Security and resilience — Guidelines for planning the ... · ©ISO 2016 Security and resilience — Guidelines for planning the involvement of spontaneous volunteers Titre manque

© ISO 2016

Security and resilience — Guidelines for planning the involvement of spontaneous volunteersTitre manque

ICS: 03.100.01

Reference numberISO/DIS 22319:2016(E)

DRAFT INTERNATIONAL STANDARDISO/DIS 22319

ISO/TC 292 Secretariat: SIS

Voting begins on: Voting terminates on:2016-04-07 2016-07-06

THIS DOCUMENT IS A DRAFT CIRCULATED FOR COMMENT AND APPROVAL. IT IS THEREFORE SUBJECT TO CHANGE AND MAY NOT BE REFERRED TO AS AN INTERNATIONAL STANDARD UNTIL PUBLISHED AS SUCH.

IN ADDITION TO THEIR EVALUATION AS BEING ACCEPTABLE FOR INDUSTRIAL, TECHNOLOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT INTERNATIONAL STANDARDS MAY ON OCCASION HAVE TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL TO BECOME STANDARDS TO WHICH REFERENCE MAY BE MADE IN NATIONAL REGULATIONS.

RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT, WITH THEIR COMMENTS, NOTIFICATION OF ANY RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE AND TO PROVIDE SUPPORTING DOCUMENTATION.

ISO/DIS 22319:2016(E)

ii © ISO 2016 – All rights reserved

COPYRIGHT PROTECTED DOCUMENT

© ISO 2016, Published in SwitzerlandAll rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of the requester.

ISO copyright officeCh. de Blandonnet 8 • CP 401CH-1214 Vernier, Geneva, SwitzerlandTel. +41 22 749 01 11Fax +41 22 749 09 [email protected]

ISO/DIS 22319:2016(E)

Foreword ........................................................................................................................................................................................................................................ivIntroduction ..................................................................................................................................................................................................................................v1 Scope ................................................................................................................................................................................................................................. 12 Normative references ...................................................................................................................................................................................... 13 Termsanddefinitions ..................................................................................................................................................................................... 14 Preparatory measures .................................................................................................................................................................................... 2

4.1 General ........................................................................................................................................................................................................... 24.2 Assign responsibility to lead, manage and co-ordinate SVs ............................................................................. 24.3 Understand SVs’ motivations ...................................................................................................................................................... 24.4 Define the relationship with SVs .............................................................................................................................................. 34.5 Clarify the key issues of uncertainty .................................................................................................................................... 4

5 Plan for involving SVs ....................................................................................................................................................................................... 55.1 General ........................................................................................................................................................................................................... 55.2 Identify risks associated with tasks that are suitable for SVs ......................................................................... 55.3 Reduce risks associated with tasks that are suitable for SVs .......................................................................... 55.4 Accept suitable SVs .............................................................................................................................................................................. 65.5 Co-ordinate SVs....................................................................................................................................................................................... 7

5.5.1 Introduction ......................................................................................................................................................................... 75.5.2 Identify co-ordination mechanisms ................................................................................................................ 75.5.3 The process for registering SVs ........................................................................................................................... 75.5.4 Provide identification to SVs .................................................................................................................................. 85.5.5 Communicate with SVs ............................................................................................................................................... 8

5.6 Set expectations of SVs ..................................................................................................................................................................... 95.7 Monitor the tasks performed by SVs ................................................................................................................................. 105.8 Identify needs for training or instruction ..................................................................................................................... 105.9 Recognize and reward SVs ......................................................................................................................................................... 11

6 Longer term issues ..........................................................................................................................................................................................116.1 General ........................................................................................................................................................................................................ 116.2 Assess the impact of SVs .............................................................................................................................................................. 116.3 Understand how to engage SVs in the longer term recovery .......................................................................116.4 Encourage SVs to pursue organized volunteering roles ...................................................................................126.5 Evaluate and continually improve SV involvement procedures ................................................................12

Annex A (informative) Checklist of tasks to plan SV involvement ......................................................................................13Bibliography .............................................................................................................................................................................................................................17

© ISO 2016 – All rights reserved iii

Contents Page

ISO/DIS 22319:2016(E)

Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2. www.iso.org/directives

Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received. www.iso.org/patents

Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.

For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISO’s adherence to the WTO principles in the Technical Barriers to Trade (TBT) see the following URL: Foreword - Supplementary information

The committee responsible for this document is ISO/TC 292 Security and resilience.

iv © ISO 2016 – All rights reserved

http://www.iso.org/directives

http://www.iso.org/patents

http://www.iso.org/iso/home/standards_development/resources-for-technical-work/foreword.htm

ISO/DIS 22319:2016(E)

Introduction

This International Standard provides guidance on the involvement of spontaneous volunteers in the response to, and recovery from incidents and events. A spontaneous volunteer (SV) is an individual who is not affiliated with existing incident response organizations but who is motivated to contribute unpaid work during and following incidents.

Spontaneous offers of help during and following incidents are a growing phenomenon. While many people are willing to join a voluntary organization, they are now also likely to make short term offers to assist without committing to an individual agency. Also, as a result of media attention, the widespread use of social media and the desire to help those in need, an increasing number of spontaneous volunteers are coming forward in all regions of the world.

SVs can provide a significant resource of timely labour, skills and abilities to enhance the capacity of incident response organizations, provide valuable local knowledge, and personalise the response in an area by members of its local community. However, in large numbers SVs may overwhelm incident response organizations, interfere with response operations and create additional risks. SVs who provide relief outside of the official response may place themselves, and those they aim to help, in danger. It is important to understand and implement best practices for involving and mobilizing SVs, and the integration of SVs into response and recovery activities must be carefully managed.

This International Standard provides guidance for the involvement of SVs in incident response and recovery so that both official and unofficial resources are used effectively. It considers the preparatory measures for involving SVs in providing assistance in an incident, the planning required to engage SVs, and the ways in which SVs can contribute to community resilience over the long term.

© ISO 2016 – All rights reserved v

Security and resilience — Guidelines for planning the involvement of spontaneous volunteers

1 Scope

This International Standard provides guidelines for the involvement of spontaneous volunteers (SVs) in incident response and recovery. It will help organizations that want to establish a plan to consider whether, how and when SVs can provide relief for all identified hazards. It identifies the issues to ensure the plan is risk-based and can be shown to prioritize the safety of SVs, the public they seek to assist, and incident response staff.

This International Standard is intended for use by organizations with responsibility for, or involvement in, part or all of the planning for working with spontaneous volunteers. It is applicable to all types and sizes of organizations that are involved in the planning for and management of SVs, such as local, regional, and national governments; statutory bodies; international and non-governmental organizations; businesses; and public and community groups. The range of tasks performed by SVs may require only basic planning or a plan that is more complex. While it is important to co-ordinate the participation of those volunteers trained by voluntary organizations to provide relief, this aspect is not within the scope of this standard.

2 Normative references

The following documents, in whole or in part, are normatively referenced in this document and are indispensable for its application. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.

ISO 31000, Risk management — Principles and guidelines

ISO/IEC 31010, Risk management — Risk assessment techniques

3 Termsanddefinitions

3.1spontaneous volunteer(SV)individual who is not affiliated with an existing incident response organization or voluntary organization but, without extensive preplanning, offers support to the response to, and recovery from, an incident

Note 1 to entry: Note to entry 1: An SV may have registered before the incident. A registered SV may be called upon to participate according the incident’s needs and the SV’s skills. SVs may volunteer as individuals or as groups.

Note 2 to entry: Note to entry 2: Also may be known as: convergent volunteer; walk-in volunteer; occasional volunteer; episodic volunteer.

Note 3 to entry: Note to entry 3: An SV may arrive at the incident to volunteer or contribute remotely.

3.2organizationperson or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives

Note 1 to entry: Note to entry 1: The concept of organization includes, but is not limited to, sole trader, company, corporation, firm, enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated or not, public or private.

DRAFT INTERNATIONAL STANDARD ISO/DIS 22319:2016(E)

© ISO 2016 – All rights reserved 1

ISO/DIS 22319:2016(E)

[SOURCE: ISO 22300]

4 Preparatory measures

4.1 General

Clause 4 describes the general aspects to be resolved before involving SVs in response and recovery activities. These general aspects are to:

— assign responsibility to lead, manage and co-ordinate SVs (0);

— understand SVs’ motivations (0);

— define the relationship with SVs (0); and

— clarify the key issues of uncertainty (0).

An organization may implement all clauses of this standard, or only some clauses. Partial implementation of the standard will still improve the organization’s performance when involving SVs.

4.2 Assign responsibility to lead, manage and co-ordinate SVs

The agency in charge of incident response should designate an organization to take responsibility for leading, managing and co-ordinating SVs, identified in this standard as “the organization”.

4.3 Understand SVs’ motivations

The organization should:

— understand the motivations of SVs;

— collect information on SVs motivation throughout the response and recovery, for example, during the registration process, debriefings, via social media or during conversations;

— recognize SVs may volunteer for only the initial response and recovery until their motivation dwindles or personal aims have been satisfied;

— collect information on those who offered to help the response and recovery but were not accepted by the response organizations; and

— use this information when accepting, leading, managing and coordinating SVs.

2 © ISO 2016 – All rights reserved

ISO/DIS 22319:2016(E)

Motivations of SVs may include:• Altruistic motivations, such as: o Affected persons and/or official responders needed help; o Other persons are helping which compelled SVs to assist; and o SVs have a specialist skill that was needed.• Personal motivations, such as: o Meeting new friends; o Personal connections to affected persons, community or area and/or official responders; o Building their own personal respect; o Relieving their guilt over personally avoiding the worst damage from the incident; o Relieving their anxiety about the incident by taking control of their life back through volunteering; and o Religious and faith-based motivations.The organization should consider that SVs may volunteer to achieve the aims of:• Helping communities to recover and enhance resilience;• Building community participation;• Supporting existing activities where the demand for help exceeds official capacity; and• Delivering new activities that are not part of response plans.

4.4 DefinetherelationshipwithSVs


— plan for the type of relationships to be established with SVs, reflecting the nature of the incident and recognizing that SVs are often first on the scene providing immediate support; and

— consider the ways in which SVs can be managed and integrated into the response and recovery.

Table 1 identifies working relationships to be used to determine if and how to integrate SVs into the official response.


ISO/DIS 22319:2016(E)

Table1—TypesofrelationshipsandactivitiesbetweenSVsandofficialresponders

SV reliance on the organization

Management and procedures

SV purpose SV decision making

Tasking

SVs working forofficial

responders i.e. providing addi-tional resourc-es such as local knowledge or

manpower

SVs have high reliance on the

organization. SVs are viewed as

being a resource to official re-

sponders

Provided by the official respond-ers e.g. monitor-

ing tasks, dispute resolution,

training

Extend capability and capacity of of-ficial responders with additional resource; Com-

plement existing work structures

Very low Done by official responders

according to the need; low skilled

tasks; tasks should meet SVs

expectations

SVs as auton-omous work-ers operating side-by-side withofficialresponders

SVs have medium reliance on the

organization. SVs are dependent on official respond-ers to work side-

by-side

Provided by the official respond-ers e.g. monitor-ing of tasks, dis-pute resolution,

training

Expand capac-ity of official responders

SVs are auton-omous decision

makers on deliv-ering allocated

tasks

Done by the SV, co-ordinated with official responders

SVs working independently ofofficialre-

sponders

SVs have low reliance on the

organization. SVs have little engage-ment with official

responders

SVs form groups with their own management structure and

procedures

Perform tasks not done by official

responders

SVs are auton-omous decision

makers

Done by the SV

The organization should consider the implications of the relationship including:

— whether a stronger relationship with SVs will reduce the potential for risk when SVs work independently;

— the need for a designated point of contact to facilitate liaison among groups of SVs who are working independently;

— the support necessary to increase the effectiveness of SVs working independently e.g. official responders assisting to resolve disputes within or across groups of SVs that affect their ability to provide relief; and

— recognition that the nature of the relationship to SVs may change during an incident, as well as across different incidents.

4.5 Clarify the key issues of uncertainty


— determine the concerns of stakeholders (e.g. official responders, elected officials, citizens potentially in need of assistance) regarding the involvement of SVs in response and recovery operations;

— respond to these concerns in order to make informed decisions regarding the involvement of SVs and determining SVs’ suitability for the tasks to be performed;

— clarify the important pre-conditions for the involvement of SVs regarding insurance, liability, and reimbursement of expenses; and

— confirm the responsibility for the health and safety of SVs.


ISO/DIS 22319:2016(E)

5 Plan for involving SVs

5.1 General

The organization should develop a plan for involving SVs that considers the effort, resource and information required, and provide guidance on how to:

— identify risks associated with tasks that are suitable for SVs (0);

— reduce risks associated with tasks that are suitable for SVs (0);

— accept suitable SVs (0);

— co-ordinate SVs (0);

— set expectations of SVs (0)

— monitor the tasks performed by SVs (0);

— identify needs for training or instruction (0); and

— recognize and reward SVs (0).

5.2 Identify risks associated with tasks that are suitable for SVs


— identify which tasks, if any, may benefit from the support of SVs.

— develop and implement processes for risk assessment of those tasks. Guidance on risk assessment can be obtained from ISO 31000 and ISO/IEC 31010;

— review risk assessments periodically with the objective of further reducing risks;

— establish a process to continually assess the risks of additional tasks that are identified during an incident;

— develop an inventory of approved response and recovery tasks suitable to be performed by SVs.

When conducting the risk assessment required by Clause 5.2, the organization should identify the potential risks to the SVs, the persons affected by the incident, other official responders and the reputation of the organizations involved, as well as other risks.

5.3 Reduce risks associated with tasks that are suitable for SVs

The organization should reduce risks to SVs by:

— developing a selection and induction process to choose SVs who are willing to follow direction from incident responders;

— preparing and distributing to SVs education materials on risk reduction as part of a safety induction process;

— confirming SVs understanding of the risk associated with tasks and the importance of working safely;

— assigning tasks to SVs appropriate to their level of competence;

— avoiding the allocation of tasks to SVs where there is uncertainty about the risk;

— providing SVs with the appropriate personal protective equipment (PPE) and resources to safely perform an assigned task;


ISO/DIS 22319:2016(E)

— adopting suitable work practices for SVs e.g. providing work processes for typical tasks, supervising SVs, restricting SVs work to daylight hours, removing SVs when danger is identified, and requiring them to work in groups, such as with trained community response teams or other voluntary bodies;

— determining where SVs could perform tasks that require specialist skills or training;

— identify ways to control SVs who are unaware of, or act in ways that ignore the risk;

— matching SV capability with the demands of the task to ensure individuals are working within their capabilities;

— develop procedures for briefing/debriefing SVs to highlight on-going /risks and receive feedback from SVs.

The organization should identify the potential reputational risks posed by the involvement of SVs including:

— breaches of confidentiality by releasing sensitive information;

— misrepresentation of the organization to the public or media;

— misuse of private information on citizens obtained by SVs;

— reports of incidents causing harm to SVs or those they helped;

— release of misleading information.

The organization should also perform risk assessments for tasks being conducted independently by citizens who are working without being registered as spontaneous volunteers.

5.4 Accept suitable SVs


— decide the number of SVs to be accepted;

— develop and implement a structured approach for screening, accepting, inducting and training SVs to conduct assigned tasks.

— accept SVs for the tasks for which they are suited;

— develop and implement a process to verify an SV’s experience, skills, qualifications, credentials and training;

— consider SVs who can leverage local knowledge and resources helping official responders unfamiliar with the area to identify the location of vulnerable persons as well as the existence of social networks such as recognized clubs and societies that can be relied on to identify other trustworthy SVs;

— determine whether and how to engage with potential SVs in advance of an incident e.g. pre-credentialing skills;

— identify existing networks of people who may have the skills and knowledge required.

Identify procedures for declining offers of help from SVs if the risk to SVs is too high.

The organization should consider that SVs may have the aim of conducting malicious acts. All aspects of the plan should reflect the level of risk posed by this potential, for example, by validating background checks, providing additional close supervision by qualified staff, or limiting information sharing to SVs.


ISO/DIS 22319:2016(E)

5.5 Co-ordinate SVs

5.5.1 Introduction

The organization should include information on co-ordinating SVs to reduce the time it takes to deploy SVs (when appropriate) following their offer of help. The plan for co-ordinating SVs should include:

— identify co-ordination mechanisms (0);

— the process for registering SVs (0);

— provide identification to SVs (0);

— communicate with SVs (0).

5.5.2 Identify co-ordination mechanisms

— The organization should identify:

— a contact point for SVs to liaise with the organization;

— resources and technologies to be used to co-ordinate SVs;

— existing management structures such as local government currently providing engagement opportunities for SVs and how this should be facilitated;

— how and where to direct SVs with particular skills or services;

— the actions to activate the SV co-ordination structure quickly to keep up with the demand created by SVs as they present themselves;

— ways to reduce the SVs’ frustration when waiting to be assigned tasks to avoid them conducting relief tasks without the support of official responders;

— ways in which an SVs may work with organizations, for example in community response teams that are not part of the official response; and

— the potential role of official responders in resolving disputes that prevent SVs from being productive, especially those who are working independently from official responders.

5.5.3 The process for registering SVs

The organization should design a SV registration process that records, at a minimum, the contact details for SVs at each location. The registration process may record additional information when required including:

— personal data including contact details such as a phone number, email address and next of kin;

— the reasons for volunteering;

— the tasks the SV believes matches their skills, experience, training or qualifications and whether these credentials can be confirmed during the incident;

— basic SV training or advanced SV training completed for specialist roles; and

— the availability of the PPE needed.

The organization should use a secure records management system to retain information and document the outcome, whether the offer was accepted, or declined and why, and the successful completion of induction, and the task instruction and training received.


ISO/DIS 22319:2016(E)

5.5.4 ProvideidentificationtoSVs

The organization should determine:

— if it is important to identify SVs to official responders and other stakeholders; and

— whether to provide identification to SVs who are part of the official response and recovery.

An identification card, branded t-shirt or high visibility jacket can provide information to official responders, the public and other stakeholders about an SV’s association with the official response, strengthen the commitment of SVs by developing a shared identity with other volunteers, and engender confidence in members of the public. Identifying SVs in this way may increase a sense of power while conducting their tasks, so the organization should ensure that SVs do not develop a feeling of invincibility, encouraging them to overstretch their capability.

5.5.5 Communicate with SVs

5.5.5.1 Identify the principles of communicating with SVs

The organization should establish principles of communication to guide whether, how, what and when to communicate with SVs before, during and after response and recovery. The communication principles should include:

— information access control policy and mechanisms;

— the nature and frequency of the information communicated to SVs;

— processes to brief, task and debrief SVs at the start and finish of each shift;

— the channels through which to communicate with SVs and the frequency of updates (for example, verbal briefings, paper-based updates, radio communications, websites, social media, a formal computer system);

— a shared understanding of the situation; and

— social aspects (e.g. gender, ethnicity, culture).

The organization should determine:

— if communication channels with SVs should be two-way, considering the pressure on information processing systems that official responders already run during incidents;

— if official responders should help SVs to communicate with one another;

— whether to communicate with groups of SVs that volunteered in past incidents, for example, to ask if they are mobilizing;

— the stages in which communication may be needed, such as the need to communicate:

o when SVs first offer their help, why the style of leadership is command and control;

o when emergency occurs, general issues on the goals and priorities as well as other information at the time of emergency e.g. evacuation instructions;

o during the response, information about the incident and regular updates of the number of people that have received help and how many still need support; and

o after the response, how they may continue to volunteer.

— Regarding the use of social media, the organization should determine:

— if there should be an official ‘branded’ social media presence to inform the local community, taking account of the public’s expectations of receiving information via social media;


ISO/DIS 22319:2016(E)

— if it is desirable to engage early with citizens who establish popular social media channels relating to the incident e.g. to communicate official information;

— if the organization will monitor or analyse social media for trends in conversations e.g. to identify shortfalls in response;

— whether traditional media monitors and transmits information from social media; and

— the potential to virtually coordinate SV activities.

5.5.5.2 Develop a communications plan

The organization should formalize the principles of communication and implement them in a communications plan that reflects different stages of the incident to:

— ensure that the style of communication is suitable for engaging with SVs;

— determine whether and how a public request for SVs is to be made;

— provide clear information to potential SVs about the nature of the request by having a single source of information to communicate;

o where, when and how SVs can offer help;

o the types of tasks for which SVs are needed;

o the resources that SVs should bring with them;

o the support that official responders will offer SVs;

o the benefits and risks of being an SV;

o where more information can be obtained about becoming an SV;

o issues regarding SV liability and insurance;

o the benefits of working with the official response thereby reducing the duplication of effort.

The organization should determine the information that official responders can provide to groups of SVs who work independently of official responders. This information may:

— include the benefits of developing a ‘plan on a page’ to help SVs to organize, and how to do this;

— provide a resource for SVs to share experiences and learn from each other;

— list contact details of official responders in case SVs need support;

— provide a means of monitoring the experience of SVs through two-way communication; and

— increase SV commitment and motivation.

5.6 Set expectations of SVs

The organization should determine its expectations for the roles of SVs in alignment with the nature of the task and provide information on:

— the supplies and equipment that SVs are expected to bring with them;

— the supplies and equipment that will be provided to SVs when they volunteer;

— the on-going support that SVs can expect during and after their involvement;

— the availability of rest centre facilities such as health, food and washing facilities;


ISO/DIS 22319:2016(E)

— the stress of volunteering and how SVs should care for themselves and how to access psychological support services, if required;

— the ongoing risks associated with tasks; and

— processes for reimbursement of expenses that SVs will be entitled to, and how to make a claim.

5.7 Monitor the tasks performed by SVs

The organization should provide appropriate monitoring and supervision of SVs to reduce the level of risk associated with their tasks, and increase the satisfaction of both SVs and the recipients of assistance.


— establish appropriate levels of supervision by official responders, such as team leaders and co-workers to minimize the extent to which SVs work alone;

— use a record keeping process such as sign in and sign out forms for each shift to monitor where SVs are working and for how long; and

— identify other forms of monitoring, such as having SVs work within other local structures that are known and trusted by official responders.

5.8 Identify needs for training or instruction

The organization should consult official responders, other stakeholders and SVs with respect to the training and instruction needed. The organization should provide training for official responders and other stakeholders who are unfamiliar with ways to engage SVs and ensure that their contribution is effective.

Training for official responders and other stakeholders should include:

— information on the different roles of SVs, paid staff and other types of volunteers, and their differing motivations, aims and skill levels;

— alternative management styles with the potential to maximize the productivity of SVs;

— ways to assist SVs in achieving operational objectives and personal aims when volunteering;

— how the information available from registration, tasking, monitoring and feedback processes can enhance the contribution of SVs to response and recovery; and

— the importance of setting a good example for SVs by requiring staff and others to use PPE consistently and correctly and to follow proper procedure.

Training for SVs should include:

— instructions to increase their effectiveness and reduce risks including instruction on frequently encountered hazards for different types of incidents;

— instruction on specific and specialist roles assigned to an individual SV e.g. safe handling procedures for assigned tasks;

— the proper use of equipment provided by official responders;

— communication radio procedures and etiquette;

— tasks or activities not to be performed by SVs.

Note 1 Both on-the-job learning and training refresher courses may be appropriate to update SV skills when there is a gap in time between the training and the opportunity to apply the training content.


ISO/DIS 22319:2016(E)

Note 2 Basic tasks may require a very brief instruction on how to do the task safely, while complex tasks may require more training to address the associated hazards and determine the point at which training is most appropriately offered. Options include training SVs before they are accepted, before they begin their work, during response, or after the incident.

5.9 Recognize and reward SVs

The organization should determine whether, and how volunteers will be recognized for their involvement, for example as part of the debriefing process where SVs are thanked or with additional recognition and rewards.

6 Longer term issues

6.1 General

The organization should consider ways to keep volunteers involved in long term recovery activities and capitalize on the hidden resilience offered by SVs. This clause details how to:

— assess the impact of SVs (0);

— understand how to engage SVs in the longer term recovery (0);

— encourage SVs to pursue organized volunteering roles (0); and

— evaluate and continually improve SV involvement procedures (0).

6.2 Assess the impact of SVs


— document the number of work hours provided by SVs during the response and recovery;

— use the information to quantify the economic value of the SV contribution and evaluate the involvement and impact of SVs;

— estimate and communicate the value of SVs’ time to calculate the cost/benefit of SVs’ involvement in relief operations; and

— identify examples of the impact of SVs in accomplishing its work plans to assess the impact of SVs’ work.

6.3 Understand how to engage SVs in the longer term recovery


— consider the longer term roles that SVs can have in the on-going recovery to ensure continuity after official responders have left and communicate these to SVs;

— communicate to SVs before leaving the response and recovery;

— identify the resources that will remain after the official recovery phase has ended, and the continuing roles available to SVs; and

— determine the role for SVs in providing longer-term support to those affected by the incident, such as helping to re-establish community groups.


ISO/DIS 22319:2016(E)

6.4 Encourage SVs to pursue organized volunteering roles

The organization should consider:

— ways to encourage SVs to join voluntary organizations aligned to the tasks provided an SV;

— how to support SVs to establish volunteer groups that could operate independently of established organizations;

— promote SV participation in exercises and training; and

— the need to respect that some SVs are not interested in a longer term volunteering commitment.

6.5 Evaluate and continually improve SV involvement procedures

The organization should evaluate and update its plan for working with SVs following an exercise or an actual incident. This should:

— review SVs involvement in the response and recovery

— consult SVs, official responders, incident response organizations and other stakeholders;

— consider the need for an external evaluation by independent experts;

— identify other sources of information such as published reports, research projects, government studies, and lessons learned;

— evaluate how SV involvement has changed from incident to incident;

— share results of the evaluation with stakeholders;

— identify ways to improve the plan and SVs’ involvement in the response and recovery and update the plan accordingly;

— make the evaluation results public, if appropriate, such as through its web site.


ISO/DIS 22319:2016(E)

Annex A (informative)

Checklist of tasks to plan SV involvement

A.1 Checklist of tasks

The checklist of tasks in the table below can be used by the organization to monitor its planning for involving SVs. The checklist is based on the sections of the standard, and the row numbers correspond to the clauses.

The use of this checklist should be done in two stages.

Stage 1: The organization should decide the level of performance it aims to achieve on each task.

Stage 2: The organization should rate its progress in fulfilling each task.

Performance should be rated on a 5 point scale where:

1 = We have made no meaningful progress

2 = We are approaching a satisfactory standard

3 = We deliver to a satisfactory standard

4 = We have exceeded a satisfactory standard

5 = We are an example of best practice

The difference between the Stage 1 and 2 assessments indicates where effort is required to meet the organization’s desired level of performance.

The table should record the justification for the assessments and the actions to be implemented to strengthen performance, and acts as an audit trail for when it is reviewed. Once the actions resulting from these priorities have been implemented, the table can be used again to assess progress and identify new priorities.


ISO/DIS 22319:2016(E)

TableA.1—Justificationforassessment

We

have

m

ade

no

mea

ning

ful

prog

ress

We

are

appr

oach

-in

g a

sat-

isfa

ctor

y st

anda

rd

We

deliv

er

to a

sat

-is

fact

ory

stan

dard

We

have

ex

ceed

ed a

sa

tisf

acto

-ry

sta

nd-

ard

We

are

an

exam

ple

of b

est

prac

tice

Justificationforassessment

Acti

on to

str

engt

hen

perf

orm

ance

(by

who

an

d w

hen

shou

ld th

e ac

tion

be

deliv

ered

)

Not

re

le-

vant

to

our

or

-ga

n-iz

a-ti

on

4. P

repa

rato

ry m

easu

res

4.2

We

assi

gn re

spon

sibi

lity

to a

n or

gani

zatio

n to

lead

, man

age

and

co-o

r-di

nate

SVs

4.3

We

unde

rsta

nd S

Vs’ m

otiv

atio

ns

incl

udin

g, c

olle

ctin

g in

form

atio

n fr

om S

Vs a

nd th

ose

who

se o

ffer

s wer

e no

t acc

epte

d, a

ltru

istic

and

per

sona

l m

otiv

atio

ns, a

s wel

l as t

heir

aim

s fro

m

bein

g an

SV

4.4

We

defin

e th

e re

latio

nshi

p th

at

shou

ld b

e es

tabl

ishe

d w

ith

SVs e

.g. S

Vs

wor

king

: for

off

icia

l res

pond

ers,

auto

n-om

ousl

y bu

t sid

e-by

-sid

e w

ith

offic

ial

resp

onde

rs; o

r ind

epen

dent

ly

4.5

We

clar

ify

the

key

issu

es o

f unc

er-

tain

ty e

.g. s

take

hold

ers’

con

cern

s

5.

Plan

for e

ngag

ing

wit

h SV

s

5.2

We

iden

tify

ris

ks a

ssoc

iate

d w

ith

task

s tha

t are

sui

tabl

e fo

r SVs

(5.2

) in

clud

ing:

iden

tify

ing

suit

able

task

s;

usin

g ri

sk a

sses

smen

t pro

cess

es; r

educ

-in

g ri

sks

5.3

We

redu

ce r

isks

ass

ocia

ted

wit

h ta

sks t

hat a

re s

uita

ble

for S

Vs b

y:

sele

ctin

g su

itab

le S

Vs; a

lloca

ting

SVs

lo

wer

ris

k ta

sks;

pro

vidi

ng a

ppro

pria

te

equi

pmen

t

5.4

We

acce

pt s

uita

ble

SVs i

nclu

ding

; co

nsid

erin

g SV

s‘ sk

ills a

nd k

now

ledg

e;

indu

ctin

g SV

s; d

eclin

ing

offe

rs o

f hel

p

5.5

We

co-o

rdin

ate

SVs t

o re

duce

the

tim

e it

take

s to

depl

oy S

Vs


ISO/DIS 22319:2016(E)

We

have

m

ade

no

mea

ning

ful

prog

ress

We

are

appr

oach

-in

g a

sat-

isfa

ctor

y st

anda

rd

We

deliv

er

to a

sat

-is

fact

ory

stan

dard

We

have

ex

ceed

ed a

sa

tisf

acto

-ry

sta

nd-

ard

We

are

an

exam

ple

of b

est

prac

tice


Acti

on to

str

engt

hen

perf

orm

ance

(by

who

an

d w

hen

shou

ld th

e ac

tion

be

deliv

ered

)

Not

re

le-

vant

to

our

or

-ga

n-iz

a-ti

on

• 5

.5.2

We

iden

tify

co-

ordi

na-

tion

stru

ctur

es in

clud

ing,

reso

urce

s, m

anag

emen

t str

uctu

res a

nd h

ow to

ac

tiva

te th

em q

uick

ly

• 5

.5.3

We

have

a p

roce

ss fo

r reg

iste

r-in

g SV

s whi

ch, a

t min

imum

, rec

ords

the

cont

act d

etai

ls fo

r SVs

at e

ach

loca

tion

• 5

.5.4

We

prov

ide

iden

tific

atio

n to

SV

s if a

ppro

pria

te.

• 5

.5.5

We

com

mun

icat

e w

ith

SVs i

n-cl

udin

g th

e un

derl

ying

pri

ncip

les,

use

of

soci

al m

edia

, a c

omm

unic

atio

ns p

lan,

5.6

We

set e

xpec

tatio

ns o

f SVs

by

prov

idin

g in

form

atio

n on

, for

exa

mpl

e,

wha

t SVs

shou

ld b

ring

, ava

ilabl

e su

ppor

t, an

d w

hat w

ill b

e av

aila

ble

for

them

5.7

We

mon

itor t

he ta

sks p

erfo

rmed

by

SVs

to re

duce

ris

ks a

nd in

crea

se th

e sa

tisf

actio

n of

SVs

and

reci

pien

ts o

f as

sist

ance

5.8

We

iden

tify

nee

ds fo

r tra

inin

g or

in

stru

ctio

n of

off

icia

l res

pons

ers,

othe

r st

akeh

olde

rs a

nd S

Vs

5.9

We

reco

gniz

e an

d re

war

d SV

s e.

g. th

anki

ng S

Vs o

r wit

h ad

ditio

nal

reco

gnit

ions

6.

Long

er te

rm is

sues

6.2

We

asse

ss th

e im

pact

of S

Vs b

y re

-co

rdin

g, fo

r exa

mpl

e, th

e ho

urs w

orke

d an

d ex

ampl

es o

f the

ir im

pact

6.3

We

unde

rsta

nd h

ow to

eng

age

SVs i

n th

e lo

nger

term

reco

very

, suc

h as

, to

ensu

re c

onti

nuit

y af

ter o

ffic

ial

resp

onde

rs h

ave

left

and

re-e

stab

lish

com

mun

ity

grou

ps

Tabl

e A

.1 (c

ontin

ued)


ISO/DIS 22319:2016(E)

We

have

m

ade

no

mea

ning

ful

prog

ress

We

are

appr

oach

-in

g a

sat-

isfa

ctor

y st

anda

rd

We

deliv

er

to a

sat

-is

fact

ory

stan

dard

We

have

ex

ceed

ed a

sa

tisf

acto

-ry

sta

nd-

ard

We

are

an

exam

ple

of b

est

prac

tice


Acti

on to

str

engt

hen

perf

orm

ance

(by

who

an

d w

hen

shou

ld th

e ac

tion

be

deliv

ered

)

Not

re

le-

vant

to

our

or

-ga

n-iz

a-ti

on

6.4

We

enco

urag

e SV

s to

purs

ue

orga

nize

d vo

lunt

eeri

ng ro

les,

such

as,

supp

orti

ng e

xist

ing

volu

ntar

y or

gani

za-

tion

or e

stab

lishi

ng th

eir o

wn

6.5

We

eval

uate

and

con

tinu

ally

im

prov

e SV

invo

lvem

ent p

roce

dure

s to

mon

itor t

he d

evel

opm

ent o

f spo

ntan

e-ou

s vol

unte

erin

g

Tabl

e A

.1 (c

ontin

ued)


ISO/DIS 22319:2016(E)

Bibliography

[1] ISO 22300:2012, Societal security — Terminology

[2] ISO 22301:2012, Societal security — Business continuity management systems --- Requirements

[3] ISO 22320:2011, Societal security — Emergency management — Requirements for incident response

[4] ISO 22397:2014, Societal security — Guidelines for establishing partnering arrangements

[5] ISO 22398:2013, Societal security — Guidelines for exercises

[6] ISO 31000:2009, Risk management — Principles and guidelines

[7] ISO/IEC 31010, Risk management – Risk Assessment Techniques

[8] Shaw Duncan Chris M Smith, Graham Heike, Margaret Harris, Judy Scully (2015) Spontaneous volunteers: Involving citizens in the response and recovery to emergencies. Department for Environment, Food & Rural Affairs. Final report. HM Government, London, UK. Project: FD2666. July

[9] Canadian Red Cross, the Salvation Army and St. John Ambulance – Maintaining the Passion: Sustaining the Emergency Episodic Volunteer


ISO/DIS 22319:2016(E)

© ISO 2016 – All rights reserved

ICS 03.100.01Price based on 17 pages

Documents

Security and resilience — Guidelines for planning the ... · ©ISO 2016 Security and resilience — Guidelines for planning the involvement of spontaneous volunteers Titre manque