[ch1]

Disaster Preparedness, Response and Recovery Plan

Draft Version

08/15/2013

Prepared by

Habitat for Humanity Oregon

Habitat for Humanity International

Casey Hagerman, University of Oregon[ch2]

ACKNOWLEDGEMENTS

Habitat for Humanity

Giovanni Taylor-Peace, HFHI Disaster Recovery

Bethany Hansen, Habitat for Humanity Oregon

Randy Heise, Habitat for Humanity Oregon

Steve Messinetti, Habitat for Humanity Portland/Metro East

Sally Bovett, Habitat for Humanity Lincoln County

Habitat for Humanity Santa Barbara

University of Oregon

Casey Hagerman, Graduate Student—Community and Regional Planning/Architecture

Josh Bruce, Director—Oregon Partnership for Disaster Resilience

Dr. Gerardo Sandoval, Professor—Planning, Public Policy and Management department

This updated Habitat for Humanity Disaster Preparedness, Response and Recovery plan template was prepared by Casey Hagerman, as part of a University of Oregon Masters of Community and Regional Planning graduate exit project in the fall of 2013. This template is based on Habitat for Humanity International’s plan template, Habitat Oregon’s draft plan, and Habitat for Humanity Santa Barbara’s plan. Business continuity components are based on County of Los Angeles Public Health’s Non Profit Business Continuity and Recovery Plan Template ( Response and recovery components are based on work by UO’s Partnership for Disaster Resilience. The Family Disaster Plan template comes from and UO Emergency Management and Continuity program. Additional guidance was provided by Oregon Emergency Management, Lincoln County and Multnomah County Emergency Management, and Habitat affiliates from Lincoln County and Portland/Metro East.

All Oregon affiliates are highly encouraged to complete a Plan and submit a copy to Habitat for Humanity Oregon. For more information please contact:

Bethany HansenGiovanni Taylor-Peace

Habitat Oregon Habitat International, Disaster Response

TABLE OF CONTENTS

ACKNOWLEDGEMENTS

TABLE OF CONTENTS

PART I: DISASTER PLAN OVERVIEW

MISSION FOCUS

SCOPE OF PLAN

HAZARDS CONSIDERED

LEADERSHIP AND ROLES

PLAN EVALUATION AND MAINTENANCE

PART II: PRE-DISASTER PLANNING

BUSINESS CONTINUITY PLANNING

1. Critical Assets

2. Critical Operations

3. Key Organizations and Businesses

4. Equipment Inventory

5. Information Technology Security

6. Alternate Working Location

7. Staff Notification

8. Other Contact Notification

9. Continuity of Management Plan

10. Insurance Coverage Information

11. Memorandum of Understanding

DISASTER PREPAREDNESS

1. Emergency Supply Kit

2. Office and ReStore Evacuation Plans

3. Shelter in Place Plan

PART III: RESPONSE PLANNING

IMMEDIATE RESPONSE

1. Emergency Contact Information

2. Service Disconnection

3. Communications

3. Rapid Assessment

LOCAL & REGIONAL RESPONSE

1. Response Plan

2. Partner Family Assistance Plan

3. Response Protocol

4. Plan Evaluation

PART IV: RECOVERY PLANNING

RECOVERY PLAN DEVELOPMENT

PART V. APPENDICES

APPENDIX A: DEFINITIONS

APPENDIX B: REFERENCES

APPENDIX C: FAMILY DISASTER PLANNING GUIDE

PART I: DISASTER PLANOVERVIEW

MISSION FOCUS[ch3]

Habitat for Humanity of XXX(HFH XXX, or “the affiliate”) will establish and maintain a Disaster Preparedness, Response and Recovery Plan designed to manage the consequences of natural or man-made disasters that may disrupt the organization’s ability to function normally, and the lives and homes of our partner families.

HFH XXX’s mission isXXX. Our Disaster Preparedness, Response and Recovery plan and actions shall always reflect that mission. Habitat for Humanity International (HFHI), as an organization that participates in the long-term recovery of communities following disasters, provides ultimate direction to Habitat for Humanity Oregon, the state support organization (HFHO) and Oregon affiliates. HFHI, in conjunction with HFHO and local Habitat affiliates, responds to disasters primarily by building permanent, simple, decent homes.

If, when and how an affiliate responds to a disaster should be based on an assessment of the disaster’s impact on local affordable housing and whether sufficient resources can be mobilized to carry out the response. In making the decision to respond to a disaster, keep in mind Habitat for Humanity’s Global Disaster Response Policy, as approved by the International Board of Directors, which states that Habitat responds to disasters from its core competency in long-term recovery and sustainable development. Each affiliate will have different capacities and resources to respond in different ways. Families, volunteers, staff and donors have to be continually educated before and after a disaster to not expect immediate relief activity, but such activity may in fact be asked for or needed in an emergency. This plan, in part, should help affiliates determine what their particular capacities and resources are, and how they might be used following an emergency.

SCOPE OF PLAN

The Plan focuses on pre-disaster planning and post-disaster response, and post-disaster recovery. While no plan is comprehensive, this document will serve as a strategic guide to the affiliate’s board and staff in the event of a disaster.This Plan is intended as a template for each affiliate to fill out, alter, add or subtract to, but otherwise complete. Editing this document by following the Comment Notes[ch4], replacing highlighted sections, and filling in the tables and charts will build a custom Plan for your affiliate. The act of completing the Plan should also help prepare the affiliate to better respond and recover following a disaster. Completing the plan will help to identify affiliate strengths, weaknesses and opportunities for community collaboration. Affiliates are encouraged to engage their staff, volunteers, partner families, local emergency responders and other affiliates while planning. Sharing your affiliate Plan with other affiliates and organizations will help to build community resilience, essential following a disaster.

The components of this Plan are:

Pre-Disaster Planning and Preparedness

  • Business Continuity: Those actions required to bring the affiliate back to a functional status should a disaster occur in the affiliate’s local area and directly affect the affiliate’s operations.
  • Disaster Preparedness: Organizing emergency supplies, first aid kits, evacuation plans and hazard education for the affiliate, its staff and volunteers, and the affiliate’s homeowners.

Post-Disaster Response

1)Life Safety: Ensuring the safety of staff and volunteers and families is the priority immediately following a disaster. Being able to communicate to staff, families, and associates is also key to maintaining that safety and recover.

2)Affiliate Support: While your affiliate may not be directly affected by a disaster, assistance to other affiliates who were directly affected by a disaster may be needed and encouraged by HFHO, HFHI, or local emergency management agencies.

Post-Disaster Recovery

3)Long Term Recovery Efforts: Each affiliate will consider their capacity to recover over the long term from whatever disaster strikes. Planning for the rebuilding of housing after a disaster, and assisting other affiliates or agencies, will depend on each affiliate’s resources and impacts.

Figure 1: The Disaster Cycle

HAZARDS CONSIDERED

With sensitivity to our geographical location in the Pacific Northwest, this plan is directed only toward those disasters most likely to affect our state. Assessment of disasters most likely to affect local affiliates should be based on seven geographic regions within the state of Oregon.

  • Coastal
  • Valley (North, Central and South)
  • Eastern (North, Central and South)

Each region faces both chronic hazards and potential catastrophic hazards. The most common or dangerous include:

  • Flooding
  • Winter storm
  • Wildfire
  • Earthquake
  • Tsunami

Information on the hazards affecting specific affiliates can be found in state, county, and local Hazard Assessments, Emergency Operations Plans, and Mitigation Plans, as well as the Oregon Department of Geology and Mineral Industries. Additional sector specific assessments (e.g. Health Vulnerability Assessments, Sea Level Rise Analysis) may also be available from state, county and local agencies.It is the responsibility of individual affiliates to educate themselves and their partner families as to the particular hazards and risks that may be present in local areas.Contact your local Emergency Manager for more information and to acquire local plans and assessments.

Best practice encouragesthe consultation of hazard maps and local hazard information when assessing property, rehabilitating homes, and when locating an office or ReStore. Mapping existing Habitat family homes along with the identified local hazard zones is also highly recommended. Ask your emergency manager for GIS (Geographic Information Systems) files for local hazards, and combine that with your addresses of homes and resources.

Figure 2: Understanding Risk

Figure 3: Cascadia Subduction Zone Fault off the Oregon Coast

LEADERSHIP AND ROLES

Completion and activation of this Plan shall be the responsibility of the affiliate’sExecutive Director[ch5], in consultation with an Executive Committee of the Board of Directors. Should the Executive Director be unable to fulfill these responsibilities (due to personal evacuation or loss of property, etc.) the President [ch6]of the board of directors shall assume leadership.

The roles of your affiliatebefore a disaster may include:

  • Completion, refinement, and testing of the Disaster Response Plan

Set up a committee(s) of staff and volunteers to gather information and fill in this Disaster Preparedness, Response and Recovery plan template.

Perform updates and test the plan with partners and families

  • Communicating and educating affiliate personnel, partners, volunteers and families as to the local hazards and risks, and the roles and responsibilities of all parties
  • Support and assistance to families and volunteers in disaster planning and emergency protocols
  • Communications with state and local Emergency Management, and to HFHO, as to your affiliate’sresponse capacity and plan for disaster recovery
  • Making preparations in case of an emergency (first aid kit, emergency supplies, evacuation maps, etc.)
  • Performing any mitigations to Habitat or community housing (strapping water heaters, securing foundations, providing emergency plan and evacuation route information, etc.)
  • Preparing any response or recovery operations (designs for shelters or replacement homes, community partnerships, material acquisitions, etc.)

The roles of your affiliatefollowing a disaster may include:

  • Activating affiliate disaster plan, including Business Continuity and Life Safety plans
  • Coordinating with staff, volunteers, families, HFHO, HFHIaccording to your plan.
  • Communicate with local Emergency Management on operational status and need for assistance if affected. Consider training key staff in the Incident Command Structure (ICS) that is used by official disaster response agencies during crisis management.
  • Help with your affiliate relief and recovery efforts, including help coordinating Disaster Corps volunteer assistance, assistance from your local VOAD agencies, etc.
  • Reporting to HFHO on recovery efforts and performing plan evaluations

Add other roles as needed.

Affiliates are encouraged to highlight their accepted or anticipated roles, and use those as guides as they fill out this Plan, so that you can plan for the things needed to fulfill those roles following a disaster or emergency.

PLAN EVALUATIONAND MAINTENANCE

Plan Evaluation

Following completion of Plan the Board of Directors, and the Executive Director[ch7]will conduct an evaluation of the effectiveness of this planby the May 1st of each yearand revisions or improvements will be submitted and approved by the Board of Directors during the July Board meeting.The Family Support Committee will assist families with completion and testing of family disaster plans(See Appendix).Updates shall be made annually or whenever critical personnel or contact information changes, as needed. Evaluations of plan activation and operation immediately following an event is encouraged within 60 days, in order to make immediate corrections if necessary.

Plan MaintenanceChecklist

The following is a suggested outline for keeping your Disaster Preparedness Plan current and up to date. It also helps to reinforce its policies to critical staff, so that initiation of the plan in an emergency is streamlined.

On-Going

  • Board orientation, including information on threats and hazards, as well as board responsibilities during disasters.
  • Position affiliate to take advantage of opportunities that come along, such as:
  • Local and Regional Partnerships – Network in Place, VOAD, etc.
  • Knowledge of available government programs and grants
  • Maintaining communications with local emergency management and response agencies
  • Maintain communication with HFHO and HFHI for knowledge of available programs and assistance
  • Develop relationships between other local affiliates within Oregon. Consider partnering with a “Sister Affiliate” that is nearby, but not in a hazard or disaster-affected region.
  • Review Disaster info posted on HFHO website as well as on HFHI website and MyHabitat.

XXX of each year [ch8]– Plan Review and Update

  • Leader has been appointed to coordinate disaster efforts. Spokesperson is designated.
  • Review of disaster preparedness policy statement.
  • Disaster Preparedness Plan has been created, tested, and adjusted accordingly
  • Community alliances have been identified (services, contact name and information) and cultivated: local media, organizations active in disasters (i.e. VOAD, state EMA, American Red Cross, Salvation Army, etc.).
  • Other groups that are instrumental in disaster response are catalogued with services offered and contact information (i.e. FEMA, utility companies, professional organizations, foundations, etc.).

XXX[ch9] of Every Year

  • Board has approved the Disaster Preparedness Plan.
  • Plan reviewed with staff and volunteers
  • Families reminded to review their personal plans and update their contact info with affiliate office
  • Memorandum of Understanding is updated and sent to appropriate agencies and HFHO

December 1 of Every Year

  • Affiliate’s ability to react after a disaster as a local or regional playerhas been evaluated and updated
  • Review Insurance Policies

Affiliates to add additional elements and timelines here.

PART II: PRE-DISASTER PLANNING

BUSINESS CONTINUITY PLANNING

Just as on an airline where parents are requested to put on their own oxygen masks prior to helping their children, your affiliate will first focus on the recovery of its operations prior to assisting affected families or other affiliates. Affiliate Business Continuity involves documenting key resources, and critical or essential elements of operations. These elements ensure that affiliate operations may continue, but perhaps in a limited capacity. Business Continuity planning is a primary step in disaster planning. Post-disaster Business Continuity activation takes place only after life and personal safety are secured.

For the following Business Continuity planning areas, affiliates should fill in the forms and tables provided, andinclude any additional critical information that may be needed following a disaster. All elements of the plan should be updated regularly as needed, and annually as routine. Keep all elements together for easy access and reference. Multiple copies should be made and stored in separate locations (offsite data center, the ‘cloud’, with HFHO or HFHI, or on thumb drives for key personnel).The Plan’s Business Continuity areas include:

1. Critical Assets

2. Critical Operations

3. Key Organizations and Businesses

4. Equipment Inventory (hardware, software)

5. Information Technology Security (data/backup, IT security)

6. Alternate Working Location

7. Staff Notification (phone tree, key contacts)

8. Other Contact Notification (board, families, suppliers, funders, local agencies)

9. Continuity of Management Plan (chain of command, key personnel and backup personnel)

10. Insurance Coverage Information

11. Memorandum of Understanding

(other pieces as needed by individual affiliate)

1. Critical Assets

If these items are taken away, it would drastically affect, harm or disrupt your operations. List, IN GENERAL, aspects that are critical to your operations. Add or subtract rows as needed.

PEOPLE (staff, board, key volunteers, etc.)
BUILDING (physical structure, storage units, satellite office, stores, homes, etc.)
COMPUTER EQUIPMENT (computers, software, servers, network, copiers, etc.)
DATA (documents, payroll, files, records, mortgages, backups, etc.)
INVENTORY/PRODUCT (stock, supplies, materials, etc.)
OPERATIONS (accounts receivable/payable, payroll, mailing, communications, etc.)
OTHER

2. Critical Operations

Identify operations that are critical for your affiliate’s functioning and survival. How will you continue to perform these functions in or after a disaster situation? What operations are necessary for the affiliate itself, and what operations are necessary for service to others? Please add or subtract operations as necessary.

Definitions:

PROCEDURES TO RESTART OPERATION AFTER MINIMAL DISASTER IMPACT: If a disaster causes negligible or marginal impact on operations, these procedures will help to restart in the same location.

PROCEDURES TO COMPLETELY RESTORE OPERATION AFTER SIGNIFICANT DISASTER IMPACT: If a disaster causes critical or catastrophic impact on operations, these procedures will help to restore the operation in the same location, an alternate location, or a new location.

OPERATION:
STAFF IN CHARGE (POSITION) / STAFF IN CHARGE (NAME)
KEY SUPPLIES/EQUIPMENT / KEY DUTIES/ASSIGNMENTS
PROCEDURES TO RESTART OPERATION AFTER MINIMAL DISASTER IMPACT
PROCEDURES TO COMPLETELY RESTORE OPERATION AFTER SIGNIFICANT DISASTER IMPACT
OPERATION:
STAFF IN CHARGE (POSITION) / STAFF IN CHARGE (NAME)
KEY SUPPLIES/EQUIPMENT / KEY DUTIES/ASSIGNMENTS
PROCEDURES TO RESTART OPERATION AFTER MINIMAL DISASTER IMPACT
PROCEDURES TO COMPLETELY RESTORE OPERATION AFTER SIGNIFICANT DISASTER IMPACT
OPERATION:
STAFF IN CHARGE (POSITION) / STAFF IN CHARGE (NAME)
KEY SUPPLIES/EQUIPMENT / KEY DUTIES/ASSIGNMENTS
PROCEDURES TO RESTART OPERATION AFTER MINIMAL DISASTER IMPACT
PROCEDURES TO COMPLETELY RESTORE OPERATION AFTER SIGNIFICANT DISASTER IMPACT
OPERATION:
STAFF IN CHARGE (POSITION) / STAFF IN CHARGE (NAME)
KEY SUPPLIES/EQUIPMENT / KEY DUTIES/ASSIGNMENTS
PROCEDURES TO RESTART OPERATION AFTER MINIMAL DISASTER IMPACT
PROCEDURES TO COMPLETELY RESTORE OPERATION AFTER SIGNIFICANT DISASTER IMPACT
OPERATION:
STAFF IN CHARGE (POSITION) / STAFF IN CHARGE (NAME)
KEY SUPPLIES/EQUIPMENT / KEY DUTIES/ASSIGNMENTS
PROCEDURES TO RESTART OPERATION AFTER MINIMAL DISASTER IMPACT
PROCEDURES TO COMPLETELY RESTORE OPERATION AFTER SIGNIFICANT DISASTER IMPACT

3. Key Organizations and Businesses

The following is a list of organizations and businesses that are critical to maintaining affiliate functions (vendors, suppliers, funders, etc.) Affiliates should maintain post-disaster service contracts and memorandums of understanding with these key organizations, so that roles and responsibilities are clearly understood and service disruptions are kept to a minimum.