ms word 97

Emergency, and Disaster Management Guide

1Lutheran Children and Family Service (LCFS) Emergency and Disaster Management GuideDraft Revised 11/16/04 bjl

TABLE OF CONTENTS

Cover .................................................................................................................... 1

Table of Contents .................................................................................................................... 2

Introduction .................................................................................................................... 3

LCFS Mission, Vision, and Values............................................................................................ 3

Responding to the Emergency, a chart.......................................................................................4

Preparedness .................................................................................................................... 6

Important Crisis Response Groups............................................................................................. 7

During the Emergency............................................................................................................... 8

Recovering and Evaluating........................................................................................................ 9

Potential Emergency Managers................................................................................................ 10

Annexes 1. Incident Evaluation Criteria...................................................................132. Emergency contact sheet.......................................................................153. Threats to staff....................................................................................... 164. Regarding missing staff.........................................................................175. Maintenance and Technology Emergencies...........................................186. Lost Records.......................................................................................... 177. Fire Drills.............................................................................................. 208. Safety Inspection Procedures.................................................................229. Alarm procedures by office...................................................................2510. Office Video Taping procedure...........................................................2611. Earthquake........................................................................................... 2712. Flood................................................................................................... 2813. Tornado............................................................................................... 2814. Hurricane............................................................................................. 2815. Bombs................................................................................................. 2916. Hazardous Materials (truck spills, gas)................................................3417. Death of worker...................................................................................3518. Hostages.............................................................................................. 36

- 2 –Lutheran Children and Family Service (LCFS) Emergency and Disaster Management GuideDraft Revised 11/16/04 bjl

INTRODUCTIONThis guide is intended to aid LCFS in upholding its mission vision and values in times of

emergency, and disaster by serving as a tool by which responders can make better decisions regarding all LCFS crisis. LCFS aims to approach such crisis as an opportunity for practicing Christ’s ministry of healing and presence in adversity.

The LCFS Crisis Management Planning group recognizes that continuing effective ministry requires a well thought out plan and that a well thought out plan can only be accomplished in advance of crisis. There are many pressures in crisis situations and it is important to remember the Mission, Vision, and Values of LCFS so the guide begins with those statements. The guide provides a structure for responding to unanticipated crisis. The annexes of this guide include more detailed plans for those crisis that are thought to have the most severe impact on the agency.

LCFS MISSION

The Mission of LCFS is to serve children and families in need.

Lutheran Children and Family Service of Eastern Pennsylvania commits itself to serve vulnerable children and families in community through culturally competent ministries of care, nurturing, shelter, advocacy, and counseling, including but not limited to foster care, adoption, family preservation, education, resettlement, housing and job development.

LCFS VISION

Because Christ first loved us and calls us to follow, we have undertaken the mission of building up diverse communities of caring people through the provision of integrated, community-based services which enable the most vulnerable individuals and families to overcome barriers for participation in a more just and peaceful world.

VALUES

First and foremost, we rely on God in all that we do. Our focus is on building up communities, including families, groups, and neighborhoods

that need us and who ask for us. We pay special attention to the most vulnerable We are building a holistic, integrated system of services. We respect individual choice and seek to empower. We honor difference among our clients, staff and volunteers, by seeking the highest

levels of competency in understanding and working with the cultural values, attitudes and behaviors of all of our stakeholders.

The people we are and with whom we work are responsible for themselves and accountable for what they do.

We care about outcomes, not just the process by which we work. Our services must be of the highest quality. Partnerships with the churches are important to us.


RESPONDING TO THE EMERGENCY

WHEN AN EMERGENCY OCCURS

SCOPE OF CRISIS, EMERGENCIES AND DISASTERS FACING LCFS


Injury, death, sudden illness of worker, client, or

guest

Serious damage to workplace

and/or contents

Violent crime

involving worker,

client, or guest

including terrorist acts

Malfunctioning building

systems (sewer, electrical,

heat/AC) or equipment

Hazardous environment

(agency building or surrounding

area)

Threats of injury to

individuals or agency property

Natural Disaster

Threats to agency reputation, intelectual property.

RESPOND, a general plan is included in this

guide and specific plans are included

in the annexes

YES

RESPONSE MODEL TO CRISIS, EMERGENCY, AND DISASTER


NO

NOYES

Crisis Event Occurs

Consider need for crisis intervention, first aid, evacuation, shelter in

place…

When call is made be prepared to provide the following information

1. Your name, location, phone number you are calling from;2. Facility involved;3. Type of incident;4. Casualties;5. Status of

emergency;6. Resources

required.

Inform receptionist who will greet emergency personnel

Act erring toward

File incident report

Be sure everyone is safe

Will you call 911 or

other external

help

Inform Supervisor

Supervisor may inform higher level

Can you handle the crisis yourself?

Obtian necessary help

Preparedness

LCFS sites keep in an accessible location on site: o First aid kits updated at least after the last fire drillo A map of the site and building including:

marks for people who may need special evacuation assistance locations of emergency shut offs

o Confidential Emergency Medical Information sheetso Emergency contact information for vendorso Open files and access to client information

LCFS keeps in an accessible location off site: o A map of the site and building including marks for important recordso Contact information for all employees (updated regularly)o Back ups of important electronic recordso Contracts are kept at least at program sites and fiscalo Any existing Mutual Aid agreementso Photographs or video of the site that is updated anuallyo Computer back-up records


Important Crisis Response Groups

The Emergency Management System provides a tiered emergency response organization that can be adapted to the incident. The specific organizational structure will depend on the type of incident as well as its size, location and complexity.

RAPID RESPONDERS: Those people on site who respond to every day crisis such as supervisors and building managers; those who have specialized response training such as “Crisis Prevention and Safety Techniques,” “First Aid,” and “CPR;” and those with practical experience such as in the use of fire extinguishers.

MANAGING GROUP: is the second group of responders. The Managing group will be pulled together by the pertinent Assistant Executive Director (AED) or in his/her absense the ranking administrator. At the discression of the AED this group may include the Administrative Services Coordinator, the Facility Supervisor(s), and others. This group informs the Executive Director of the recovery actions occuring. This group will ask the Executive Director for involvement of the Emergency Operations team when additional resources are required to support response.

Emergency Operations Team: The Emergency Operations Team (EOT) is responsible for ensuring that agency function is distrupted as little as possible and that recovery is as fast as possible. The team will be activated and led by the Executive Director, or in his absence, the designated person in charge. The EOT consists of the LCFS Executive Director and the Assistant Executive Directors. Others may be included such as the Managing Group and those listed as Potential Emergency Managers at the discretion of the core team when additonal people improve the response. The Liberty Lutheran Services Executive Director will be informed whenever the EOT is involved.

The EOT may do much of its work by telephone. When the EOT meets, they will work out of the Central Services Office. If the emergency destroys the Central Services Office the EOT will work from the most functional location. It will be activated when events occur that have one or more of these effects on LCFS:

interrupt normal agency business for two or more days, have substantial organizational impact,

o e.g. Natural or technological disaster that damages facilityo e.g. Client death or injury due to suspected abuse or neglect


During The Emergency1. CHECK

a. Look for dangersb. Preserve life and safety, especially your own

2. CALLa. warn others, keep them out of dangerb. report problems before they growc. call police, fire, ambulance, or other outside help

3. CAREa. On site first aid/ Crisis response (First Responders)b. Follow Universal Health Precautionsc. Evacuation/ Shelter inside (consider disabilities)

4. Rapid Responders Stop/ shut off/ remove as much as possible that could increase the impact of the crisis

a. Protect peopleb. Close doorsc. Turn off Gasd. Possibly turn off electricitye. Possibly turn off waterf. Avoid hazardous materials

5. Coordinating response and Reporting the Emergencya. Rapid responders contact appropriate facility/ field representativeb. Facility/ field representative assesses the extent of incident using the Incident

Evaluation Criteria Chart (see Annex 1)c. Level II and III events require calls outside the office in which the emergency

took placed. Facility field representative notifies appropriate personel including the

appropriate Assistant Executive Directore. The Assistant Executive Director may call for involvement of the Emergency

Managers and determine if notification of the EXECUTIVE DIRECTOR is required.

f. If additional resources are necessary beyond those of the business unit, the Emergency Operations Team will be involved by the Executive Director or his designee

g. Work of the Emergency Operations Team Beginsh. Disaster may be ongoing but Recovering and Evaluating should begin as soon as

possible to shorten the duration of impact to LCFS clients, employees and function. A checklist to aid with recovery and evaluation is included on the next page.


Recovering and Evaluating Involve Managing group, Assistant Executive Director informs Executive Director Executive Director, or designee decides involvement of Emergency Operations Team Emergency Operations Team may meet (see page 7) Inform Liberty Lutheran Services Executive Director of disaster and response Monitor developments (particulary in a large or ongoing disaster) Assess remaining hazards Evaluate and determine damage and its cost Photograph and/or video the damage Retreive video of damaged facility Retrieve electronic data Gather relevant documents

Establish a place or places to continue operations Consider need for and ability of staff to work from home or other offices Develop a recovery schedule Publicly praise successes Check on Employee Welfare Notify staff Insure staff contact with families and vica versa without media contact Insure acurate information is available to the families of staff involved Consider needs of employees and ability of agency such as

employee assistance program crisis counseling care packages salary continuation altering business hours cash advances reduced work hours

Keep expense receipts

Determine if client confidentality is at risk Consider need for site security to protect confidentiality, property, and individuals Consider need for off site storage Consider need to contract for services on a temporary or permanent basis Conduct salvage operation Develop Communications Strategy Consider need to write press releases and hold press briefings Consider need to contact people outside the agency such as

insurance company legal counsel synod DHS vendors collaborating agencies

Consider need for and ability of LCFS to aid others with Lutheran Disaster Response through case management with crisis counselors with other organizations

Review mutual aid agreements and revise or make new agreements as necessary Create assement, progress, and final reports as needed by the board and others Reassess budget Reassess processes such as payroll, communication (currier) Debrief with staff evaluate, and improve…


Potential Emergency ManagersExecutive Director

Provide leadership at the Emergency Operations Center. Review stakeholder impacts:

Identify issuesDevelop strategies

Serves as primary communicator with public or identifies primary communicator, others support the Executive director or his designee in this role.

Communicate with:EmployeesBoard of DirectorsPublic

The nature and impact of the incident will determine the level of involvement by the EXECUTIVE DIRECTOR at the site of the emergency. In a serious incident, the following actions shall be considered:

- Visit the scene of emergency to meet with on-site manager and tour areas affected by the emergency.

- Attend local press briefing to deliver statement (Supervisor available to assist with incident facts and technical issues.)

- Meet with local government, agency, and community officials.- Meet with state and federal government officials .

Office Manager with Support from Administrative Services Manager

• Supports logistics associated with the operation of the Emergency Operations Center.

• Establishes systems to handle incoming calls regarding the emergency.

• Coordinates voice mail messages for agency.

• Provides communication equipment requirements.

• Provides employee travel arrangements.

• Manages housing/shelter activities for LCFS personnel and third parties.

Administrative Services Manager

• Ensures that a procedure is established for identifying and reporting claims.

• Ensures communications between LCFS and insurance brokers and underwriters is established.

• Ensures property damage and business interruption claims are coordinated with underwriters.

• Counsels senior management regarding Company insurance liabilities.


• Approves insurance claims adjustment policy and process.

• Ensures there is enough coverage for required upgrades when reconstructing

Human Resources Director with support of VP of HR

• Develops employee notification plan in the event of injuries.

• Develops family support strategy and plan.

• Arranges for trauma, grief, and other counseling support services.

• Assists in development of special compensation and benefits programs.

Chief Operating Officer with legal council

• Prepares legal briefing on incident.

• Ensures regulatory reporting requirements have been met.

• Develops legal strategy for dealing with regulatory agencies.

• Prepares legal strategy if formal action is taken against LCFS or its agents.

• Designs Fiscal policy in disaster

• Informes regarding disaster related spending

• Advised regarding costs of special employee compensation and benefits programs

• Financial analysins and recommendations concerning the impact of disaster related events

VP Corporate Partnerships

• Reviews Public Relations preplan and advises as to appropriate strategy/direction.

• Prepares initial information summary.

• Develops press release strategy and schedule.

• Handles requests or issues raised by specific groups.

• Prepares agency communicator (Executive Director or his designee) to be the sole source of information to the media from the agency


Information Systems

• Insures the integrity of computerized case files, financial data, websites, and networks and other key information that supports the agency ongoing operation.

• Handles computer related requests and problems via web based and telephone support when necessary.

• Ensures that there are procedures for replacement of equipment, backing up files, and keeping software functional.


ANNEX 1: INCIDENT EVALUATION CRITERIA


INCIDENT TYPE LEVEL I LEVEL II LEVEL IIICASUALITIES Injuries or

illnesses not requiring hospitalization

Serious injuries or illnesses to employees, clients or guests requiring hospitalization

Employee or client missing for 24 hours

Fatality Life threatening

injuries Serious injuries or

illnesses to multiple people

Person kidnapped Contacts checked

& police involved, person still missing

FIRES or EXPLOSIONS

Minimal damage Fire extinguished

Significant damage

Major damage Emergency

services requiredENVIRONMENT-AL HAZARDS

Small spills or releases

Little cleanup required

Hazard source eliminated

Significant spills or releases

Any size uncontained spill or release

Hazard source isolated

Simple cleanup

Major spills or releases

Extensive cleanup (days/weeks)

Serious environmental and safety or health impact

EQUIPMENT or SYSTEM FAILURES

Minor inconvenience

Limits employee productivity

Difficult work conditions

Increased safety risk

Services interrupted (days/weeks)

Employees unable to perform any duties at facility

CRIMINAL INCIDENTS

Minor thefts <$500

Robbery

Major theft <$500 Illegal activities at

work Dangerous

behavior

Homicide Extortion Kidnapping Rape Assaults Hostages Terrorism


THREATS AGAINST PEOPLE OR PROPERTY

A threat that isn’t violent

A threat that does/ would not result in damage

Threats to harm employees or clients

Threats to harm property of employees or clients

Threats requiring evacuation

Abusive clients or employees

Out-of-control employees or clients

SEVERE WEATHER or NATURAL DISASTERS

Precautions due to predicted severe weather

Minor inconvience

Sudden change that results in workers stranded at offices or field (hours)

Results in minor property dammage

Unsafe to travel in local area (days)

Results in destruction of property

THREATS TO AGENCY REPUTATION

Threats of action Departure from

grievance procedure

Threats from problems in partner groups

Missing records or files

Records or files lost for 3 months

Lawsuits Media article

PUBLIC AUTHORITY or REGULATORY AGENCY INVOLVEMENT

Routine involvement

Multi-agency involvement

Potential for significant adverse action; penalties; legal damages

REPORTING REQUIREMENTS

NOTIFY FACILITY MANAGEMENT

NOTIFY AT LEAST TO ASSISTANT EXECUTIVE DIRECTOR AND POSSIBLY EMERGENCY MANAGERS

NOTIFY EMERGENCY OPERATIONS TEAM LEADER, EXECUTIVE DIRECTOR

ANNEX 2 EMERGENCY CONTACT SHEET

LUTHERAN CHILDREN AND FAMILY SERVICE

EMERGENCY TELEPHONE NUMBERS(Dial ‘9’ for an outside line)

Ambulance – Fire – Police 9-1-1

Poison Control Center (215)386-2100

Report Childe Abuse or Neglect (215) 683-6100

Phone number of this site: __________________________Site Address:

Other Important Numbers:(PGW) Philadelphia Gas Works

Gas leaks, emergencies 215-235-1212

(PECO) Philadelphia Electric CompanyService Interuptions 800-841-4141

(PWD) Philadelphia Water DepartmentWater and sewer emergencies 215-685-6300

Name and address of nearest medical facility with 24-hour emergency care:

Location of all first aid kits:


ANNEX 3: THREATS TO STAFF

If there is a threat from a client or other person, the following procedures should be followed.

If threat is immenant: If any member of the staff feels themselves threatened by a client or other person, the staff

member, if at all possible, should leave the vicinity of the threatening client. If not possible, the staff member will seek to call a supervisor and use the words, Mr. Green,

to alert the supervisor or a staff witness to the threat of danger. (e.g. “Mr Green, there is someone here who needs to see you.) If the words “Mr Green” are used, the supervisor or witness will immediately call 911 and request police presence.

If there is not a staff witness, the incident is on the street, or is particularly dangerous, call 911 immediately for appropiate police help and yell “FIRE” for help from anyone in the vacinity.

If there is perceived threat Any staff person who is scheduled to meet with a client about whom there is some concern

regarding safety (either on a home visit or in the office) will alert their supervisor as to the perceived threat.

The supervisor will arrange to call the staff person (either at the home visit or in the office) at some time during the anticipated contact to ensure the person is safe. If the person is not safe see above.

16Lutheran Children and Family Service (LCFS) Emergency and Disaster Management GuideDraft Revised 11/16/04 bjl

ANNEX 4: REGARDING MISSING STAFF

Prevention: Keep others in agency aware of your schedule. When there is a perceived threat follow procedure in annex 4 regarding staff in danger. Field staff are urged to carry celular phones and Lutheran Children and Family Service will

reimburse field staff for $20 of their monthly bill. LCFS has established a corporate account with Sprint. All employees are eligible to establish their own separate accout at a reduced rate through the corporate plan with Sprint.

Response: Staff schedule will be checked Supervisor will call or visit last places staff was known to be. Supervisor, office manager, or secretary will obtain contact envelope and will call staff

member’s contacts. Supervisor will call police and request help. Supervisor will alert those higher in agency.


ANNEX 5: MAINTENANCE AND TECHNOLOGY EMERGENCIES

This section is being drafted


ANNEX 6: LOST RECORDS

Misplaced/Lost Case Records 1. Telephone calls should first be placed to the most likely places where the case record may

have been placed. Case manager Program secretary Database manager Supervisor Manager Director

2. Requests for assistance in finding the record may be sent by email to targeted groups that are likely to have information and/or access to case records, i.e. secretaries, database managers, etc.

3. If a case record remains lost for a period longer than 3 months, notify Program Supervisor, Director, and Asst. Executive Director that the file has not been located. The Supervisor, Director, and Asst. Executive Director will decide within 10 days of being notified if a new files needs to be developed. They will decide if it needs to be recreated, who will help recreate it and when it will be created.

4. Inform the Corporate Compliance Officer and Quality Improvement Director that the case record has been lost.

5. If a record will be recreated, it will be rebuilt with information that can be obtained from sources including, case notes, calendars, electronic reports, databases, funding and referral sources, etc.


ANNEX 7:Lutheran Children and Family Service

Fire Drills and Safety Inspection Procedures

Safety Inspection Procedure

Safety Inspections should be conducted quarterly (Jan, Apr, Jul, Oct) by the Administrative Services Coordinator for each LCFS office and documented properly using the LCFS Office and Classroom Safety Self-Audit Checklist. Any deficiencies should be noted and a plan for addressing them should be reviewed and approved by an Asst. Executive Director. Copies of the completed safety inspection reports should be sent to the LCFS Central Services Administrative Services Manager, Barb Woods.

Fire Drill Procedure

Fire drills should be conducted at least quarterly (Jan, Apr, Jul, Oct) by every *office location at LCFS. The administrative services manager or identified person should coordinate these fire drills under the supervision of the Central Services Administrative Services Manager.

Walk through fire drills should be practiced with new staff (and clients of the group home) during their orientation to the facility. Supervisors are responsible for conducting walk through fire drills with their new hires.

Step One:Notify the monitoring company (if site has a monitored alarm system). Announced and surprise fire drills can be conducted using the facilities alarm system. If the system is an automatic reporting system, the monitoring company can be notified that a fire drill will be conducted.

Step Two:Identify the location of the mock fire and mark the nearest exit with a “fire” sign. This will serve to notify staff (and clients) that the exit in inaccessible. In a real fire, one or more exits will be inaccessible.

Step Three: The fire drill coordinator or staff helper will time the fire drill from the beginning of the alarm until the last person has exited. The fire drill coordinator should take the facility sign-in sheets and fire drill log out of the facility during the drill. The total number of people should be counted

Step Four:Staff and clients may return to the building once everyone has been counted and the ‘all clear’ signal is given by the fire drill coordinator.

Step Five:


The fire drill coordinator completes the fire drill log, taking note of any problems encountered during the drill. All problems should have a corrective action that is identified. A copy of the current fire drill log entry should be sent to the Central Services Administrative Services Manager upon completion of the fire drill.

Types of Fire Drills

Walk ThroughThis type of drill is used for learning situations, usually with one person at a time. It allows one to concentrate on a client or staff person who takes longer to learn the procedure without forcing everyone else to participate. It also allows new clients and staff ample opportunity to practice the recommended procedures. This type of drill is also used when orienting new staff to the facility. During the walk through fire drill, take note of:

1. All exits out of the facility2. The location, condition and type of fire extinguishers located throughout the facility.3. The type of alarm system installed in the facility, i.e. interconnected smoke detection,

automatic reporting system, stand alone smoke detectors, sprinkler systems, etc.4. The meeting place outside of the facility5. The procedure for announced and surprise fire drills

AnnouncedAll staff and clients are informed that a fire drill will take place during a specified day and time. This type of drill is used to allow clients and staff to practice what they learned in the walk-through drills. Everyone participates together so that activities can be coordinated. Any mistakes made should be noted and corrected immediately. A special type of announced fire drill is called a “Full Response” drill. A full response drill involves the fire department being called and arriving to the building as part of the drill. Special arrangements must be made with the local fire department before involving them in this drill.

SurpriseThese drills are used to evaluate what is likely to happen in a real fire emergency. The staff as well as the clients should be surprised by unannounced drills conducted at convenient, as well as inconvenient times. Surprise fire drills should not be run very often, because both the staff and clients may incorrectly associate the sounding of an alarm merely with a fire drill.

*The LCFS Lincoln Family Center Office is exempt from the LCFS fire drill procedure since they participate in the Holme School fire drills.


ANNEX 8:Lutheran Children and Family Service

Office and Classroom SafetySelf-Audit Checklist

Building/Address _________________________ Room __________ Date ____________

Audit Performed by _________________ Asst. Executive Director __________________

Y N NA COMMENTS/ACTION TAKEN

A. Walking Surfaces

1. Aisles established and clear

2. No tripping hazards present

3. Floors even (no holes or cracks)

4. Carpets and rugs secure

5. Floors kept dry - not slippery

6. Entrance mats available (wet weather)

7. Outside walkways, stairs, and parking areas in good repair

B. Bookcases, Shelves, Cabinets

1. Wall shelves designed for intended load

2. Shelves not overloaded

3. Heavy storage cabinets, bookcases and file cabinets secured from tipping

4. File drawers closed when not in use (only one open at a time to prevent tipping)

C. Electrical Hazards

1. All extension cords are 3-wire type and in good condition - no splices or broken insulation

2. Limit extension cords to ten feet in length

3. Only one extension cord used - not plugged into other extension cords

4. Equipment power cords in good condition - no splices or broken insulation



5. Plugs in good condition - no exposed wires

6. Wall outlet and junction box covers in place

7. Electric circuit panels clear (at least 30 inches open area)

8. Circuits not overloaded - all multiple outlet strips equipped with overload protection

9. No wires or extension cords under carpets or rugs, through doorways, or placed in other traffic areas

D. Stairways, Ramps, Corridors, Storage Areas

1. Adequate lighting in place (including emergency lighting)

2. Ramps have non-slip surface

3. Stair treads in good condition

4. Stairways clear - not used for storage

5. Handrails installed - in good condition

6. Guardrails installed (where needed)

7. Corridors kept clear of equipment and supplies

8. No storage within 18 inches of sprinkler heads (24 inches of ceiling where no sprinkler system exists)

9. Ladders provided for high storage areas

E. Office Equipment

1. Chairs in good condition and adjustable (when appropriate)

2. Paper cutter equipped with guard - blade spring functioning

3. Step stools available for use, where needed (consult with EHS for proper design)

F. Fire Prevention, Emergency Exits, Housekeeping

1. Fire extinguishers have current inspection tags

2. Fire doors not blocked open

3. Exits not obstructed and kept unlocked during normal business hours or special events

4. Exits properly marked, exit signs illuminated

5. Good housekeeping practiced - excess paper, computer



cartons, and trash removed

6. Office has current emergency action plan - occupants trained upon initial hire and as necessary thereafter

7. Electric space heaters only as approved by Facilities Engineering

G. Classrooms, Places of Assembly

1. Desks are in good condition

2. Chairs are in good condition


ANNEX 9: ALARM PROCEDURES BY OFFICEProcedure for Rising Sun All individuals with keys have their own code numberIf the alarm should go off – they are supposed to call the answering service and give code word. They should stay until the police arrive, if possible.

The Alarm company will automatically call the police. They will also call in order the list of people on their contact list.

The order is: Debra SeawellTeddi BerlastskyBarbara WoodsWilliam Erat

Prodecure for Lincoln Cluster:There is no procedure since the Cluster is located in the school and the building is automatically opened at 7:00 a.m. and close at 6.00 p.m.

Procedure for Bethel HouseIn the process of giving everyone their own individual code and will establish a contact list – it will be as follows:

Sundri ViswanathanPat Stanley

Procedure for the Too/Can – Family Prez OfficeEveryone has the same code – the procedure for calls are:Barabara Woods

Roslyn Alarm ProcedureWhen the alarm goes off, company calls Jane’s extension. If someone answers and gives the correct code, all is well. If not, the Police are called, then the following until someone is reached: Richard Gitlen (home/beeper), Jane (home/cell), Peter (home), Bill (home). Pertinent staff know the code and where to find it if forgotten.

63rd Alarm Procedure:When the alarm goes off- The Alarm company calls into the front desk (ext. 200) and if someone picks up the line - they are required to give the password. The security company proceeds to call Deb Drummond (first) or Mary McCann, or Henry Joine (Church Trustee) and if there is no response the alarm company dispatches the police department.

5th and Nedro Alarm Procedure:


ANNEX 10: OFFICE VIDEOTAPING PROCEDURE

This procedure was developed to help LCFS document the contents and condition of its physical facilities in the event of a disaster and/or insurance claim. If an LCFS office or building is being leased from another organization, only the main external entrance and internal rooms need to be videotaped. One videotape should be used per location. Locations will be identified and requested for taping on a yearly basis, in May or June, by the LCFS Administrative Services Manager.

Step One:

Videotape the main entrance to the building being recorded. Provide verbal narration noting the location name, address and the date of the videotape. Also include your name and job title. If the building is owned by LCFS, continue videotaping the external portions of the building verbally noting adjacent streets, etc.

Step Two:

Videotape all rooms, excluding closets, in the building. If possible, place the video camera on a tripod in the middle of the room being taped. Set the camera at the widest angle possible. Slowly turn the camera in a complete circle to videotape the entire room. If walls, cubicles or other objects obstruct a view, tape those locations in the room as well. While taping, provide a verbal description of the location of the room being video taped. For example, “This is the first floor, intake office at the west end of the building where Foster Care and SCOH services are provided.”

Step Three:

At the end of the videotaping session restate the date and address of site. Mark the videotape jacket and videotape with this information also. For example:

Disaster Planning Video LCFS Central Services Office, 5902 N. 5th St.June 11, 2002

Step Four:

Send the completed video to the LCFS, Central Services Office, Administrative Services Manager (Barb Woods) where it will be stored in a fireproof file cabinet.


ANNEX 11: EARTHQUAKE During the Earthquake

o Duck, cover and holdo Avoid windows and outside wallso If outdoors, find an open areao If driving pull over and stop, avoid overpasses, signs and other hazards

After the Earthquakeo Check yourself and others for injurieso Prepare for aftershockso Check for utility problems and shut off broken utilities

Gas Water Electricity Sewage

o Leave a written message if you evacuateo Help injured or trapped persons, only move people if there is immenant threat to

their wellbeing.o See guide for other recovery information


ANNEX 12: FLOOD If the agency is in a warning zone

o move important files above floodingo Disconnect all electrical appliances, computers, …o Shut off electricity at the breaker or fuse boxo Shut off gas at the metero Shut off water at the main valve

During the stormo Avoid unnecessary tripso Do not drive or walk through moving watero Move to higher ground if you are caught by rising water.o If stuck in stalled car, evacuate to higher ground immediatelyo Listen to the radio or watch television for instruction and information

After the stormo Listen to the radio or watch television for information and instructionso Call utility companies to restore serviceo Check buildings with flashlightso Stay away from live electrical equipment in wet areaso Check any equipment that got wet before useo See guide for recovery


ANNEX 13: TORNADO Before tornado

o Identify shelter Away from windows In lowest level possible Near center of the building

o When a thunderstorm moves through your area, be alert for tornados When Tornado watch is issued – be alert, the conditions are right for a tornado

o Get insideo Listen for additional information (radio or TV)o Move away from windowso Pay attention to signs of a tornado

When Tornado warning is issued – a tornado has been sited in your areao Listen for a tornado siren or other cues regarding need of immediate sheltero Move to sheltered spaceo Use your arms to protect your head and necko Wait for clear signalo Check property after clear signal for storm dammage

After tornado hitso Inspect, water, gas, sewage, and electric systems – turn off damaged systemso Stay away from downed powerlines and damaged treeso Leave damaged buildings until authorities can inspect themo Help injured or trapped persons, only move people if there is immenant threat to

their wellbeing.o Clean up spilled liquidso Check guide recovery checklist


ANNEX 14: HURRICANEThe two biggest impacts from a hurricane are wind and water. If flooding occurs or is anticipated, follow the Annex 13: Flood.

Watch forcasts before the hurricane Take shelter indoors preferably in an inner room – remember huricanes have a calm spot

in the middle. Do not go outside during the calm. Listen to the radio or television for updates Wait for an all clear signal Check property for storm damage Help injured or trapped persons, only move people if there is immenant threat to their

wellbeing. See guide for further recovery information


ANNEX 15: BOMBS

When receiving a threat: Stay calm Attempt to learn as much information as possible Do not hang up or transfer the call and don’t use line even after caller hangs up Alert co-worker Identify a person to call the police Note time of call, location of bomb, exact words of threat, time bomb will go off Note motive, voice pattern, background noises, name of caller or affiliation Preserve any evidence of threat (most applicable to threat received by mail or voicemail) If threat said a bomb is in the building, notify everyone VERBALLY and EVACUATE Fill out 2 page bomb threat worksheet found in Appendix 16 of the LCFS Emergency

and Disaster Management Guide

If you receive or identify a suspicious package (by mail or in your building:) Don’t touch it Have another person look at it (ideally someone near where it was found) If neither of you recognize it and agree it looks suspicious Call police, give your name and describe the package Follow the directions of the police

If you believe a bomb is in the building: Call police Instruct people to look around their work spaces for anything out of place before they

leave Evacuate to at least 300 feet from the building Do not use fire alarm, mobile phones, or two-way radio



LCFS BOMB THREAT WORKSHEET*Stay as calm as possible *Do not transfer the call*Listen attentively *Do not put caller on hold*Speak politely *Do not interrupt*Keep the caller talking as long as possible DETAILS TO FIND OUT AND REPORT # call was made from

Exact time and date of call: ending time:

Exact words of caller:

QUESTIONS TO ASK

1. When is the bomb going to explode?

2. Where is the bomb?

3. What does it look like?

4. What kind of bomb is it?

5. What will cause it to explode?

6. Did you place the bomb?

7. Why?

8. Where are you calling from?

9. What is your/the bomber’s address?

10. What is your/ the bomber’s name?

CHARACTARISTICS TO NOTE FOR POLICE REPORT Was the caller male or female?

What did the caller’s voice sound like? (see back for some descriptive words)

Who did it sound like?

Were there any background noises? (see back for some descriptive words)

Do you have any guesses about the caller’s age, ______, accent ______________, race ________

Describe the language the caller used? (see back for descriptive words)

Who received the call?

What telephone number was called?

Date completed? Reported to:

QUALITIES OF THE CALLER’S VOICE

Accent Angry Broken Calm Crying Deep BreathingDeep Disguised Distinct Excited Giggling High LaughterLisp Loud Nasal Normal Ragged Rapid RaspSincere Slow Slurred Soft Squeaky Stressed Stutter

Comments:

SOME POTENTIAL BACKGROUND NOISES

Street Noises Voices Animal Noises Children

Baby Music PA system Motor

Office Machinery Clear House noises Static

Factory Machinery Crockery Other ____________________

Telephone booth mobile long distance local

Comments:

LANGUAGE USED BY CALLER

Well spoken (sounded educated) Incoherent Foul

Message read by threat maker Taped Irrational

Comments:

Modified from the ATF Bomb Threat Checklist http://www.atf.treas.gov/explarson/information/check.htm and ATF 1613.1 (formerly ATF 17301)


http://www.atf.treas.gov/explarson/information/check.htm

ANNEX 16: HAZARDOUS MATERIALS (truck spills, gas)

If officials tell you to evacuate, follow their directions. Often there is not time to evacuate and you must shelter in place. When sheltering in place due to a hazardous spill outside…

Go Inside – Stay inside Close Windows and Doors Turn off heater and air conditioning (it will bring in air from outside) If you can shelter in and seal an inner room remember you will need access to

o Toileto Watero Telephoneo Radio or TV

Cover your nose and mouth with a wet cloth if necessary Listen to TV and radio for further directions


ANNEX 17: DEATH OF EMPLOYEE

In the event of an employee's death, earned but unused vacation will be paid to the employee's beneficiary or estate.


ANNEX 18: HOSTAGES

IF YOUR ARE TAKEN HOSTAGE Remember that the most dangerous times are your abduction and your release Remember everyone is scared including the hostage taker There are four phases according to the Church World Service

o Capture Follow directions exactly Try to stay calm Try not to allow your head to be covered (this dehumanizes you)

o Transport/ Consolidation Phase Be patient Try to rest Be polite

o Confinement Keep physically and mentally active Do not despair: a lot of people will work for your release Develop rapport with captor(s)

Converse with your captor(s) as often as possible Talk about your family and other things that show your humanity Talk about your human needs like hunger, thirst, bathroom Don’t beg or plead It is not your job to negotiate

Remember escape may endanger other captiveso Termination or Release

When release is negotiated, follow directions exactly If you are rescued, stay near the ground, follow rescuer’s directions

IF YOU LEARN OF SOMEONE ELSE WAS TAKEN HOSTAGE Immediately Notify the Police Follow the directions of the police officer Act to prevent more hostages from being taken Stall for time with the hostage taker by offering to relay messages, contact a decision

maker, … etc. Let professionals negotiate and attempt rescue

The supervisor or Executive Director or his designee will contact the family of the hostage with police instruction and will arange for regular contact with the family


ms word 97

Documents

lcfs mission

mission of lcfs

lcfs vision

values of lcfs

family service lcfs

mission vision

times of emergency

emergency managers