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“Skid Row” Interagency

Disaster Plan Revised 6-20-11

Disaster Mission Statement

“The Skid Row area homeless service providers and their partners, in order to better serve the homeless residents of

Skid Row, will assist each other in developing and revising their own disaster plans, as well as communicate our

needs as a group to first responders in the event of a disaster.”

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Table of Contents

Background, Purpose, When Disaster Strikes, Threat Analysis 3

Critical Operations in Skid Row, Primary Objective, Lead Agency 4

Skid Row Disaster Kit, Situation Report 5

Communication System 6

Staging Locations (Primary) 7

Staging Locations (Alternate) 8

Staging Locations (Backup Alternate) 9

Plan Activation, Debrief - After Action Report, Drills and Update 10

Attachments

Attachment A: Agency Situation Report (SITREP) 11

Attachment B: LAPD Summary 12

Attachment C: Disaster Contacts for Skid Row Agencies 13

Attachment D: Shelter in Place Tips 14-15

Attachment E: Pandemic Preparedness and Response 16-22

Attachment F: Agency Disaster Plan Resources 23-24

Attachment G: Other Resources 25

Attachment H: References 26

This plan was created by a collaborative of the following agencies: AT&T, American Red Cross of Greater Los

Angeles, Chrysalis, City of Los Angeles Emergency Management Department, Downtown Women’s Center,

Emmanuel Baptist Mission, Emergency Network of Los Angeles, Los Angeles Police Department (Central

Division), Los Angeles County Department of Public Health, Los Angeles Homeless Services Authority, Lamp

Community, Los Angeles Mission, Skid Row Housing Trust, SRO Housing Corporation, St. Vincent’s Cardinal

Manning Center, Union Rescue Mission, Volunteers of America, and Weingart Center

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Background

Located in the central city east portion of Downtown Los Angeles resides the “Skid Row” community. This

community hosts the highest concentration of homeless social services anywhere in the nation. Within this area,

social service providers provide a wide range of services within the continuum of care (Emergency to Permanent

Housing): supportive services, employment assistance, medical treatment, mental health and community

advocacy. Blended into the community also exists various government entities (Los Angeles Police Department, Los

Angeles Fire Department, Los Angeles County Mental Health, Department of Public Social Services, and

Department of Children and Family Services)). Within this community, a large percentage of the population is

homeless (primarily individuals). However, some families still reside in the various shelters and motels within the

area.

Purpose

With a multitude of clients, particularly special needs clients such as individuals with physical and/or mental

disabilities, elderly population, the need for a consolidated disaster plan between the social service agencies is

critical. Many of the social service organizations within the Skid Row area serve the same clientele. This Skid Row

Disaster Plan is an essential component in building community resiliency among the SKID row population. It is

imperative to account for the vulnerabilities of SKID row population and develop capabilities, including a

coordinated plan between various agencies, which will aid the community in the event of a disaster.

When Disaster Strikes

When a disaster strikes Los Angeles, the scene will be chaotic (depending on the scope of the disaster). Social

service agencies that serve clients in the Downtown area must be prepared to “manage on their own” until

sufficient services from local, state or federal levels of government arrive. In the event of a major disaster in Los

Angeles, there will be a very limited number of first responders available. Therefore, social service agencies need

to be prepared to handle their own staff and clientele until help arrives.

Key factors to building community resiliency include preventing, withstanding, mitigating the stress and rapid

restoration of the Skid Row’s community resources to the same level of health and social functioning prior to the

disaster event. With that in mind, emergency preparedness for individual agencies is critical to the ongoing

operations of a social service agency. Communication to the proper authorities will also be paramount. If agencies

can articulate their critical needs, status and operational capacity to the proper authorities, law enforcement, fire

and other first responders will be able to provide a more planned deployment of services.

Threat Analysis

Los Angeles continues to face more natural and man-made threats than most regions of the country with the potential for earthquakes, floods, landslides, wild fires (2009 Station Fire, 2008 Marek-Sesnon Fire, Sayre Fires), terrorism, pandemic flu (H1N1 outbreak), tsunami, etc.

The United States Geological Survey (2008) estimates that a 7.8 magnitude earthquake is overdue on the San Andreas fault. When such an earthquake occurs, it is projected to cause over two minutes of violent shaking, ignite over 1,000 fires, cause over $200 billion in damage, injure 50,000 and kill 2,000 people.

Terrorism poses a significant threat to Los Angeles because of population density and the existence of high-threat targets such that exist within downtown Los Angeles.

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A severe pandemic event could cause high levels of disease and death around the world. The Centers for Disease Control and Prevention (2006) estimates that in the U.S. alone, an influenza pandemic could infect up to 200 million people and cause between 200,000 and 1,900,000 deaths.

Critical Operations in Skid Row

The following are critical operations that operate everyday in Skid Row. These are services that our clients desperately rely on. Agencies will generally make every attempt to ensure that whatever piece they provide in these critical operations remain active. Agencies should bear in mind that they are responsible for those guests/clients they serve and will have to determine their own operational capabilities after a disaster on how many clients they can serve or if they are capable of keeping their “doors open.”

Emergency/Transitional Shelter

Permanent Supportive Housing Units

Meal Service

Day Centers providing restrooms and showers

Mental Health Facilities

Medical Clinics with/without Pharmacies

Primary Objective

The primary objective of this Skid Row Disaster Plan is to demonstrate community resiliency capabilities by

creating a coordinated and clear communication system between the social service agencies and first responders.

Our primary first responders for Skid Row agencies will be officers from the Los Angeles Police Department Central

Division. In major disasters, Central Division will become the hub for emergency operations here in downtown Los

Angeles. In the event Central Division is inoperable, the Central Division Police Department will move just outside

of its primary location/facility onto Wall Street to setup a command post.

Once a disaster takes place, agencies shall manifest a quick status report of their operational capacity and other

pertinent information. This information can therefore be disseminated to the rest of the providers as well as first

responders.

Lead Agency

In the event of a disaster, it is critical to have a lead agency assist in the coordination of information and the

routing of that information to the proper authorities. The lead agency for the Skid Row Disaster Plan will be SRO

Housing Corporation. They will be responsible for storing the Skid Row Disaster Kit and setting up the kit when a

major disaster happens. They will serve as the Incident Commander in ensuring that situation reports that come

from the various social service providers get routed to the LAPD command post.

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Skid Row Disaster Kit

The following Skid Row Disaster Kit will be stored at the Renato Hotel (531 South San Julian Street, Los Angeles,

CA 90013), to be used in the event of a disaster. The St. Vincent’s Cardinal Manning Center will ensure that the Kit

is kept in good condition and all elements that need to be replaced or fixed are done so in a timely manner. This kit

is designed to be a resource to assist the coordination of social service agencies after a major disaster.

The kit includes:

20 handheld radios (fully charged and with spare chargers) – These radios will be linked to a repeater

within Skid Row and will have a greater range than normal hand held radios.

10 x 10 popup tent

Small folding table

Copies of the situation report

Copies of the Skid Row Interagency Disaster Plan

Reflective vests

Flashlights & extra batteries

Lanterns

Dust masks

Sharpies

Paper/Pens

Clipboards

Signage

Caution tape

Situation Report

The situation report (SITREP) becomes a critical tool when informing first responders on the situation at your

agency. Below are the topics that are included in a simple (one page) situation report. A copy of the SITREP is at

the back of this document. (Please see Attachment A)

Name of Agency

Address

Contact person

Phone (if available)

Number of casualties

Number of injuries (mild, medium, severe)

Anyone trapped within the building

Building integrity

Utility status (electrical, water, gas, telecom)

Food/Water for clients and staff available

Services still in operation and those not in operation

Short Term needs (needs within the next 24 hours)

Long term needs (needs that go beyond 24 hours)

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Communication System

One must remember that in the midst of a crisis, most common methods of communication may be down.

Typically the land/cell phone lines will be down or overwhelmed and access to Internet may also become limited.

Short wave radios and radios that are linked to repeaters (with backup power) may be operational.

When a major disaster occurs, SRO Housing Corporation will open up the Skid Row Disaster Kit and will be

responsible for the setup of the staging location (Skid Row Interagency Command Post). The staging area becomes

a place where information can be consolidated and shared between the various agencies. Representatives from

the various agencies will be able to relate their operational capacity and their needs.

Ideally, each agency should send one representative to this staging area (preferably someone who is middle

management and who could make decisions for the agency) and should come with their situation report (SITREP)

prepared. The staging area will be the place where information and situation reports can be collected and given to

first responders.

At the Skid Row Interagency Command Post, radios from the Skid Row Disaster Kit will be distributed to agency

representatives (one radio per agency). In the event that an agency cannot have a person stationed continually at

the staging area, they can take the radios with them back to their agency.

Officials from SRO Housing Corporation will be responsible for relaying information and SITREPS from the various

agencies to the LAPD Command Post, located at LAPD Central Station main facility on 6th

Street and Wall Street).

SRO Housing will also assist in compiling information from the various agencies and creating an LAPD Summary

(see Attachment B). This summary will then be taken to LAPD Central Division.

Once radios are distributed to every agency, agencies will have the ability to relay information about services they

are providing or not providing. It can also serve as a communication link between agencies that may need

assistance from other agencies on Skid Row. LAPD Central Division will also have a radio and therefore all agencies

will be able to get real time information and/or warnings from them.

A disaster event may warrant a Shelter in Place situation. Shelter in Place is the process of staying where you are

(e.g. indoor at home or work) and take shelter, rather than trying to evacuate. The authorities will inform the

public whether to Shelter in Place or not. If disaster event warrants the community to Shelter in Place, the Skid

Row Interagency Command Post will complete set up when safe to do so. Agencies should attempt to contact SRO

Housing Corporation by phone, fax, or email to convey their situation reports, if such modes of communication are

in working status. SRO also will attempt to contact agencies via phone, fax, and email if necessary. SRO Housing

Corporation will then attempt to compile and deliver the summary report to LAPD via phone, fax or email.

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Staging Locations – Skid Row Interagency Command Post

Primary Location: San Julian Park (Corner of 5th

Street and San Julian Street)

Alternate Location: Weingart Parking Facility (Corner of 6th

Street and San Pedro Street)

Second Alternate Location: Gladys Park (Corner of 6th

Street and Gladys Avenue)

A Map (provided by the Downtown Los Angeles Neighborhood Council) can be found in the pocket of this folder.

The map shows the locations of the Skid Row agencies, services provided by those agencies, and their contact

phone numbers.

San Julian Park

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Weingart Parking Facility

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Gladys Park

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Plan Activation

Everyone has a different level of what they would consider a disaster. Los Angeles typically has many smaller

earthquakes throughout the year and many agencies go through these earthquakes with no issues or damage.

However, a magnitude 5.5 or greater on the Richter scale can begin to cause damage to infrastructure of an

organization and community.

In the event of a disaster, the SRO Housing Corporation will attempt to contact and alert agencies by whatever

means necessary (e.g. phone, runner, etc…) that the plan is activated. Agencies will therefore be requested to try

and send a representative to the staging area with a current situation report. If land/cell phones are down and

your agency is unsure whether to send someone or not, it is best for your agency to send someone to the staging

area. If anything, this would be a good test of the disaster plan.

Debrief - After Action Report (AAR)

After a significant disaster (earthquake, flooding, fire, etc…), a debrief meeting and after action report will be

completed. The purpose of the debrief meeting is to provide agencies with the opportunity to give some feedback

about the disaster event, including what went well and what did not go so well. The debrief meeting should take

place within a week after all recovery operations have been completed. The meeting should include all agencies

that were affected by the disaster. The St. Vincent’s Cardinal Manning Center along with SRO Housing Corporation

will help coordinate this debrief meeting.

The After Action Report (AAR) will consist of information from staff, volunteers and clients who were affected by

the disaster. The primary purpose of the AAR is to strengthen our community’s response to subsequent

emergencies. The AAR summarizes the activities in response to the emergency and identified those areas in which

response was not optimal. This includes areas of the disaster plan which was not adequate to guide agencies in

response to the situation. The AAR will include recommendations for strengthening agencies response to future

emergencies. The AAR will include:

Description of the event

Description of response to the event, with timelines and key events

Agency staff and clients observations and comments

Lessons learned

Drills and Update

The Skid Row Interagency Disaster Plan will need to be tested and reviewed on a continual basis. When the Plan is

tested, agencies will more become familiar with the Plan and will be able to respond quicker. Testing the Plan will

also show areas of the Plan that needs improvement. Drills should be attempted at least once a year. One

recommendation would be to coordinate a drill at the same time of California’s “Great Shakeout” drill

(shakeout.org).

Update and review of the plan will be conducted by the Skid Row Interagency Disaster Plan committee which

helped to initially formulate the Plan. The St. Vincent Cardinal Manning Center will assist in providing the logistics

needed to update the plan with any recommendations that are found during disaster drills or an actual disaster

event. Contact numbers shown in Attachment C should be updated every six months.

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Attachment A: Agency Situation Report (SITREP)

Time/Date of Report

Name of Agency Address of Agency Contact Person Yes No Phone Phone working? People Total Number

People in building (not trapped) Number of casualties Number of injuries (not trapped) Mild Injuries do not require an ambulance

Medium Injuries will require assistance of medical personnel Severe injuries are life threatening and will require an ambulance

Building Check One

No Yes

How Many

Building Integrity Do you have able bodied volunteers?

Still standing

Moderate damage Severe damage

Yes No

Anyone trapped in building (include number)

Check One

Utilities Fully functional Limited/Intermittent Use Unavailable Gas Water Electrical Telecom Bathroom Facilities Shelter Bed Facility (if applicable)

Check One

Supplies Yes No Food for clients Food for staff Water for clients Water for staff Operations

Which of your programs/services are open and available:

What programs/services are you not offering (e.g. shelter, clothing, food, showers, counseling, medical services, communications, etc…):

What are your specific immediate needs (needs up to 24 hours – e.g. police, fire, ambulance – describe injuries like fractures and burns,

number of unresponsive persons, people trapped in the building, etc.):

What will be your long term needs (needs beyond 24 hours – e.g. food, water):

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Attachment B: LAPD Summary

Life Threatening Situations: Date/Time:______________________

Situation Number Location (list agencies)

Casualties

Injuries

Broken bones/Fractures

Burns

Lacerations

Other

People trapped in building

Unconscious and unaware of their condition

Building Integrity: Description Number Location (list agencies)

Still standing

Partially collapsed

Severe damage

Fire

Other

Utilities:

Description Number Location (list agencies)

Gas leaks

Water spill

Power outage

Electrical hazards

Short Term Needs (Within 24 Hours)

Long Term Needs (More than 24 Hours):

No contact has been made with the following agencies:

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Attachment D: Shelter-in-Place Tips

There may be situations when it’s simply best to stay where you are and avoid any uncertainty outside. There are

other circumstances when staying put and creating a barrier between oneself and potentially contaminated air

outside, a process known as “sealing the room,” is a matter of survival (ready.gov). Shelter in place means

selecting rooms, with no or few windows, and taking refuge there. It does not mean sealing off your entire agency.

Chemical, biological, or radiological contaminates may be released accidentally or intentionally into the

environment. Should this occur, information will be provided by local authorities on television and radio stations

on how to protect you and your clients (Red Cross). Information will most likely be provided on television and

radio, so it is important to keep a TV or radio on, even during the workday.

The following steps should be taken:

Close your agency

Bring everyone into the room(s). Shut and lock the door(s)

If clients are in the building, provide for their safety by asking them to stay and not leave. When

authorities provide directions to shelter-in-place, they want everyone to take those steps now, where

they are, and not drive or walk outdoors.

Have employees familiar with your building’s mechanical systems turn off all fans, heating and air

condition systems.

Close and lock all windows, exterior doors, and other openings to the outside.

If there is a danger of explosion, close the window shades, blinds or curtains.

Gather essential disaster supplies.

Before entering in to an interior room, inspect for site safety and inform or leave note that you are

entering the “safe room”.

Gather in an interior room(s) above ground floor, with the fewest windows or vents. The room(s) should

have adequate space for everyone to be able to sit in. Avoid overcrowding in rooms if necessary. Large

storage closets, utility rooms, pantries, copy and conference rooms without exterior windows will work

well. Avoid selecting a room with mechanical equipment like ventilation blowers or pipes, because this

equipment may not be able to be sealed from the outdoors.

Do not store or use candles or lighters while sealed in the room.

It is ideal to have a hard-wired telephone in the room(s) you select.

Use duct tape and plastic sheeting (heavier than food wrap) to seal all cracks around the door(s) and any

vents into the room (see picture below).

Write down the names of everyone in the room.

Keep listening to the radio or television until told that all is safe or to evacuate. Local officials may call for

evacuation in specific areas at greatest risk in your community.

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*Shelter-in-Place resources are taken from the American Red Cross and Ready America websites.

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Attachment E: Pandemic Preparedness and Response (Taken from Seattle-King County Influenza Pandemic Planning Guide for Homeless Service Agencies with

assistance from the L.A. County Department of Public Health)

Every organization must plan for the specific disruptions it may face during an influenza pandemic. The overall goal of planning is to reduce illness (morbidity), death (mortality), and social disruption resulting from an influenza pandemic. The following identifies specific issues associated with pandemic influenza. What is pandemic influenza? Influenza viruses primarily cause infections of the respiratory tract (breathing tubes and lungs). In some persons, complications of influenza can be severe, including pneumonia. Pandemic influenza is a global outbreak of disease from a new influenza, a virus that is unlike past influenza viruses. Because people have not been infected with a similar virus in the past, most or all people will not have any natural immunity (protection) to a new pandemic virus.

Pandemic flu may be more severe, affect more people, and cause more deaths than seasonal influenza. It is not possible to predict in advance the severity of a future influenza pandemic.

Once a pandemic virus develops, it can spread rapidly causing outbreaks around the world.

A pandemic virus can cause severe illness or even death in some people.

Impacts of a pandemic on everyday life may include school and business closings, the interruption of basic services such as public transportation and food delivery, and cancellation of large public gatherings.

Why Homeless Service Providers should be Concerned about Pandemic Flu It may be anticipated that homeless people are at greater risk of becoming sick with the flu in the pandemic because:

Homeless people live in more crowded conditions.

Homeless people may have a variety of chronic health conditions which may affect their immune system response.

They also suffer from addiction and mental illness in rates disparate from the general population, and may have problems following advice.

They may not seek care (and protective isolation) until they are very sick.

Social distancing will be difficult to achieve. Impact on Emotional and Mental Health Physical illness is not the only effect of a large scale health emergency, including an influenza pandemic. The psychological impact on the public will likely be significant. Homeless persons suffering from an enduring mental illness may lose continuity of care for an extended period of time. Disruption in availability of case management and counseling support will be additional stressors for this population. Loss of access to medications will be another challenge. The additional worry about sick or injured friends or family members is an additional concern. People who are homeless will also be impacted with the loss of any friends or caregivers who may die in the pandemic. Staff will be under much additional stress. They will be worried about their clients, about decisions they must make for and about clients, and about the efficacy of the system and their role in it. They will be concerned about their own health, the health and safety of their families, and their finances. All people affected by a disaster, such as a pandemic, must adjust to major changes in their lives.

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People may be grieving for friends or family members and may have to deal with personal or family crises. Many people will need to talk about their feelings and experiences and learn how to face the challenges of an unknown future. Staff should be trained in or be prepared to deescalate shelter residents and other shelter staff. This is often referred to as Non-Violent Crisis Intervention. Impact on Employee Absenteeism The Centers for Disease Control and Prevention estimates that 15 to 35% of the population will become ill during the course of a pandemic and will be unable to work for a period of time. Many people who are not ill may stay home to care for children, other family members, or friends who are ill. Some people may stay home due to concerns or fears about potential exposure to influenza in the community and in the workplace. The resulting high rates of employee absenteeism will affect every sector and probably every homeless service agency. Stockpile supplies Agencies should consider stockpiling critical supplies now that will enable care on site for ill individuals. If your resources are limited, make it a priority to have plenty of hand sanitizer, tissues, and masks on hand.

Personal items such as soap, paper towels, hand sanitizer, hand wipes, and tissues.

Disposal items such as, large and small garbage bags, and other waste disposal supplies.

Personal protective equipment, including gloves, surgical masks, and goggles.

Thermometers & thermometer covers. (Approximately one thermometer for every 10 ill clients should be adequate; clean between use per product instructions.)

Medications used to bring fevers down, such as acetaminophen (if this is allowed by your agency policy).

Re-sealable zip-top plastic bags - for example, large Ziploc® bags.

Disinfectant (e.g., bleach to make weak solution of 1 part bleach to 9 parts water; Lysol®; or other household disinfectant)

Extra linen, towels, blankets, bedclothes, hospital gowns, robes.

Sheets, curtains, twine and nails to rig up barriers for isolation of sick. (Plastic shower curtains could also be used for this purpose.) Extra fluids & foods: juices, Gatorade® or Gatorade® instant mix (powder), Pedialyte®, instant soups, Jello®, teas, etc.

Of course, you also want to gear up according to basic emergency preparedness guidelines from the American Red Cross (radios, first aid kits, extra food & water, etc.). Remember that basic infrastructure services may be affected during a pandemic. Outreach Kit During an influenza pandemic, every worker doing outreach activities with clients should carry the following supplies (per visit):

two pairs of disposable rubber gloves

two pairs of non-latex gloves

two surgical masks

two goggles

one thermometer

one bottle of personal hand sanitizer

10 moist (preferably alcohol-soaked) hand wipes

two re-sealable plastic bags for contaminated garbage

a water-resistant bag to carry supplies (e.g., plastic bag)

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Food practices and access During an influenza pandemic, community living settings should reinforce routine food safety and sanitation practices. Facilities should also consider the following:

Reinforce regular hand washing by staff and volunteers and clients who prepare food

Discourage the sharing of dishes, cutlery, and other items

Use disposable cutlery and pre-packaged food, if staffing levels are low

If possible, stockpile a 6–8 week supply of non-perishable food, in case deliveries of food are disrupted. Homeless service agencies facing space limitations may want to explore partnerships with other organizations to ask them to store food and water on your behalf.

Special Considerations for Isolation in Community Living Settings Not all ill individuals will need to be hospitalized and/or go to an “alternate care site.” Many ill individuals will need to be isolated for protective reasons in non-hospital settings. For most, this means staying home and limiting contact within the household. Achieving “protective isolation” in the shelter setting will be challenging.

Congregate shelters will pose the greatest challenge, especially those with minimal distance between mats or cots.

Family shelters, transitional housing programs, and low-income housing sites. Many shelters for homeless families—as well as other types of housing programs for homeless and formerly homeless people—are individual units or apartments. In these situations, isolation will generally be more feasible than in congregates shelters. However, in many of these programs, meals or other activities take place in common areas. Programs may need to think about ways to minimize interactions and gatherings in their particular setting if possible.

Ideally, an ill individual should be isolated as much as possible and as soon as possible to reduce the transmission of the virus. Homeless and housing service providers may encounter a range of issues when attempting to provide isolation for an ill individual. Each setting will face its own challenges, depending on the population served, the services offered, and the physical lay-out of the facility. Some agencies may find it particularly challenging to provide care-in-place. The following are some of the issues agencies should consider when deciding on isolation options:

Individuals in isolation need easy access to washrooms. This may pose challenges in dormitory-style settings. When accommodating a group of ill individuals, consider access to washrooms. If communal washrooms are used, clean them frequently.

Ill individuals need access to food, drinks, and medications. Staff will need to wear appropriate personal protective equipment (PPE) when bringing supplies and providing support to ill individuals (e.g., surgical mask and eye protection if providing direct face to-face care within 3 feet of the ill person). Check with your local health dept. for the most current guidelines on recommended protective measures.

Agencies should develop strategies for handling violent, aggressive, or non-cooperative clients who are ill and are required to remain in isolation. Ill individuals in isolation may also have other mental health issues that require intervention.

During an influenza pandemic, policies related to access to smoking, drugs, or alcohol may need to be changed, particularly for individuals in isolation.

Individuals in isolation may need to refill prescriptions or need access to daily medications such as methadone. Consider what assistance clients and guardians may need to obtain and take prescription or over-the-counter medications.

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Reduce client mobility Homeless populations tend to be highly mobile in part because services are spread across multiple agencies. Over the course of a day, one individual may visit several agencies. During a pandemic, this high mobility may promote the rapid spread of the virus through this population. The best way to stop the spread of influenza is to minimize close contact with other persons to the greatest extent possible. If possible, to reduce individuals’ mobility, try to find ways to:

Limit the movement of residents, such as transfers between shelters.

Limit the number of clients or visitors at drop-ins or other day programs.

Cancel or postpone group activities, if possible.

Provide incentives to reduce mobility; for example, re-organizing services so that three meals are offered at one facility, instead of one meal each at three different agencies

Other Issues of Concern

Access to regular medications and health services such as kidney dialysis, methadone, etc.

Confidentiality / HIPAA issues during a pandemic. During a public health emergency, public health entities have powers to suspend or alter certain requirements in the interests of public health. Specific information on this would be conveyed during the pandemic.

Funding. Many agencies express concerns about their financial situation during a pandemic, and how they would pay staff. As agencies prepare their continuity plan, they in turn might consider contacting their funders to learn about their funders’ business continuity plans, and what to expect.

Children whose parents are ill. Homeless service agencies that work with families with children have expressed concern about what to do if a client with children becomes ill in a family shelter and is unable to supervise his or her children or dies. This is an issue that needs to be addressed during the planning phase of your agency’s specific disaster plan.

Issues that Agency’s Need to Consider

In your agency, who will be responsible for communicating with public health authorities? Who on your staff will stay informed of local/state/federal health advisories? How will staff and program participants be informed or updated information? How will inaccurate information be dispelled?

What is your program’s current policy on providing care to participants that become ill? Is it possible to begin screening current participants for flu/symptoms? How will the agency connect with health authorities to maintain a level of care for those who are sick or become sick?

Does the organization have sufficient employees and/or volunteers to maintain current level of care should some staff get sick? What guidance can be provided to staff to keep themselves safe during an outbreak of flu? What resources are available to staff that have concerns?

Is it possible for programs that typically only operate at night to support 24/7 operation during an outbreak? If not, where will infected participants go during the day? For family programs, can the shelter support families that want to keep their children home from school? Is the program sufficiently staffed in the event the community’s schools are temporarily closed?

Are hygienic supplies such as hand sanitizer readily available for use by participants and staff?

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Organizational Preparedness: Pandemic Preparedness and Operational Checklist

(Taken from www.flu.gov)

1. Plan for the impact of a pandemic on your organization and its mission:

Assign key staff with the authority to develop, maintain and act upon an influenza pandemic preparedness and response plan.

Determine the potential impact of a pandemic on your organization’s usual activities and services. Plan for situations likely to require increasing, decreasing or altering the services your organization delivers.

Determine the potential impact of a pandemic on outside resources that your organization depends on to deliver its services (e.g., supplies, travel, etc.)

Outline what the organizational structure will be during an emergency and revise periodically. The outline should identify key contacts with multiple back-ups, role and responsibilities, and who is supposed to report to whom.

Identify and train essential staff (including full-time, part-time and unpaid or volunteer staff) needed to carry on your organization’s work during a pandemic. Include back up plans, cross-train staff in other jobs so that if staff are sick, others are ready to come in to carry on the work.

Test your response and preparedness plan using an exercise or drill, and review and revise your plan as needed.

2. Communicate with and educate your staff, members, and persons in the communities that you serve:

Find up-to-date, reliable pandemic information and other public health advisories from state and local health departments, emergency management agencies, and CDC. Make this information available to your organization and others.

Distribute materials with basic information about pandemic influenza: signs and symptoms, how it is spread, ways to protect yourself and your family (e.g., respiratory hygiene and cough etiquette), family preparedness plans, and how to care for ill persons at home.

When appropriate, include basic information about pandemic influenza in public meetings (e.g. sermons, classes, trainings, small group meetings and announcements).

Share information about your pandemic preparedness and response plan with staff, members, and persons in the communities that you serve.

Develop tools to communicate information about pandemic status and your organization’s actions. This

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might include websites, flyers, local newspaper announcements, pre-recorded widely distributed phone messages, etc.

Consider your organization’s unique contribution to addressing rumors, misinformation, fear and anxiety.

Advise staff, members, and persons in the communities you serve to follow information provided by public health authorities--state and local health departments, emergency management agencies, and CDC.

Ensure that what you communicate is appropriate for the cultures, languages and reading levels of your staff, members, and persons in the communities that you serve.

3. Plan for the impact of a pandemic on your staff, members, and the communities that you serve:

Plan for staff absences during a pandemic due to personal and/or family illnesses, quarantines, and school, business, and public transportation closures. Staff may include full-time, part-time and volunteer personnel.

Work with local health authorities to encourage yearly influenza vaccination for staff, members, and persons in the communities that you serve.

Evaluate access to mental health and social services during a pandemic for your staff, members, and persons in the communities that you serve; improve access to these services as needed.

Identify persons with special needs (e.g. elderly, disabled, limited English speakers) and be sure to include their needs in your response and preparedness plan. Establish relationships with them in advance so they will expect and trust your presence during a crisis.

4. Set up policies to follow during a pandemic:

Set up policies for staff leave for personal illness or care for sick family members during a pandemic.

Set up mandatory sick-leave policies for staff suspected to be ill, or who become ill at the worksite. Employees should remain at home until their symptoms resolve and they are physically ready to return to duty (Know how to check up-to-date CDC recommendations).

Set up policies for flexible work hours and working from home.

Evaluate your organization’s usual activities and services (including rites and religious practices if applicable) to identify those that may facilitate virus spread from person to person. Set up policies to modify these activities to prevent the spread of pandemic influenza (e.g. guidance for respiratory hygiene

Rev.6-20-11 Page 22

and cough etiquette, and instructions for persons with influenza symptoms to stay home rather than visit in person.)

Follow CDC travel recommendations during an influenza pandemic. Recommendations may include restricting travel to affected sites, recalling non-essential staff working in or near an affected site when an outbreak begins, and distributing health information to persons who are returning from affected areas.

Set procedures for activating your organization’s response plan when an influenza pandemic is declared by public health authorities and altering your organization’s operations accordingly.

5. Allocate resources to protect your staff, members, and persons in the communities that you serve during a pandemic:

Determine the amount of supplies needed to promote respiratory hygiene and cough etiquette and how they will be obtained.

Consider focusing your organization’s efforts during a pandemic to providing services that are most needed during the emergency (e.g. mental/spiritual health or social services).

6. Coordinate with external organizations and help your community:

Understand the roles of federal, state, and local public health agencies and emergency responders and what to expect and what not to expect from each in the event of a pandemic.

Work with local and/or state public health agencies, emergency responders, local healthcare facilities and insurers to understand their plans and what they can provide, share about your preparedness and response plan and what your organization is able to contribute, and take part in their planning. Assign a point of contact to maximize communication between your organization and your state and local public health systems.

Coordinate with emergency responders and local healthcare facilities to improve availability of medical advice and timely/urgent healthcare services and treatment for your staff, members, and persons in the communities that you serve.

Share what you’ve learned from developing your preparedness and response plan with other Community Organizations to improve community response efforts.

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Attachment F: Agency Disaster Planning Considerations

Disaster Plan – Disaster Plans are a key and necessary document for any organization. Disaster plans are much

more than just a simple evacuation plan or fire drill. After a disaster, most agencies will need to be prepared to

“take care of themselves” and as such the best way to plan for the worst is to have a good and detailed plan before

any disaster. Below are some topics that a thorough disaster plan will generally include.

Staff and family preparedness – When a disaster strikes, most staff members will immediately begin to

think of loved ones and how they are doing. Therefore, agencies should encourage staff to have home

preparedness plans. If staff know that their families are being taken care of, there is a higher chance that

staff will return to work after a disaster.

Disaster kit checklists – Disaster kits come in all sizes and supplies. An agency can best determine what kit

they will need based on their type of facility and the services they provide.

Food/water – The Federal Emergency Management Agency (ready.gov) recommends that one have

enough food to sustain a person for at least three days. Also, one gallon/day is the recommended

allotment for drinking and sanitation.

Evacuation plans – Your agency should have clearly defined evacuation plan that is communicated to ALL

staff so that staff know that if disaster strikes, they know how to get out safely and where to convene. It is

recommended that agencies test their evacuation plans at regular intervals. Along with evacuation plans,

ensure that staff aware of hot to shut off critical utilities if need be. There may be a time where staff need

to shut down power, turn off the gas (or even plug the gas line if there is an exposed gas leak), or shut off

water. Also, an agency must decide who will be in charge to determine building integrity and whether or

not to evacuate the building if it appears to be unsafe.

Incident specific plans – Los Angeles is exposed to many threats and vulnerabilities. It is important that

your agency has an idea of how to respond to various threats. Below are some examples that may affect

the downtown Los Angeles Community.

o Earthquakes

o Biological Hazards (including flu pandemics)

o Extreme Heat/Cold

o Fires

o Blackouts

o Acts of Terrorism

Shelter in place - One of the instructions an agency may be given in an emergency where hazardous

materials may have been released into the atmosphere is to shelter-in-place. This is a precaution aimed to

keep you safe while remaining indoors. (This is not the same thing as going to a shelter in case of a storm.)

Shelter-in-place means selecting a small, interior room, with no or few windows, and taking refuge there.

It does not mean sealing off your entire home or office building

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Continuity of Operations – The goal of a continuity of operations plan is to ensure that critical functions

that your agency provides can still be provided after a disaster. It provides a detailed plan on how to start

critical operations after a disaster has occurred.

Alternate locations – If the building your agency is housed is uninhabitable after a disaster, do you have

an alternate location? Do staff know where to report in case your main building is not standing? Do you

have the supplies and equipment needed to continue your operations at this alternate location? These

are just some of the questions that need to be addressed when thinking about an alternate location.

Some agencies are restricted to only the building that they currently reside and will not have the option of

having an alternate location.

Emergency contact lists – It is important that an agency have contact information (home phone, cell

phone, home addresses) for all staff (and key volunteers) that support your organization.

Responsibilities of staff members – Staff members need to be aware of what their responsibilities are in

the event of a disaster. Staff members need to realize that their agency management may not be on

scene and they may need to make decisions they normally would not make. It is important to train staff

on how to make good decisions that work for the benefits of their fellow staff members and the clients

they serve.

Chain of command – If the executive director is killed or unable to be located, is it clear who is in charge?

Is there a clear line of succession of who will take control of the agency if key leaders cannot be located?

A good idea is to have a copy of agency by-laws included in your disaster plan. This may address some of

this concern.

Suppliers and Contractors – Many agencies rely on various suppliers and contractors to assist in their

daily operations. This may include such suppliers as food, clothing, laundry services, cleaning, security

services etc.. It is important to maintain good relationships with these vendors and to know what their

disaster plans are. By keeping good relationships and having a clear communication you will be able to

restart your operations as soon as possible.

Records Backup – Agencies have various methods (paper, electronic, etc…) of storing important data

(financial records, client records, operation records, etc..). In case an agency needs to evacuate their

building is there a way to access records and have a backup of all records?

Disaster plan review process – A disaster plan is only useful as much as it is reviewed and educated

throughout ALL staff. Many things can change in just a year (Contact numbers, vendors, staffing).

Therefore, it is important to incorporate regular training and disaster drills so that when an event

happens, all staff know what to do.

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Attachment G: Other Resources

ReadyLA.com – This website is the official City of Los Angeles website that informs residents and businesses of

emergency preparedness topics and best practices. The website contains many tips and plans on how residents

can deal with various types of threats that affect Los Angeles. In the event of a disaster, information will also be

updated to this website to inform the community of what is going on.

PrepareLA.org – This website is the official emergency preparedness website of the American Red Cross of Los

Angeles. The website contains information about disaster preparedness for schools, businesses, individuals and

families. The website also contains many tips and plans on specific threats that affect the Los Angeles area. Lastly,

this website can connect you to the vast training programs that the American Red Cross provides.

Ready.gov – This website provides important disaster preparedness information from the Federal Emergency

Management Agency (FEMA). The website also includes sample disaster plans for businesses and families.

ReadyRating.org – This website is developed and maintained by the American Red Cross. The primary purpose of

this website is to help businesses and schools to get prepared.

Department of Homeland Security (www.dhs.gov) – The Department of Homeland Security has critical

information about the terror alert system as well as widgets that you can link to your website displaying the terror

alert level.

City of Los Angeles Emergency Management Department– The City’s Emergency Management Department (EMD)

coordinates the emergency preparedness and planning of all City departments, over four million residents, and

over 400,000 businesses residing within the 475 square miles of Los Angeles. During major emergencies and

disasters, the EMD coordinates the response, mitigation and recovery efforts, including running a state-of-the art

Emergency Operations Center (EOC).

County of Los Angeles Office of Emergency Management (OEM) (www.lacoa.org) – The County’s Office of

Emergency Management organizes and directs the preparedness efforts of the Emergency Management

Organization of Los Angeles County. OEM is the day –to – day Los Angeles County Operational Area coordinator for

the entire geographic area of the county.

California Emergency Management Agency (CAL EMA) (www.oes.ca.gov) –Cal EMA is responsible for the

coordination of overall state agency response to major disasters in support of local government. The Agency is

responsible for assuring the state’s readiness to respond to and recover from all hazards – natural, manmade, war-

caused emergencies and disasters – and for assisting local governments in their emergency preparedness,

response, recovery, and hazard mitigation efforts.

Emergency Network of Los Angeles (ENLA) (www.enla.org) - is the recognized VOAD (Voluntary Organizations

Active in Disasters) for Los Angeles County. ENLA serves as the forum where organizations share knowledge and

resources throughout the disaster cycle—preparation, response and recovery—to help disaster survivors and their

communities. Members form a coalition of nonprofit organizations that respond to disasters as part of their overall

mission. Together ENLA foster more effective service through the four C’s—communication, coordination,

cooperation and collaboration—by providing convening mechanisms and outreach for all people and organizations

involved in disasters.

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Attachment H: References

Information from the following resources was used to help complete this plan:

National Terror Alert Response Center

City of Los Angeles – Emergency Management Department

Ready.gov (Federal Emergency Management Agency)

Preparela.org (American Red Cross)

Readyla.com (City of Los Angeles)

Seattle-King County Influenza Pandemic Planning Guide

L.A. County Department of Public Health

Downtown Los Angeles Neighborhood Council (DLANC)