Participants will learn how volunteers, resources and monetary donations will be managed after a Fairfax County disaster. The workshop outlines how volunteer and donation management is collaborated between faith and community based groups, non-profit organizations, business and government during and after a disaster. Community organizations responding to disasters will also learn how they can become a part of this Annex to secure additional resources such as volunteers and donations.

1. SURVIVE // RECOVER // REVIVE
Partnering in Volunteer Management
during Disasters
March 25, 2014

2. Volunteer Management – Important Players
“A system coordinated by the ‘formal’ responders and pre-trained volunteers that can
integrate a large number of spontaneous volunteers”
Volunteer/Donations Management Group in EOC: Volunteer Fairfax
Affiliated Volunteers:
 Office of Emergency Management (OEM)
 Animal Control
 Fairfax County-Falls Church Community Services Board (CSB)
 Fairfax County Fire & Rescue Department (FCFRD)
 Fairfax County Health Department (FCHD)
 Fairfax County Neighborhood and Community Services (NCS)
 Fairfax County Park Authority (FCPA)
 Fairfax County Police Department (FCPD)
 Sheriff’s Department
 Citizen Corps Council (CCC) member agencies
 Northern Virginia Voluntary Organizations Active in Disasters (VOAD)
 American Red Cross (ARC), National Capital Region
 Salvation Army, Fairfax Corps
Spontaneous/unaffiliated volunteers
FBOs/CBOs
Community Groups
Volunteer communities (Individual, Group, Corporate) 2

3. Volunteers – Operating Environment
3
Fairfax County
Emergency
Operations
Center (EOC)
(coordination)
Track
volunteer
requests
Process &
assign
unaffiliated/
spontaneous
volunteers
Request &
assign
affiliated
volunteers
Demobilize
volunteers
Communicate
needs &
volunteer
process

4. Volunteer Fairfax
4
Community
Voices
Volunteers
Donations
Needs

5. Volunteer Management - Objectives
1. To ensure the safety and security of volunteers and residents.
2. To assist with the needs of residents impacted by the disaster
and responding agencies efficiently, in a coordinated,
collaborative, fair, and transparent way.
3. To reduce duplication of effort and foster coordination.
4. To facilitate the responders’ ability to effectively perform tasks
within the established incident command system (ICS).
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6. Volunteer Management – Concept of Operations
6
STEP 1: OEM notified and will decide to activate EOC.
STEP 2: OEM Duty Officer contacts Volunteer Fairfax. VF will report to the EOC.
STEP 3: Understand volunteer needs or potential needs. Fill initial needs with affiliated volunteers.
STEP 4a: Activation of a Volunteer Reception Center (VRC) to register unaffiliated volunteers.
– Modified: Same functions, fewer staff, at worksite/Volunteer Fairfax office
– Full-scale: Same functions, full staff, at identified location near impacted area
STEP 4b: Send out messaging via OPA/PIO/JIC to request volunteers, utilizing Volunteer Fairfax Volunteer Now!

7. Volunteer Management Matching Process
7
Overall Process of Matching Volunteer Resources with Requests
3. Match Volunteers with Request
Specific skill required: contact affiliated
Volunteer Program Administrators (MRC,
CERT, etc.)
If not specific skill & VRC set up: contact VRC
Manager to match unaffiliated volunteers
with volunteer requests
If not specific skill & VRC not set up:
message pre-established POCs to send
request & OPA will send info to public
2. Volunteer/Donations Management Group Receives Request
EOC Activation: in the Operations Section,
under Human Services Branch
No EOC Activation: Volunteer Fairfax
1. Field Request comes in for Volunteers
Directly from Incident Command Requested based on a projected need

8. Roles of CBOs/FBOs in Volunteer Management
 Mitigation/Preparedness
 Develop and/or update standard operating procedures (SOPs), memoranda of understanding (MOUs), or
plans necessary to implement the responsibilities identified in the Annex.
 Continue to recruit and train volunteers, as needed.
 Response
 Respond to volunteer requests from the Volunteer/Donations Management Group.
 Send out volunteer request information as appropriate to volunteers.
 Provide management of volunteers in the field if appropriate.
 Recovery
 If engaged in volunteer management support during the response phase, continue operations until
advised to stop by Command.
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9. Case Study: Derecho (July 2, 2012)
 Messages to the DCT regarding the calls were sent out via email only
 Only a 2 hour notice was given for the initial call
 Two separate calls were conducted within 3 hours of each other (90+ participants on
the first call, over 30 organizations represented on the second)
 Determined that donations management did not need to be coordinated from the EOC
and large numbers of volunteers would not be necessary
 The need for donations/volunteer management did not exceed what the DCT
members were already doing as part of their regular services
 Feedback from call participants:
 Good summary of notes after each call
 Need to restrict call to a certain number of people
 Hard to hear from time to time
 Not everyone received notice of the calls (need to have better contact lists)
 We should have reached out to the DCT prior to Tuesday
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10. Any Questions?
10
THANK YOU!
www.volunteerfairfax.org
Emily Swenson
eswenson@volunteerfairfax.org
(703) 246-3474