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Volunteers and Donations Management

Volunteers and Donations Management

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Volunteers and Donations Management

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  1. Volunteers and Donations Management Michelle Hanneken, Homeland Security Program Manager Illinois Emergency Management Agency (217) 557-4758

  2. Illinois Terrorism Task Force • Responsible for state’s terrorism preparedness strategy • Advisory body to the Governor • Homeland Security Advisory Body • Oversight of homeland security grants

  3. ITTF Membership Governor Governor’s Homeland Security Adviser • Over 60 Agencies • Federal, State and Local Government • Associations and Mutual Aid Organizations • Municipal (100,000 and greater) • Private Sector • Non-Governmental ITTF Chair Illinois Emergency Management Agency Funding Opportunities and Grants Coordination Chairs: Argonne National Laboratory and Central Management Services Communications Chairs: IL Assoc. of Chiefs of Police and IL Fire Chiefs Assoc. Information Technology Chair: IL State Police Community Resilience Chairs: American Red Cross and IL Emergency Management Agency Crisis Response and Prevention Chair: IL State Police Law Enforcement Mutual Aid Chair: IL Law Enforcement Alarm System Critical Transportation and Infrastructure Security Chair: IL Department of Transportation Private Sector Chairs: Caterpillar, ChicagoFIRST, and JPMorgan Chase & Co. Cyber Security Chair: IL Central Management Services Public Health and Medical Services Chair: IL Department of Public Health Emergency Management Chair: IL Emergency Services Management Association Training Chairs: IL Fire Service Institute and IL Law Enforcement Training & Standards Bd Fire Service Mutual Aid Chair: Mutual Aid Box Alarm System Urban Area Security Initiative Chairs: City of Chicago/Cook County

  4. Homeland Security Strategy ITTF Governance StatewideAssessment Establish StrategicPriorities EvaluateResults ImplementProjects

  5. Homeland Security Strategy • Process to Achieve Vision 2020 • Assessment (Inputs) • Conduct Threat and Hazard Identification and Risk Assessment (THIRA) • Conduct State Preparedness Report (SPR) • Evaluate lessons learned from exercises and real world events • Input from stakeholders through ITTF Committee meetings • Held regional Vision 2020 meetings in 2011 and 2012 to engage stakeholders. • ITTF Establish Strategic Priorities • Revises Homeland Security Strategy (Desired Outcomes) • Establish projects/initiatives (Capability Targets) in partnership with Urban Area • Communicate (outreach) revised strategy to stakeholders

  6. Homeland Security Strategy • Process to Achieve Vision 2020 • Implementation of Priorities • Propose Capability Targets to address Desired Outcomes • Allocate federal, state and local funding to address Illinois priorities • Evaluation and Reporting • Solicit feedback/comments from stakeholders • Review After Action Report/Improvement Plans from exercises and actual events • Report on strategic priorities at monthly ITTF meetings • Issue an ITTF Annual Report

  7. 8 Vision 2020 Priorities Vision 2020 Priority #7: • Illinois will create a comprehensive and integrated volunteer recruitment, training, and utilization plan for individual, governmental, non-governmental, and private volunteers utilized by a governmental organization during a state level emergency, and develop a tool-kit whereby this plan can be tailored for use at the local and regional level

  8. Volunteers and Donations Initiative • November 2012: IEMA engaged a group of over 60 individuals interested in remodeling the state’s volunteers and donations plan • January 2013: Group divided into subcategories to look closely at the following issues • Integration/Coordination/Collaboration • Identification • “One Stop Shop” • Training/Certification • Outreach/Messaging • Exercise Schedules • Legal/Liability/Written Agreements/Financial • Donations Management

  9. Stakeholders Timeline • May 2013: Group meets again to determine strategic direction and agreed to strategic plan • Fall 2013: Identify resources necessary to achieve direction and begin program implementation

  10. Operational Concepts • Aflexible system dependent upon on the situation and community needs is imperative. • For local emergencies within a municipality, it is likely that there may not be spontaneous volunteers or emergent donations issues. For a disaster of larger scope, it would be necessary to engage a structured support function. • Every jurisdiction should have a volunteers and donations management plan and considerations, but not every jurisdiction needs the capability to achieve a large-scale operation related to this topic. • Focus assets on a regional level and have a state plan to back that up. Regional and state-level resources should support community coordination efforts and be prepared to support a local unaffiliated volunteer management function in time of disaster. • Volunteers and donations management during disasters should be conducted by those organizations that manage volunteers and donations on a day-to-day basis.

  11. Focus Areas • Spontaneous Unaffiliated Volunteer (SUV) Management • Affiliated Volunteer Management • Donations Management

  12. SUV Goal 1 • Goal 1: Develop a system that can be adopted locally or regionally • Utilize the Serve Illinois Commission, the Volunteer Centers of Illinois members, and other related resources. • AmeriCorps members • Mutual aid structure for emergency management • Web based tools/common data points • Communications strategy/messaging

  13. SUV Goal 2 • Goal 2: After the system is in place and if appropriate, provide meaningful opportunities for engagement for SUVs through affiliated organizations. • Determine what organizations want/have capacity for SUVs. • Recruitment/retention/ongoing engagement.

  14. Affiliated Volunteer Management • Develop a system of coordinating the activities of organizations involved in emergency response that includes Voluntary Organizations Active in Disaster (VOAD), faith-based organizations (FBO), community based organizations (CBO), Citizen Corps Councils (CCP), and private sector business on a statewide basis that can be both adopted by a local unit of government, if they choose, and utilized on regional and statewide levels should affiliated volunteer management during a response be needed.

  15. Affiliated Volunteer Management • Develop a system to notify government about ongoing activities within organizations that use volunteers within each phase of emergency management. • Determine if a Volunteer Reception Center (VRC) concept could process all volunteers to assist in coordinating assignments. • Determine what organizations can integrate SUVs in a just-in-time concept.

  16. Affiliated Volunteer Management • Develop a strategy to address issues related to liability. • Assist local units of government with volunteer management plans as part of an Emergency Operations Plan (EOP). • Coordinate standardized training and exercise opportunities throughout the state for affiliated volunteers.

  17. Donations Management • Appropriately manage donations of any kind during disaster and ensure they are distributed in accordance with need. • Strategies based on kind of donation (cash; goods and services; purchase goods/services). • Hotline/technological systems • Lead agencies for warehousing and resource staging-both locally and then regionally/statewide

  18. Donations Management • Study the ability at the state level to coordinate monetary donations that may not be targeted to specific organizations. • Ensure all public information and messaging is determined and implemented early into the event. • Determine the difference between donations management and resource sharing among affiliated organizations.

  19. What’s Next

  20. What Can You Do? • Figure out where you fit in to the scenario. • Talk to your emergency manager. Let them know you want to be involved with this area. Chances are they will appreciate the help! • If you are the emergency manager, do you have a plan for volunteers and donations? Do you know your resources related to this? • Ask us for help along the way.