would cause significant damage, may be very low. Conversely, the probability of Florida being hit with a hurricane is high. Your state or local emergency management may be able to provide a copy of the state or local risk assessment.

Here is an example of a risk assessment worksheet:

Hazard Probability Magnitude Warning Duration Risk PriorityHurricane 4. Highly Likely

3. Likely2. Possible1. Unlikely

4. Catastrophic3. Critical2. Limited1. Negligible

4. Minimal3. 6-12 Hours2. 12-24 Hours1. >24 Hours

4. 12+ Hours3. 6-12 Hours2. 3-6 Hours1. <3 Hours

HighMediumLow

Tornado 4. Highly Likely3. Likely2. Possible1. Unlikely

4. Catastrophic3. Critical2. Limited1. Negligible

4. Minimal3. 6-12 Hours2. 12-24 Hours1. >24 Hours

4. 12+ Hours3. 6-12 Hours2. 3-6 Hours1. <3 Hours

HighMediumLow

Factors may be adjusted to more accurately reflect your District’s conditions. Make sure to list all potential types of disasters under the Hazard column. The higher the point value, the greater the risk and probability of occurring, thus needing a plan. Determine the thresholds for risk for your District.


Upon completion of this assessment, the team will have a good understanding of the potential threats, hazards, and disasters that could impact your District, and the risk priority (High, Medium, Low) of each. A determination is then made as to what disasters will be addressed.

Step 3 – Develop goals and objectives.Goals are broad, general statements that indicate the desired outcome in response to disaster. Goals are what personnel and resources are to achieve. Goals also help to determine when major activities are complete and what defines a successful outcome. Each disaster should have three goals for addressing the desired outcome for Before, During, and After.

Sample goals: Before: 1.A. The District will have human and material resources in place prior to a

hurricane. During: 1.B. The District will notify and place resources into a “Alert” status. After: 1.C. The District will direct resources to where they are needed.

Objectives are specific, measurable actions that are necessary to achieve the goals. Often multiple objectives will be identified in support of a single goal. The acronym “S.M.A.R.T.” is often used to describe objectives:

S – Smart: they make sense, are pertinent, not trivial M – Measurable: you have some means of knowing they have been achieved in a

quantitative way A – Achievable: they are not out of reach, are not out of reach or unrealistic R – Relevant: they are pertinent to the goal and don’t address another issue T – Time element: they have a target date to be achieved by

Sample objectives: 1.A.1: By May 1, 2019, the District will have at least 30 LERT trained people, 75 by May

1, 2020, and 100 by May 1, 2021. 1.A.2.: By May 1, 2019, the District will have 2 disaster response equipment trailers and

1 shower trailer available within the District. 1.B.1.a.: Within 24-hours of a hurricane making landfall, the DDRC will contact all LERT-

trained people within the District, placing them on an “Alert” status and advising them to prepare to deploy.

1.B.1.b: Within 24-hours following a hurricane making landfall, the DDRC will contact all LERT-trained people within the District, placing them on a “Standby” status.

1.C.1: Within 72-hours following a hurricane making landfall, the DDRC will contact all LERT-trained people within the District, advising of deployment or to “Stand Down”.

Step 4 – Plan development.In plan development you are identifying courses of action for accomplishing each of the objectives for each goal. These address the who/what/when/where/why/how for each disaster.


A determination should be made as to whether or not each course of action is feasible, what is necessary for it to be feasible, or if it is not feasible.

Include criteria for determining when and how each response will be implemented and under what circumstances.

Procedures and protocols are then developed to support these actions.

Possible courses of action are typically developed using the following steps: Depict the scenario. Create a potential scenario based on the disaster identified. Determine the amount of time available to respond. This will vary based on the type of

disaster and the particular scenario. Identify decision points. These indicate the place in time, as a disaster unfolds, when

leaders anticipate making decision about a course of action. Develop courses of action (sometimes also referred to as an “action plan”). Answer the

following questions in this step:o What is the action?o Who is responsible for the action?o When does the action take place?o Where does the action take place?o How long should the action take and how much time is actually available?o What has to happen before the action?o What happens after the action?o What resources and skills are needed to perform the action?o How will this action affect specific populations?

Select courses of action. Compare the costs and benefits of each proposed course of action against the goals and objectives. Based on this comparison, select the preferred course or courses of action to move forward in the planning process. Plans often include multiple courses of action for a given scenario to reflect the different ways it could unfold.

Step 5 – Identify resources.After courses of action are developed and selected, first identify resources necessary to accomplish each course of action without regard to availability. Once required resources are identified, assess what resources are currently available within your District, and what resources will need to be acquired.

Resources include human, material, location, and supply resources. Human resources – include people necessary to prepare, run, support, train, or prepare

for a response; include disaster incident commanders (people who will run the local disaster response), base camp support staff, drivers, trainers, etc.

Material resources – include all equipment necessary to operate the base camp (e.g., shower trailer, bunkhouse trailer, computer, white boards, tool/equipment/supply


storage, etc.) and to perform the functions or tasks for that response (e.g., tools, chainsaws, equipment trailer, high lift, skid steer, pressure washers, tarps, drywall, etc.)

Location resources – include locations that can be utilized as your base of operations (“base camp”), such as churches. However, do not limit these base camp locations to just churches because if the church is damaged and unusable or destroyed you will need alternate arrangements. Include locations for any central storage or warehousing of equipment and supplies, both for during the response and in between responses.

Supply resources – include a list of suppliers for equipment and supplies that can be contacted in the event something is needed. Identify if you have a contract or special arrangement with them.

Identify resources that are necessary and available within your District. Include where these resources are located, including specific addresses and a map showing that location. If congregations have a disaster equipment or shower trailer these need to be identified. There should also be a current list of all Lutheran Disaster Response Team (LERT) members, including addresses, telephone numbers, and email addresses.

Identify resources that are necessary but not available within your District. These may include equipment that is available in another District, people who can serve as response incident commanders, or those who may be able to provide a service, such as transportation. Include a notation if arrangements have been made with the owner to provide the resource upon request and any conditions of transport or use. Make sure all contact information is current. A notation should be made if there is a contract or agreement in place for material or supplies.

Identify resources that are necessary that will need to be purchased to enable your District to adequately respond to your identified disasters. You may want to consider purchasing or building one or two shower trailers so volunteers or even disaster victims have an accessible place to clean up, since few churches have a shower. Another consideration is purchasing some heavy equipment, such as a skid steer, tractor, or high lift for tree removal (these greatly enhance the capability of teams to clear work sites), and trailers to transport them. Other equipment could include an equipment trailer, complete with tools and equipment necessary to do cleanup, chainsaw, muck-out, and rebuild responses. Include in your plan how these items will be obtained, a timetable for acquiring them, projected costs, and if any contract or agreement is in place.

When considering and identifying locations for base camps include: Type of facility (e.g., church, school, commercial building, church camp, etc.); Description of parking and space for trailers; Description of volunteer housing ability

o Sleeping arrangements, number of people, what they need to bring (e.g., cot, air mattress, sleeping bag, etc.)

o Kitchen and feeding (i.e., Will meals be provided, if so, which meals? Do volunteers need to bring their own food and have kitchen use? Will there be a cost for meals? Etc.)


o Showers. If no showers on site, what is the alternate arrangement (e.g., nearby fitness center, portable shower tent, shower trailer, etc.)

Safety and security for vehicles, trailers, and people.

Step 6 – Other considerations.While difficult to quantify and spell out in a plan, the DRP also needs to include discussion on these topics to provide clarity and direction.

Single-site and Multi-site Operations. Some disasters are localized to a single, rather small area, others cover a large area and may require establishing multiple response sites. While a multi-site response includes the same considerations as a single-site response, the complexity of managing the response dramatically increases with each additional operational site. Your plan needs to include how a multi-site response will be managed.

Communications flow. As the District Disaster Response Coordinator, your responsibility is to ensure the response occurs within your District’s Disaster Response Plan. To do that you need to have continually open lines of communication on a number of levels:

District President – he needs to be kept abreast of the response status so he can keep others informed and assist you in making the response happen.

Incident Commander(s) – they need to regularly and frequently communicate the status of the response and their needs.

Circuit Pastors – particularly in a large area response, circuit pastors need to be apprised of what is happening and how they can help. Both the DDRC and the incident commander need to establish communication with this valuable resource.

Host Congregation – pastors and members of base camp host churches can quickly feel not involved and isolated from knowing what is going on with “these people” using their facilities, displacing them from rooms, and disrupting their routines and ministries. Ensure that both the DDRC and the incident commander regularly include the host pastor, leaders, and congregation members in information updates and decisions.

Resources/donation/supply management. The District and congregations will receive many donated supplies and equipment. The need for these donations is very fluid and can rapidly change. Oftentimes it is best if the DDRC, in consultation with the incident commander(s), can coordinate the placement of large donations. Establishing a central warehousing and point of distribution may be necessary. Consideration should be given to how surplus donations will be managed following a disaster or the need for the items. Guidelines should be developed on how large equipment (e.g., generator, power washer, etc.) donations will be utilized, such as restricting the donation to churches or disaster teams that have need rather than to the general public (what is the best use).

Forms to be used. The District needs to, in consultation with its legal counsel, develop standardized forms that will be used by everyone involved in the response. Such forms include:


Owner’s Request For Volunteer Services (“work order”) – signed by a homeowner, requesting our assistance, authorizing specified work to be completed, and releasing the District, congregations, and volunteers from liability.

Volunteer Waiver – acknowledgement by the volunteer that they knowingly and willingly are participating in this volunteer work, which entails risk of injury or death, and release the District and others of liability. It might even include a statement of medical insurance and permission to photograph.

Minor Volunteer Waiver – written permission by a parent or guardian of a minor for a minor to work as a volunteer on the disaster response. It includes the same information and language as the Volunteer Waiver, but with the addition of the parent or guardian signature.

Medical Incident – documentation of any medical situation or injury requiring attention beyond basic first aid.

Statement of work eligibility. Include a statement of the minimum age for a minor to participate in the response (age 16 is recommended as the minimum). Also include a statement as to the minimum age to operate a chainsaw (age 18 recommended) and if training is required.

Documentation. Consideration should be given to standardizing report information, such as volunteer hours, jobs pending/in-progress/completed/done by others/rejected, medical and injury situations, expenses and reimbursement requests, other information necessary for reporting to insurance, FEMA, congregations, Synod, District board of directors, etc.

Grants and Requests. Include a brief section as to how grants and requests for disaster assistance from congregations will be handled. There may be processes already in place, so review them and at least refer to any procedural sources.

Getting the word out. Letting churches, members, Synod, volunteers, donors, and others know what is going on. Make ample use of social media, posting photos, videos, and response information frequently. Email blasts should be made to everyone on the District email list. Use a mass email service, such as Constant Contact, MailChimp, etc. The District’s website should have a prominent banner graphic or disaster response section. Everything that is posted on any source should have various means for volunteers to sign up or contact the District, including a registration link. Interest in responding to a response wanes quickly so it is imperative to get the word out and keep it out there. Outline what should be done to accomplish that.

Who is in charge. A determination needs to be made as to who is in charge of a disaster response on a local level – the district, the circuit, or a congregation. Putting that in writing prevents having “too many chiefs and not enough workers”, misunderstandings, conflicts, confusion, duplication of work, and areas not being covered. Additionally, make sure all stakeholders are aware and understand this. In the Incident Command System this is referred to a “Unity of Command”, meaning that only one person is in charge, all others assist, support, respect, and follow that command authority. A disaster response cannot be run by two persons working for two different entities; however, one person can oversee the overall response. For


instance, the DDRC can have overall responsibility and decision-making authority for the response to the disaster, with one or more persons serving at the local level (multiple areas) running the day-to-day operations. However, both the DDRC and a pastor or other local leader (such as pastors at other congregations in the same area or circuit) cannot try to simultaneously run the daily operations.

Whoever has been placed in charge at the local level should be given authority to make necessary decisions on jobs, personnel, resources, and finances for that location in line with the goals and objective of the DRP. It goes without saying that this incident commander will be in communications with the DDRC, host congregation, and circuit churches.

Training. Spell out the district’s disaster response training plan for new and “returning” volunteers, and any advanced or specialized training. Incident commanders should receive training in the various aspects of their job and the DRP. Is training going to be done on an “as-needed” basis, or will there be regional or a central annual training event? Will training be conducted by the DDRC, trainers from within the District, or trainers from outside the District? You may also want to consider how training costs will be covered.

Continuity of Operations Plan (COOP). This may be a separate document or included as part of the District plan. A COOP spells out how operations will be continued should the District be adversely impacted. This may include just the district office and operations or, additionally, District churches and schools. Be sure to include alternate office locations, data and document security and recovery, and any operational necessities.

Policies and procedures. Any policies and procedures necessary for operation should be spelled out so there is no confusion or uncertainty, and are in line with district, insurance, or legal requirements.

Flexibility. German Field Marshall Helmuth Karl Bernhard Graf von Moltke said, “No plan survives first contact with the enemy.” While he was referring to combat, this principle also applies to planning. Once a disaster strikes and a plan is implemented, there will be unforeseen variables that cannot be accounted for. Therefore, your plan is a good starting point, needing to be flexible and adjustable to accommodate needs and obstacles. With a plan you can quickly begin a response, but without a plan you are ineffective in responding at the time of greatest need. Allow for changes to be made.

Step 7 – Organize the plan.Once the planning team has identified goals, objectives, and courses of action and drafted each component, it is time to start organizing it into usable format. There are many ways in which it can be organized, but whatever format is used make sure it is easy to find the information when it is needed and it is easy to read.

A few basic suggestions for writing the plan:


Include necessary tables, charts, maps, flowcharts, and other supporting graphics to enable information to be quickly understood. Summarize important information with checklists and visual aids.

Use clear, simple writing in plain language. Avoid using jargon and minimize the use of abbreviations.

Use short sentences and the active voice. Qualifiers and vague wording only add to the confusion.

Use a logical and consistent structure that makes it easy for readers to understand the concept and sequence of information, and to find the information they need. Use of large, simple section or component headers aids in quick location of information.

Provide enough detail to convey an easily understood plan that is actionable. Organize information in a manner that helps users quickly identify solutions and options. Plans should provide guidance for carrying out common courses of action, yet “stay out of the weeds.”

Ensure the plan is accessible to all who need it.

One format that works well is to organize it topically. I. General discussion and information

II. Hazards / Threats / Disasters and Response PlansA. (Section for each type of disaster identified)

1. Summary of threat assessment and responsea. Possibility and probability of the disaster occurringb. Scope of the disaster (what would happen if it occurred)c. Area(s) likely to be affected by the disasterd. Likely response efforts (very brief summary)

2. Goals and Objectives of the response3. Response Plan details

a. Timeline for response and decision points – at what point before, during, and after when key decisions need to be made

b. Location(s) of base camp(s) or where response and recovery operations could be established, including1) Specific name, address, contact information for each location.2) What that location has to support the response – housing, feeding,

showers, parking space for vehicles, trailers, RV’s, etc.3) What that location needs to be able to support the response – housing,

feeding, showers, parking space for vehicles, trailers, RV’s, etc.c. Specialized leadership that may be required to lead or support the responsed. Specialized equipment that may be needede. Specialized skills or training that may be requiredf. Forms required

III. Policies and Procedures (Step 6)A. Sub-section for each policy.B. Sub-section for any special procedures.

IV. Appendices or Annexes


A. FormsB. Lists of available resources

1. Key people – incident commanders, assessors, drivers, etc.2. Material resources – equipment, tools, supplies, etc.3. Suppliers and vendors – places where you can obtain resources4. Location resources – churches, schools, alternate sites, etc. Include a map of

where it is located.5. Lutheran Early Response Team(s) roster – everyone in the District who has been

LERT trained, include any specialized training (e.g., chainsaw)6. Make sure to include the following information regarding resources:

a. Itemb. Descriptionc. Location where kept or obtainedd. Person, owner, or vendor contact information

C. Important contactsD. Record of people and organizations that receive a copy of the plan.E. Any additional important information that needs to readily accessible.

Step 8 – Review the plan.Before a plan is considered “complete” it must be reviewed by several people. Each person will naturally look at it from their perspective, resulting in identification of gaps, clarification of unclear language or information, streamlining it to stick to the important information, ease of use. Those who review the DRP should include:

The District’s Legal Counsel to ensure compliance with applicable laws. District President, and other staff or directors to ensure it is in line with Synod’s and the

District’s ministry priorities, theology, and practices. Disaster response leaders to ensure practicality and completeness of information to

allow them to quickly or effectively enact the plan. Church and school leaders, particularly those identified in the plan that will be serving as

response locations, to ensure information for their responsibility is accurate. Additional reviewers as needed.

Criteria to help determine the effectiveness and efficiency of the plan include: A plan is adequate if it identifies and addresses critical course of action effectively, it can

accomplish the assigned function, and its assumptions are reasonable and valid. A plan is feasible if it can accomplish the critical courses of action by using available

resources within the time contemplated by the plan. A plan is acceptable if it meets the requirements driven by a threat (disaster) and meets

costs and time limitations, and is consistent with laws, doctrine, and priorities. A plan is complete if it:

o Incorporates all courses of action to be accomplished for all selected threats (disasters).

o Integrates the needs of the population being served.o Provides a complete picture of what should happen, when and at whose direction.


o Makes time estimates for achieving objectives, with safety remaining as the utmost priority.

o Identifies success criteria and a desired end-state. A plan should comply with applicable local and state requirements. A plan should identify resources needed to complete a course of action, and where

those resources are or can be obtained. Resources needed may evolve and change as the course of action progresses.

Step 9 – Approval and dissemination After finalizing the plan, the planning team should present the plan to the appropriate leadership and obtain approval of the plan. Once approval is granted, the plan is shared with appropriate people and organizations, particularly with those circuits, churches, and schools identified in the plan.

The approved plan should be dated with the approval date. Any subsequent revisions will receive an updated revision date.

Step 10 – Exercising the planOnce you have created the District Disaster Response Plan do not just put in on the shelf or store it on a computer file and forget about it until you need it. You need to test your plan. Part of your plan should be the periodic testing and review of the plan. Techniques such as a table top exercise can reveal gaps or shortcomings in the plan, allowing time for corrective action to be taken before having to actually implement it.

A table top exercise is simply exercising the plan in a time-condensed setting. It is best facilitated by someone who is familiar with such exercises and who is not

directly associated with creating, maintaining, or exercising the plan; a retired military officer or public safety executive often has such experience. Your local emergency management agency may be willing to facility this exercise.

Usually a scenario is developed and people who would have responsibility (key decision makers at every level) during the plan are brought into the scenario in their respective role to play out the response according to the plan.

It is helpful to have one or two observers who are familiar with the plan, observe and report on the how the plan was enacted; they do not interact or perform any other function.

The exercise may be done with all participants located in one setting, or may be done in a conference call setting. If not done in a single location, consider using a web camera so all participants can be seen.

Upon conclusion of the exercise participants are debriefed in a “Hotwash”, where three main items are discussed:1) What did we do right?2) What did we do wrong?3) What can we do better?


The hotwash and observer’s findings are compiled into a report by the DDRC to the District President. The report should include:

Summary of the scenario and exercise Summary of the hotwash responses Summary of the observer’s findings Recommendations for changes, if any.

Step 11 – Review and revisionOften done in conjunction with exercising the plan, plans should be periodically reviewed to ensure accuracy, thoroughness, and relativeness. It is preferred that plans be reviewed and updated annually, with an exercise every couple years or after a change of personnel.

ConclusionDr. Phil McGraw, often tells “clients” on his popular Dr. Phil Show, “You cannot wait until a crisis to plan for a crisis.” Waiting until a disaster of some type occurs to try to figure out what should be done is too late. Precious time that could be used to set up recovery operations, distribution and aid locations is lost, prolonging the suffering, stress, and displacement. Having a written plan enables a response to be initiated early, even before a disaster strikes.

A plan starts with assessing what disasters are most likely to occur, where they will most likely occur, what you have available to address the disaster, and determining what you will need that you don’t have.

Once you have done this assessment goals and objectives are developed that frame how the response will be accomplished, establishing milestones and courses of action. In keeping with the goals and objectives action plans are developed to guide the response for each type of identified disaster.

Whatever format you use for your written plan, make sure it is easy to follow and find information when needed. Making use of charts, maps, and checklists can aid ease of use. Make sure human, material, location, and supply resources are identified, with specific contact information.

Once a draft plan has be crafted, make sure it is reviewed by key people, modified as needed, and appropriate approvals are granted. Your plan should periodically be reviewed and exercised to ensure it is up-to-date and workable.

ResourcesThere are many resources available to guide discussions, assist is developing disaster or emergency response plans, or exercise plans. A simple Internet search for “disaster planning”, “disaster plans”, “emergency operations plans”, “sample disaster response plans”, etc. can provide numerous guides and sample plans.


Some sources for the planning process or sample plans include: “So, I’m a District Disaster Response Coordinator. Now What?” Mercy in Action Disaster

Resources, a light discussion on putting together planning and operational teams. Guide for Developing High-Quality Emergency Operations Plans for Houses of Worship.

U.S. Dept. of Homeland Security, 2013. “Emergency Response Plan.”

https://www.ready.gov/business/implementation/emergency “Ten Tips for Workplace Emergency Response Plans”. Technical Response Training.

https://www.emergency-response-planning.com/blog/ten-tips-for-workplace-emergency-response-plans

“Disaster Preparedness & Response Plan.” California-Nevada Conference of the United Methodist Church. https://calnevada.s3.amazonaws.com/F7BCF89A92084CBDB67FC4533F702108_GenericDisasterPlan_2012.pdf

Continuity of Operations Plan Template and Instructions for Federal Departments and Agencies. U.S. Dept. of Homeland Security. https://www.fema.gov/pdf/about/org/ncp/coop/continuity_plan_federal_d_a.pdf

FEMA provides considerable free independent study, self-guided training courses in all aspects of emergency management and operations. These courses are free and can enable disaster response leaders to understand various areas of emergency management, operations, and planning. Study courses may be found at: https://training.fema.gov/is/crslist. Of particular importance are:

IS-700: Introduction to the National Incident Management System IS-100: Introduction to the Incident Command System IS-200: ICS for Single Resources and Initial Action Incidents IS-230: Fundamentals of Emergency Management IS-235: Emergency Planning IS-244: Developing and Managing Volunteers IS-288: The Role of Voluntary Organizations in Emergency Management IS-360: Preparing for Mass Casualty Incidents: A Guide for Schools, Higher Education,

and Houses of Worship IS-454: Fundamentals of Risk Management IS-546: Continuity of Operations Awareness Course IS-547: Introduction to Continuity of Operations IS-908: Emergency Management for Senior Officials


The ideas expressed in this paper are intended for thought and discussion and are based on the author’s perspective and experience. Comments and suggestions are welcome. Please feel free to contact us at: [email protected].

https://training.fema.gov/is/crslist

https://www.fema.gov/pdf/about/org/ncp/coop/continuity_plan_federal_d_a.pdf

https://calnevada.s3.amazonaws.com/F7BCF89A92084CBDB67FC4533F702108_GenericDisasterPlan_2012.pdf

https://calnevada.s3.amazonaws.com/F7BCF89A92084CBDB67FC4533F702108_GenericDisasterPlan_2012.pdf



https://www.ready.gov/business/implementation/emergency

Documents

storage.googleapis.com file · Web viewCongratulations! You have been tasked with putting together a disaster response plan for your District. This can be a daunting task, especially