FOREWORD This document is basically the original Florida Hurricane Preparedness Checklist. It was developed from the What We Learned From the Hurricanes of 2004 (WWLH) documentation and expanded the requirements found in the Central/South Florida Mini-Annual Preparation Checklist for Stake and Wards. It was distributed in April 2005 by the then Chairman of the Orlando Regional Welfare Committee to help the stakes and wards in that Region complete and implement their Emergency Preparedness (EP) plans to the fullest extent. It was based on the real-life experiences found in WWLH. The Florida Hurricane Preparedness Checklist is now known as the Complete Annual EP Prepared Checklist, or Complete Checklist for short. It was and is intended as a relatively complete set of EP activities that would be the basis for Stake and Ward EP Plans. Much of the original wording in this document, starting with the Introduction, remains unchanged. However, the Introduction has been expanded and includes several concepts not included in the original document. The intent is to provide a broader perspective to the complete requirements and more fully define the scope of this document. Some ambiguity remains where there are references to both stake and ward involvement in an activity when, in reality, only the Stake or a Ward would be involved, not both. All inaccuracies will be corrected over time as activities are implemented. The principal change is that of formatting to enhance readability and usefulness: All the original questions are organized in an outline format using numbers and letters. Original wording that does not ask a question is considered a 'comment' identified by a 'bullet'. INTRODUCTION This checklist was created to assist the stake and wards prepare for the event of a damaging hurricane or other natural disaster, each season. Please use this checklist in your annual stake and ward welfare meetings that are devoted to emergency preparation for the coming hurricane season. Throughout this checklist there are references to a companion document created by the five Florida Welfare Regions following the hurricanes in 2004 entitled What We Learned from the Hurricanes in 2004 (WWLH). That document contains 29 attachments that provide additional information on selected topics of interest. Those references will be shown with a WWLH-## symbol indicating the document and attachment number where additional information is found. 1 Of 20
This checklist contains the most important lessons learned from the five welfare regions within Florida and the emphasis is on hurricanes. And while there are many things to remember and focus on before, during and after a hurricane, there are several concepts that should be recognized because of their effect throughout the entire process of preparing for emergency events. Types of Emergency Events There are three (3) specific, seasonal events for which the stake and wards should prepare: Hurricane season June through November Tornado season primarily December through May, although they do occur at other times of the year in connection with severe thunderstorms and tropical storms Dry Season generally December through May making fires a very real danger especially when they are started from lightning associated with severe thunderstorms and tropical storms There are other types of emergency events for which the concepts of this checklist can and should be applied: Natural hazards floods; thunderstorms and lightning; extreme cold; extreme heat Pandemics avian flu; swine (H1N1) flu; etc. Technological hazards hazardous materials; nuclear emergencies Terrorism explosions; biological threats; chemical threats; nuclear explosions Activity Organization The activities in this checklist are divided into four phases in order to identify activities that occur at different points in time in the evolution of an emergency event: Annual Preparation Phase Pre-Event Phase Assessment Phase Rendering Assistance Phase Major Emergency Considerations Assessment Members tend to downplay the extent of personal damage or need. This process needs to be done as quickly and completely as possible and by personal observation as soon as it is safe to travel throughout the area. The needs of the community and opportunity for service should be part of the initial assessment process. 2 Of 20
Communications Assume that land line phones will be lost and that cell coverage will be inconsistent. Use the Guidelines for Emergency Communication as found in Provident Living. Be prepared to leave the affected area if necessary in order to contact key priesthood leadership at the Regional and Area levels. After the event, Ward Damage Assessment Teams should be prepared to fulfill the role of Area Captains and Walking District Leaders, if necessary, and report the status of members through priesthood lines of authority back to the bishop. Power Most members will lose power for hours or days and maybe weeks Be prepared to share generators and homes so that people can maintain a healthy and clean environment. Teaching Hold at least one teaching session at the stake and ward level each year on emergency response and events unique to your area. Teach at the ward level often as people s callings tend to change more often. Teach families often so that they will be prepared in the event of an emergency. Teach, Teach, and then Teach Some More. Expanded Welfare Committees It is recommended that this complete checklist be reviewed annually, item by item, by the leaders of the Stake Expanded Welfare Committee (EWC) and the Ward Expanded Welfare Committee (EWC), as appropriate. The Stake EWC includes the normal stake welfare participants as well as Their counselors All High Council members EP Specialist Communications Specialist Employment Specialist Physical Facilities Specialist Public Affairs Specialist All the bishops All ward EP Specialists Any other invited stake member(s) assigned or called to work on disaster response The Ward EWC includes the normal ward welfare participants as well as Their counselors 3 Of 20
EP Specialist Communications Specialist Employment Specialist Physical Facilities Specialist Public Affairs Specialist Any other invited ward member(s) assigned or called to work on disaster response Other Ward Teams and Ward Leaders Disaster Response Team(s) Damage Assessment Team(s) SWAT Assessment Team (8-12 members / team) (pairs of Disaster Response Team members) (pairs of Damage Assessment Team members) Emergency Shelter Team Relief Society Team Staging Area Team Area Captains Walking District Leaders (8-12 members / team) (if available) (8-12 members / team) (1 member / area) (pairs of members / district) ANNUAL PREPARATION PHASE (See WWLH-07, 05 and 04) 1. a). Has the stake formed a welfare and disaster response committee Stake Expanded Welfare Committee (EWC) to assist the stake presidency and bishops in the event of a disaster? The committee can be lead by a member of the stake presidency with at least one high councilor and others as required to serve the needs of the stake. The main purpose of this committee is to facilitate communication, assessment and logistics before and after the event. All members of this committee must be capable of devoting their full time following a disaster. Have committee members been assigned to address needs in various areas? Community/relief organization liaison 4 Of 20
Humanitarian / employment needs Home and property repair and clean up Storehouse liaison and field storehouse set-up and distribution Relief work organization as a provider of aid and/or receiver of aid c). Has the committee identified adjacent stakes where a neighboring stake would provide first in emergency response to lend assistance and help with assessment within 24 to 48 hours after the event? (WWLH-07 and 19) d). Does the committee use sisters where appropriate? (See WWLH-24 and 04). e). Has this committee also assisted in keeping the stake emergency plan current and updated for each hurricane season and for other types of emergency events? 2. Has the stake held an annual meeting of the Stake Expanded Welfare Committee to review this checklist and to ensure that each ward has an emergency plan and an organization in place? (See WWLH-07 and 19) 3. a). Is there a comprehensive listing of phone numbers (home, cell, relatives and office) and e-mail addresses for all ward, stake and the Regional Emergency Response Leader available to everyone in a leadership position? (Exhibits A-1, A-2, and A-3) c). Does the Listing also include the FM Group and Storehouse names and numbers? Has this list been annually updated? (WWLH-05) 4. Does the stake emergency plan identify contact points at the regional and general church emergency leadership levels? (WWLH-05) 5. a). Does the stake know the location and contact numbers of the Emergency Operation Centers (EOC s) and community shelters within their stake boundaries? Does someone in the stake have an established working relationship with the Red Cross chapters within the stake and a listing of contact persons and numbers? 5 Of 20
c). d). e). f). Has the stake communicated this information to the wards? Do members of the Stake Expanded Welfare Committee have working relationships with county response officials? Is there a current listing of stake and ward members who are registered as workers with their respective county EOCs and Red Cross? (WWLH-06 and 26) Has this information been shared with the wards? 6. Do both stake and ward emergency plans clearly state what happens at the point that a stake president or bishop puts their plan into effect with the Pre-Event Phase? Certain key actions should be seen as automatic just by putting the plan into effect. (See #1 under Pre-Event Phase below) (WWLH-04, 05 and 07) 7. Does the ward emergency plan have one or more preassigned Disaster Response Teams identified that can be called upon as Damage Assessment Teams that communicate and provide timely assessment data when required, either in the ward, the stake, or outside the stake? (See WWLH-05 and 04) 8. Does the ward emergency plan provide for knowing the location of each member family before, during and after the event (very important!)? (Exhibit E-1) Those leaving the area must report they are doing so before they leave. (WWLH-05) 9. a). Has each member s place of residence been individually mapped from the chapel and printed on a separate piece of paper using MapQuest, Yahoo Maps, etc.? (Appendix C) c). d). Has it been annually updated to reflect move ins and outs? Is it in place at the chapel in the clerk s office? Is there at least one additional copy stored elsewhere in case the original is destroyed? (WWLH-07) 10. a). Does each ward have a large map that shows the location of all members? 6 Of 20
Note a stick-pin map may no longer be the best option for this requirement; a collage of software-generated maps might be more feasible and satisfy the mobility issue. Has this map received an annual update? This map is required to assist damage assessors and relief workers from outside the area (if required) get to member homes. (WWLH-07 and 22) 11. Does the stake and each ward have an annually updated listing of members with chain saws, GPS locators, generators, etc.? (Exhibit D-2) 12. Does the stake and each ward have an annually updated listing of members with key skills in the areas of roof repair, electric work, plumbing, medical personnel and tree trimming? (Exhibit D-2) 13. a). Does the stake and each ward have a large supply of registration forms (WWLH- 11), work orders (WWLH-12) and permit number forms (WWLH-12)? (Exhibit I- 4, G-5, G-6) Work orders should also be filled out for non-member needs as well as member needs. (WWLH-11 and 12) Do stake and ward emergency plans provide information on how to fill out the above referenced forms? (WWLH-11) 14. Do stake and ward emergency plans provide directions on how to set up a staging point with a Staging Area Team to receive relief workers and process work orders? (WWLH- 06 and 07) (Exhibit J-1) 15. a). Do stake and ward emergency plans provide directions on how to organize Disaster Response Teams of 8 to 12 workers supported by a registration form? (WWLH-07 and 11) (Appendix I-Instructions) Are team leaders preassigned? 16. a). Does each ward emergency plan properly encourage all members to prepare their own homes, 72-hour kits and food storage? (WWLH-03) (Appendix M) c). Does each ward have specific or general knowledge of who is prepared and who is not? (Exhibit E-1) Have members of the ward been encouraged to gather needed materials, cash and food items that would sustain them during and after an emergency event? (Exhibit E-1) 7 Of 20
d). Have members been taught and given lists of needed items to have present in their homes? (Appendix M) 17. a). Does the ward emergency plan provide for each member knowing whom to contact and where to meet in the event of an emergency and following an emergency? Do members understand that it is their obligation to report to their designated priesthood leader their plans before the event and their situation/condition after the event? 18. Does the ward emergency plan encourage members to honestly communicate needs in the 6 assessment areas listed below in #20? (Exhibit G-1) This is a major concern, as many members do not communicate the need for help or assistance in a timely fashion. 19. Do the ward emergency plans provide for damage assessment for each ward within 48 hours following the emergency? (Exhibit G-1) Assume that phones are not working. This means that each member family will need a personal visit to assess damage. Area Captains and Walking district Leaders, supplemented by Ward Damage Assessment Teams, should be organized to accomplish this task. Ideally a ward is divided into Areas Area Captains are preassigned to each Area The Areas are further subdivided into 1-2 square mile Districts. Each district would have 1-12 households that are within walking distance of each other, hence the terminology Walking Districts. Ideally a pair of Walking District Leaders are preassigned to each District This geographical division of the ward is designed to facilitate the assessment process. (WWLH, Attachment 5--'After the Hurricane', #1; 'What to do from today', #1 and #2.) 8 Of 20
Home teaching routes and assignments do not generally support this effort due to location and the fact that too many home teachers may be otherwise occupied with self interests in the aftermath of the event. However, home teaching routes and assignments might satisfy this requirement if they are organized using the Area and District concept. 20. Does the ward emergency plan provide for pairs of preassigned Walking District Leaders to gather and report specific information? (Exhibit G-1) 1). Deaths/injuries 2). Families displaced due to structural damage to homes 3). Damaged homes/structures (including Church buildings) 4). Significant clean-up effort required 5). Power outages 6). Other needs The first three items are required by the Brethren in SLC immediately after the event. 21. Has the Stake considered the establishment of a special Swat Assessment Team, using a Ward Damage Assessment Team, that can operate within the stake or be exported to help a neighboring stake? (Exhibit D-2) A Ward Damage Assessment Team should be identified from each Ward as a Swat Assessment Team. The purpose of this team is to assist in the assessment phase of the process and to work with local relief organizations in coordinating the efforts of the Church. These should be experienced people who are motivated to help and work within the organization of local priesthood authority. 22. a). Does the ward emergency plan provide for communication back to the bishop by key leaders throughout the ward? (Appendix L) Does each bishop have an emergency point of contact at the stake level and a back-up point of contact? Assume phones do not work. (WWLH-04,05, and 07) 9 Of 20
23. a). Does the ward emergency plan provide for a succession plan of authority if key members of the ward are not available? Does everyone on the ward Expanded Welfare Committee (EWC) know whom to contact at the stake level? 24. Does the ward emergency plan provide for identifying those with special needs, assigning someone to be responsible for each special needs member, and for the prearranged shelter for those special needs? (Modified May 2010) (WWLH-05) 25. Does the ward emergency plan educate the members concerning the dangers of venturing out into the community before it is safe to do so? (WWLH-05) 26. Has the Stake president and the bishops coordinated the possible use of Church buildings as shelters with the FM Group to accomplish this task and for current building use policies. (WWLH 14-07) (Appendix M) a). Have they determine whether or not Church buildings should be pre-wired to accommodate plugging in generators to keep the power running and restroom facilities functioning? Note This is a desired action that has not been formally approved by the Church as of the writing of this document. Note FEMA and the Red Cross recommends extension cords rather than wiring the buildings. Have they predesignated the stake and ward buildings as shelters, if that is part of the plan? 27. Is the stake and each ward operating with an established plan that includes all the items listed in the four (4) phases of this Checklist? 28. Has each ward held an annual meeting with its members to review this checklist and to teach its concepts? 29. a). Have members of each ward been encouraged to gather needed materials and food items that would sustain them during and after an emergency event? Have members been taught and given lists of needed items to have present in their homes? (WWLH-03) 10 Of 20
30. Has the stake and the wards held an annual preparation meeting of the Stake Expanded Welfare Committee by June 1st to audit the readiness of the stake and the wards in accordance with this checklist? It is recommended that the Stake and Ward Emergency Preparedness Specialists evaluate each of the questions so that stake and ward leaders, respectively, can assess the areas of preparation and determine the need for additional attention. 31. a). Does the Bishop know what information the Stake President requires at each phase? (Added May 2010) Does the Bishop know how to communicate the information? (Added May 2010) PRE-EVENT PHASE 1. Based on reliable local and state information and inspiration, the Stake Presidency in consultation with the Regional Emergency Response Leader should declare, at the appropriate time, when to enact the stake and ward emergency plans. The National Weather Service publishes different levels of 'status announcements' Advisory, Watches, and Warnings. (WWLH, Attachment 5--'Before the Hurricanes', #1 and #2) A 'Watch' announcement, for example, issued in advance of Category 3 and 4 hurricanes, sometimes 3-4 days (48-96 hours), generally identifies the high probability of an event for a particular geographical area. A 'Warning' announcement, for example, is issued in advance of Category 3 and 4 hurricanes, sometimes 1-2 days (24-48 hours), generally identifies the need to seek shelter. These types of announcements can help facilitate the initiation of the Pre-Event Phase. The decision to start the Pre-Event Phase, even on the part of a bishop for less severe events, or events for which there is no advance warning, should serve to place in motion a number of activities that include but are not limited to the following: a) Assess the location of all members to determine who is staying in the area and who can be counted on to assist in the aftermath. (Exhibit E-1) 11 Of 20
An attempt should be made to contact all members of record within each unit. b) Hold a meeting of the stake or ward expanded welfare committee as soon as possible to coordinate all actions required and coordination of future communications. c) Attend to special need members. (Exhibit D-1) d) Alert all those assigned to do aftermath assessment and provide relief and remind them of their responsibilities. e) Activate a communication plan that addresses land line outage and use of cell phones as primary communication. (Appendix L) Know the service providers (cell phones) of key leadership personnel as some companies performed better than others in the storms of 2004. (WWLH-22) 2. The Stake President should be prepared to participate in a nightly conference call through the operator at Church Headquarters in SLC involving other Emergency Response leaders to discuss several key agenda items to include (WWLH-25) Event preparation Pre-placement of trucks with relief supplies Emergency news and weather reports After event assessment Coordination of storehouse provided commodities and material Location of staging areas of material and relief effort Communication coordination Sizing the relief effort required Relief effort coordination Sharing of experiences with those affected 3. Identify at least one Disaster Response Team immediately within each ward with the appropriate registration form filled out and ready to go following the event. (WWLH-11) (Exhibit D-2) 4. Those responsible at the stake level should communicate with their contacts at the local EOC and Red Cross to begin to set the stage as either a 'requester' of help or a 'giver' of help. (WWLH-06 and 26) 12 Of 20
5. a). Bishops should report back to the stake president the level of success (% of families contacted) in locating and assessing the needs of the members prior to the event. (Exhibit G-1) Any special areas of need should be communicated. (WWLH-05 and 07) 6. a). The Stake president and bishops should coordinate the possible use of Church buildings as shelters, (Appendix M) c). d). They also ensure that generators are delivered to key buildings prior to the event to be used in support of the building as a shelter or relief staging point, if they are part of the plan. The bishops should alert those assigned to ready and man the buildings. They have members report to community shelters or church buildings with plenty of time to spare before the event. (WWLH-10) (Exhibit D-1) 7. The Stake president should consider a conference call just prior to the event if possible with all the bishops and key stake welfare leaders (WWLH-25) For last minute instructions, Current member status, Other actions that may be required, and Possible instructions received from the Regional Emergency Response leader. ASSESSMENT PHASE 1. a). Immediately following the event, the stake president should attempt to establish contact with the bishops and the Regional Emergency Response Leader. Bishops should be attempting to contact the stake president. (WWLH-05, 07 and 08) 2. a). When it is safe to do so, the preassigned Area Captains and Walking District Leaders should begin making contact with ward members and begin assessing needs and damage. (Exhibit G-1) The preassigned Ward Damage Assessment Team(s) should immediately be prepared to fulfill the role of either Area Captains and/or Walking District Leaders, if necessary. (Exhibit G-1) 13 Of 20
c). d). e). Regardless of the number contacted, they should report back to their preassigned contact leaders within 24 hours. Each bishop should receive a 24 hour report but under no circumstances beyond 48 hours. He should also receive a report at 48 and 72 hours after the event. Hopefully all members will be contacted within 72 hours. f). With each report, the bishop should then immediately contact the stake president with his report. (WWLH-07 and 08) (Exhibit G-4) 3. a). Each Walking District Leader or Ward Damage Assessment Team should be filling out a work order for each situation requiring relief help. (Exhibit G-5) In addition, each team should be gathering the following information (Exhibit G- 1): 1). Deaths/injuries 2). Families displaced due to structural damage to homes 3). Damaged homes/structures, including Church buildings 4). Significant clean-up effort required 5). Power outages 6). Other needs This information needs to be communicated on a daily basis back to the stake president. (WWLH-08) (Exhibit G-4) 4. a). Area Captains, Walking District Leaders, and/or Ward Damage Assessment Teams should also note possible community service opportunities, while visiting members; They should fill out work orders, whenever possible; and (Exhibit G-5) c). They should also communicate these needs to their church leaders. (Exhibit G- 2, G-3, G-4) 14 Of 20
Care should be taken to not commit to community relief work until after consultation with the stake and the Regional Emergency Response Leader. (WWLH-06, 28, 29, 26, and 20) 5. a). Stake welfare leaders who have working relationships with the local EOC should be assessing the need to help fill community work orders generated by the EOC. This information should be communicated to the stake president or their designated representative. (Appendix L) 6. Area Captains, Walking District Leaders and/or Ward Damage Assessment Teams should visit the homes of those members that have left the area to assess the need for immediate help to the property and fill our a work order, if required. (Exhibit G-1) 7. If damage is too wide spread to effectively carryout the duties of the preassigned Area Captains, Walking District Leaders or Ward Damage Assessment Teams (because these members are preoccupied with their own needs), bishops should coordinate help from their stake president. The driving directions (e.g. MapQuest printouts) to member homes can be used in the assessment process as well as the relief response effort by workers outside the ward or stake. (Appendix C) 8. Consider the need to deploy the stake Swat Assessment Team, if organized and required. 9. For each 24 hour period following the event, the stake president will be reporting to the Regional Emergency Response Leader the % of members contacted and the information associated with the six (6) items above in #3b. (Exhibit G-4) This information will be transmitted to SLC by the Regional Emergency Response Leader via the nightly conference calls. (WWLH-08 and 25) (Appendix L) 10. If immediate help is required from a sister or neighboring stake, the Stake president should notify the Regional Emergency Response Leader or should contact the sister stake president directly and immediately. (WWLH-08) 11. The stake president, if affected, should be attempting to join the nightly conference call of Church and Regional Emergency Response Leaders to report damage and request help, if not already communicated to their Regional Emergency Leader. 12. a). The Stake leaders should immediately establish contact with community emergency organizations (EOC, FEMA and Red Cross, etc.) to assess community needs and to set up coordination of community work orders. 15 Of 20
c). d). Also, a county or state emergency permit number should be obtained from the local EOC or from another state organization. (Exhibit G-6) This number allows response teams access to damaged areas of the county and state without police interference. However, this permit number may only be available in Orange and Seminole Counties to those individuals who are C.E.R.T. (Community Emergency Response Team) trained and qualified. Do not make community commitments until there is confidence that member needs will be attended to in a timely fashion. Coordinate this with the stake president or the Regional Emergency Response Leader. (WWLH-26) 13. Bishops and FM Groups should assess the condition of Church buildings and communicate any damage to the stake president as soon as possible. (WWLH-10) (Exhibit G-1) 14. a). Within the first 72 hours bishops and stake presidents should be in a position to determine their requirements for help within their stake or their ability to export help to other affected areas. (Exhibit G-4) c). When making these assessments, stake presidents and bishops should include the needs of their community along with member needs when deciding to ask for help. If in doubt, ask for help. Immediate emergency needs can be addressed by sister or neighboring stakes while major work relief parties (Disaster Response Teams) should be organized by the end of the first week after the event to service long-term and nonemergency needs. (Appendix J) Hopefully neighboring stakes to those hardest hit by an event have been organizing their work teams for deployment within the coming week or by the first weekend. 15. The Stake president in consultation with the Regional Emergency Response Leader should determine the best locations for staging points based on the capability to get support materials from the storehouse to within the proximity of the work to be performed. Each staging point requires both material and trained human resources (Staging Area Teams) to make the relief effort a success. (Appendix J) 16 Of 20
Choosing the right number of and the location of staging areas is critical. (WWLH-06) 16. Once staging points are chosen, every attempt to get critical material delivered should be a priority that would include Drinking water Generators Chainsaws Tarps Hammers Nails Furring strips Square head shovels Rakes Gasoline, if possible 17. a). Staging areas can also serve as temporary bishops storehouses for distribution of food and other key items of need that would include: Baby food, Formula and Diapers. Walking District Leaders and/or Ward Damage Assessment Teams should also be on the look out for possible humanitarian needs within the community where the Church may be of assistance. Humanitarian assistance needs to be coordinated at the Regional, Area and General Church levels. (WWLH-14 and 22) RENDERING ASSISTANCE PHASE 1. The Stake president and the Regional Emergency Response Leader will assign work groups (Staging Area Teams) to specific staging areas as soon as possible depending on resources, safety issues and the greatest need. (WWLH-22) (Exhibit D-2, Appendix J) 2. a). Each staging area should be organized to support Overnight sleeping 17 Of 20
Portable showers, if possible Distribution of t-shirts Assignment of work orders that have maps (such as individual MapQuest printouts to each member s home) and directions attached Large maps of the area on the walls Collection of registration forms and cell phone numbers to assist in communication throughout the day Local members (Staging Area Teams / Relief Society Teams) should be there to assist in giving directions and helping with the distribution of materials to the teams. (Appendix J) A well-staffed and organized staging area should be able to process and have a relief team out working within 5 to 15 minutes. (WWLH-06 and 22) 3. a). Relief teams coming from long distances can be housed in church buildings outside the affected area but close enough to travel into the area early the next morning. (Appendix K) Coordination of this effort can be accomplished during the nightly conference calls. (WWLH-07 and 21) 4. Relief teams need to bring their own food, water, tools and gas to sustain them for the time period they are rendering service. (WWLH-22) 5. Priority should be given to member needs first and the community second. (WWLH-05) 6. a). Ward organized work parties (Disaster Response Teams) should consist of 8 to 12 members. (Exhibit D-2) c). They should be grouped according to skills and equipment. (Exhibit D-2) Teams should be organized that specialize in the type of work to be accomplished; for example (Exhibit D-2)-- General clean up Tree/chainsaw work Roofing work Large debris removal d). Each team should fill out a registration form. (WWLH-07, 11, 12, and 22) (Exhibit I-4) 18 Of 20
7. a). Teams should have public affairs representatives travel with them where possible to gather and write reports or media-ready articles on the work accomplished. This can assist in the education of the community of the willingness of the church to be of assistance. Record events with the written word, cameras, and video cameras. (WWLH-27, 28 and 29) 8. Cooperate with local authorities in rendering assistance. Stake presidents in coordination with the RWC may decide upon requests to offer a Church building to a community organization in an emergency. (Appendix H) The Church has established guidelines with the American Red Cross on this subject (see the Statement of Understanding). (Appendix M) Never give up full control of the building. Only those organizations willing to abide by the standards of the Church can be allowed access to the buildings. Make sure that those standards are well understood by those using the building. Avoid use of the buildings by other organizations where possible. Check with your local FM group for current Church guidelines regarding use of the buildings by other organizations. (WWLH-26) (Appendix H) 9. Even if the stake is servicing its own needs from within the resources of the stake, use the prescribed forms and processes to get organized. (Scenario K-1) 10. a). Error on the side of too much help since members get tired quickly when faced with hard physical labor in heated climates. Work teams should be prepared with water, food, sunscreen, gloves, tools and extra gasoline to support their day of work. (WWLH-15) 11. Attempt to hold church services even if on a limited basis. Authorization to work on Sunday is approved in coordination with each Stake President. (WWLH-16) 19 Of 20
12. Care should be taken when using sisters and youth under the age of 14 for laborintensive work. (WWLH-24) (Exhibit H-5) 13. The Regional Emergency Response Leader and the Stake President should call upon LDS Family Services to address the emotional and mental needs of members affected by events that can cause problems due to traumatic stress. (WWLH-23 and 22) 14. a). Stake and ward leaders should be sensitive to resulting employment needs of members who may lose their jobs as a result of the event. Call upon Church and local employment centers to assist those in need. 15. Keep track of receipts and money spent on materials and supplies. Spending limits and budgets are determined at the Church and Area levels. Consult with the Regional Emergency Response Leader or Area Authority Seventy before spending fast offerings beyond established limits. 16. Express gratitude to those who render help in time of need and to those that make it possible for others to be of help. (WWLH-19 and 20) 20 Of 20