ERIC ED507724: Disaster Preparedness Resource Guide for Child Welfare Agencies

2009·0.48 MB·English

by  ERIC

DISASTER
PREPAREDNESS
RESOURCE GUIDE
for Child Welfare Agencies
The Annie E. Casey Foundation
Prepared by Rebecca Berne
©2009, The Annie E. Casey Foundation, Baltimore, Maryland
The Annie E. Casey Foundation is a private charitable organization dedicated to helping build better futures for disadvantaged
children in the United States. It was established in 1948 by Jim Casey, one of the founders of UPS, and his siblings, who named the
Foundation in honor of their mother. The primary mission of the Foundation is to foster public policies, human-service reforms, and
community supports that more effectively meet the needs of today’s vulnerable children and families. In pursuit of this goal, the
Foundation makes grants that help states, cities, and neighborhoods fashion more innovative, cost-effective responses to these needs.
CONTENTS
p p
Introduction
2 37 II.Response
Checklist 15. Enact Disaster Response Plans When Needed
3 38
Detailed List of Recommendations 16. Address the Urgent Needs of Children and
4 39
Families Immediately After a Disaster
I.Mitigation and Preparedness 9
17. Identify and Assist Children Newly in Need
41
1. Assess Agency Preparedness and Evaluate 10 of Child Welfare Services
Current Disaster Management Plans
43 III.Recovery
2. Determine Biggest Threats and Consider
12
“All-Hazards” 18. Reevaluate Staffing to Accommodate a
44
Disaster’s Impact
3. Allocate Responsibilities to Agency
14
Staff Members 19. Support Agency Staff throughout Disaster
46
Recovery
4. Put Disaster Management Plans in Writing
16
20. Help to Connect Children and Families
48
5. Budget for Disaster Management 18 with Disaster Recovery Funds
6. Coordinate Disaster Management with 19 49 21. Continue the Work of the Agency
Other Agencies, with Providers, and with
Community Organizations 22. Coordinate Mental Health Treatment for
51
Children and Families
7. Prepare to Manage Disasters that Strike
22
an Agency Office 23. Coordinate Treatment of Children’s
54
Physical Health
8. Ensure that Families and Providers Have Viable
24
Disaster Plans 24. Help Ensure that Displaced Children and Families
56
Find Housing
9. Prepare to Protect the Families of Agency
28
Staff Members Essential to Disaster Response 25. Help Ensure that Children Attend School Regularly
57
10. Ensure that Agency Staff Members Have Viable 26. Manage Through and Minimize Foster Parent
29 59
Personal Disaster Plans Attrition After a Disaster
11. Prepare to Communicate with Agency Staff, 27. Capture Lessons Learned and Regularly
30 60
Providers, Children, and Families During and Update Disaster Management Plans
After a Disaster
Appendix: Pandemic Preparedness
61
12. Prepare to Preserve and Access Essential Records
32
During and After a Disaster 62 Index of Resources
13. Prepare to Serve Children Who Enter the 34 65 Endnotes
State Because of Disasters Elsewhere
References
68
14. Practice Disaster Response Plans
35
INTRODUCTION
Recent disasters, especially Hurricane unpredictable—and because many disaster plans
Katrina, have all too clearly demonstrated what are guided by the disasters that have already
can happen when disaster management plans occurred—this guide aims to help agencies to
are not strong enough. After Katrina, state child develop a comprehensive and dynamic disaster
welfare offices lost contact with large numbers management plan. The hypothetical scenarios
of foster and biological families. Amidst the that begin each section of the guide are designed
destruction brought by the hurricane, contact took to prompt agencies to consider the full range of
significant time to reestablish. The Annie E. Casey possible disasters (“all-hazards”) alongside the
Foundation’s experience supporting Louisiana most likely events. And the guide highlights ways
following hurricanes Katrina and Rita, along with in which each element of a disaster management
the Foundation’s broader goal of protecting plan must suit the particular challenges faced by
vulnerable children across the nation, has brought child welfare populations. It is organized accord-
about this guide, which aims to help agencies ing to common phases of disaster management:
across the country to prepare for future disasters. mitigation and preparedness, response, and
recovery. But it is important to note that all of
This guide offers best practices for disaster
these phases must be planned for before a
management at child welfare agencies. Its recom-
disaster occurs.
mendations are firmly rooted in published disaster-
related research and the advice of human service How can agencies, often pressed for time and
and preparedness experts. It is not a reinvention resources, prepare for disasters that may happen
of disaster management—much quality work has far in the future, if at all? One answer lies in the
been done in this field—but a synthesis of experts’ many “dual-use” recommendations offered in this
recommendations, geared specifically toward guide. Many preparedness measures can also
child welfare agencies. A number of previously serve to strengthen the agency’s ability to serve
published resources on disaster management children and families on an everyday basis.
helped to inform this guide’s recommendations
Many child welfare agencies are dangerously
and they are referenced throughout the guide
underprepared for the kinds of large-scale
and in the Index of Resources. The guide’s
catastrophes that we are likely to see in the
recommendations are meant to be adaptable
future. But agencies are also expert at protecting
for use by agencies in states and tribes across
children from emergencies they face in their
the United States.
everyday lives. Hopefully, this guide can help
The Child and Family Services Improvement Act of agencies harness this expertise to offer vulnerable
2006 federally mandates that all agencies have children and families protection from disasters.
a disaster plan in place to address such basic
This guide is not intended to be read sequentially,
and important issues as keeping in contact with
cover-to-cover. It is a toolkit that contains recom-
foster families during and after a disaster. But,
mendations as well as numerous previously
what is the best way to do this? Would it be the
published preparedness resources. Readers may
same during a terrorist attack or an earthquake?
open this kit and turn from section to section to
What would need to be done in advance of a
select its most useful tools as they build, repair, and
disaster to make sure communication is possible?
strengthen agency disaster management plans.
Because disasters and their effects are largely
2
CHECKLIST
Given the gap that may exist between what The following ten-item checklist is a starting point
ideally would be done to prepare for disaster for agency staff members who are tackling what
and what may practically be accomplished, the may seem to be an overwhelming task. It can
Checklist and Detailed List of Recommendations help agencies determine the most urgent pre-
that follow aim to help readers navigate this paredness needs as they consider what level of
guide and produce a strong disaster manage- planning may realistically be carried out.
ment plan.
The Checklist provides a starting point to help
readers set some priorities. The four-page
Detailed List of Recommendations will help Develop a disaster response plan.
readers quickly determine which sections of the (Who will do what when disaster strikes?)
guide will assist them as they work toward
Coordinate disaster management with federal,
preparedness.
state,and local agencies,as well as with
contracted providers.(Have memoranda of
understanding in place beforeadisaster
occurs.)
Train staffmembers to carry out the plan.
Conduct exercises to practice and improve the
plan.
Plan to track and communicate with families
during and after a disaster.
Plan to preserve and access essential records
during and after a disaster.
Plan to accommodate children and families
entering the state during disasters elsewhere.
Ensure that families have adequate individual
disaster plans.
Plan to get necessary funds to children and
families during and after a disaster.
Plan to help children and families being
served to recover from the effects of a disaster.
3
DETAILED LIST OF
RECOMMENDATIONS
I. MITIGATION AND PREPAREDNESS
Section 4:Put Disaster Management Plans in
Writing
Section 1:Assess Agency Preparedness and • Put agency plans in writing.
Evaluate Current Disaster Management Plans
Keep written plans handy and at the forefront
•
• Work together to protect children and families of the minds of agency staff members.
served by child welfare agencies from major
Address all phases of disaster management in
disasters. •
written plans.
Use this guide and its resources to improve child
•
Write disaster response plans in a concise and
welfare agencies’ disaster management plans. •
clear format.
Section 2:Determine Biggest Threats and
Section 5:Budget for Disaster Management
Consider “All-Hazards”
Keep budget limitations in mind when designing
Determine which disasters are most likely to •
•
disaster plans.
occur in the region and learn how these threats
might affect the agency. Maximize the utility of funds by simultaneously
•
improving agency preparedness and day-to-
Become familiar with potential effects of the full
•
day operations.
range of disasters.
Advocate for and apply for funds to improve
Prepare for “all-hazards.” •
•
disaster preparedness and management plans.
Section 3:Allocate Responsibilities to Agency
Section 6:Coordinate Disaster Management
Staff Members
with Other Agencies,with Providers,and with
Assign a specific staff member(s) to coordinate
• Community Organizations
disaster management.
Coordinate preparedness efforts with states.
•
Anticipate staffing needs required during
•
disaster response. Coordinate preparedness efforts with Offices of
•
Emergency Management.
Inform staff members what is expected of them
•
during and immediately following a disaster.
Coordinate disaster preparedness with
•
Make sure an adequate number of alternates contracted providers.
•
are assigned to each role.
Make sure that child welfare agencies are full
•
Prepare to perform Emergency Support
• partners with other social service agencies at
Functions required by federal and state
the state level and active partners at the local
governments as well as to enact plans to
level.
protect children and families being served by
the agency. Establish written memoranda of understanding
•
with police departments, fire departments, and
schools.
4
• Collaborate with school authorities concerning Section 8:Ensure that Families and Providers
individual children in state care. Have Viable Disaster Plans
• Coordinate disaster preparedness with other • Ensure that biological families, foster families,
states’ child welfare agencies, and establish and group care facilities have disaster plans in
memoranda of understanding to facilitate place.
disaster response and recovery.
Ensure that family and provider preparedness is
•
Collaborate with community groups to ensure routine and required.
•
that vulnerable children and families are pro-
Ensure that families have an adequate supply of
•
tected as well as possible during a disaster.
prescription medication in their disaster kits.
Coordinate plans for disaster response and
• Urge families strongly to consider the following
•
recovery with courts.
suggestions when making their plans: both
Coordinate disaster management plans with short- and longer-term evacuation plans (for
•
government plans for a national disaster hurricanes, terrorist attacks, and many other
response. large-scale disasters) should be established.
• Coordinate plans for disaster response and • Educate caregivers about how to discuss their
recovery with relief organizations such as the disaster plan and its various contingencies with
American Red Cross. children in a sensitive and age-appropriate
manner.
Incorporate government standardized disaster
•
management terms and practices into agency • Inform families which supplies are necessary for
plans. evacuation and for shelter-in-place.
• Remember to forge and nurture relationships in • Carefully consider situations involving possible
advance of a disaster. domestic violence when monitoring family
disaster response plans.
Help families to plan to care for their pets.
Section 7:Prepare to Manage Disasters that •
Strike an Agency Office
• Plan to manage disasters that strike offices Section 9:Prepare to Protect the Families of
directly. Agency StaffMembers Essential to Disaster
Response
Minimize the office building’s susceptibility to
•
damage caused by disasters. • Some agency staff members will be essential
while a disaster is unfolding.
Post emergency instructions for the full range of
•
possible disasters where everyone in the office • Speak with essential staff about what their
can easily read and reference them. families would need to be safe.
Integrate disaster response plans for the
•
agency’s office building into the larger disaster Section 10:Ensure that Agency Staff Members
management plan. Have Viable Personal Disaster Response Plans
Require that agency staff members create
•
strong personal disaster plans.
5
Make sure staff members know how to contact Consider confidentiality when planning how
• •
the agency in the event of a disaster. and where to store, access, and share
information.
Verify that staff members’ disaster plans are
•
compatible with their work responsibilities
during a disaster. Section 13:Prepare to Serve Children Who
Enter the State Because of Disasters Elsewhere
Keep staff members’ disaster plans on file and
•
Plan to receive and serve children from other
update them regularly. •
states.
Plan specifically to accommodate youth who
Section 11:Prepare to Communicate with •
are in state care already and coming from other
Agency Staff,Providers,Children,and Families
jurisdictions.
During and After a Disaster
Establish redundant systems of communications
•
for use during and after a disaster. Section 14:Practice Disaster Response Plans
Conduct agency-wide emergency exercises.
Make sure you have the necessary technology •
•
to operationalize communications systems. Participate in national, state, local, and
•
community exercises.
Record contact information electronically, online
•
and in out-of-area locations. Evaluate exercises and make improvements
•
to disaster management plans.
Establish out-of-state 800 numbers in advance
•
of a disaster and publicize the numbers. Be very cautious if conducting any exercises
•
involving children.
In addition to phone lines, provide other clear
•
ways for staff members, providers, children, and
families to access information.
II. RESPONSE
Educate staff about the National Emergency
•
Child Locator Center, established by the
National Center for Missing & Exploited
Section 15:Enact Disaster Response Plans
Children (NCMEC).
When Needed
• Channel all information to the public through • Enact the disaster management plan.
a Principal Information Officer (PIO) or
Adjust the plan as needed.
•
spokesperson.
Section 16:Address the Urgent Needs of
Section 12:Prepare to Preserve and Access
Children and Families Immediately After a
Essential Records During and After a Disaster
Disaster.
Make essential records electronic and back
• Plan to get regular payments to children and
•
them up out of state.
families who will surely need them.
Establish a procedure to make sure online
• Assess the needs of children and families
•
records are updated and backed-up frequently
immediately after a disaster.
and regularly.
Disburse funds for urgent needs such as day
•
Protect paper files.
• care and emergency housing.
Collaborate with other agencies that hold
•
essential records about children and families
Section 17: Identify and Assist Children Newly
being served.
in Need of Child Welfare Services
• Plan to document agency activities during • Plan to locate and serve vulnerable children
disaster response. affected by the disaster.
6
III. RECOVERY
Instruct parents and caregivers how to talk with
•
children about disasters—before, during, and
after they occur.
Section 18:Reevaluate Staffing to
Accommodate a Disaster’s Impact Remind parents and caregivers to safeguard
•
Make sure that staff members’ caseloads are their own mental health.
•
manageable after a disaster.
Be aware of the stigma that mental health
•
If staff members are in short supply, try to attract services sometimes carry.
•
new staff.
Be sure that mental health services are delivered
•
in a culturally sensitive manner.
Section 19: Support Agency Staff throughout
Consider mental health when planning for every
•
Disaster Recovery
phase of response and recovery.
Make on-scene disaster leadership an explicit
•
part of the job description for the agency’s top
Section 23:Coordinate Treatment of Children’s
administrator(s).
Physical Health
Ensure that staff members receive their paychecks.
• Make sure that children and families can use
•
Safeguard staff members’ mental health. their health insurance and receive medical care
•
after a disaster.
Provide encouragement, celebrate successes,
•
and promote wellness. • Help children and families find a “medical home.”
Section 20:Help to Connect Children and Section 24:Help Ensurethat Displaced
Families with Disaster Recovery Funds Children and Families Find Housing
• Help to connect children and families with • Help find stable living situations for all children
available disaster recovery funds. and families being served.
Be equitable and systematic when distributing
•
any agency funds for recovery. Section 25: Help Ensure that Children Attend
School Regularly
Section 21:Continue the Work of the Agency
Make sure that children attend school regularly.
•
Decide how staff should strategically prioritize work.
•
Help to locate an educational environment that
•
•Reevaluate each child’s permanency plan and can help children recover from a disaster.
continue work toward long-term goals.
•Make use of post-disaster services provided by Section 26:ManageThrough and Minimize
nonprofits and the government. Foster Parent Attrition After a Disaster
Anticipate foster parent attrition after a disaster,
•
Section 22:Coordinate Mental Health and make plans to manage the situation.
Treatment for Children and Families
Make use of federally available funds to recruit
•
• Contract with needed mental health profession- foster families for displaced children.
als, who may likely be scarce after a disaster.
• Provide opportunities for staff members to refresh Section 27:Capture Lessons Learned and
their knowledge about trauma symptoms. Regularly Update Disaster Management Plans
• Train child welfare workers to serve as a first line • Capture lessons learned in an accessible and
of defense against untreatedmental health prob- user-friendly format, and share the lessons with
lems among children and families in their care. stakeholders.
• Have staff members educate parents and • Review disaster management plans regularly.
caregivers about how to monitor for mental
distress in children.
7
PART
I
MITIGATION AND
PREPAREDNESS