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Operation Helping Hands 1
Running head: Analysis of Operation Helping Hands
Analysis of Operation Helping Hands
Catherine M. Reynolds
Operation Helping Hands 2
Analysis of Operation Helping Hands
II. Operation Helping Hands – Camp Edwards 9/5/2005-10/21/05
Overview of Operation Helping Hands
The vision for Operation Helping Hands was clear: ―The Commonwealth of
Massachusetts has rallied to partner with over 200 survivors of Hurricane Katrina, evacuated to
our state, to help them to begin to recover from one of the worst natural disasters in the history of
the country‖ (www.mass.gov/operationhelpinghand.)
The mission/purpose of Operation Helping Hands was to provide all the resources
necessary to assist survivors from the moment they set foot in Massachusetts until the time they
return home or settle in a new community.
The plan included state, military, federal, and social service agency leaders (known
hereafter as ―Agencies‖) and volunteers. The space and capabilities plan for the operation
included a hangar through which evacuees would be processed, barracks, cafeteria, parking area,
and Disaster Recovery Center.
Analysis –the implementation
What worked was securing appropriate space, contacting key agencies, and assigning
responsibilities. A detailed logistics plan was developed and distributed to top leadership. Camp
Edwards leaders did a good job of addressing the ―why‖ of the mission, had a good strategy, and
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service focus. In the initial phase of the mission they did a good job of managing the ―how‖, and
tried to address accountability although the parameters were far too rigid for a crisis.
What did not work was that there was not a designated, authorized person to coordinate
with all of the Agencies. Each Agency had responsibility for its own specific function and did
not have authorization to handle any problem outside of its area of responsibility. In addition,
not all key agencies/volunteers were involved in initial planning meetings and these were the
essential front line agencies charged with coordinating evacuee services. That was a major
failure.
Recommendations
Considering every possible contingency before and during a crisis is virtually impossible.
But there was a missed opportunity to set the proper stage. I believe that those of us at Camp
Edwards did the best we could considering we were in uncharted territory. Following are my
most critical recommendations for improvement:
One executive leader with an understanding of the entire operation rather than
each agency team reporting only to its leader
Involve both planning staff and front line workers in planning process.
Better coordination between agencies and clear understanding of responsibilities
Set up more Registry of Motor Vehicle machines for photo IDs. Processing took
eight hours with two machines.
Set up Medical/Dental Clinic and Mental Health Services in trailers in parking lot
at start of operation. This did not occur until week three.
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Create shared database that all agencies can access. The database should contain
operations information, guest names, location, phone numbers, exit date, and
destination. Password protect medical and mental health files.
Create and distribute daily updated lists of staffing schedules and contact
information and include phone numbers of agency leaders to contact in an
emergency.
Agency leaders take responsibility for communicating updates to their staff
Empower workers, volunteers, and guests to communicate up to operation
leadership and provide efficient process for problem resolution.
Empower workers to make decisions rather than requiring even simple decisions
to go up the chain of command.
Provide training/orientation for all new workers/volunteers. Email or mail an
Operation Helping Hands information packet to them before they arrive.
Accept only workers/volunteers who can work a minimum of 3-5 days to ensure
consistency. Have one experienced worker on with new workers at all times.
Change ―Guest Services‖ to ―Guest and Worker Information Center‖ and ensure
that this center has all current information related to operation.
Include all peripheral agencies such as National Guard, Security, State Police,
etc., in all updates.
Designate troubleshooter from each agency to coordinate with lead troubleshooter
to resolve problems.
Additional Recommendations for Improvement
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Management
One executive leader with an understanding of the entire operation rather than
each agency team reporting only to its leader
Involve both planning staff and front line workers in planning process
Better coordination between agencies and clear understanding of responsibilities
Create shared database that all agencies can access. The database should contain
operations information, guest names, location, phone numbers, exit date, and
destination. Password protect medical and mental health files.
Change ―Guest Services‖ to ―Guest and Worker Information Center‖ and ensure
that this center has all current information related to operation.
Include all peripheral agencies such as National Guard, Security, State Police,
etc., in all updates.
Designate troubleshooter from each agency to coordinate with lead troubleshooter
to resolve problems.
Create and distribute updated lists of staffing schedules and contact information
and include phone numbers of agency leaders to contact in an emergency.
Agency leaders take responsibility for communicating updates to their staff
Empower workers, volunteers, and guests to communicate up to operation
leadership and provide efficient process for problem resolution (feedback)
Type and distribute twice daily meeting minutes to all workers
Create ―War Room‖ or ―War Wall‖ to post non-confidential updates
Distribute updated agency contacts and phone numbers daily including daily
staffing list
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Empower workers to make decisions rather than requiring even simple decisions
to go up the chain of command
One agency should take charge of guest transportation. Initially no one was in
charge of transportation, and then Mass Maritime and individual workers
volunteered to drive guests, along with three different bus companies. No one
person was in charge of transportation and none communicated with the others,
which led to much confusion.
Set up dorm meetings day one to empower guests to create their own ―house
rules.‖ I recommended this to housing leader and it was implemented in week
two.
Inform parents of known sexual offenders to be vigilant and not to leave their
children alone.
Efficiency
Procure and place computers, printers, fax machines, file cabinets, office supplies,
trash bags, towels in hanger in initial set up. Enlist individuals to ensure that
every station has what is needed prior to evacuees arrival.
Set up more Registry of Motor Vehicle machines for photo IDs. Processing took
eight hours with two machines.
Obtain enough staff to set up agency service stations for immediate start-up in
central location. Originally, agencies were set up in the cafeteria, and then some
of them moved to the Disaster Recovery Building that was accessible only by
shuttle bus, and then moved again, some to the cafeteria, some to a dorm, and
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others to trailers in the parking lot. Strongly recommend setting up trailers in
parking lot or common area to house all agencies for easier access for guests.
Set up Medical/Dental Clinic and Mental Health Services in trailers in parking lot
at start of operation. This did not occur until week three.
Timely set up of clothing distribution center in mobile unit or dorm day one. The
distribution center was in a building accessible only by shuttle bus, and was not
set up until week 2 of the operation.
Devise better system to control theft of guests’ personal items by other guests.
One option might be a lock box for valuables housed in the Sheriff’s office. A
number of guests had jewelry and cash stolen from their dorms.
Ensure that all agencies keep regular hours and that guests know the location of
agency, and hours of operation.
Maintain regular shuttle bus and clinic schedules and communicate any changes
to all workers and guests on a timely basis.
Set up voucher system for distribution of coats, boots, shoes, and blankets. Some
guests hoarded much-needed items and then sold them to other guests or sold
them on the street.
Stockpile supplies such as clothing, shoes, personal care items, blankets, water,
and nonperishable food in mobile trailers or warehouse. Have ability to mobilize
and move needed supplies into a disaster area within hours. Use computerized
voucher system for distribution
Provide training/orientation for all new workers/volunteers. Email or mail an
Operation Helping Hands information packet to them before they arrive.
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Accept only workers/volunteers who can work a minimum of 3-5 days to ensure
consistency. Have one experienced worker on with new workers at all times.
Distribute list of agency contacts so that guests can contact appropriate agencies
themselves.
Ensure that all guests receive cell phones upon arrival.
Convenience
Install showers with privacy curtains and have soap and towel supplies prior to
evacuees arrival
Secure enough portable toilets
Place outdoor ashtrays
Set up water stations to reduce time spent hand delivering water to workers and
guests
Set up space inside hangar for shoe distribution. Many guests required shoes and
SA workers had to go into a truck with a flashlight to find shoes for guests.
Install smoke detectors in all dorms before guests arrive
Place trash barrels and dumpsters throughout dorms and common areas before
guests arrive
Set up separate dorm for disruptive guests
Contract with moving company or UPS to ship guests’ personal items to new
destination.
Leadership Competencies
Things leaders must do
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Leader-Managers must ask Why are we here (Mission)? What are we doing (Goals)?
Conclusion
Crisis leaders need to focus on the big three—Command, Control, and Communication.
Shackelton was extraordinary in all three areas. Given the ―silo thinking‖ of leaders at OHH, I
recommend future focus on 1) Command—the right agencies/people in the right jobs, 2)
Control—give leaders decision-making authority, and 3) Communication—foster top down,
bottom up, and horizontal communication system that includes mechanisms for feedback.
Extraordinary crisis leaders are adaptable and flexible.
