Disaster Relief _ by yaofenjin

VIEWS: 11 PAGES: 53

									                      Disaster Relief
                            &
                     Recovery Manual



    Developed & implemented by the Director of Safety, Risk Mgmt. & Asset Protection
                                     June 1997
                            Reviewed September 1999
                          Reviewed & Revised April 2000
                              Revised January 2002
                          Reviewed & Revised May 2005
                                 Revised April 2006
                                  Revised June 2006




1
                                CONTENTS


General Information                              pg 3-8
Agency Emergency Information, websites           pg 9-10
Timetable                                        pg 11
Location Preparations                            pg 12-13
Protection of essential records                  pg 14

Emergencies
Thunderstorm, Lightning, and Tornado Emergency   pg 15-17
Fire Evacuation Procedures & Preparedness        pg 17
Bomb Threat Procedure                            pg 18
Hostility and Aggression Management              pg 18
Power Failure                                    pg 19
Civil Defense Emergency                          pg 20-22

Recovery
Damage Assessment                                pg 23
Response Team Telephone Numbers                  pg 24-25
Disaster Recovery Plan                           pg 26-27

Unit Plans
Accounting                                       pg 29
Charter Schools                                  pg 30
Contracts                                        pg 31-32+
Foundation                                       pg 33
Human Resources                                  pg 34-36+
Information Technology                           pg 37-38+
Marketing                                        pg 39+
Operations                                       pg 40-41+
Procurement                                      pg 42
Program Services                                 pg 43-44
Property Management                              pg 45
Residential Services                             pg 46-47
Retail                                           pg 48
Safety & Asset Protection                        pg 49-50
Training                                         pg 51-52




2
GENERAL HURRICANE INFORMATION

South Florida is the most hurricane vulnerable area on the United States Atlantic Coast.
South Florida is familiar with the destruction suffered by Hurricane Andrew in 1992. It has
been 30 years since a major hurricane has hit Palm Beach County.

Hurricane, the word is both feared and respected by residents of Southeast Florida
who are constantly alert to the news of tropical storms developing in or headed for the
Atlantic Ocean or Gulf of Mexico. This interest is higher during the official hurricane
season from June 1st to November 30th.

A hurricane is a violent tropical cyclone, with winds of 74 or more miles per hour, which
spiral counterclockwise around a relatively calm center known as the “eye” of the storm. At
full strength hurricane winds can gust to more than 200 miles per hour as far out as 20 to
30 miles from the eye. Winds of 39 mph and greater can extend 200 miles or more in
advance of the hurricane and trail hundreds of miles behind. The greatest threat from
hurricane wind is flying debris. Winds may disrupt electrical power, telephone service, gas
and transportation. Tornado’s are also possible as a spin-off of the hurricane’s winds.

The greatest danger of a hurricane is from the storm surge. As the storm approaches and
moves across the coastline, storm surge may rise 10 feet or more above the normal high
tide. Battering waves will overcome coastal lowlands. Extensive rainfall associated with
the storm will cause widespread flooding.

During hurricane season, the National Hurricane Center (NHC) in Miami maintains a
constant watch for tropical disturbances which could develop into destructive storms.
Once a disturbance becomes a depression, the NHC will begin issuing advisories. When
the depression reaches tropical storm strength it is given a name. Advisories are then
issued every six hours, indicating the storm’s location, intensity, speed, and direction of
travel. As a hurricane moves toward the mainland, the NHC may issue advisories more
frequently.




3
SEVERE WEATHER TERMS


       ADVISORY - are messages released by the National Hurricane Center and National
Weather Service usually at 6 hour intervals, updating information on the storm or hurricane,
including watches and warnings whenever they are in effect. An intermediate advisory
updates information in advisories at 2 to 3 - hour intervals, whenever a watch or warning is
in effect. Details are given as to where the tropical storm or hurricane is located, its
intensity, and speed of movement.

       BULLETINS - are issued by the National Hurricane Center to describe weather
disturbances with winds not yet strong enough to be classified as named storms.

      GALE WARNING - a warning of winds within the range of 39-54 mph. Gale
warnings precede or accompany a hurricane watch, and may be used as the warning for
coastal sections adjacent to an area under a hurricane warning.

      TROPICAL DEPRESSION - a circulation at the surface of the water with a sustained
wind speed of 38 mph or less.

       TROPICAL STORM - distinct circulation with sustained wind speeds of 39 to 73
mph.

       HURRICANE - a tropical cyclone that rotates counterclockwise with sustained winds
of 74 mph or greater.

       TROPICAL STORM WATCH - a tropical storm is expected to strike within 24 hours
with sustained winds of 39 to 73 mph.

      HURRICANE WATCH - the alert given when a hurricane poses a threat to a certain
coastal area within 36 hours.

       HURRICANE WARNING - a hurricane is expected to strike within 24 hours with
sustained winds of 74 mph or more accompanied by heavy rain and high waves.

       STORM SURGE - a rise in tide caused by a hurricane as it moves over or near the
coastline. It can be much higher than the normal tidal rise, with breaking waves on top.

      TORNADOES - occur mostly in the right forward portion of the hurricane or may
occur after the hurricane.




4
SEVERE WEATHER TERMS


      SEICHE - a condition which results in an enclosed body of water when the mound
of water accumulated by winds of a hurricane in one sector is released as the winds
subside or change direction, resulting in a pendulum-like oscillation.

       SQUALL - a strong wind usually associated with a thunderstorm or shower, which
maintains its peak speed over a period of two (2) or more minutes and then decreases
quickly.


      WIND - the most damaging winds are to the right of the eye of a hurricane. Wind
can cause the most hurricane damage, in a 75 mph wind a 4x8 piece of plywood would be
thrown by 450 pounds of force.



                          SAFIR / SIMPSON SCALE:

      CATEGORY            WIND               FEET (Surge)        DAMAGE
          I               74-95 mph          4-5                 Minimal

             II           96-110 mph         6-8                 Moderate

             III          111-130 mph        9 - 12              Extensive

             IV           131-155 mph        13 - 18             Extreme

             V            156 + mph          18 +                Catastrophic




5
COASTAL FLOODING
In the event a major hurricane threatens Palm Beach County, many low-lying coastal areas
would be inundated to varying depths by the storm surge and exceptionally high tides
which accompany the storm. Tides 3-4' above normal could occur 24 - 36 hours before
the “EYE” of the hurricane reached the coastline. Many of the causeways, as well as
mainland coastal roads, could be inundated well in advance of the storm’s arrival, thus
restricting or denying their use as evacuation routes.
Some areas which would possibly be subject to flooding by storm tides are:
                        East of the Intracoastal,
               Flood Zone “B” adjacent west of the Intracoastal.

             Flood Zones:                                Hazard:
             Ullmann & Pickett Buildings                 B zone (low hazard)
             Delray Store                                C zone (low hazard)
             Stuart Store                                B zone (low hazard)
             Ft. Pierce Store                            X zone (low hazard)
             South Dixie Store                           C zone (low hazard)
             Okeechobee Store                            A zone (high hazard)
             South Operations Building                   B zone (low hazard)
             Vero Beach Store                            X zone (low hazard)
             North Operations Building                   X zone (low hazard)
             The Embassy Boutique (Palm Bch)             A7zone (high hazard)
             Boca East Boutique                          B zone (low hazard)
             Boca West Boutique                          A zone (high hazard)
             Mil-lake Store                              B zone (low hazard)
             Port St. Lucie Rehab                        AE zone (high hazard)
             Belle Glade Store                           X zone (low hazard)
             Northlake Boutique                          B zone (low hazard)
             Wellington Boutique                         B zone (low hazard)
             Boynton Beach Store                         C Zone (low hazard)
             Jupiter Store                               X zone (low hazard)
             Broadway Store                              X zone (low hazard)
             Port St. Lucie Store                        X zone (low hazard)
             Project Success                             C zone (low hazard)
             Vero Beach Rehab                            X zone (low hazard)
             Royal Palm Beach Store                      B zone (low hazard)
             Pine Trail Store                            B zone (low hazard)
             St. Lucie West Store                        X zone (low hazard)
             Boca Charter School                         C zone (low hazard)
             Bethesda Charter School                     A5 zone (high hazard)
             Congress Charter School                     X zone (low hazard)
Persons living or working in the A hazard zone areas should be prepared to evacuate as
soon as hurricane warnings are announced and seek shelter. Evacuation should be
completed early to avoid gale force winds and heavy rains which precede the storm’s
arrival.
6
WINDOWS & GLASS SLIDING DOORS

The best protection for your windows and glass sliding doors is either regular window

shutters or metal paneling, the object being to prevent the glass from being broken by

wind-driven flying objects.

Plywood boards also provide good protection, provided it is placed over the entire window

opening with at least 4-6” of overlap all around. It can be held in place by either cement

nails or by drilling ½" holes in the masonry wall, inserting lead or plastic “mollies” and

then using regular screws and washers to hold the covering in place. This latter method

allows you to remove and save the covering for the next storm.

If you do not have paneling for your glass sliding door(s), as an additional precaution it is

recommended that small wooden wedges be used at the top of the door panels to hold the

doors down against the rollers and track on which they ride. This will prevent strong gusts

of wind from lifting the doors up off the track and blowing them inside premises. The use

of wedges is not necessary if the door opening is covered with paneling.

DO NOT USE ANY TYPE OF TAPE on windows or doors. Tape will not prevent the glass

from being broken by flying objects. Using tape may be more dangerous by letting glass

break into dagger-sized shards instead of shattering into small pieces. If tape is exposed

to the sun for a few days, it will become “baked on” and will require a considerable amount

of effort to remove it.




7
TORNADOES

Florida ranks third in the nation behind Texas and Oklahoma in the number of tornadoes
occurring annually. During the past 35 years tornadoes have killed 78 Floridians, injured
2480, and caused around 502 million dollars in property damage. In 1993, eighty-six
tornadoes were confirmed which injured 98 persons and killed 5 persons in Florida.
Damage from those tornadoes amounted to nearly 7.7 million dollars.

Most Floridians have a tendency to minimize the threat from tornadoes and waterspouts
because many are relatively weak. In addition, warning time for Florida tornadoes is
usually short or not available. They are usually masked by heavy rains.

The most likely time of year for tornadoes to occur in Florida is May, June, July and August.
Tornadoes have occurred in every month of the year, but the spring/summer tornadoes are
usually the most intense.

SEVERE THUNDERSTORMS

Florida is the thunderstorm capital of the United States. Thunderstorms occur every month
of the year in Florida. The most severe thunderstorms occur during the Spring and Fall
months. Each thunderstorm has the potential for producing damaging winds, hail, lightning
and tornadoes.

A thunderstorm is classified as SEVERE when one or more of the following hazardous
conditions occur:

                            Winds 58 mph or higher
                            Hail 3/4 inch or greater in diameter
                            Tornadoes develop

Downdrafts occur along the leading edge of almost all thunderstorms. This same process
that can bring a cool breeze on a hot summer day can also produce winds as great as
those of a strong tornado. These strong localized downdrafts are called “downbursts”.
Severe thunderstorms which have downbursts can typically produce tornadoes.

When threatening conditions are sighted, shelter should be taken immediately, and beware
of downed power lines.




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                    GULFSTREAM GOODWILL INDUSTRIES, INC.
                              POLICY MANUAL

POLICY ON: Hurricane Emergency

I.     POLICY:
       In the event of a hurricane or tropical storm it is the policy of Gulfstream Goodwill
       Industries to take any actions deemed necessary to protect the lives and safety of its
       employees and program participants and to protect Goodwill Industries property.

II.    PURPOSE:
       To explain the procedures in the event of a hurricane or tropical storm.

III.   SCOPE:
       All employees

IV.    PROCEDURES:

       Authority: The following is the chain of command indicating who has the authority
       to initiate and direct emergency procedures based on the advice of Director of
       Safety.

       1.     President & CEO
       2.     Vice President Human Services
       3.     Vice President Retail Operations
       4.     Vice President Administration - Controller
       5.     Vice President Human Resources
       6.     Vice President Marketing

The President & CEO will be responsible for contacting the Vice President(s) responsible
for those locations that are to close.

If the Ullmann Rehabilitation Center & Pickett Administration Building are to close Channel
12 WPEC Television, AM 1230 WJNO Radio, and 211 will be contacted by the President &
CEO or his designee requesting an announcement be made that program participants
and/or staff are not to report to work. Only the President and CEO or his designee will be
informed of the specific “password” required when notifying Channel 12 TV and WJNO
Radio. This information will also be disseminated by calling (561) 848-7200 and hearing a
recorded voice-mail message. (Marketing Dept. will be responsible for inputting recorded
message)

If any location under the direction of Operations is to close the Vice President of Operations
will be responsible for contacting the Director(s) and/or Supervisor(s) of the location(s) to
be closed. The location supervisors will begin a calling chain notifying each scheduled
employee that they are not to report to work. If employees hear nothing from their
supervisor they are expected to be at work.
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                    GULFSTREAM GOODWILL INDUSTRIES, INC.
                              POLICY MANUAL

POLICY ON: Hurricane Emergency


I.     Key Elements of Hurricane Plan:

       Threat Assessment / Vulnerability Analysis
       Pre-season Preparations
       Time line for Pre-storm Preparations
       Emergency Communications Plan
       Steps for Safeguarding Records & Assets
       Evacuation and Recall Procedures
       Post Storm Response Priorities
       Damage Assessment and Reporting
       Loss Reimbursement
       Contingency Operating Procedures
       Recovery & Resumption Plans


The President is the only official spokesperson for Gulfstream Goodwill. All inquiries /
requests for information must be referred to him / her. Without his / her direct instructions,
no other employee may discuss Gulfstream Goodwill’s business, policies, plans or actions
with any member of the community or media.

The President and CEO or his / her designee will give the order to discontinue emergency
precautions when the threat has passed.

Here is a list of emergency information websites:

       www.co.palm-beach.fl.us/eoc
       www.floridadisaster.org
       www.gopbi.com
       www.nhc.noaa.gov
       www.intellicast.com
       www.storm01.com
       www.fldisasterkit.com
       www.sfrpc.com (South Florida Regional Planning Council)
       www.fema.gov
       www.miamiweatherinfo.com
       http://hurricane.211.pbc.org
       www.disasterhelp.gov (Homeland Security)

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                    GULFSTREAM GOODWILL INDUSTRIES, INC.
                              POLICY MANUAL

POLICY ON: Hurricane Emergency

       Timetable:
Hurricanes as a rule do not happen all of a sudden. They allow time for advance planning
and preparations providing that the staff responsible initiates the emergency procedure
operations with a sound awareness of the amount of time that is available.

Prior to hurricane season, Hurricane supplies need to be reviewed for availability and order
supplies to secure agency buildings.

Preparing for a hurricane should start once a hurricane has been announced at a location
where the hurricane could reach our community in 4-5 days.

Emergency procedures, therefore, will be initiated as follows:
72 Hours: The Safety Director will convene a meeting of the staff to evaluate the situation
and draw up a final plan as follows:

       A. Prepare a communication network (see attached form).
          A prepared list of names and phone numbers of all employees and participants.
          Members of The Disaster Relief & Recovery Committee will call certain key
          managers/supervisors who will in turn notify all other personnel.

       B. Develop a specific timetable to further activate emergency procedures.

48 Hours: Emergency procedures will be initiated in order to secure:
                      Ullmann / Pickett Building
                      South Operations
                      North Operations
                      All Retail Outlets
                      All North & South Attendant Donation Centers
                      Port St. Lucie & Vero Beach Rehab Offices
                      Project Success
                      Charter Schools
                      Community Contracts Locations
24 Hours: There may be an order to discontinue operations, an evacuation plan may be
put into effect and the communications network activated.
All emergency preparations to secure properties and facilities must be completed. If not,
further preparations must be immediately completed or abandoned.
All Employees involved in emergency preparation must be home.

It is prohibited for any Gulfstream Goodwill employees or program participants to remain
at any Goodwill Industries’ property locations during a hurricane. The above timetable
has been adopted to insure that this will not happen

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                   GULFSTREAM GOODWILL INDUSTRIES, INC.
                             POLICY MANUAL

POLICY ON: Hurricane Emergency


       Evacuation:
The President & CEO or his designee(s) is responsible for the safe evacuation of all
employees and program participants who are not considered essential for duties involving
securing the properties. This responsibility should insure:

             A. That all program participants and employees have adequate transportation
to reach                 home.

             B. Staff remain at the facility until all program participants have departed.

      Operations / Transportation Buildings Preparation:
Under the responsibility of the Vice President of Retail Operations or his designee(s),
personnel are responsible to:

      1. Put the communication network into effect.
      2. Make sure North & South Operations buildings are secured, i.e. boards on
      windows, equipment secured, electronic equipment (computers, copiers, fax
      machines) lifted high off floor and covered with plastic).
      3. All vehicles (trucks, vans, cars) will be parked in the safest possible manor at
          the Operations building.
      4. Remove anything that is loose on the roof or the exterior which could be flown
          (as a projectile) by high winds.
      5. Cut all power from the building.
      6. All ADC’s are to be left as empty as possible and securely tied down. (As long
      as we have taken all prudent measures in securing these ADC’s, we will not
      assume any liability should they damage other property.
      7. A designated truck(s) will make sure there is no materials or debris is left at any
          ADC sites that could be flown by wind and damage buildings in the vicinity.
      8. In the event we are hit with a serious hurricane (such as Andrew), employees are
          to inform their supervisors of their status and whereabouts.
      9. The loading dock personnel will clear the area of all materials that could be
      flown by the wind. They will perform emergency unloading if necessary.




12
                    GULFSTREAM GOODWILL INDUSTRIES, INC.
                              POLICY MANUAL

POLICY ON: Hurricane Emergency

      Retail Outlets Preparation:
Under the responsibility of the Director of Retail Sales, store personnel are responsible to:

       1. Put the communication network into effect.
       2. Secure all windows & doors with boards.
       3. Place all electronic equipment high off the floor and away from all windows and
          doors (computers, copiers, cash registers, fax machines, adding machines).
       4. Cover all electronic equipment with plastic.
       5. Deposit all monies in bank, except for petty cash.
       6. Move all items, especially breakables away from windows and doors.
       7. Remove any debris that could be blown by the wind.
       8. Remove anything that is loose on the roof or the exterior which could be flown
          (as a projectile) by high winds.
       9. Give appropriate evacuation instructions to store personnel in order that they
          can reach home safely.
       10.The Director of Retail Sales will notify all Store Managers in regards to re-
           opening stores, and Store Managers will notify their employees.
           DO NOT TAPE WINDOWS OR DOORS !!!

Ullmann Rehab Center, Pickett Admin. Building & Transitional Living Facilities and
Charter School Preparations:
      Under the responsibility of the President & CEO or his designee(s), personnel are
responsible to:

       1. Put the communication network into effect.
       2. Secure all windows & doors with boards.
       3. Place all electronic equipment high off the floor and away from all windows and
          doors (computers, copiers, cash registers, fax machines, adding machines).
       4. Cover all electronic equipment with plastic.
       5. Deposit all monies in bank, except for petty cash.
       6. That all program participants, employees, and students have adequate
       transportation to reach      home.
       7. Move all items, especially breakables away from windows and doors.
       8. Remove anything that is loose on the roof or the exterior which could be flown
          (as a projectile) by high winds.
       9. All vehicles (trucks, vans, cars) will be parked in the safest possible manor at
          the URC/ PAB building.
       10.In the event we are hit with a serious hurricane, employees are to inform their
       supervisors of their status and whereabouts.
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                 GULFSTREAM GOODWILL INDUSTRIES, INC.
                             POLICY MANUAL
POLICY ON: Hurricane Emergency

       Protection of Essential Records:

       The following steps will be taken to protect important records:

1. The following are the essential records that are prioritized for protection:
       A. Accounting records for the current year that have not been audited such as
           general ledger, journals, accounts receivable invoices, accounts payable, all original
           source documents, bank reconciliation, etc.
       B. All current fiscal year payroll records.
       C. All blank checks and canceled checks for the current year.
       D. Diskettes with software, data and back-up tapes.
       E. Copies of audit from prior year.
       F. Insurance policies, property files, contracts and any legal documents.
       G. All current participant and HR employee files.
       H. Minutes of the Board of Directors meetings.
       I. Articles of Incorporation & By-Laws.
       J. Customer/supplier databases
       K. Lease & rental agreements (buildings, vehicles)
       L. Loans & mortgage documents
       M. Inventory control records
Remember – loss or destruction in a hurricane is not a legal exception to record retention laws.

2. Methods of Protection:
        All of the above records should be placed in the safe, in fire-proof cabinets or regular
file cabinets or on computer discs. They should be protected as follows:
        Safe: This is the strongest and most secure means of storage. The safe should be
used for cash, blank checks, diskettes with software, general ledger, payroll journals,
insurance policies and accounts receivables. The safe should be waterproof covered in
plastic with duct tape to prevent water seepage.
        File Cabinets: They should be moved close to the walls and covered with plastic
and duct tape to prevent water seepage. Also, a piece of plywood should be placed on top
of cabinets for the purpose of protecting them from the weight of falling debris.
Should time permit, additional file cabinets should be purchased if there is a shortage.
Computer and electronic equipment should be lifted high off floor and covered with plastic
and duct tape. Remove files from bottom drawers. Make copies of vital documents and
store off-site at a secure facility.
        Computer back-ups: Records should be stored on discs, servers, flash drives
etc…you can buy storage from your computer provider.
3. Final Preparation:
Upon completion of their assignments, each responsible individual should report to the
President & CEO or the Disaster Relief & Recovery committee. As indicated earlier, all
preparations should be completed twenty-four hours before the hurricane strikes, to give
precedence to the welfare of all employees and program participants involved.
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                        GULFSTREAM GOODWILL INDUSTRIES, INC.
                                  POLICY MANUAL

POLICY ON: Thunderstorms, Lightning, and Tornado Emergency

I.        POLICY:
          In the event of a thunderstorm, lightning, or a tornado it is the policy of Gulfstream
          Goodwill Industries to take any actions deemed necessary to protect the lives and
          safety of its employees and program participants and to protect Goodwill Industries’
           property.

II.       PURPOSE:
          To explain the procedures in the event of a thunderstorm, lightning, or tornado.

III.      SCOPE:
          All employees

IV.       PROCEDURES:
          Authority: The following is the chain of command indicating who has the authority
          to initiate and direct emergency procedures.

       1.     President & CEO
       2.     Vice President Human Services
       3.     Vice President Retail Operations
       4.     Vice President Administration - Controller
       5.     Vice President Human Resources
The President & CEO will be responsible for contacting the Vice President(s) responsible
for those locations that are to close.
       Timetable:

Thunderstorms and lightning:
Thunderstorms are a greatly underestimated hazard, partly because they are so common,
In reality, thunderstorms can cause flash floods, produce damaging hail, create strong
winds, spawn tornadoes, and discharge lightning. Observe the following rules if lightning is
occurring or is about to commence:

       A. Indoors – stay away from doors and windows. Avoid water, telephone lines, and all
          metal objects, including electric wires, machinery, motors, power tools, etc. Do not
          use the telephone. Take off headsets. Turn off, unplug, and stay away from
          appliances, computers, power tools T.V. set, etc. Lightning may strike exterior
          electric and phone lines, inducing shocks through inside equipment.
       B. In your car – because cars are supported on rubber tires (an effective electric
          insulator) they are generally safe from lightning strikes. Electrical current will also
          generally follow a path around, rather than through, the passenger compartment
          (not necessarily true for convertibles).
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                      GULFSTREAM GOODWILL INDUSTRIES, INC.
                                POLICY MANUAL

POLICY ON: Thunderstorms, Lightning, and Tornado Emergency



     C. In an open area – go to the nearest ditch or ravine and drop to your knees.
            • Do Not stand in an open area
            • Do Not stand underneath a tall tree (especially if it is in an isolated area)
            • Do Not seek shelter in a small structure in an open area, such as a picnic or
               rain shelter
            • Do Not stay in or around a body of water
            • Do Not go near anything metal – farm equipment, golf clubs, wire fences,
               etc.
            • If you feel your hair standing on end, drop to your knees and bend forward,
               putting your hands on your knees. Do not lie flat on the ground. Injured
               persons do not carry an electrical charge and can be handled safely. Apply
               first aid procedures to a lightning victim if you are qualified to do so. Call 911
               or send for help immediately.


Tornadoes:
A tornado watch is issued by the National Weather Service when conditions which may
produce tornadoes are expected to develop. Continue normal activities during watch but
be aware of the possibility of a tornado and start some safety preparation. A “tornado
warning” will be broadcast when a tornado has been detected. The warning will tell you the
last known location of the tornado, its speed and direction of movement. Take shelter if
you see or hear a tornado or threatening weather approaching, there may not be time for
an official “tornado warning”.

Ullmann Rehabilitation Center / Pickett Administration Building staff are to move to the
center hallway in the office section of building.

It may be necessary for ADC Attendants to leave the ADC site for a safer location. If
evacuation is necessary the ADC Attendant’s Supervisor should be contacted before
leaving the site. If prior contact is not possible the Supervisor should be notified as soon
as possible after the Attendant has reached a safe location.




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                         GULFSTREAM GOODWILL INDUSTRIES, INC.
                                   POLICY MANUAL

POLICY ON: Thunderstorms, Lightning, and Tornado Emergency


Take the following safety measures:
      A.     Seek inside shelter immediately.
      B.     Protect your head and eyes.
      C.     Lie flat and make as small a target as possible.
      D.     Keep portable radio with you, if possible.
      E.     If in an automobile or other vehicle, seek refuge in a sturdy building.
      F.     Do not stay in your vehicle, stay in a ditch or culvert, if possible.
      G.     If you must stay with your vehicle, crawl under the vehicle and stay.
      H.     If you are in a building, a basement, lower floor or interior wall is the safest.
If there is no time to descend, a closet, small room, bathroom or inside hallway (no windows) will
give some protection against flying debris. Otherwise, getting under very heavy furniture must do.
Do not go to the upper floors of a building.

POLICY ON: Fire Evacuation Procedures & Preparedness

       Immediately dial 911 and report the fire to the local fire department.

        1. Safety of the occupants of the building is the major consideration, and efforts by
staff to control a fire through the use of fire extinguishers should not be made in such a
manner as to endanger any individual or impede the evacuation of occupants from the
building.

       2. Staff will familiarize themselves with all primary and secondary exits so that they
can effectively supervise the orderly evacuation from the premises. They will direct
occupants to primary exits as long as they are clear; if a primary exit is blocked, they will
direct occupants to secondary exits. In any event, the staff will supervise whatever exits
are clear in order to make certain that they remain unobstructed.

       3. In evacuating the building, all program participants and some staff will exit and
move to a point no less than 100 feet from the building. If it is necessary to move to a
refuge, the staff person responsible       for the refuge will alert fire -fighting personnel as to
where they are and how many people are there.

       4. While occupants are exiting, some staff will check the warehouse, the first-aid
room, the offices, the four restrooms, the break area and the Boardroom to make sure that
no one is left in the building.

        5. The Safety department must be notified of every fire, regardless of size, even if it
is already extinguished.
        One more recommended course of action is to periodically test sprinkler systems, fire extinguishers, alarms and
                                              perform routine fire drills
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                    GULFSTREAM GOODWILL INDUSTRIES, INC.
                              POLICY MANUAL

POLICY ON: Bomb Threat Procedures

In the event of a bomb threat, there are few procedures that, if adhered to properly, will
help alleviate some of the panic and confusion normally associated with such an
evacuation procedure.

       1. If a bomb threat is received, the recipient is to remain calm, speak in a calm voice
and give the impression of wanting to cooperate.

       2. If possible the recipient should attempt to determine the location of the bomb, the
type of bomb and any information about the caller. The recipient should notice the voice of
the caller, accents, key phrases that may be repeated and any background noises.

      3. If possible another staff member should be notified of the call while it is in
progress and that staff member should contact management at that location. The
Supervisor in charge should call “911" and report the situation.

      4. Evacuation plans require employees leave their work -station and/or the building.
Employees and/or program participants will remain grouped together under the direction of
the Supervisor in charge in the vicinity. Each location should have an evacuation route
diagram posted in a conspicuous area accessible to everyone who utilizes that location.

       5. Evacuation drills should be practiced at each location semi-annually.

       6. No one is to remain in or return to the building without clearance by the
authorities.

POLICY ON: Hostility & Aggression Management

Decisive action must be taken immediately, notify proper authorities, 911.
Defusing techniques:         1.      Maintain safe space
                             2.      Maintain calm voice tone
                             3.      Use the “how can I help” question technique
                             4.      Always have your hands “palms up”
                             5.      Hear and understand, take interest
                             6.      Verbally defuse the threat
                             7.      Build self-esteem
                             8.      Discuss loss of value (job, money, life)
                             9.      Go with the flow, agreement
As a general rule, don’t deal with threats of violence alone, a group or team will make better
decisions with more defensible actions.

18
                    GULFSTREAM GOODWILL INDUSTRIES, INC.
                              POLICY MANUAL

POLICY ON: POWER FAILURE PROCEDURE

In the event of a power failure, all employees and program participants are to remain at
their work station and await further instructions. The auxiliary lighting system at select
locations will activate And provide adequate lighting in corridors and other major areas of
the facility. The following procedures will be implemented:

       a.     Employees are to remain at their work area until their supervisor
              instructs otherwise.
       b.     Supervisors shall be responsible for instructing employees in his/her
              area to turn off or unplug all machinery. Wait for “all clear” to plug
              back in or turn back on.
       c.     If it is necessary to vacate the building, employees will exit and remain
              at a distance of at least 100 feet from the building.
       d.     Maintenance personnel will patrol the interior / exterior of the building
              inspecting for fire, closing doors, and checking for building security.
              If a fire is observed during a power failure it should be immediately
       reported to a Supervisor who will pull the closest fire alarm to signal the
       fire department. No alarm will sound in the facility. The Supervisor will
       also locate and use the nearest fire extinguisher if possible. Staff will be
       alerted via the PA system if possible; if not a staff member will be
       dispatched to notify workers by word of mouth.

The President and CEO or his/her designee will determine the cause and expected
duration of the power failure and advise personnel when work is expected to résumé. If
necessary, work will be canceled and personnel sent home.




19
                    GULFSTREAM GOODWILL INDUSTRIES, INC.
                              POLICY MANUAL

POLICY ON: Civil Defense Emergency

I.     PURPOSE:

       Gulfstream Goodwill Industries’ Civil Defense & Emergency Planning Program is
       established for the purpose of protecting the health and safety of the employees
       and participants, preventing loss and damage of facilities and equipment in the
       event of disasters and preparing for the rapid restoration of production following
       a disaster.

       Supervisors are responsible for the implementation of the policies and
       procedures contained in this manual.

       Close and continuing coordination of planning with local Civil Defense Directors,
       (Emergency Operations Center, West Palm Beach - (561) 712-6400) will be
       in effect in order to assure overall community preparedness.

       Continuing, active support of this policy is expected from all members of GGI’s
       management.

II.    MISSION:

       It is our desire to plan for and be prepared for any and all types of disaster, in
       the event that we have to implement our policies and plans. Practice drills will
       be conducted on a regular basis to ensure the preparedness of the organization.

       Our overall mission is to protect, aid, and support our staff, participants and
       visitors prior to, during, and following a disaster.

III.   ASSUMPTION:
       Disasters may result from any of the following:

       a.     Plane crash                                g.    Explosion
       b.     Civil disturbance                          h.    Flood
       c.     Terrorism / Enemy attack                   i.    Riot
       d.     Sabotage                                   j.    Disease epidemic
       e.     Utility failure                            k.    Chemical Explosion
       f.     Building collapse                          l.    Radiological Explosion


20
                    GULFSTREAM GOODWILL INDUSTRIES, INC.
                              POLICY MANUAL

POLICY ON: Civil Defense Emergency


III.   ASSUMPTION:

       The organization must be prepared to effectively cope with any potential
       disasters.

       Nuclear attack damage may be substantial, but may not be totally destructive. It
       is assumed that there will be a blast, shock, fire damage in some locations, and
       lethal fallout radiation will be a hazard. Fallout shelter is vital. Civil Defense
       Department has state plans for evacuation of locations. The Emergency
       Operations Center in West Palm Beach.

       Warning time prior to major emergencies will be assumed to be adequate to
       implement procedures for protection of our employees, participants, and visitors.

       Some Gulfstream Goodwill employees and participants may need assistance in
       mobility during emergency evacuations.




21
                     GULFSTREAM GOODWILL INDUSTRIES, INC.
                               POLICY MANUAL

POLICY ON: Civil Defense

Response to an event outside of the building
ACTION: REMAIN INSIDE

     1) If you become aware of an external hazard, such as an overturned tanker
        releasing chemicals, REMAIN INSIDE THE BUILDING until you hear otherwise.
     2) THINK! DON’T PANIC!
     3) Notify the Safety Department immediately – (561) 848-7200, (561) 313-7166
     4) Do not open exterior doors and windows. Seek shelter in an interior room without
        windows. Close the door and secure your area from smoke, gases, vapors, and
        dust. If possible use wet towels to seal large gaps under doors.
     5) Assist others who may need help.
     6) Remain alert and be prepared to proceed to another area or exit the building if
        instructed to do so by the appropriate authorities.

Response to an event inside the building
ACTION: EVACUATE

     1) KNOW the safe evacuation area for your building.
     2) If you discover an emergency and fear for your safety, notify those in your
        immediate area to evacuate, proceed to the nearest emergency exit, and activate
        the nearest fire alarm pull station. Report your findings to the nearest manager
        and notify the Safety department at (561) 848-7200 or (561) 313-7166.
     3) Shut Doors, but Do Not Lock doors to offices unless there is highly sensitive
        material inside (i.e. cash, confidential files) Proceed to predetermined safe
        evacuation area.
     4) Follow directions of emergency personnel.
     5) Congregate with co-workers at your safe evacuation area. Report anyone
        missing to emergency personnel.

ACTION: IF TRAPPED

     1) Secure your area from smoke, gases, vapors, and dust. Close doors. If possible
        use wet towels, etc., to seal large gaps under doors.
     2) Attract attention. Use telephone o call 911 or call anyone. Yell. Wave anything,
        such as a shirt, etc. at window, but do not open window or break glass.
     3) Only as a last resort, if you are trapped and unable to communicate and no one
        is likely to know you are there, should you consider using a fire extinguisher etc.
        in an attempt to escape through a disaster area. If a fire is involved, remain low
        to the floor to avoid smoke, vapors and gases.
22
                    GULFSTREAM GOODWILL INDUSTRIES, INC.
                              POLICY MANUAL

POLICY ON: Damage Assessment, After the Storm

1.    Assess basic damages at all work sites including roof, water damage, broken
      windows and contents.

2.    Initiate clean-up of all work sites.

3.    Determine the damage of the computer network and operational functions.

4.    Do not turn on computer equipment if there are indications of low voltage power
      fluctuations, low air conditioning output, water under raised floor, broken windows
      or damaged equipment.

5.    Assess availability of personnel to résumé services and to carry out support
      functions.

6.    In the event of personnel loss, make sure employees have been cross-trained in
      other services areas.

7.    Make sure there are procedures to replace personnel lost as a result of a disaster.

8.    Assess the availability of equipment and supplies necessary to résumé operations.

9.    Develop a list of resources to be contacted for assistance in recovery.

10.   Assess the availability of an alternate site necessary to résumé operations after the
      disaster.



 NOTIFY THE SAFETY & ASSET PROTECTION DEPARTMENT IMMEDIATELY OF
  ANY DAMAGE SO THAT COMPANY INSURANCE AGENT CAN BE NOTIFIED
                            PROMPTLY.




23
                  GULFSTREAM GOODWILL INDUSTRIES, INC.
                            POLICY MANUAL
POLICY ON:             Hurricane, Tornado, Bomb Threat, Etc. Emergency
       EMERGENCY PREPAREDNESS RESPONSE TEAM TELEPHONE NUMBERS
DEPARTMENT                    NAME                EXT. #          HOME, CELLULAR
 Administration          Marvin Tanck, CEO        240             561-744-9874 (H)
                                                                  561-312-0074 (C)
 Human Services          Kathy Spencer, VP        271             561-793-4338 (H)
                                                                  561-313-6264 (C)


 Finance/Admin.          Sherry Steff, VP         281             561-472-4787 (C)


 Human Resources         Cassandra                251             561-281-3117 (C)
                         Fullwood, VP
 Safety/ Risk Mgmt.      Debbie McShane,          231             561-838-7704 (P)
                         Director                                 24 hrs. / 7 days
 Loss Prevention         Mark Apple               294             561-313-7166 (C)
                         David Simpson            226
                                                                  561-312-0071 ( C )
 S. Transportation       John Hicks, Dir.       561-833-1694
                                                                  772-332-7970 ( C )
 N. Transportation       Tammy Chvila, DM       800-257-3305
                                                                  561-315-6107 ( C )
 Retail / Operations     David Beck             561-833-1693
                         Vice President

 District 1                                     561-833-1693
                         Sheila Grier
 District 2                                     561-833-1693      561-358-0011 ( C )
                         Roy Cerabone
 Contracts Dept.         Rhonda Counes,           296             561-906-1862 ( C )
                                                                  561-963-9855 ( H )
                         Vincent Biondo           244             561-635-9855 ( C )
                         Eufrain Rivera                           561-386-1839 ( C )
                                                  310
                         Ed Hartmann                              561-385-1412 ( C )
                                                  230
                                                                  561-281-3398 ( C )
                                                  268
                         Julie Wolfe              243             561- 267-6217 ( C )
 Contracts Dept.                                  239             561-313-8006 ( C )

24
           GULFSTREAM GOODWILL INDUSTRIES, INC.
                        POLICY MANUAL
POLICY ON:   Hurricane, Tornado, Bomb Threat, Etc. Emergency
        EMERGENCY PREPAREDNESS RESPONSE TEAM TELEPHONE NUMBERS
     DEPARTMENT            NAME                 EXT. #       HOME, CELLULAR
                      John Wanecski                          561-477-1642 (H)
 TBI, WAT, & Youth
                                                             561-348-0214 (C)
 Procurement          Paul Wilkins              275          561-385-1771 ( C )


 Evaluation           Bryan Boudreault,         297          561-881-3509 ( H )
                      Director                               561-315-3873 ( C )
 Property Manager     Tim Stoddart              229          561-588-5259 ( H )
                                                             561-312-0078 ( C )

 Maintenance          David Montaque            229          561-313-7900 ( C )
                      Jeff Sinclair             229          561-312-2054 ( C )
                                                             561-801-6672 ( C )
 Project Success      George McFadden        561-540-3515
 Port St. Lucie                              772-337-0077    772-342-6830 ( C )
 Rehab                Susan Bykofsky                         772-878-0292 ( H )

 Information          Steve Taylor,            246           561-236-1691 ( C )
 Technology           Director
 Program              Ken Shaw, VP             277           561-312-6594 ( C )
 Development          Tamara Warren            264           561-827-9576 ( C )

 GGI Career           Nick Prezioso          561-635-2377    561-313-4215 ( C )
 Academies
 ADT Program          Kristen O’Brien          224           561-602-5661 ( C )
                                                             561-968-3317 ( H )
 Marketing & Public   Cal Miller, Director     256           561-315-7670 ( C )
 Relations

 GGI Foundation       Charles Boyer          561-640-3210    561-313-7432 ( C )
                                                             561-659-2422 ( H )
 Vero Beach Rehab     Elaine Malmquist        772-299-4460   772-770-9704 ( H )
                                                             772-529-1447 ( C )

25
                            Disaster Recovery Plan

POLICY ON: Hurricane & Other Disaster Emergencies

I.     PURPOSE OF DISASTER PLAN:
       Protect lives and assets
       Manage decisions and actions
       Mobilize resources for preparedness and recovery
       Minimize damage and losses
       Expedite resumption of business

II.    PRE-SEASON PREPARATIONS:
       Review/Update Hurricane Actions Steps - procedures & responsibilities
       Update Emergency Contact Information - staff, vendors, emergency specialists
       Update List of Vital Records (payroll, insurance, administrative)
       Locate/Purchase/Test Emergency Supplies - visqueen tarps, plastic bags,
       generators, fuel, pumps, shutter material, tools and 1st Aid supplies
       Review Insurance Coverages
       Remove Potential Hazards - Projectiles
       Trim Landscaping
       Communicate & Train

III.   PRE-STORM PREPARATIONS:
       Storm Tracking
       Communicate with Employees, Customers, Suppliers
       Time Business Shut-down (factor in weekends, dark hours)
       Facility Preparations
       Protect Assets, Vital Records
       Prepare Emergency Supplies (e.g. top off gas tanks)
       Arrange for Cash
       Employee Release / Evacuation

IV.    POST-STORM PRIORITIES:
       Re-entry Access - clearance building is safe
       Employee Status
       Damage Assessment - documentation
       Protection of Assets - prevent escalation of damage, repairs, theft
       Business Interruption
       Property Management - debris removal, recovery contractors, landlords
       Communication of Status - to customers, vendors, interested parties




26
                             Disaster Recovery Plan

POLICY ON: Hurricane & Other Disaster Emergencies

I.     SERVICE INTERRUPTION TIMES:
       Workers get to work                             1 day - 7 days
       Major roads passable with single lane           2 days - 4 days
       Major roads passable with double lane           5 days - 3 weeks
       Food & Water available @ distribution centers   4 days - 7 days
       Water service restored                          3 days - 2 weeks
       Sewer service restored                          3 days - 2 weeks
       Cellular phone service restored                 2 days - 10 days
       Regular phone service restored                  2 days - 6 weeks
       Power restored                                  2 days - 7 weeks
       Gas service restored                            1 day - 3 weeks
       Federal assistance available                    7 days - 10 days
       Insurance claims adjuster arrival               3 days - 8 weeks
       Insurance claims settled                        3 days – 6 months
       Emergency permit processing                     2 days - 1 week
       Rebuilding of facilities                        Depends on damage

II.    WHO DO YOU NEED COMMUNICATION WITH BEFORE / AFTER DISASTER?
       Employees
       Emergency responders
       Other office of business
       Vendors / suppliers
       Key customers
       Insurance agent / carrier
       Bank representatives
       Local government offices (building department)
       Employee families
       Media
       Emergency contractor services
       Board members / owners / landlords

III.   CONTINGENCY OPERATING PROCEDURES:
       Use back-up systems / resources
       Manual or low tech procedures
       Focus on essential functions
       Offer limited products or services
       Outsource or use temp or branch locations


27
                                       Accounting
                                          Unit Plan
                               Maximum Acceptable Outages

Critical Functions:
   • After 8-days Accounts Payable will need to evaluate monthly services (FPL, Utilities,
       etc.)
   • Payroll will need to be evaluated and a decision will be made if the prior payroll will be
       mirrored.
   • Within 4-7 days Accounts Receivable will need to receipt money and make deposits.
   • Within 8-days Billing will need to be evaluated, as certain contracts are stringent about
       billing by certain dates.
   • Bank reconciliation can go 1 month without being done. However, it is not in the
       company’s best interest to do so.


                                          Risk Analysis

If Payroll is not paid on time there could be issues with the Department of Labor. If sales tax and
other payables are not paid, Goodwill could receive large fines and credit could be damaged. The
loss to Goodwill in the future if the agency’s process was not operating would be loss of
revenue, electricity, staff, supplies, and imposed fines and charges.


                                    Scenario – No Building

Accounts Payable and Accounts Receivable can hand write payables checks and invoices.
Payroll can be mirrored if another location has electricity and ADP software running. Critical
tasks can be performed on a shift basis.
.


                            Scenario – No Computers/ Network

In the event that there are no computers, critical tasks are very limited to payables and payroll
mirrored if there is ADP communication.


                                      Scenario – No Staff

In the event that no staff is available the critical tasks for Accounting would not be done.

28
                                         Accounting
                                           Unit Plan

                                       Scenario – No Stuff

Accounts Receivable will contact vendors to get duplicate invoices, because there will be no
Accounts Receivable records. The only manual task that can be performed is check writing, if a
copy machine is available.



                                         Resumption Plan

     •   The Controller will be responsible for ensuring that ADP is running so payroll can be
         mirrored.
     •   MIPS
     •   The Director of Accounting will be responsible for contacting Wachovia to obtain
         account balances. Also withdrawal any cash needed, and make deposits.
     •   Accounts Payable will be responsible for contacting vendors for Accounts Payable, and
         find balances due to keep services from being shut off.

                                            Vital Records
                          All Accounting records are considered High risk.
     •   Contracts/Leases will be kept in the cement filing cabinet at 45th street.
     •   Bank Reconciliation (7yrs) will be kept in the tomb.
     •   Corporation papers will be kept in the cement filing cabinet.
     •   Miscellaneous records will be kept in the cement filing cabinet.
     •   990’s and tax returns will be kept in the Controller’s office.
     •   Sales tax records will be kept in the Director of Accounting’s office.
     •   5500’s will be kept in the VP of Finance’s office.




29
                                   Charter Schools
                                          Unit Plan
                               Maximum Acceptable Outages

Critical Functions:
   • Delivery of Instruction.

                                            Risk Analysis
Students must meet a seat requirement of 180 days. If 180 days are not met it will impact holiday
and vacation time. There will be no impact for Gulfstream Goodwill Operations.

                                      Scenario – No Building
Non-instructional tasks can be performed manually. Manual tasks can be performed at one of the
three charter school sites.


                                        Scenario – No Computers
If there is access to the building and it has lighting; teaming strategies can always be an option,
or paper/pen documentation.
.

                                          Scenario – No Network
If there is access to the building and it has lighting; teaming strategies can always be an option,
or paper/pen documentation.

                                           Scenario – No Staff
Staff is not needed if students are prohibited to attend school, based on Palm Beach School
District closings..

                                        Resumption Plan

     •   Confirmation of area school closings/openings.
     •   Staff and student phone tree.
     •   Administrator will do a walk through of the building.
     •   Assess and document property and material damage.
     •   Administration meeting will be held.

                                                Vital Records


   • Student files are kept at the main office, low risk.
IEP files are kept at the main office, low risk.


30
                                        Contracts
                                         Unit Plan
                               Maximum Acceptable Outages

Critical Functions:
   • Provide maintenance crews to Rest Areas within 24 hours.
   • Fulfill contract requirements for Walgreens (2 crews) within 24 hours.
   • Fulfill contract requirements for Walmart within 24 hours.
   • Have Supplies available for Rest Areas within 2-3 days.
   • Fulfill contract requirements for Scripps – Treasure Coast Newspaper within 24 hours.
   • Fulfill contract requirements for Palm Beach County Health District within 24 hours.
   • Provide processing crews to Goodwill stores within 2-3 days.


                                           Risk Analysis
If contract requirements are not fulfilled Goodwill could lose contracts and a substantial loss
could occur.

                                  Contractual Impact
As wind speeds drop below 40 mph cleaning of the Rest Areas are requested.

                          Minimal Acceptable Levels of Service
     •   Rest Area – 48 man hours/day
     •   Walgreens – 50%
     •   Walmart – 50%

                                   Scenario – No Building

If the building becomes compromised all critical tasks can be performed manually. If needed the
Director of Contracts will seek out an alternate location. (i.e. PSL rehab, Vero rehab, or South
Operations.) Contract requirements are kept at the main office on the Contract Scope of Work.


                                  Scenario – No Computers

All critical tasks can be performed manually.

                                   Scenario – No Network

All critical tasks can be performed manually.


31
                                         Contracts
                                          Unit Plan
                                      Scenario – No Staff

If main staff is not available – other departments, with the help of Contract Managers and
Supervisors, can perform critical tasks. Rest Areas, Walmart, and Walgreens, are essential for
contract requirements, and these critical tasks will be done first.



                                        Resumption Plan

     •   The Supervisor or Department head will be responsible for contacting employees within
         24 hours of a disaster.
     •   The Department head will be responsible for getting vehicles and transporting employees
         within 24 hours of a disaster.
     •   The Supervisor or Department head will be responsible for ensuring that the Rest Areas
         are clear of debris within 24 hours of a disaster.
     •   The Supervisor or Department head is responsible for the Rest Area having Supplies
         within 2-3 days of a disaster.
     •   The Processing Crew Supervisor will be responsible for having the processing crews help
         clean-up debris from the stores, and get operations running within 24 hours of a disaster.


                                            Vital Records
                          All Records for contracts are kept with Low risk.
     •   Disability information file is kept at 45th street.
     •   Inspection reports are kept at 45th street.
     •   Production records are kept at 45th street.




32
                                        Foundation
                                          Unit Plan
                               Maximum Acceptable Outages

Critical Functions:
   • Fundraising within 8 days.

                                         Risk Analysis
If Fundraising is not done within 8 days it could affect the amount of funding received.


                                     Scenario – No Building

All critical tasks can be performed manually. Critical tasks can be performed at any offsite
location if needed.


                                    Scenario – No Computers

All critical tasks can be performed manually. Critical tasks can be performed with preprinted
brochures.
                                    Scenario – No Network
Communications can be used via telephone.

                                      Scenario – No Staff
N/A

                                        Resumption Plan

     •   Determine Extent of need

                                          Vital Records

Contact data is stored on the local drive server files, and is considered low risk.




33
                                 Human Resources
                                          Unit Plan
                               Maximum Acceptable Outages

Critical Functions:
   • Processing PIF’s to ensure that new hires will be paid, and terminated employees will not
       receive a paycheck in the event we need to mirror a payroll. Also will need to ensure that
       employees eligible for benefits are processed and enrolled by eligibility date to ensure
       coverage if needed before/during/after a hurricane.

Timelines for critical functions:
Exact timelines will be dictated by payroll calendar, time the hurricane hits (date within month
and day of the week).

                                          Risk Analysis

Risk would be in preventing possible lawsuits where an employee could say we were negligible
in paying them in a timely manner or if they incurred medical costs or were refused medical
treatment because their benefits were not processed in a timely manner.


                                    Scenario – No Building

Employee relations – we would be able to consult with managers/supervisors via telephone, if
available, or on location if transportation was accessible to the location. On site consultation
would be dependant on availability of gasoline.

Other HR functions – would not be possible unless computers could be set up at an alternate
location. We still would not have the paper files, which are essential to operation.

                                  Scenario – No Computers

Employee Relations – would be able to consult with managers/supervisors via telephone, if
available, or on location if transportation was accessible to the location. On site consultation
would be dependant on availability of gasoline.

Code PIF’s (New Hire, Termination, Status change) – would be able to code PIF’s but not data
enter. Data entry would be set-aside for a later date.

Benefits – Enrollment – could have employees’ complete forms, and mail to our broker, or
insurance carrier for processing. (list of vendors including name, address, phone, fax, email, is
being compiled). Bills – would not be able to complete on-line. Would be unable to verify up to

34
                                 Human Resources
                                          Unit Plan
date information to reconcile to the invoice.

Employment verification – if phone service is available could conduct verifications over the
phone if needed, by pulling personnel file to obtain information. This is outside of standard
practice and would leave the agency vulnerable due to not having written authorization on file
from employee. Inquirers could be asked to mail written authorization and then we could call
with the requested information.

Filing – as long as we can get in the office, staff could get the filing caught up while we wait for
systems to be restored.

Recruitment – would not be able to retrieve previous written ads from the computer and place
ads via email. Ads could be hand written and mailed or hand delivered to local papers if needed.

                                    Scenario – No Network

Benefits – could enroll employees in benefit plans but would need to mail forms to the
appropriate vendor and request they enroll employee. Online enrollment and correspondence
would not be possible.

Recruitment – would not be able to retrieve previous written ads from the computer and place
ads via email. Ads could be hand written and mailed or hand delivered to local papers if needed.

Employment verification – if phone service is available could conduct verifications over the
phone if needed, by pulling personnel file to obtain information. This is outside of standard
practice and would leave the agency vulnerable due to not having written authorization on file
from employee. Inquirers could be asked to mail written authorization and then we could call
with the requested information.

Filing – as long as we can get in the office, staff could get the filing caught up while we wait for
systems to be restored.

Processing PIF’s – would be able to code and process as long as PC’s were available for staff.

                                      Scenario – No Staff

VP of Human Resources and the Director of Employment and Benefits would be able to perform
the functions completed by HR staff.


35
                                 Human Resources
                                          Unit Plan
                                        Resumption Plan

     As computer and network capabilities are restored staff would be able to complete data entry
     tasks that were put on hold during hurricane recovery. This might involve staff working
     overtime to complete the additional work and resume normal functioning. Routine tasks
     would be resumed as technology is restored.


                                          Vital Records

Active and Terminated HR files are in paper format in both the HR office and archived in the
warehouse (tomb). In the event these files were destroyed, data contained in these files are stored on
the server ( ADP, MIP, Agency system, and ABRA suite).




36
                            Information Technology
                                          Unit Plan
                                Maximum Acceptable Outages

Critical Functions:
   • Payroll – ADP.
   • Accounts Payable
   • Accounts Receivable
   • MIP
   • ADP – HR Module
   • Requisition/EZ Req.
   • E-mail
   • Global – R Drive/HR
   • TeleTrak/ Operations
   • Consumer Payroll
   • Etime and Attendance
   • Foundation/Donation Software
   • Internet Access
   • ETO Program participant Tracking
   • Retail POS system
   • Network Connectivity
   • ABRA

                                          Risk Analysis

If all software and network is down all departments will be affected. Some vendors may not be
paid and Goodwill may not be able to collect from vendors as well.

                                    Scenario – No Building

Move systems to a safer building where local tasks can be performed if electricity is available..


                                   Scenario – No Computers

Computers can be gathered from other locations to assemble a skeletal group.


                                    Scenario – No Network

If electricity is available local tasks can be performed.

37
                            Information Technology
                                          Unit Plan
                                       Scenario – No Staff

If staff is not available critical tasks would be difficult to perform in a timely manner.



                                        Resumption Plan
     •   Locate a safe building.
     •   Get electricity through generators if needed.
     •   Connect LAN segments for specific tasks
     •   If communications is available connect Internet.

                                          Vital Records

All IT records are held on the server with a back-up server that holds all data stored records for
the company. High Risk.




38
                                        Marketing
                                         Unit Plan
                               Maximum Acceptable Outages

Critical Functions:
   • Press releases should be done after all damage is assessed around 4-7days after a disaster.
   • Notify employees of a disaster through the phone system, 211, radio WJNO – AM1230,
       and T.V. Channel 12 WPEC.

                                         Risk Analysis

Employees would not be up to date on Goodwill’s status for re-opening.


                                   Scenario – No Building

Use satellite phone to perform manual tasks

                                  Scenario – No Computers

Use satellite phone to perform manual tasks.

                                   Scenario – No Network

Critical tasks can be performed with satellite phone or fax machine.

                                      Scenario – No Staff

There is a chain of command in place to assist in performing critical tasks.

                                       Resumption Plan

     •   Locate a safe building
     •   Assess the damage to property and materials.
     •   Meet with staff

                                         Vital Records

All Marketing records are stored on data files on the computer in the VP of Marketing’s office.




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                                       Operations
                                         Unit Plan
                               Maximum Acceptable Outages

Critical Functions:
   • Calling Donors within 24 hours of a disaster.
   • Donors call in within 24 hours of a disaster.
   • Contact Employees within 24 hours of a disaster.
   • Employees call in within 24 hours of a disaster.
   • Pick-up donations from ADCs within 2-3 days of a disaster.
   • Deliver donations to the stores within 2-3 days of a disaster.
   • Open Clearance Center for business within 2-3 days of a disaster.
   • Baling and weighing salvage.
   • Loading trucks.
   • Teletrak of vehicles.
   • Gas/Fuel for vehicles.


                                         Risk Analysis

If Operations are not operating it could result in a 50% loss of inventory.

                                    Scenario – No Building

In the event that the building becomes compromised, an alternate location will be sought out for
warehousing merchandise. A landline can be used to call donors and employees. Clearance
Center sales can be completed with a manual scale. Operations can be performed on a shift basis
if needed.

                                  Scenario – No Computers

Critical tasks can be performed manually. A landline can be used for communications.

                                    Scenario – No Network

All Critical tasks can be performed without the network.

                                          Scenario – No Staff

Critical tasks can be performed with no staff. A temporary staff will be devised.


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                                         Operations
                                           Unit Plan
                                         Resumption Plan

     •   The Director of Operations will be responsible for Contacting staff within 24 hours of a
         disaster.
     •   The Warehouse Manager will be responsible for assessing the damage to the building/s
         within 24 hours of a disaster.
     •   The Director of Operations will be responsible for analyzing the functionality of
         Operations within 24 hours of a disaster.
     •   The Director of Operations will be responsible for assigning an employee to access
         donations and check for resources.

                                           Vital Records

     •   Vehicle records (Tag, Registration, and Insurance) kept at 45th street, high risk.
     •   Employees’ schedules kept at South Operations, medium risk.
     •   TeleTrak kept online, high risk.




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                                       Procurement
                                           Unit Plan
                                Maximum Acceptable Outages

Critical Functions:
   • Ordering supplies within 2-3 days.

                                           Risk Analysis
Essential supplies (i.e. toilet paper, paper towels, credit card tapes, and cash register tapes) not
distributed to store locations to keep them running.


                                 Scenario – No Building
Supplies will be ordered from home if phone and/or Internet access is available.

                                 Scenario – No Computers
Purchase orders will be written manually. Supply orders will be placed via telephone if available.

                                  Scenario – No Network
Purchase orders will be written manually. Supply orders will be placed via telephone if available

                                        Scenario – No Staff
In the event that staff is not available no critical tasks can be performed.

                                   Scenario – No Stuff
Supplies will be ordered from home providing there is telephone service and/or Internet access.

                                         Resumption Plan
With the use of a cell phone, fax machine, computer, and a home phone, if service is available,
the Procurement department could order supplies from home. Items taken home before a disaster
occurs would be Rolodex, store list with addresses and phone numbers, book containing
passwords and user Ids, Global item list. Purchase orders would be hand written, using old forms
that are available, then entered into the requisition system at a later date. This will ensure that the
stores can remain operational because they will have the essential supplies needed.

                                             Vital Records
Fleet list, Cell list, Store Item List, and a list of leases are kept on data storage on a USB data
card.




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                                 Program Services
                                          Unit Plan
                               Maximum Acceptable Outages

Critical Functions:
   • Provide program day services for ADT, WAT, TBI, and Evaluation within 24 hours of a
       disaster.
   • Provide Employment Services within 48 hours of a disaster

                                          Risk Analysis
Program participants and Regulators expect to have services available on a daily basis, but
understand exceptions in times of crisis. There is a substantial financial loss if programs are not
running, and could potentially lose program participants if they need to be relocated.


                                    Scenario – No Building

Employment Services, TBI Support Coordination, ESS Training, Supported Services, TBI
Supported Living, WTP, Employment Portions, of Youth Services, can all be performed
manually. There are manuals to describe Human Service functions on-line, and in offices at
every rehab location. An alternate building will be sought out for Program Day services.


                                  Scenario – No Computers

Some computer training will be interrupted for ADT, TBI, ESS, WTP, Employment Services,
Supported Employment, Supported Living, TBI Supported Living, and Youth Employment. If
needed Evaluation and/or Training can use laptop computers to perform critical tasks.


                                    Scenario – No Network

Employment Services, Supported Employment, WTP, TBI Supported Living, Supported Living,
ESS, Evaluation, ADT, WAT, and Employment Portions of Youth Programs can perform critical
tasks manually. Human Services procedures are available on-line, and at all rehab locations.
Staff may have to drive to houses to locate participants.

                                      Scenario – No Staff

Any available Human Services staff would be reassigned to cover direct care functions.



43
                                 Program Services
                                         Unit Plan
                                       Resumption Plan

     •   Directors, Coordinators, and VP of Human Services will be responsible for securing,
         cleaning, and conducting a damage assessment at rehab locations within 24 hours of a
         disaster.
     •    All Staff will communicate with program participants within 24 hours of a disaster.
     •   If building is damaged, the VP of Human Services, Directors, and Coordinators will seek
         an alternate site within 48 hours of a disaster.
     •   If a secure building, electricity, roads are cleared, and communications are in place,
         resume programming within 24 hours.


                                         Vital Records

Case files should be stored in a file cabinet and/or on disk at a rehab location. Some records may
be sent to referral sources. These files are considered medium risk.




44
                              Property Management
                                          Unit Plan
                                Maximum Acceptable Outages

Critical Functions:
   • Securing locations or making repairs to allow for business to be re-opened within 24
       hours of a disaster.

                                       Risk Analysis
Retail Stores and Rehab locations would not be secured if there are broken windows or damage
caused from the disaster.

                                     Scenario – No Building
In the event that there is no building all critical tasks can be performed manually. Portable
generators can be set-up at various sites for task completions. Critical tasks can be performed on
a shift basis, depending on curfews invoked by different municipalities.

                                 Scenario – No Computers
Critical tasks can be performed manually. Purchase order numbers can be given in advance for
various vendors. Timesheets can be hand written.

                                Scenario – No Network
Communications may require visits to various locations.

                                     Scenario – No Staff
All critical tasks can be performed manually. Written procedures are in the Hurricane
Plan/Response Teams.

                                      Scenario – No Stuff
Store materials at various locations North/South. Materials may be obtained from various
vendors/suppliers.

                                    Resumption Plan
Cleaning up debris and making necessary repairs.

                                             Vital Records
Vital records and copies of blueprints will be kept in a watertight container kept at 45th street.




45
                              Residential Services
                                        Unit Plan
                              Maximum Acceptable Outages

Critical Functions:
   • Case Management should be restored in a timely manner.
   • Evacuation of participants should be done at the first warning of a disaster.
   • Transportation of participants should be done within 24 hours of a disaster.


                            Minimal Acceptable Levels of Services
     •   Case Management – Notes at least one a month – 50%
     •   Care for participants as needed – 100%
     •   Transportation – 100%

                                          Risk Analysis
Participants housing could be lost if the Agency’s process is not being performed.


                                    Scenario – No Building
If the building has been compromised, new locations for housing must be identified by program
staff. The written procedures for this scenario are in the main office at Project Success.


                                 Scenario – No Computers

If there are no computers critical tasks can be performed manually. Staff at alternate locations
can perform case management. Written procedures for this scenario are kept at the main office.


                                   Scenario – No Network

In the event that the network is down critical tasks can be performed manually. Written
procedures for this scenario are kept in the main office.

                                     Scenario – No Staff

In the event that no staff is available Executive management may make the decision to gather
employees from other locations. Written procedures for this scenario are kept in the main office.




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                                 Residential Services
                                            Unit Plan
                                         Resumption Plan

     •   Within 24 hours the Program Manager will ensure that all necessary steps are taken to
         provide generator power to critical areas.
     •   Within 24 hours the Program Manager will ensure that there is food and water available
         for participants.
     •   Within 24 hours the Program manager will be responsible for handling communication
         with Director of Contracts.

                                            Vital Records

     •   Participant files are recorded at the office and sent to the main office, these files have a
         low risk rating.




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                                             Retail
                                          Unit Plan
                               Maximum Acceptable Outages

Critical Functions:
   • Provide Retail Operations to the community within 24 hours of a disaster.

                                          Risk Analysis

If retail operations are not operating sales revenue will be affected.


                                    Scenario – No Building

In the event that a retail store building has been compromised, Retail Executives may make the
decision for staff to operate from another location.


                                  Scenario – No Computers

All Retail Operation tasks can be performed manually.

                                    Scenario – No Network

Analog phones can be used for communication, and credit card sales can be done manually.


                                      Scenario – No Staff

Staff from another stores location, or another department may be available to assist if no staff
from your location is available.


                                        Resumption Plan

     •   FPL will be working hard to regain electricity to the building.
     •   Debris should be removed from the parking lot and landscaped areas so that when time
         permits a landscaper can remove any trees that might have fallen.

                                          Vital Records

No vital records reported.
48
                          Safety & Asset Protection

                                         Unit Plan
                              Maximum Acceptable Outages

Critical Functions:
   • Check insurance policies for coverage amounts.
   • Maintain communication with insurance carriers after a disaster occurs.
   • Maintain communication with key staff to ensure departments are operating.
   • Assist departments with following their Unit Plans.
   • Assist departments with damage assessment forms.
   • Monitoring surveillance cameras.
   • Submitting MVR and Workers’ Compensation background checks.

                                         Risk Analysis

If departments do not fill out damage assessment forms correctly Goodwill may not receive
insurance money for losses that were insurable.

If departments do not follow through on their Unit Plans they may not be operating.

If insurance claims are not submitted in a timely manner, Goodwill may have to wait for an
extended period of time before receiving money for claims.

If surveillance cameras are not being monitored, and security alarms are not being set due to loss
of electricity, Goodwill is left in a vulnerable state for potential theft.

If Workers’ Compensation and MVR background checks are not being done potential scam artist
may be able to get hired and file a false Workers’ compensation claim, or someone with a bad-
driving record may be hired.

                                   Scenario – No Building

The Safety and Asset Protection department will operate through the use of satellite phones and
laptop computers.


                                 Scenario – No Computers

Several critical tasks can be performed manually or through the use of satellite phone.


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                           Safety & Asset Protection


                                          Unit Plan
                                     Scenario – No Network

Satellite phones will ensure that most critical tasks can be performed.

                                       Scenario – No Staff

In the event that no staff is available, completing critical tasks will be difficult. However if there
is only one staff member available a few critical tasks can be performed, depending on the
employee.


                                        Resumption Plan

     •   Laptop computers will be taken home.
     •   Phone tree is in place.
     •   Key staff will be contacted to help recover critical departments and file insurance claims.
     •   Communication will be handled through the use of satellite phones to ensure critical
         tasks are being done.

                                           Vital Records

Some vital records are stored on the Server at 45th street.
Some vital records are stored in filing cabinets in the Safety Directors office.




50
                                           Training
                                           Unit Plan
                                Maximum Acceptable Outages

Critical Functions:
   • The Lord’s Place should be should be operating within 4-7 days of a disaster.

                                           Risk Analysis

If the Lord’s Place is not operating Gulfstream Goodwill may lose the contract, and 50% salaries
for 2 employees. .

                                     Scenario – No Building

ESS, E-ESS, Lord’s Place, and other contracts can be performed manually at an alternate site if
available. Consumer computer training may be able to be a mobile computer lab at any location
with electricity. In the case that a rehab location has been compromised, The Training
department can relocate to any open rehab site or community partner such as City Hall Belle
Glade, Indian River Community College, Palm Beach Community College, Lord’s Place, or
Boynton Beach Bethesda Center.


                                   Scenario – No Computers

All Job Readiness training and Human Resources/Safety Compliance training can be performed
manually without any technology.

                                     Scenario – No Network

All trainings except Discovery Fun can be performed.

                                       Scenario – No Staff

In the event that no staff is available for work due too a disaster, no critical tasks can be
performed.




51
                                           Training
                                          Unit Plan
                                        Resumption Plan

     •   The Training department will contact other staff by cell phone.
     •   The Training department will begin evaluating training materials, locations for trainings,
         and student population.
     •   Assess any damage to equipment and determine functionality.
     •    Evaluate training materials and determine what needs to be ordered.
     •   Schedule classes at available sites.


                                          Vital Records

Technology materials are backed up on a flash drive. The Training Log is backed up by IT on
the R – Drive.




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                                MISSION STATEMENT

A management supported, cost-effective, and documented plan that provides
agency-wide capability for organized preparation and timely recovery from a
major unforeseen disruption.



                                 POLICY STATEMENT

It shall be the policy of Gulfstream Goodwill Industries to provide a Disaster
Preparedness and Business Continuation Plan to protect the assets, records,
information, well being, and safety of employees and to provide for the continuation of
essential services to the organization and its program participants. The objectives of the
Plan are to provide a program to achieve the following ends in the event of a disaster in
our facilities.

Major Objectives

      To protect the employees of Gulfstream Goodwill Industries from any further
      damage to their health and safety.
      To continue operations in order to maintain essential retail operations, program
      participant services, to continue support services, and to maintain the confidence
      of program participants, employees, stakeholders and vendors.
      To provide for the re-establishment of critical operations within 48 to 72 hours of
      a declared disaster at the agency.
      To provide for the re-establishment of critical operations in the defined priority
      sequence.
      To provide for the restoration of all operations within 30 days.
      To achieve the foregoing in a cost-effective manner.

The Business Continuity Plan will be the responsibility of the Disaster Relief & Recovery
Committee Members and the Emergency Response Team to ensure continued
maintenance and an annual review.

Approved by:

______________________________
Marvin Tanck - CEO                                     Date




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