Multi-Agency Resource Center Planning Resource

Multi-Agency Resource Center

Planning Resource

Moore, OK22/14

June 2017

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Change Log

Date

Page(s)

Section

Change

2017

Code of Ethics

Modified emotional and spiritual care language to reflect

National VOAD guidelines

LETTER OF PROMULGATION

This Multi-Agency Resource Center (MARC) Planning Resource describes duties and

responsibilities of individuals, agencies and volunteer organizations in the event of a disaster.

MARCs are a part of the mass care system. While they are not always necessary, when they

are needed they become part of the overall humanitarian effort to bring services to individuals

impacted by disaster.

The MARC Planning Resource is a living document and the contributors acknowledge there will

be changes for each community and instance. The experience and knowledge regarding

MARCs is growing. Over time, there will be new and different complexities and challenges, new

lessons learned and knowledge gained, and lives improved on the path to recovery. Please

share this knowledge and experience with others by collecting and recording information,

experiences, expenses, and decisions that help people in their time of need.

Fundamentally important to the MARC process is planning and organization. The act of

planning makes the participants and the community more prepared. Without planning, the ability

to deliver effective and quality services that support persons in need will be less than people

deserve.

This MARC Planning Resource is written based on the experience of the American Red Cross,

Catholic Charities, The Salvation Army and FEMA, as this is the experience and knowledge of

the contributors and reviewers.

As you introduce a MARC to your community, develop a system that will serve and treat people

as you would want to be served and treated. Know your partners. In most instances, no non-

profit agency, organization, company, or government agency has the ability to single-handedly

open and effectively operate a MARC. Working together as a community allows each

organization to rise to the challenges and needs of those impacted by a disaster. Adapt or scale

the MARC to your situation, facilities, service organizations, host communities, and most of all,

the people affected.

Please share this plan with others as you serve people in disaster.

Respectfully,

ACKNOWLEDGEMENTS

MARC Working Group

Team Leaders:

Lenard Liebe and Monica Montoya, American Red Cross

Jeff Jellets, The Salvation Army

Gwen Johnson, Catholic Charities USA

Team Members and Contributors:

Jim Ayre, Red Cross

Beth Boyd, Red Cross

Valerie Cole, Red Cross

Susan Dettweiler, Red Cross

Amy Gabriel, Red Cross

Chris Harmon, Red Cross

Steven Hartsook, The Salvation Army

Carrie Housman, Red Cross

Autumn Lotze, Red Cross

Patrick Manning, Red Cross

Shannon McNamee, Red Cross

Paula Rogers and the doctrine team, Red Cross

Red Cross Project Sponsors: Corey Eide and Jacqueline Yannacci

Additional reviews were completed by teams at FEMA, Catholic Charities, The Salvation Army

and Red Cross. Over 50 additional individuals provided comments and input to this document,

and we hope we have improved the document based on their feedback.

Thank you also to the coalitions and the Voluntary Organizations Active in Disaster (VOADs) in

the following states for providing the baseline for the MARC Planning Resource: Arizona,

Florida, Illinois, Missouri, Oklahoma, South Carolina, and all of those who have used parts of

this document and provided feedback in real time.

Most importantly, thank you to the leadership of our respective organizations for supporting us

in the undertaking of this project.

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CONTENTS 
Change Log ................................................................................................................................ 2 
LETTER OF PROMULGATION ................................................................................................. 3 
ACKNOWLEDGEMENTS .......................................................................................................... 4 
INTRODUCTION ....................................................................................................................... 7 
PURPOSE ................................................................................................................................. 8 
AUDIENCE ................................................................................................................................ 8 
HOW TO USE THIS RESOURCE .............................................................................................. 9 
DEFINITIONS ............................................................................................................................ 9 
PLANNING ASSUMPTIONS .....................................................................................................10 
CONCEPT OF OPERATIONS ..................................................................................................11 
Overview............................................................................................................................11 
Steady State ......................................................................................................................11 
Planning ............................................................................................................................12 
MARC Planning Meeting ............................................................................................12 
MARC Site Selection ..................................................................................................12 
In-Kind Donations .......................................................................................................13 
Client-Centered Considerations ..................................................................................13 
Access and Functional Needs ....................................................................................14 
Stand Up............................................................................................................................14 
MARC Site Procurement and Set Up ..........................................................................14 
Logistics and Resource Support .................................................................................15 
Preparation Meeting ...................................................................................................17 
Daily Operations and Service Delivery ...............................................................................17 
Communications .........................................................................................................18 
Media Relations – Public Information ..........................................................................18 
Volunteers ..................................................................................................................19 
Services and Client Experience ..................................................................................19 
Stand Down .......................................................................................................................23 
MARC Site Personnel ........................................................................................................24 
Personnel Roles .........................................................................................................24 
MARC Staff Roster and Schedule...............................................................................25 
PLAN DEVELOPMENT AND MAINTENANCE ..........................................................................25 
   

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APPENDICES ...........................................................................................................................26 
Appendix A: MARC Stages and General Activities .............................................................27 
Appendix B: Sample MARC Partner Agency and Individual Agreement, Code of Ethics and 
Conduct .............................................................................................................................30 
Appendix C: Sample Partner Agency Criteria ....................................................................32 
Appendix D: National VOAD Points of Consensus .............................................................33 
Appendix E: Typical Lead Agency Responsibilities ............................................................34 
Appendix F: Sample MARC Opening Checklist..................................................................36 
Appendix G: Common Client Needs ..................................................................................37 
Appendix H: Sample Daily MARC Agency Log ..................................................................38 
Appendix I: Americans with Disabilities Act ........................................................................39 
Appendix J: Sample Facility Opening & Closing Inspection ...............................................40 
Appendix K: Sample Facility Use Agreement .....................................................................42 
Appendix L: Typical MARC Supplies ..................................................................................45 
Appendix M: Sample MARC Layout ...................................................................................46 
Appendix N: Sample MARC Client Process .......................................................................47 
Appendix O: Sample Partner Information Form..................................................................48 
Appendix P: Typical MARC Personnel Roles .....................................................................49 
Appendix Q: Sample Table of Organization and Chain of Command .................................54 
Appendix R: Sample Checklist for Daily Partner Agency Staff Meeting ..............................55 
Appendix S: Sample MARC Client Registration Form ........................................................56 
Appendix T: Sample Ambassador Checklist ......................................................................57 
Appendix U: Sample Information Release Form ................................................................58 
Appendix V: Press Release Template ................................................................................59 
Appendix W: MARC Flyer Template ..................................................................................60 
Appendix X: Sample Information Release ..........................................................................63 
Appendix Y: Bulk Commodities Distribution .......................................................................64 
Appendix Z: Sample MARC Closing Checklist ...................................................................65 
Appendix AA: Sample Client Survey ..................................................................................67 
Appendix BB: Sample Partner Survey ...............................................................................68 
 

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INTRODUCTION

Following a disaster, communities determine the best way to provide services to affected

individuals and families according to the scope and scale of disaster-caused needs as well as

the capabilities, structure and geography of the community. One of these mechanisms is a

Multi-Agency Resource Center (MARC), which can be an efficient way to deliver services to

individuals and families affected by a disaster by bringing together multiple service providers in

a single location and providing on-site assistance.

In the event of a disaster, it is up to each community to determine how best to provide services

to those affected, as well as the appropriate scope and scale of those services. This resource is

intended to support MARC planning and implementation in situations where communities have

identified a MARC model as the appropriate mechanism for delivering services to its

constituents affected by a disaster.

While MARCs are an effective service delivery system in some disasters, coordinated outreach

services and integrated care teams are other collaborative models that can be effective when a

centralized service delivery location may not make sense. Rural communities with widely

dispersed populations or areas where there is not an appropriate MARC facility space would be

better service with other options.

One-stop assistance centers can have a variety of names depending on the convening agency,

type of disaster, and other factors. Names used include:

• Multi-Agency Resource Center

• Disaster Assistance Center

• Joint Assistance Center

• Voluntary Organization Disaster Assistance Center

• Disaster Relief Center

• Disaster Recovery Center

• Local Assistance Center

• Family Assistance Center

For the purpose of this planning document, the term MARC will be used, but the principles may

be applied for any one-stop shop for client information and service delivery.

MARC Principles

While different communities may determine additional principles, most MARCs are designed to:

• Expedite individual, family and community recovery following a disaster;

• Provide efficient, effective assistance to individuals and families affected by a disaster in

a single, “one stop shop” location;

• Minimize the time and travel distance needed for affected individuals and families to

obtain assistance after a disaster;

• Aid reunification of family and friends;

• Maximize the use of collective resources and expedite the ability of organizations to

deliver services by: 1) eliminating the need for participating organizations to set up

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individual assistance centers, and 2) facilitating coordination and information sharing

between participating organizations;

• Enable effective coordination with government and non-government agencies;

• Facilitate the transition to long-term recovery.

MARC Services

Specific types of assistance and services provided at a MARC are determined by participating

agencies according to community needs and available resources. These may commonly

include:

• Assistance locating temporary housing;

• Information about the casework process, how to obtain assistance, and referrals to other

off-site services as available;

• Emotional and spiritual care, as well as other health and mental health services (also

provides an opportunity for MARC staff to receive support and prevent emotional

fatigue);

• Access systems that support reunification including, but not limited to, email accounts,

social media sites, and reunification tools like the American Red Cross "Safe and Well"

website, which enable those affected by the disaster to register and notify family

members of their condition and location;

• Distribution of bulk supplies;

• A location that serves as a meeting place for families, friends and community members.

PURPOSE

This document provides a general framework and outline of procedures for setting up,

operating, and closing a MARC. From planning to after action reporting, the general procedures

summarized here offer a road map for local MARC plan development and implementation.

The objectives of this document are to:

• Develop a common terminology and operational standards;

• Provide a resource of reference documents, information and tools.

Many sections of this document are oriented toward providing services in the event of a large

disaster. Depending on the size and severity of the disaster and the resources available, your

community would scale MARC plans accordingly.

AUDIENCE

This planning resource is intended for use by any community organization or agency that may

participate as a lead or partner agency in the planning and stand up of a MARC. This document

has been developed for organizations that have little to no experience with a MARC, but it can

also serve as a useful reference for evaluation and continuous improvement purposes for

communities with existing local MARC plans.

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HOW TO USE THIS RESOURCE

This document synthesizes learning and leading practices from local MARC operations across

the country. For various stages of MARC planning and operation, sets of considerations are

included to support a community’s development of a MARC strategy appropriate to its local

situation. The combination of a general framework and community-specific considerations

presented here is intended to facilitate the expedient stand up of future MARCs and effective

collaboration of participating agencies within them, especially in those communities operating a

MARC for the first time.

Important considerations are highlighted for each major aspect of MARC planning and

operation—these are questions that community leadership asks when determining the

appropriate local MARC strategy for meeting client needs. Each community will determine the

appropriate scope and scale of a MARC’s services.

Typical roles of agencies and staffing within a MARC, as well as coordination and information

sharing, are addressed in this planning resource.

Several customizable job tools are available in the appendices to aid local planning and

operations and may be used separately from this document.

DEFINITIONS

Multi-Agency Resource Center (MARC):

A single, “one stop shop” location where public and private organizations come together to

provide assistance to those affected by disaster.

Partner Agencies:

Reputable organizations (governmental, nongovernmental or corporate) that have resources or

services available to those affected by disaster (see Appendix C for partner agency criteria).

Partner agencies have the capacity and willingness to serve in the MARC. When convening

diverse organizations in a venue like a MARC, having a common service delivery approach is

valuable for providing a consistent, effective client experience; the National Voluntary

Organizations Active in Disaster (VOAD) Points of Consensus documents can be useful

resources for partner agencies (see Appendix D for more information).

Lead Agency:

This organization convenes the MARC, coordinates overall planning and operations, and

ensures necessary MARC functions and tasks are fulfilled. Each community may have a

different lead agency, but for organizational clarity a lead agency is identified (if possible, pre-

identified). Any organization serving in the MARC lead agency role first ensures that it can fulfill

all associated responsibilities, including fiscal and liability responsibilities, either directly or

through delegation and coordination with partners (see Appendix E for typical lead agency

responsibilities). When determining the lead agency, consider potential impacts on service to

the community that may result from the selection of a particular type of agency to serve in this

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role (for example, some clients may be uncomfortable providing personal information to

government agencies).

Disaster Recovery Center (DRC):

In federally-declared disasters, a DRC is a facility where FEMA provides status information and

updates to client applications, as well as general information on FEMA disaster assistance. A

DRC may act similarly to a MARC by including other federal, state, local and voluntary agencies

within the same or a similar facility to provide information on their disaster assistance programs.

PLANNING ASSUMPTIONS

For the purpose of this document, a few key assumptions were made to ensure a collaborative

operation:

• Voluntary agencies and the government may collaborate to assist disaster-affected

individuals and families in their recovery.

• Agencies have a commitment to community, mutual respect for purpose and mission,

and are willing to share information and resources in the interest of a common goal (i.e.

providing effective assistance to clients and community to support recovery after a

disaster.)

• The MARC, by bringing these agencies together, is a critical venue for the coordinated

recovery of those affected by a disaster.

• The agencies in the MARC will abide by and adhere to an agreed upon MARC Code of

Conduct (Appendix B.)

• Appropriate chain of command is crucial to the successful operation of the MARC.

• A community needs assessment will inform MARC planning and agency participation.

• The MARC is configured in such a manner that clients receive assistance while

maintaining confidentiality and dignity.

• A verification system is established to identify those who have been affected by the

disaster (such as the use of the Coordinated Assistance Network (CAN), FEMA maps,

street sheets, etc.)

• Depending on the event a MARC, multiple MARCs and a DRC may or may not be

operating simultaneously, but when they are, coordination is taking place between them.

• The complexity and size of the disaster indicates the impacted community will benefit

from centrally-located services for disaster survivors.

• The MARC is located in a safe area away from the disaster but close enough that

disaster-affected individuals and families are able to visit.

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CONCEPT OF OPERATIONS

Overview

MARC activities take place in five general stages:

• Steady state (pre-disaster) - community assessment activities, pre-identification of local

resources and partner agencies, and establishing lines of communication between

partner agencies;

• Planning (immediately after a disaster occurs) –initial assessment of disaster impacts,

determination of agencies that will be involved in the MARC, and development of a

preliminary operational plan;

• Stand up (once necessary planning has taken place and in accordance with timeline

determined by participating agencies) – coordination among participating agencies to set

up the MARC site, fulfill all necessary functions and finalize all plans, policies and

operating procedures;

• Daily operations – carrying out all necessary functions to effectively deliver services to

clients, operate the MARC facility and coordinate with emergency management officials

and community leadership;

• Stand down (when it has been determined that the MARC will close) – closing

notification, transition activities and after action reporting.

(A summary of stages and activities can be found in Appendix A.)

Steady State

Pre-disaster activities lay the groundwork for successful MARC operations in the community

and encourage organizations to begin planning collaboratively.

Considerations

In an ideal situation, prior to a disaster, community organizations or VOADs would:

► Pre-identify those agencies/organizations that would typically participate in a

MARC, identify appropriate contacts within agencies, and establish lines of

communication;

o Consider among the identified agencies, which might have the capacity to

potentially serve as a MARC lead agency;

► Pre-identify and walk through potential facilities in the community that may be

appropriate for future MARC use;

► Develop a baseline of community demographic information and existing needs to

help inform future community assessments in disaster.

Pre-identifying agencies and establishing lines of communication in non-disaster time helps to

expedite MARC activities. Steady state activities can also include pre-planning for many

elements in subsequent stages of the MARC process, especially those in the planning stage,

such as the development of operational guidelines, a communications plan and other activities.

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Planning

If the community determines a MARC is the appropriate mechanism for delivering disaster

services following a disaster, participating agencies will convene a MARC planning meeting.

Based on prior experience with disasters, some organizations will be easily identified. Other

agencies may be called upon based on need. These may include non-government, local

government and other types of organizations that would assist with disaster relief and recovery

services in a MARC.

MARC Planning Meeting

Planning meeting agenda items may include:

• Assessing disaster impacts and identifying disaster-caused client needs that will be

supported in the MARC (see Appendix G for a list of common disaster-caused client

needs);

• Assessing demographics of the affected population and service delivery considerations

(such as cultural, ethnic, religious, medical, access and functional needs and dietary

considerations);

• Determining partner agency participation, including the lead agency, and the services

each agency will provide;

• Developing a preliminary operational plan, including:

o Outlining the appropriate scale and scope of MARC operations;

o Identifying available resources and resource needs for MARC;

o Identifying an appropriate MARC site; having a list of pre-identified potential

facilities will expedite this ( see Site Selection below);

o Determining dates and times the MARC will operate and ability of participating

agencies to support;

o Identifying MARC operational guidelines and communications plan;

o Creating a MARC opening announcement, to be released with appropriate

advance notice. (See Appendix F for a sample MARC opening checklist).

MARC Site Selection

Selecting an appropriate site for the MARC involves several considerations to ensure that the

location and facility can adequately meet the needs of both clients and participating agencies.

The selection process begins by identifying potential facilities in close proximity to the impacted

area but located in safe areas. Ensure that driving time for those needing assistance is as short

as possible. When planning for a MARC site, consider any potential impacts on service to the

community if located near or co-located with a state or federal DRC.

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A suitable site will address the considerations below.

Considerations

► Is the site visible and open to the public?

► Are the site and facility accessible? (see Appendix I for more information regarding the Americans

with Disabilities Act)

► Does the site have enough flexible space for partner agencies to effectively provide services to

clients? Enough office space for MARC administrative functions?

► Can the site be used without extensive modifications?

► Does this site have adequate utility service at present (i.e. service not interrupted by the disaster)?

o Is there water (including hot water), sewer, gas and power?

o Is there phone and internet connectivity?

o Is there heating or air conditioning?

o Is the plumbing system adequate for the size of the MARC operation?

► Is there a kitchen? Is refrigeration and freezer space available?

► Are dumpsters available or is there space to drop a dumpster on site?

► When considering if bulk distribution will take place at the MARC:

o Is sufficient space available for bulk supplies? (consult partner agencies for their particular

needs)

o Will a forklift and/or pallet jack be available? Is there a loading dock?

o Is a paved area available at the site? (preferable to gravel or dirt for heavy equipment use)

► Is adequate security available to protect people, property and equipment?

► Is parking and traffic control sufficient?

► Is the site compliant with the fire code?

► Can the facility be procured as an in-kind donation? If not, what are the costs of the facility? Which

agency will assume responsibility for those costs?

► Has a Facility Use Agreement been completed by one or more of the partner agencies? (see

Appendix K)

In-Kind Donations

During the planning stage, MARC participating agencies consider what appropriate operating

guidelines need to be put in place regarding the acceptance, utilization and management of in-

kind donations in accordance with the MARCs capacity to accept, process and store them.

Actions to aid in developing an appropriate approach to donations include:

• Identifying pre-existing resources that collect donated goods (e.g. multi-agency

donations warehouse);

• Developing a plan to direct donations to pre-existing sites and/or to establish a site on

the premises as well as record the donations;

• Coordinating efforts with the MARC Site Manager;

• Coordinating messaging with the Public Information Officer.

Client-Centered Considerations

MARC service providers need to be aware of, and sensitive to, cultural diversity, life situations,

and other factors that shape a person’s identity. It is important to ensure that appropriate

provisions are developed and put in place to accommodate client-centered considerations, such

as those listed below. Planners should be aware of local community demographics, and

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emphasize the importance of approaching each client as an individual with consideration for

their unique life experiences.

Examples of client-centered considerations include:

• Geography

• Ethnicity

• Gender

• Spirituality

• Parental Status

• Homelessness

• Cultural differences between

caseworker and client

• Substance use

• Language

• Disability

• Sexual orientation

• Age

• Profession

• Previous health issues, including

allergies and mental illness

Examples of ways these considerations might be accommodated include:

• Providing a private room for those who experienced a fatality;

• Adjusting hours to accommodate a range of work schedules;

• Providing shuttles for transportation challenges;

• Providing interpreters and translators;

• Providing sufficient reception area seating to accommodate persons with disabilities and

other access and functional needs;

• Providing snacks for those with dietary and medical needs including nut-free zones.

Access and Functional Needs

Follow the key planning and readiness steps below to meet the access and/or functional needs

of MARC clients:

• Make any reasonable modifications to policies, programs and facilities needed to ensure

accessibility to all citizens (see Appendix I for more information on the American with

Disabilities Act.)

• Work with the local disability community and government (local, state, federal and tribal)

partners, including public health agencies, to identify:

o The types of disability-related and/or access and functional needs clients are

likely to have in the MARC, noting specific demographics in the community;

o Recommended measures for addressing identified needs;

o Actions and available local resources needed to carry out those measures.

• Determine which tasks and responsibilities will be performed by each participating

MARC organization and verify their completion.

Stand Up

Stand up of a MARC facility begins once the necessary planning has taken place and in

accordance with the operational timeline determined by participating agencies.

MARC Site Procurement and Set Up

To procure the MARC facility, the lead agency or designee may sign a Facility Use Agreement

(see Appendix K for an example). It is advisable that a Facility Use Agreement form first be

reviewed and approved by the legal department of the signing agency. It is recommended that

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the lead agency or designee complete a walk-through with the building owner and/or property

manager.

MARC facility organization and assigned areas will depend on the selected facility structure and

available space. The lead agency will appoint a MARC Site Manager to oversee onsite

operations, and, in collaboration with all partner agencies, manage coordination, placement and

arrangement of the MARC facility (see Appendix O for more on MARC Personnel Roles). An

area will be assigned to each agency and for each MARC function identified in the operational

plans (See Appendix M for a sample MARC layout).

In general, most MARC sites will require the following space allocations:

• Assigned areas for each partner agency

(generally in a large open area)

• Reception/registration area

• Client waiting area

• General information area

• Damage verification area

• Client feedback table

• Kitchen area

• Snack table (consider nut-free zone)

• Eating area (for clients and staff,

preferably separated)

• Family reunification resource area

• Staff respite area

• Casework/client interview area

(arranged to maintain client privacy

• Health, mental health, emotional and

spiritual care areas (ideally quiet,

private space)

• Children’s play/childcare services area

• Client resource area with phones,

computers, internet access and

charging stations where possible

• Administrative offices and secure

storage for financial instruments

• Bulk distribution area

Logistics and Resource Support

Information Technology

It is critical to plan for Information Technology (IT) needs to enable effective operations for all

entities within the MARC. The following are useful considerations for IT planning:

Considerations

Management

► Who is the lead agency for coordinating information technology within the MARC?

► Are there contractual or financial obligations in the facility to provide IT services?

► What IT services will be needed in the MARC?

► Who will IT services be provided to?

► What is the plan if cellular connectivity is not available?

► What IT support do various recordkeeping software systems require?

► How do you provision services to the facility?

► Is there a backup plan if the power goes out?

Coordination

► Who will be the designated point of contact (POC) to coordinate IT needs?

► Are there specific requirements for certain entities?

► What is the plan to communicate the available IT resources and related policies?

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Support Services

► If IT services are to be provided:

o How do agencies request IT services?

o Who will support technical issues and access?

o Will available services meet anticipated needs?

Safety and Security

The lead agency makes sure that there is a safe and secure operating environment for

everyone in the MARC, which includes overseeing crowd and traffic control. The lead agency

will coordinate assumption of costs for safety and security; costs are approved by the Site

Manager or appropriate organization.

The lead agency may assign a Safety and Security Manager to oversee the safety and security

of clients, staff, resources and equipment, and to coordinate with emergency management and

public safety personnel as needed (see Appendix P for more information on personnel roles).

Considerations

Potential Hazards to Mitigate

► Are the paths to exits relatively straight and clear of obstructions?

► Are indoor and outdoor walking surfaces free of tripping or falling hazards (uneven

sidewalks, unprotected raised walkways/ramps/docks, loose/missing tiles,

telephone wires, extension cords, etc.)?

► Are there illuminated exit and exit directional signs visible from all aisles and work

areas?

► Are there any site specific hazards? If so, what are they? (For example,

hazardous chemicals, machinery, etc.)

► Are the work areas clean, neat and orderly?

► Are the building systems in good working order? (Gas-Water-Power)

Emergency: Exits, Doors, Stairs, Lighting and Plans

► Are all emergency exits properly identified and secured?

► Are all exit doors free of obstructions? (For example, blocked, chained, partially

blocked, obstructed by cabinets, coat racks, garbage cans, etc.)

► Are there a minimum of 2 exits from each floor?

► Is there an emergency evacuation plan and identified meeting place or a plan to

shelter in place?

► Are there guidelines for directing occupants to identified assembly area away from

the building when they reach the ground floor?

► Are fire extinguishers and smoke alarms inspected and serviced?

► If power fails, is automatic emergency lighting available for egress routes, stairs

and restrooms?

► Are first aid kits and AED equipment readily available and fully stocked? Where?

► How will occupants of the building be notified that an emergency evacuation is

necessary?

General Requirements

► Are incident reporting procedures in place to report all accidents, incidents and

near misses?

► Do all occupants know how to react to and report a dangerous situation?

► Are procedures in place for managers to investigate all accidents?

► Are the required Federal, State and Local posters displayed?

► What is the weapons policy?

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Signage and Branding

Proper acknowledgement of participating agencies is important. State VOAD and partner

agency signage is used to provide directions to the MARC and for general information areas;

the use of generic MARC signage would be appropriate in operations without VOAD

involvement. Individual agencies supply their own signage for their assigned area within the

MARC. It is encouraged to list services offered on these signs in multiple languages if needed.

A sign listing the range of services available in the MARC may also be useful.

Janitorial and Environmental Services

Consider the following tasks when determining who will be responsible for the coordination and

provision of janitorial services in the MARC.

• Determine a service provider if there is not an existing janitorial contract;

• Coordinate with facility resources;

• Ensure coordination with the MARC Site Manager and all organizations.

Determine a point of contact for the following areas:

• Medical services

• Food service

• Diaper changing area

• Children’s area

• Data and voice services

• Facility maintenance (e.g. external sidewalks,

handrails, parking lots and internal restroom

facilities)

Preparation Meeting

The lead agency will arrange a preparation meeting with all participating agencies to discuss

MARC policies, procedures and mutual expectations prior to the opening of the MARC.

• The lead agency will coordinate the set up of the MARC.

• Each agency will provide their own equipment for service delivery to include agency

paperwork, technology and general office supplies (tables and chairs and other

infrastructure will be coordinated with the lead agency).

• Set guidelines for signage.

• All agency staff may determine and sign a MARC Code of Conduct (see Appendix B) to

ensure that all services provided are appropriate and consistent while maintaining client

confidentiality.

• A list of supplies useful for MARC operations can be found in Appendix L.

Daily Operations and Service Delivery

Once open, the objective of the MARC is to provide effective information and assistance to

address client needs in one visit. In order to meet this objective, take into account the following

operational considerations.

Considerations

► A clear chain of command is vital and key for both administrative control of the

MARC and control of information flow to avoid rumors and misinformation.

► Communications to all partner agencies follow the MARC chain of command (see

Appendix Q for a sample chain of command.)

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► Regular communication occurs with all partner agencies so any emerging issues

can be promptly addressed before they become critical.

► A daily morning meeting is held to discuss operations issues; agency partners and

MARC staff come prepared to discuss any client, facility and operational issues

(see Appendix R for a sample daily meeting checklist).

► Any urgent problems or issues that arise are promptly reported to the MARC Site

Manager or appropriate point of contact (see MARC Site Personnel for more

information.)

► Non-urgent issues are addressed in a regularly scheduled meeting.

Communications

All MARC communications--internal and external--are carried out in accordance with the local

MARC plan and communication plan adopted in the planning meeting. Each local MARC is a

unique combination of the community’s service providers, stakeholders and other agencies. As

such, the local MARC plan needs to define a communications structure that maintains effective

working relationships, communication channels, and service delivery mechanisms for the

situation; it also includes a centralized decision-making process that enables continuity,

coordination, and review/approval of all messaging. Public release of information and

statements (written or in-person) are made using a designated spokesperson.

Recognizing that MARC operations are only one component of the overall incident or disaster

recovery, it is also critically important that the MARC leadership maintains an effective

connection and communication channel with the community’s Emergency Operation Center

(EOC) and, if applicable, FEMA’s Disaster Recovery Center (DRC) or Joint Information Center

(JIC). MARC communications are fully coordinated with the EOC, DRC and other appropriate

entities for the community. A Partner Liaison may also fill the role of liaison to external

organizations (see MARC Site Personnel for more information).

Media Relations – Public Information

It is important to maintain positive media relations. The media is a critical partner in providing

information to the public about the location of the MARC and how to access services at the

MARC.

The MARC Public Information Officer (PIO) is attentive to the need to balance client

confidentiality with the need to inform the public about how to access services and locations of

the MARC (see MARC Site Personnel for more information). In addition, participating agencies

may have their own media requirements that will need to be understood and incorporated into a

media plan.

Procedures

• The MARC PIO publicizes the opening and closing of the MARC in advance, preferably

by at least 48 hours, but the appropriate length of advance notice is at the discretion of

the lead agency (see Appendix V for press release templates).

• The MARC PIO communicates/publicizes any relevant guidelines decided upon by

MARC agencies regarding the acceptance of donations.

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• The MARC PIO develops a daily press release reporting the activity and types of

services provided in the MARC. The press releases are vetted and approved by the

MARC Site Manager before dissemination.

• MARC Flyers are developed for distribution throughout the affected area (see Appendix

W for flyer templates). Examples of distribution methods include:

o Health and wellness teams;

o Outreach teams;

o Disaster assessment teams;

o Mobile feeding crews;

o Shelters;

o Other service delivery sites.

• The media is allowed to enter the MARC only within established guidelines to respect

client confidentiality and not impede MARC operations.

• Media may request interviews or photographs; the MARC PIO and MARC Site Manager

will coordinate request fulfillments with the media in a manner that respects client

confidentiality and dignity (see Appendix X for a sample information release form).

Volunteers

Spontaneous, unaffiliated (also called event-based) volunteers may arrive at the MARC to offer

services. It is important to develop a plan in advance for this potential situation. Considerations

to address during planning include the following:

Considerations

► To maintain an environment conducive to upholding client confidentially and

service delivery standards, the MARC does not also serve as a volunteer

reception center.

► It is recommended that unaffiliated volunteers be directed to an offsite partner or

volunteer reception center to best determine how they can contribute

to/participate in disaster operations; they manage volunteers according to their

standard processes.

► Planning for any potential use of volunteer resources within the MARC is

consistent with usual community practices in place for upholding the trust of

community members (e.g. while it might be appropriate to have unaffiliated

volunteers assist with facility set up and janitorial functions, functions like client

casework, child care, health and mental health services are carried out by

appropriately trained, cleared and credentialed individuals.)

► It is recommended that planning be consistent with National VOAD

recommendations on the management of spontaneous, unaffiliated volunteers.

Services and Client Experience

The client experience is the central consideration when planning for and delivering services in

the MARC. For planning purposes, a MARC Client Process diagram (Appendix N) provides one

example of what a client’s experience might look like inside the MARC.

In addition, the MARC leadership team may want to capture real-time feedback to the MARC

experience. A survey is included (Appendix AA).

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Considerations

► Depending upon the size of the disaster, wait times and locations for services in

the MARC need to be considered. Waiting areas need to be flexible as clients

enter with independent needs or as areas become crowded.

► Client Ambassadors are roving sources of information and not necessarily

assigned to a single family or client.

► Have clients complete a survey as they leave the MARC.

► Planning for overflow and comfort in delivering services is a strong consideration.

Client Casework/Recovery

Casework can be conducted in MARCs when it is identified as needed and when necessary

accommodations can be made to allow for it to be completed while providing effective customer

service. Individual agencies conduct casework pursuant to their own agency policies and

procedures; alignment with National VOAD Disaster Case Management Points of Consensus is

recommended. The following may be taken into consideration when planning casework.

Considerations

► Disaster caseworkers and organizations respect the client’s right to privacy,

protect client’s confidential information, and maintain appropriate confidentiality

when information about the client is released to others (see sample Information

Release Form in Appendix X).

► Casework takes place in a private environment, addressed during the site

planning and set up phase.

► Additional staff may be needed to support activities such as information requests,

material distribution and other MARC-specific activities.

► Cultural considerations are integrated into casework delivery.

Feeding Operations

When it is determined that feeding operations are necessary for the MARC, the lead agency

contacts and requests feeding services from organizations that meet food safety handling and

sanitation standards (such as the Red Cross, The Salvation Army, Southern Baptist Disaster

Relief, food safety certified local churches, etc). Feeding may be coordinated with multiple

agencies or handled by an individual agency. If these feeding agencies do not have the capacity

to provide services at the MARC, local restaurants and/or caterers may be hired to provide

meals. There are a variety of feeding options that can be used to meet the feeding needs,

including fixed feeding at the MARC or inclusion on mobile feeding routes. The MARC Site

Manager and the Feeding Lead for the feeding operations will need to communicate for

planning and implementation purposes.

Considerations

► Feeding operations at the MARC may be required for clients and staff.

► First responders, partner agencies, utility workers and others may plan to eat at

the MARC.

► If possible, at least snacks and water need to be available in the MARC.

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► Consider a “nut-free” zone and other mechanisms for addressing dietary

restrictions in feeding operations.

► The MARC Site Manager communicates feeding requirements at the MARC to the

identified Feeding Lead for the operation.

► MARC Feeding Lead and agencies providing feeding services are aware of and in

compliance with any state and local regulations regarding feeding services and

food safety, including a health inspection if needed.

► Cultural considerations are important when determining the type of food that will

be served in the MARC. Examples include culturally appropriate food in ethnic

communities, kosher foods in Orthodox Jewish communities, etc.

Bulk Distribution

If the MARC is considering providing bulk distribution service, there are a number of factors to

be taken into account prior to site set up to ensure safe and efficient service delivery.

Considerations

► During the planning phase, a decision is made as to who is eligible to receive the

commodities; is everyone eligible or only those that have verified damage?

► Safety has to be of utmost importance when providing this type of service delivery

and steps taken to ensure the distribution is safe for the clients and workers.

► Outdoor distribution: Is there enough space for delivery and set-up of the

commodities being distributed? In some cases, 53’ tractor trailers may be dropped

and items distributed directly from them. There needs to be enough space for the

trailer and for people to work safely in and around the area without interfering with

parking or staff.

► Delivery of goods: Depending on the weight of delivery vehicles, there will need to

be verification that the parking lot can support the vehicles without damage.

► Indoor distribution: What is the layout and flow of the distribution area? It may be

more efficient to have volunteers pull the items and deliver to the clients instead of

having the clients walk through the area collecting their own items.

► It is recommended that all items provided through a bulk commodities distribution

point at a MARC only consist of pre-packaged items and not individual (loose)

items that require packaging on site.

► Various agencies may be able to offer distribution of commodities in times of

disaster (see Appendix Y for a list of potential commodities and agencies).

Health, Mental Health, Emotional and Spiritual Care

Health, mental health, emotional and spiritual care volunteers should be available during all

hours of operation at the MARC. Although not interchangeable, volunteers can complement

each other’s work. It is helpful if there are quiet spaces that may be used for private

conversations. Volunteers will collaborate with caseworkers to facilitate provision of services to

individuals and families affected by disaster and will refer clients to organizations within the

community for unmet needs.

All of these services can be provided by a number of agencies. Services are based on the

assumption that disaster stress affects the whole community and that many people are resilient

and will return to previous functioning within a short period of time. For example, a public health

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agency may wish to provide tetanus shots if there is widespread potential for wounds from

disaster debris.

Following a disaster event, community members may be faced with a variety of healthcare

needs, from accommodations for access and functional needs to prescription refills. It is useful

for healthcare professionals to be available to meet with clients who have unmet healthcare

needs.

Emotional and spiritual care, in the context of a disaster, responds to clients’ needs for spiritual

meaning and comfort by providing accompaniment, compassionate care, individual and

communal prayer and appropriate ritual.

Some of the affected population may experience exacerbation of previous issues or develop

new psychological issues. Mental health, emotional and spiritual care volunteers can provide

immediate support and also assess clients for serious mental health issues that may require

further intervention. At the time of writing, National VOAD Disaster Emotional Care Points of

Consensus document is in development and will be available as a resource in the near future. It

is recommended that volunteers follow the National VOAD Disaster Spiritual Care Guidelines

and agree to the National VOAD Disaster Spiritual Care Points of Consensus.

Child Friendly Spaces with Child Care Services

A child friendly space serves two purposes. First, it is a safe area where a parent and/or

guardian can take their children to play. Second, it serves as an area where parents, while

receiving services in the MARC, can safely leave their children with credentialed providers.

If needed, the MARC plan designates a child friendly space within the facility and identifies a

credentialed agency or group to provide child care (remember to ensure that the agency

identified to run the child care area has the proper credentials for the state in which the MARC is

located). Some suggestions include:

• Local Day Care Centers

• Churches

• Businesses

• Volunteers with experience in Day Care*

*Many national organizations have volunteers who are trained and credentialed to work with

children traumatized by disaster. National organizations with credentialed volunteers include

Save the Children, Church of the Brethren, Catholic Charities and Southern Baptist Disaster

Relief, but many local organizations also have child care workers that may be able to assist in

special circumstances.

The lead agency coordinates agencies providing appropriate and clean play items for the child

friendly area (keep in mind that there are agencies that will provide these items). See Appendix

L for suggested supplies.

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Considerations

► Children are NEVER left at the MARC without their parent and/or guardian

present in the building.

► When leaving children in the child care area, parents/guardians and child could be

co-identified with matching bracelets or through digital or Polaroid photographs.

► The child care agency provides the MARC Site Manager with staffing availability

in order to coordinate child care coverage.

► Often, people and/or groups will drop off children’s play items. These items are to

be cleaned and potentially approved by the agency providing child care if they are

to be used in the child care area.

► Guidelines are needed to identify and address the care of children present without

a parent or guardian or who need to be reunified with a parent or guardian.

Stand Down

The decision to close the MARC is made by the lead agency in cooperation with current partner

agencies.

Considerations

► Changes in the flow of traffic through the MARC;

► Number of clients served in proportion to population area affected by the disaster;

► When the next phase is set up for client recovery;

► Changes in partner agency participation in and resources for the MARC.

Preparations are made in advance of the facility closing to ensure that:

• A transition plan is in place to address:

o Continuing client needs and the process by which cases will be forwarded to the

next stage of recovery;

o How participating agencies will serve clients following MARC closing;

o Return of MARC facility and resources back to appropriate condition.

• Appropriate notice is given to all affected parties.

• A plan is put in place to gather feedback from partner agencies regarding MARC

operations and participation experience (see Appendix BB for a sample survey).

• An After Action Report is conducted to review MARC operations and capture learning for

future MARC operations. This information is housed in a locally-shared resource, such

as a regional or state VOAD.

The MARC Site Manager or designee will convene a meeting with MARC agencies and

community agencies to announce closing of the MARC, address client needs, identify available

resources, and to discuss how the cases will be handled going forward.

It is preferable that partner agencies, clients and the Public Information Officer receive notice

that the MARC will be closing at least 48 hours in advance but may be impacted by local

conditions. A checklist can be found in Appendix Z to support planning and execution of the

MARC closing.

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MARC Site Personnel

Personnel Roles

Listed below are typical core personnel roles for an effective MARC operation. Additional roles

may be developed, added or deleted as determined necessary by MARC participating agencies.

Detailed descriptions and job responsibilities can be found in Appendix P.

MARC Site Manager

The Site Manager is the general manager of the site and has overall responsibility for its

effective operation including assignment of expenditure approval.

MARC Assistant Site Manager

The Assistant Site Manager (when one has been designated) supports the Site Manager

in carrying out his/her responsibilities and may serve as a site manager in their absence.

MARC Receptionist

The MARC Receptionist serves as the first contact point for clients entering the MARC.

S/he is responsible for ensuring that all clients entering or leaving the MARC have

completed the registration process and are served in a timely manner.

MARC Public Information Officer (PIO)

The Public Information Officer serves as the general point of contact for media inquiries

at the MARC and is responsible for developing and implementing a communications

plan to increase visibility and awareness of the MARC and services provided.

MARC Client Ambassadors

Client Ambassadors serve as a point of contact in the MARC for clients while they are

waiting to be seen by partner agency caseworkers, assist clients in navigating the MARC

and ensure that clients meet with the appropriate agencies.

MARC Safety and Security Manager

The Safety and Security Manager oversees the safety and security of clients, staff,

facility and resources/equipment.

MARC Partner Agency Liaison

The MARC Partner Agency Liaison serves as the liaison between the MARC Site

Manager and the participating partner agencies, and, in coordination with the PIO,

serves as the liaison to external agencies such as municipal government, the local

emergency management office and other MARCs or DRCs where they exist.

Partner Agency Representatives

At least one individual is designated to represent each partner agency for MARC

planning, coordination and operational purposes.

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MARC Staff Roster and Schedule

It is vital that all agencies have at least one representative in the MARC during operation hours.

The MARC Site Manager or designee will keep an agency staff roster to ensure coverage

throughout the duration of the operation. The MARC Partner Liaison will coordinate between the

MARC Site Manager and partner agencies, as well as facilitate the distribution and collection of

forms and information.

• Each agency develops a contingency plan if personnel are not able to be present at the

MARC. The MARC Site Manager is notified if an agency representative is unable to

attend meetings, will not be present for a certain time, or if an agency decides to cease

its operations in the MARC.

• Each agency can leave information at the information table if they decide to leave the

MARC.

• Partner agencies will use their own logo and have their own reporting structure.

• All partner agencies and their staff respect the rules and guidelines agreed upon within

the MARC Code of Conduct (see Appendix B). Staff maintains a professional

appearance and demeanor at all times while carrying out MARC duties.

PLAN DEVELOPMENT AND MAINTENANCE

The local MARC plan includes provisions regarding its ongoing development and maintenance,

as well as the collection and incorporation of any partner agency and client feedback following a

MARC operation. The plan is housed in a locally-shared resource, such as a regional or state

VOAD.

In addition, the Red Cross National Headquarters Community Mobilization and Partnerships unit

will maintain a copy of this plan for distribution and incorporate recommended changes.

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APPENDICES

Each of the Appendices is a tool for use in the operation of a MARC. They were developed

based on the best information available at the time of publication and are available in an

editable format. Communities may choose to use some or all of the tools depending on their

needs.

They may be used in conjunction with or exclusive of this resource.

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Appendix A: MARC Stages and General Activities

STEADY STATE

(During non-disaster time)

Local service provider community communicates to:

• Pre-identify those agencies/organizations that would typically participate in a MARC, as

well as identify appropriate contacts within agencies.

o Among pre-identified agencies, consider which might have the capacity to

potentially serve as a MARC lead agency.

• Pre-identify potential facilities in the community that may be appropriate for future MARC

use.

• Develop a baseline of community demographic information and existing needs to help

inform future community assessments in disaster.

• Pre-plan for other future MARC needs as appropriate.

PLANNING

(Immediately after a disaster has occurred, when there is a need to stand up a MARC)

Identified participating partner agencies hold a planning meeting to:

• Conduct a community assessment.

o Evaluate disaster damage and impacts according to available data.

o Assess disaster-caused needs and identify those the MARC will support.

o Assess demographics of the affected population and service delivery nuances

(e.g. cultural, ethnic, religious, medical, access and functional needs and dietary

considerations).

• Determine partner agency participation.

o Identify lead agency for MARC operation.

o Identify services current partner agencies will provide.

o Determine any current gaps in needs addressed/services provided and which

additional agencies to invite to participate to fill those gaps.

o Invite agencies to participate.

• Develop a preliminary operational plan.

o Determine appropriate scale and scope of MARC operations.

o Assess available resources and resource needs for MARC.

o Select an appropriate MARC site (having a list of pre-identified potential facilities

will expedite this).

o Determine dates and times the MARC will operate.

o Create a MARC opening announcement and release with appropriate advance

notice.

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STAND UP

(As soon as necessary planning steps are completed, in accordance with operational timeline

developed in planning phase)

Lead agency will:

• Secure MARC site/facility, sign use agreement if needed;

• Coordinate site set up and preparation, including:

o Completion of any appropriate modifications/adaptations to site/facility to

accommodate client access and functional needs;

o Assignment of individual areas within the MARC;

o Provision of general MARC supplies and equipment (partner agencies to provide

supplies/equipment specific to their individual needs);

o Posting of general and neutral MARC signage onsite and in the larger community

(partner agencies to provide any needed signage for own agency).

• Arrange for all necessary MARC functions to be fulfilled (directly or through delegation to

partner agencies as appropriate), including:

o Assignment of MARC personnel roles;

o Provision of facility services such as information technology, safety and security,

janitorial.

• Coordinate finalization of MARC plans, policies and operating procedures, including:

o Partner agency conduct policy and MARC chain of command;

o Incorporation of client-centered considerations into MARC operations;

o Client casework, childcare, feeding and bulk distribution plans (as applicable);

o Plans to address potential in-kind donations and spontaneous, unaffiliated

volunteers;

o Internal and external communications plans;

o Operation schedule, including daily meetings and MARC information collection

procedures;

o Plans for coordination with local EOC, DRC (if stood up), and other government

entities as appropriate.

DAILY OPERATIONS

(During time that a MARC stands up)

Coordinated by lead agency, on a daily basis MARC partner agencies will:

• Deliver services to clients;

• Conduct operational meetings;

• Maintain up-to-date partner agency hours, contacts, and personnel roster information;

• Complete and properly file all necessary MARC client and partner agency forms;

• Collect service delivery and client feedback information according to MARC procedure;

• Monitor status of disaster and coordinate with EOC, DRC, and others as appropriate;

• Manage media requests and issue MARC press releases as needed;

• Monitor resource levels and ensure that MARC maintains adequate supply of items

needed for operations and service delivery;

• Promptly report any operational or service delivery issues to lead agency for expedient

resolution;

• Ensure safety and security of MARC facility, staff and clients.

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STAND DOWN

(When it has been determined that a MARC closes)

• Provide appropriate advance notice of closing to partner agencies, clients, government,

and general public.

• Establish and execute transition plans addressing:

o Forwarding cases to and meeting client needs in the next stage of recovery;

o Returning MARC facility and resources back to appropriate state.

• Conduct After Action Reporting (including analysis of partner agency and client feedback

and capture of findings for injection to future MARC operations).

• Establish process for update and maintenance of local MARC plan and its housing with a

locally-shared resource.

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Appendix B: Sample MARC Partner Agency and Individual Agreement,

Code of Ethics and Conduct

All agencies and individuals are required to sign the Code of Ethics and Conduct form certifying

that they shall meet the following standards of conduct when delivering services.

I AGREE to adhere to the highest ethical performance standards stated below:

1. Give assistance without discrimination and ensure respect for the individual.

2. Provide assistance with impartiality and with the following considerations:

a. No discrimination as to nationality, race, religious beliefs, class, gender, sexual

orientation, access or functional needs, or political opinions.

b. Provide assistance based on need.

3. Maintain neutrality while working in the MARC or representing the MARC.

4. Provide appropriate and respectful emotional and spiritual care.

5. I understand that all partner agencies have equal status in the MARC and must abide by

the Chain of Command. Our commitment to serve brings these agencies together with a

common purpose and inspires us to excel and to behave in ways that inspire the trust of

those seeking help after being affected by disaster.

6. All partner agency representatives and individuals will comply with applicable Federal,

state and local laws and regulations.

7. No person shall work while under the influence of illegal drugs/substances or alcohol.

Anyone observing someone possibly under the influence of drugs/alcohol should report

this to the MARC Site Manager.

8. All partner agency representatives and individuals will ensure that conflicts of interests

do not occur with immediate family members or close personal relationships when

providing assistance.

9. It is recommended that partner agency representatives and individuals adhere to the

National Volunteer Organizations Active in Disaster (National VOAD) Disaster Case

Management Points of Consensus when providing assistance for disaster caused

needs. These points of consensus ensure a uniform, consistent, and standardized

approach for service delivery.

10. I will not engage in the following actions:

a. Personal Use: Authorize the use of or use the name, emblem, services or

endorsement of any partner agency or individual in the MARC for personal

benefit or advantage.

b. Financial Advantage: Accept or seek any financial advantage or benefit for

myself or on behalf of anyone else in the MARC.

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c. Affiliation: Publicly use any MARC or affiliation in connection with the promotion

of partisan politics, religious matters or positions on any issues.

d. Confidentiality: Disclose any confidential information that is obtained solely as a

result of participating in the MARC to any person not authorized to receive such

information.

e. Retaliation: Retaliate against any member who seeks advice from, raises a

concern with or makes a complaint to the MARC Site Manager or any other

partner agency or individual regarding fraud, waste, abuse, policy violations,

discrimination, illegal conduct, unethical conduct, unsafe conduct or any other

misconduct.

f. Act in any manner that is contrary to the best interest of the MARC partner

agencies or those seeking assistance.

Certification of Commitment to the Code of Ethics and Conduct

I certify that I have read and understand the Code of Ethics and Conduct for partner agencies

and agree to comply with it as well as applicable laws at all times. I affirm that I have no

personal, business or financial interest that conflicts or appears to conflict with the best interests

of the MARC partner agencies as well as those seeking assistance. I further affirm that the

information registering the agency below to participate in the MARC is correct.

At any time during the term of my affiliation with the MARC, should an actual or potential conflict

of interest arise between my organization and/or my personal, business, or financial interests

and the interests of the MARC, I agree to: (1) disclose promptly the actual or potential conflict to

the MARC Site Manager; and (2) abide by the decision of the MARC Site Manager regarding

continued participation on the MARC.

After reading these policies, please complete the information below, sign and return this

form to the MARC Site Manager.

Organization:

Phone:

Contact Person:

Office Phone:

Cell Phone:

Address:

Email:

Print Name:

Signature:

Date:

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Appendix C: Sample Partner Agency Criteria

Partner agency criteria are based on the standing and reputation of an agency within the

community, including the capacity to assist and willingness to serve in the MARC. Partner

agencies may be governmental or non-governmental organizations. Partner agencies in the

MARC may not charge clients for services or advertise. Partner agencies must agree to, sign

and abide by the MARC Code of Conduct.

The basic principles for agencies that are the foundation of participation in the MARC include

the following:

• Provide resources or services regardless of nationality, race, religious beliefs, class,

gender, sexual orientation, access or functional needs, or political opinions.

• Prioritize relief on the basis of client need.

• Disaster assistance and relief will not be used to further a political, religious or

commercial standpoint.

• Respect for cultures and customs of those receiving disaster assistance and services.

• Inclusion of a variety of partner agencies in the management of relief operations to

deliver services to the clients.

• Provision of relief that meets basic needs.

• Accountability to those being served and from whom resources are being received.

• Respect the dignity and humanity of all those affected by disasters in all activities.

• Partner agencies should recognize that better results can be achieved by sharing and/or

leveraging strengths by:

o Developing or strengthening service delivery capacity or capabilities;

o Contributing personnel or expertise;

o Jointly promoting efforts for public awareness and fundraising;

o Contributing to information exchange, planning and/or research.

• Each person serving in an agency in the MARC must sign a MARC Partner or Individual

Agreement and Code of Conduct (Appendix B).

It is recommended that partner agencies adhere to National VOAD Points of Consensus

documents when providing services and assistance to ensure a common service delivery

approach for those seeking assistance (see Appendix D for more information).

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Appendix D: National VOAD Points of Consensus

National Voluntary Organizations Active in Disaster (VOAD) is a nonprofit, nonpartisan,

membership-based organization that builds resiliency in communities nationwide. It serves as

the forum where organizations share knowledge and resources throughout the disaster cycle —

preparation, response, recovery and mitigation — to help disaster survivors and their

communities.

Points of Consensus have been established and ratified by members of National VOAD to guide

the work of individual member organizations and the collective efforts of the collaborative. All

National VOAD members agree to adhere to such standards of conduct and service delivery

developed and approved by the membership. These documents provide a useful common

platform from which MARC participating agencies operate.

Points of Consensus have currently been developed for the following areas:

• Disaster Case Management

• Disaster Spiritual Care

• Disaster Emotional Care

• Donations Management

• Mass Care

• Volunteer Management

• Cleanup, Repair and Rebuild

Points of Consensus (in English and Spanish) can be downloaded from the National VOAD

Resource Center.

Text from “Who We Are,” National Voluntary Organizations Active in Disaster - http://www.nvoad.org/about-us/

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Appendix E: Typical Lead Agency Responsibilities

Any organization taking on the role of lead agency as agreed upon by the collective MARC

agencies ultimately ensures all necessary MARC responsibilities are fulfilled, directly or through

coordination and delegation to other agencies as appropriate. Below are tasks typically the

responsibility of the MARC lead agency or designee (the MARC Site Manager typically assumes

the leadership role in ensuring these duties are carried out).

 Planning

o Call a planning meeting of core participating agencies to establish what services

need to be offered at the MARC and who to invite.

o According to criteria in the agreed upon local MARC plan, coordinate invitations

to and approval of participating agencies; ensure completion of Code of Conduct

forms.

 MARC Facility

o Coordinate MARC location and facility taking into consideration size and

accessibility needs, complete a walk-through and sign an agreement with owner.

o Consult organization’s legal team on any potential liability considerations.

o Set up MARC with designated areas and arrange for fax machine, copier,

information technology support and wireless connectivity (if appropriate).

o Provide tables, chairs, general office supplies and public hygiene items (i.e. toilet

paper) for MARC.

o Ensure safe and secure environment and assume costs for safety and security.

o Provide signage for MARC (agencies responsible for individual signage).

 MARC Operations and Coordination

o Ensure MARC roles are filled (Site Manager, Assistant Site Manager,

Receptionist, Partner Agency Liaison, Client Ambassadors, PIO).

o Provide requisite MARC forms.

o Manage operational communications by:

▪ Developing an organizational point-of-contact list which includes daytime

phone, cell phone and email address (coordinate with Partner Liaison);

▪ Maintaining an updated Daily MARC Agency Log (see Appendix H) with

partner agencies’ hours for the day and current contact person

(coordinate with Partner Liaison);

▪ Creating and updating an email distribution list for daily communication to

include MARC Agencies, Local Emergency Management Directors, Office

of Emergency Management Human Services Officer, Office of

Emergency Management Area Coordinator, FEMA Voluntary Agency

Liaison and relevant Long Term Recovery Groups or regional VOADs.

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 35

o Produce press release announcing opening of MARC with established location

and hours.

o Open MARC per MARC opening checklist.

o Conduct daily meetings with participating partner agencies.

o Maintain daily roster of participating agencies.

o Facilitate process of gathering client and partner agency feedback, as needed.

 MARC Closing and Transition

o Convene a MARC closing and transition planning meeting including transfer or

continuation of casework.

o Produce press release announcing closing of MARC.

o Close MARC per MARC Closing Checklist.

o Conduct After Action Report and evaluation.

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 36

Appendix F: Sample MARC Opening Checklist

Information to Gather

 Impact of Disaster

o Disaster Assessment (including the degree of damage and demographics of

impacted area)

o Anticipated caseload

 Overview of Overall Response

o Procedures for coordinating with Partner Agencies

o Local resource list

o Jurisdictional boundaries of affected area

o Communication channels

Things to Do

 Arrange for the walkthrough and facility agreement to be signed.

 Obtain ID materials for the site, blue painters tape, masking tape, markers and

general office supplies.

 Obtain maps of affected area and jurisdiction.

 Arrange for delivery of supplies and, if needed, bulk distribution items.

 Arrange for communications equipment (cell phones, land lines, computers, etc.).

 Arrange for set up of MARC.

 Arrange for availability of badges and vests for MARC staff as needed. Each agency

is responsible for their own attire.

 Convene opening meeting for all partner agencies and community leaders.

 Plan for security considerations.

 Ensure feeding is incorporated in overall feeding plan for response operation, if

feeding is to take place in the MARC.

 Plan for safety and security.

 Other ___________________________________________________________

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 37

Appendix G: Common Client Needs

Below is a list of common disaster-caused client need categories. In the MARC planning stage, consider

what client need categories are relevant to the current situation and assess whether needs are

adequately supported by existing partner agencies or if additional organizations will be needed to serve

clients in the MARC.

Client Need Categories

 Advocacy

o Benefits: Assistance with restoring or

applying for benefits

o FEMA: Assistance with FEMA documentation

and/or applications

o Legal: Assistance with obtaining legal

services or fees

o Other: Other advocacy needs

 Clothing

Assistance with obtaining replacement clothing

including winter coats, school uniforms,

professional clothing, shoes

 Children and Youth Services

Assistance with unique needs of household

members under the age of 18. Includes day care,

recreational opportunities, and emotional care

 Debris Removal

Assistance with removal of debris left by the

disaster, tarps, chain saw crews

 Documentation Replacement

Assistance with sources for replacing documents

 Domestic Animal Assistance

Assistance with accommodating or caring for a

domesticated animal or pet or locating a lost pet

 Education or Job Training

Assistance with obtaining education or job training

to improve employment skills

 Employment

Assistance with obtaining new employment

 Financial Advising Assistance

Assistance with managing finances through the

disaster

 Funeral Assistance

Assistance with funeral costs. Includes memorial,

transportation and/or disposition of remains

 Functional Needs

Assistance with services, devices, and

modifications necessary to maintain independence

and participate in the general community

 Food/Nutrition

 Household Goods

o Appliances: Assistance with replacing large

and small appliances

o Furniture: Assistance with replacing furniture

o Other: Assistance with replacing of non-

durable household goods

 Housing

Assistance with obtaining temporary or permanent

housing

 Emotional/Spiritual Care

Assistance with emotional or spiritual needs

 Medical Assistance

Assistance with replacing prescriptions, medical

devices such as crutches, dentures or glasses, or

treatment of an illness or physical injury

 Missing Person

Assistance needed to locate a missing person

 Mold Remediation

Assistance with the remediation and/or repair of

property

 Repair and Rebuild

Assistance with repair or rebuild of dwelling

 Transportation

Assistance with transportation including

replacement vehicle, local travel, or moving

expenses

 Utilities

Assistance with deposits or monthly expenses

including: water, electric, gas, heating oil,

telephone, and internet

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 38

Appendix H: Sample Daily MARC Agency Log

Below is a sample log that can be used to track agencies operating in a MARC, services provided, the

hours each agency will have staff present for the day, and the appropriate daily contact.

MARC Client Ambassadors receive an updated copy of the log each day for awareness.

DAILY MARC AGENCY LOG

[day] [date]

Agency

Services Provided

Hours at MARC

Contact for Day

Start:

End:

Name:

Phone:

Start:

End:

Name:

Phone:

Start:

End:

Name:

Phone:

Start:

End:

Name:

Phone:

Start:

End:

Name:

Phone:

Start:

End:

Name:

Phone:

Start:

End:

Name:

Phone:

Start:

End:

Name:

Phone:

Start:

End:

Name:

Phone:

Start:

End:

Name:

Phone:

Start:

End:

Name:

Phone:

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 39

Appendix I: Americans with Disabilities Act

The Americans with Disabilities Act (ADA) requires reasonable modifications be made to practices and

procedures to ensure accessibility of public services to individuals with disabilities, which include

emergency management programs and services provided by governments as well as those provided by

nonprofits and other public organizations.

The ADA Best Practices Tool Kit for State and Local Governments outlines the following considerations

when planning for the delivery of social services and benefit programs, such as those provided in a

MARC:

• Ensure that eligibility criteria do not unnecessarily screen out or tend to screen out people with

disabilities – e.g., requiring a driver’s license excludes people who, because of their disability,

cannot drive; requiring a telephone number excludes many people who are deaf or have a

speech disability.

• Ensure that architectural barriers do not deny access to people with mobility disabilities.

• Ensure that communication barriers do not deny access to people with disabilities. Establish

policies and procedures to provide the auxiliary aids and services needed to communicate

effectively with people with disabilities, giving primary consideration to the auxiliary aids and

services requested by an individual with a disability.

• Provide training so that employees and volunteers who staff these programs understand their

ADA obligation to provide effective communication and make reasonable modifications to

policies, practices, and procedures when necessary to avoid discrimination against people with

disabilities.

More Information

The ADA Best Practices Tool Kit for State and Local Governments provides valuable information to aid in

the MARC planning process, including an Accessibility Checklist for shelters which can be useful when

evaluating potential MARC sites for accessibility.

Text from “Emergency Management Under Title II of the ADA,” ADA Best Practices Tool Kit for State and Local Governments,

U.S. Department of Justice – Civil Rights Division, http://www.ada.gov/pcatoolkit/toolkitmain.htm

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 40

Appendix J: Sample Facility Opening & Closing Inspection

Facility Opening/Closing Inspection

Name of Facility

Address

Name of Facility Rep & Operator

Phone #

Opening Inspection

Areas to Inspect When Opening the Facility (Check yes, no, not applicable (NA) or unknown (U). Specific areas needing

correction and those responsible for making them are noted in the "Comments" column. Remember, to take pictures of pre-

existing damages.)

Yes

Comments

Areas to Inspect



Are indoor and outdoor walking surfaces free of trip and fall hazards (e.g.

uneven sidewalks, unprotected walkways, loose/missing tiles, wires, etc.)?



Are the routes to exits relatively straight and clear of obstructions (e.g.

blocked, chained, obstructed)?



Are all emergency exits properly identified and secured, and there are at

least two exits per floor?



Are illuminated exit and exit directional signs visible from all aisles?



Are all kitchen equipment and bathroom fixtures in working order?



Is there an emergency evacuation plan posted and an identified meeting

place?



Are there guidelines for directing occupants to an identified assembly area

away from the building once they reach the ground floor?



Are there any site specific hazards (e.g. hazardous chemicals and

machinery)? If so, describe them.



Is the facility neat, clean and orderly?



Are the following utility systems in good working order: electricity, water,

sewage system, HVAC?



Are fire extinguishers, carbon dioxide and smoke detectors present,

inspected and properly serviced with current inspection tags?



If power fails, is automatic emergency lighting available for exit routes,

stairs and restrooms?



Is there a back-up power source?



Are first aid and AED kits readily available and fully stocked? Where?



Will occupants of the building be notified that an emergency evacuation is

necessary by a public address system or alarm?



Are floors and walls free of damage?



Is the parking area free of damage?



Are there accessible parking spaces?



Is there at least one entrance to the building accessible for people with

mobility issues with signage identifying the location of the accessible

entrance?



Is there at least one accessible restroom?



Are there routes without steps available to access service delivery areas,

restrooms and showers? Can service be provided in an area that can be

accessed by routes without steps?

Any Damage or Additional Comments:

MARC Lead Agency

Printed Name & Title

Signature

Date

Facility Rep/Operator

Printed Name & Title

Signature

Date

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 41

Facility Opening/Closing Inspection

Name of Facility

Address

Name of Facility Rep & Operator

Phone #

Closing Inspection

DR#

DR Name

MARC

Used Facility

From:

To:

Any Damage or Additional Comments:

MARC Lead Agency

Printed Name & Title

Signature

Date

Facility Rep/Operator

Printed Name & Title

Signature

Date

Multi-Agency Resource Center Planning Resource_V.1.0_2015_06_12 42

Appendix K: Sample Facility Use Agreement

Please have your legal counsel review before signing.

Facility Use Agreement

Incident:____________________________ Facility Name:____________________________________

Parties and Premises

OWNER:

Legal name:

24-Hour Point of Contact:

Name and title:

Work phone:

Cell phone/pager:

Address for Legal Notices:

MARC LEAD AGENCY:

Legal name:

24-Hour Point of Contact:

Name and title:

Work phone:

Cell phone/pager:

Address for Legal Notices:

with copies to:

and

Building Address:

Description of Premises:

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 43

Terms and Conditions

1. Use of Premises. Owner agrees to allow the MARC Lead Agency to use and occupy, on a temporary basis,

the Premises described above (the “Premises”) in the Building identified above (the “Building”) to conduct

emergency, disaster-related activities. The Premises may be used for any of the following purposes (both parties

must initial all that apply):

Owner initials

MARC Lead Agency initials

Operations center

Client service center

Volunteer intake center

Storage of supplies

Distribution of supplies

Parking of vehicles

No sheltering or lodging of clients or disaster survivors is permitted, except as the parties may agree in a separate

written agreement.

Term. The term of this agreement begins on the date of the last signature below and ends 30 days after written

notice by either party.

2. Fee. Both parties must initial the applicable statement below:

a. Owner agrees not to charge any fee in recognition of the services provided by the MARC Partner Agencies

to the community. Owner initials: _______ MARC Lead Agency Initials: _______

b. MARC Lead Agency agrees to pay $_______ per day/week/month (circle one) for the right to use and

occupy the Premises. Owner initials: _______ MARC Lead Agency initials: _______

3. Conduct of the MARC Lead Agency. MARC Lead Agency agrees to keep the Premises in good condition and

promptly repair all damage to the Premises or the Building resulting from the operations of the MARC Lead Agency

or reimburse Owner for the costs of repairing such damage in accordance with paragraph 6 below. The MARC

Lead Agency agrees not to disrupt, adversely affect or interfere with other occupants of the Building.

4. Condition of Premises and Building. Owner makes no warranty or representation about the Premises or the

Building. The MARC Lead Agency accepts the same “AS IS.” Owner is under no obligation to prepare or repair

the Premises or the Building for the MARC Lead Agency. The parties will jointly conduct a pre-occupancy survey of

the Premises before it is turned over to the MARC Lead Agency. They will use the Facility Opening/Closing Form,

to record any existing damage or conditions. The MARC Lead Agency will exercise reasonable care while using

the Premises and will make no modifications to the Premises without the Owner’s express written approval.

5. Reimbursement: The MARC Lead Agency will reimburse the Owner for the following:

a. Damage to the Premises or other property of Owner, reasonable wear and tear excepted, resulting from

the operations of the MARC and Partner Agencies. Reimbursement for damage will be based on

replacement at actual cash value. The MARC Lead Agency will select from among bids from at least three

reputable contractors. The MARC Lead Agency is not responsible for storm damage or other damage

caused by the disaster.

b. Reasonable, actual, out-of-pocket operational costs, including the costs of the utilities indicated below, to

the extent that such costs would not have been incurred but for the MARC Lead Agency use of the

Premises (both parties must initial all utilities to be reimbursed by the MARC Lead Agency):

Owner initials

MARC Lead Agency initials

Water

Gas

Electricity

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 44

Waste Disposal

Other Utilities (Phone,

Internet)

The Owner will submit requests for reimbursement to the MARC Lead Agency within 60 days after the occupancy

of the MARC Partner Agencies ends. Any request for reimbursement must be accompanied by supporting

invoices.

6. Insurance. The MARC Lead Agency shall carry insurance coverage in the amounts of at least $1,000,000 per

occurrence for Commercial General Liability and Automobile Liability. The MARC Lead Agency shall also carry

Workers’ Compensation coverage with statutory limits for the jurisdiction in which the premises are located and

$1,000,000 in Employers Liability.

8. Indemnification. The MARC Lead Agency shall defend, hold harmless, and indemnify Owner against any legal

liability, including reasonable attorney fees, in respect to bodily injury, death and property damage arising from the

negligence of the MARC Lead Agency or MARC Partner Agencies during the use of the Premises.

9. Owner’s Right to Revoke for Cause. Upon reasonable prior written notice to the MARC Lead Agency, Owner

may revoke the permission represented by this Agreement if the MARC Lead Agency (a) fails to pay any fee or

payment required hereunder or (b) breaches any other obligation hereunder and such breach continues after

written notice from Owner describing same. If the permission license is so revoked, the MARC Lead Agency and

MARC Partner Agencies shall vacate the Premises in a neat and orderly manner. Owner shall have all rights and

remedies available to it under applicable law.

10. Casualty or Condemnation Affecting Premises. Notwithstanding anything in this Agreement to the contrary, in

the event that damage or casualty to all or a part of the Premises, this Agreement shall terminate and the MARC

Lead Agency shall have no right to restoration of the Premises or to receive any compensation whatsoever.

11. Legal Notice. Notice shall be deemed to have been duly given three (3) business days after having been

mailed by certified or registered mail, return receipt requested, to the party’s address for Legal Notice set forth at

the beginning of the Agreement, or upon receipt if delivered by hand or recognized overnight delivery service.

Either party may change its address for the purpose of Legal Notice hereunder by providing the other party with

notice of the new address.

12. Governing Law and Binding Effect. This Agreement shall be governed by and construed under the laws of the

state in which the Building is located. This Agreement shall be binding on the parties and their respective,

successors, transferees and assigns.

Owner (legal name)

(legal name)

By (signature)

Name (printed)

Title

Date

Multi-Agency Resource Center Planning Resource_V.1.0_2015_06_12

Appendix L: Typical MARC Supplies

Basic Set Up

• Tables

• Chairs

• Partitions

• Trash receptacles

• Appropriate signage (brand neutral)

Business Needs

• Phones

• Fax Machine

• Copier

• Copy paper

• General office supplies

• File storage

Other

• Maps

• Referral lists

• Agency business cards

• Individual bulk distribution items

• Snacks and water

• Toilet paper, paper towels, and tissue

• Heavy garbage bags (contractor bags)

• Anti-bacterial soap

• Kitchen supplies (if applicable)

Children’s Area

• Books, crayons, coloring books

• Children’s DVDs and a television

• Small tables, chairs, games, etc.

• Group activities

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 46

Appendix M: Sample MARC Layout

Individual MARC layouts will be determined based facility structure, available space, partner

agency and client needs. Below is an example of a MARC layout. When selecting a location,

keep in mind accessible bathrooms, parking and transportation and any special facility needs

specific to the MARC.

MARCs may include space for the following:

□ Assigned areas for each partner agency

(generally in a large open area)

□ Reception/registration area

□ Client waiting area

□ General information area

□ Damage verification area

□ Client feedback table

□ Kitchen area

□ Snack table (consider nut-free zone)

□ Eating area (for clients and staff,

preferably separated)

□ Family reunification resource area

□ Staff respite area

□ Casework/client interview area (arranged to

maintain client privacy

□ Health, mental health, emotional and

spiritual care areas (ideally quiet, private

space)

□ Children’s play/childcare services area

□ Client resource area with phones,

computers, internet access and charging

stations where possible

□ Administrative offices and secure storage

□ Bulk distribution area

□ EMA or Small Business Administration

resources nearby or co-located

Spaces should be configured to be accessible to all clients.

Multi-Agency Resource Center Planning Resource_V.1.0_2015_06_12

Appendix N: Sample MARC Client Process

Closer Look: Damage Assessment

DA is verified using the method selected by

the MARC (i.e., CAS, FEMA maps, street

sheets, etc) and indicated on the Client

Registration form.

It is verified by one of the following, based

on the model:

► Reception Staff

► Client Ambassador, or

► Partner Agency.

Client and Staff Care:

Keep in mind the experience can be very

emotional. Have areas for client and staff

respite, as well as snacks or meals and

water available to meet self-care needs.

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 48

Appendix O: Sample Partner Information Form

Partner Information Form

For Multi Agency Resource Center

This information is to be completed by the partner agency point of contact and submitted to the

MARC Site Manager. For the purpose of this information, partner agencies include the following

examples:

• Partner Agencies with an established relationship with the State VOAD;

• Vendors and Companies which have an established relationship with the State VOAD or

State VOAD Partner Agency and are supporting the MARC;

• Groups or Employees of Vendors and Companies with special skills needed to support

the MARC or Partner Agencies.

Partner Agency Contact:

Office Phone:

Cell Phone:

Email:

State or local VOAD:

Purpose of Partner Agency Assignment:

Partner Agency Assignment Area:

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 49

Appendix P: Typical MARC Personnel Roles

Separate into individual job sheets before handing out to respective staff.

MARC Site Manager

Description

The Site Manager is the general manager of the site and has overall

responsibility for its effective operation.

Typical

Duties

• Coordinate and collaborate with all agencies present at the MARC.

• Manage the coordination, placement and arrangement of the MARC facility (including

interview area, waiting area, administrative areas, parking, etc.) as a collaborative effort

with all partner agencies at the MARC.

• Designate an Assistant Site Manager (as needed).

• Determine levels of personnel and materials needed to maintain the site operation.

• Carry out daily management duties, which typically include:

o Maintaining communications with the site supervisory personnel, partner agency

staff and others as needed;

o Collecting daily statistical information such as number of client registrations,

feeding numbers, number of bulk supplies distributed, etc.;

o Mediating disputes and issues between partner agencies when facilitation is

needed and/or requested;

o Holding daily MARC meetings with supervisors and with partner agency staff

(Appendix R);

o Approving press release developed by the MARC PIO;

o Providing a venue for open discussion and communication to address

operational challenges.

• Convene a MARC closing and transition planning meeting before closing the MARC

(Appendix Z).

All MARC staff are expected to:

• Respect the rules and guidelines agreed upon in the MARC Code of Conduct;

• Follow and implement requests and direction from MARC supervision;

• Maintain a professional appearance and demeanor at all times while carrying out MARC duties.

MARC Assistant Site Manager

Description

The role of the Assistant Site Manager (when one has been designated) is to

support the Site Manager in carrying out his/her responsibilities.

Typical

Duties

• Assist with supervision of daily operations at the MARC.

• Assist with duties listed for the MARC Site Manager as needed or assigned.

• Act as the interim MARC Site Manager when the MARC Site Manager is not present or

available.

• Carry out the duties of the MARC Partner Agency Liaison in cases where another

individual has not been designated to fill this role.

All MARC staff are expected to:

• Respect the rules and guidelines agreed upon in the MARC Code of Conduct;

• Follow and implement requests and direction from MARC supervision;

• Maintain a professional appearance and demeanor at all times while carrying out MARC duties.

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 50

MARC Reception Staff

Description

The MARC Reception Staff serves as the first contact point for clients entering

the MARC. S/he is responsible for ensuring that all clients entering or leaving

MARC have completed the registration process and are served in a timely

manner.

Typical

Duties

• Maintain a registration area which allows enough room for a client waiting area.

• Interact with clients to determine needs and refer clients to the appropriate MARC

area/resource (i.e. Client Ambassador, food, bulk supplies, child care area, etc.).

• Maintain a log for clients entering and leaving the MARC.

• Use proper forms to register and record client information:

o Complete the MARC Client Registration Form (Appendix S);

o Verify client identification (refer to MARC Client Ambassador if client cannot

verify or produce identification);

o Verify client damage using agreed upon MARC damage assessment method

(i.e. CAN, FEMA maps, street sheets, etc.) and indicate in the Client

Registration Form (refer to MARC Client Ambassador if damage assessment

cannot be verified);

o File and maintain MARC Client Registration Forms and Ambassador

Checklists in alpha-order at the Reception desk.

• Check for duplication of MARC agency assistance/services.

• Ensure returning clients check in with Reception upon returning to the MARC.

• Recruit volunteers to assist with registration, as needed.

• Foster an environment that minimizes stress for clients and staff.

All MARC staff are expected to:

• Respect the rules and guidelines agreed upon in the MARC Code of Conduct;

• Follow and implement requests and direction from MARC supervision;

• Maintain a professional appearance and demeanor at all times while carrying out MARC duties.

MARC Public Information Officer

Description

The Public Information Officer serves as the general point of contact for media

inquiries at the MARC and is responsible for developing and implementing a

communications plan to increase visibility and awareness of the MARC and

services provided.

Typical

Duties

• Develop and maintain relationships with various media sources and media markets

within the MARC service delivery area.

• Build connections with other spokespeople from agencies represented in the MARC.

• Prepare multi-agency press releases for MARC Site Manager review and approval.

• Submit and place public service announcements.

• Arrange suitable spokespersons for interviews.

• Designate and provide an alternate PIO contact when primary PIO is unavailable/not

present.

All MARC staff are expected to:

• Respect the rules and guidelines agreed upon in the MARC Code of Conduct;

• Follow and implement requests and direction from MARC supervision;

• Maintain a professional appearance and demeanor at all times while carrying out MARC duties.

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 51

MARC Client Ambassadors

Description

Client Ambassadors serve as the point of contact in the MARC for clients

while they are waiting to be seen by partner agency caseworkers, assist

clients in navigating the MARC, and ensure that clients meet with the

appropriate partner agencies.

Typical

Duties

• Have a general understanding of agencies in the MARC and assistance available to

clients. Obtain an updated copy of the Daily MARC Agency Log (Appendix H) each day

to maintain awareness of participating partner agencies, services offered and hours in

the MARC.

• If not already verified by Reception, verify client damage using agreed upon MARC

damage assessment method (i.e. CAN, FEMA maps, street sheets, etc.) and indicate in

the Client Registration Form.

• Escort and introduce the client to partner agencies, bringing the Client Registration

Form to each meeting.

• Complete the Ambassador Checklist (Appendix T) as the client is seen by each partner

agency.

• Ensure each partner agency initials the Ambassador Checklist once the client has been

seen and collect the checklist as clients leave each meeting.

• Give the completed Ambassador Checklist and Client Registration Form to the MARC

Reception as clients leave the MARC.

• Note: In the event that a Client Ambassador is not available, clients can visit agencies in

any order and provide the completed Client Registration Form and Ambassador

Checklist to Reception Staff.

• Attend daily MARC meetings.

• Assist MARC Site Manager and Receptionist with client traffic and flow, as needed.

All MARC staff are expected to:

• Respect the rules and guidelines agreed upon in the MARC Code of Conduct;

• Follow and implement requests and direction from MARC supervision;

• Maintain a professional appearance and demeanor at all times while carrying out MARC duties.

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 52

MARC Safety and Security Manager

Description

The Safety and Security Manager will oversee the safety and security of

clients, staff, facility and resources/equipment.

Typical

Duties

• Ensure for the safety and security of workers, clients and visitors in the MARC.

• Identify any security issues that may arise, such as:

o Property theft;

o Disgruntled visitors;

o Long waiting lines;

o Parking;

o General unrest.

• Ensure physical security for the MARC facility and equipment (some options to

consider include local police or security companies (whichever is available and/or cost

efficient.)

• Coordinate with building owner or property manager to ensure a plan is in place for

the emergency evacuation of the MARC and ensure that people know what to do to

stay safe.

• Coordinate and collaborate with local, State and Federal law enforcement agencies

about safety and security issues when necessary.

• Provide safety and awareness information for the following:

o Potential hazards in the facility (including areas where staff need to use

caution, like loading docks and parking lots);

o Weather alerts;

o Road conditions;

o Hazards outside of the facility.

All MARC staff are expected to:

• Respect the rules and guidelines agreed upon in the MARC Code of Conduct;

• Follow and implement requests and direction from MARC supervision;

• Maintain a professional appearance and demeanor at all times while carrying out MARC duties.

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12 53

MARC Partner Agency Liaison

Description

The MARC Partner Agency Liaison will serve as the liaison between the

MARC Site Manager and the participating partner agencies, and, in

coordination with the PIO, serve as the liaison to external agencies such as

municipal government, local emergency management office and other MARCs

or DRCs where they exist,

This role could be filled by the MARC Assistant Site Manager if necessary.

Typical

Duties

• Responsible for providing partner agencies with Partner or Individual Agreement /

Code of Conduct (Appendix B).

• Ensure that participating partner agencies agree to, sign and abide by the MARC

Code of Conduct, reporting all compliance issues to the MARC Site Manager.

• Provide completed MARC Code of Conduct Forms to MARC Site Manager for

determination of agency participation in the MARC.

• On a daily basis, ensure all representatives of each partner agency signs the MARC

Code of Conduct.

• Responsible for collecting completed Partner Information Forms (Appendix O).

• Develop and maintain an organizational point of contact list which includes daytime

phone, cell phone and email address.

• Assist MARC Site Manager in assigning areas within the MARC to the participating

agencies and ensuring they have basic supplies.

• Monitor level of participation by partner agencies and report to MARC Site Manager to

assist in transition and MARC site closing planning.

• In coordination with the PIO, serve as the liaison to external agencies facilitate

coordination with local leadership and the broader disaster response community.

• Gather feedback from partner agencies regarding MARC operations and participation

experience (see sample survey in Appendix BB).

All MARC staff are expected to:

• Respect the rules and guidelines agreed upon in the MARC Code of Conduct;

• Follow and implement requests and direction from MARC supervision;

• Maintain a professional appearance and demeanor at all times while carrying out MARC duties.

Partner Agency Representatives

Description

At least one individual is designated to represent each partner agency for MARC planning,

coordination and operational purposes.

Typical

Duties

• Attend Daily MARC Meetings.

• Ensure each agency representative has signed a MARC Code of Conduct.

• Perform agency tasks as appropriate and in accordance with the National VOAD

Disaster Case Management Points of Consensus.

• Complete feedback form/survey on behalf of agency and return to Partner Agency

Liaison.

All MARC staff are expected to:

• Respect the rules and guidelines agreed upon in the MARC Code of Conduct;

• Follow and implement requests and direction from MARC supervision;

• Maintain a professional appearance and demeanor at all times while carrying out MARC duties.

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Appendix Q: Sample Table of Organization and Chain of Command

Site

Manager

Asst. Site

Manager

Partner Agency

Liaison

Partner Agency

Representatives

PIO Reception

Client

Ambassadors

Safety and

Security

Manager

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Appendix R: Sample Checklist for Daily Partner Agency Staff Meeting

Checklist for Daily Partner Agency Staff Meeting

 Inform partner agencies of time and location of daily staff meeting.

 Review update of current disaster status (declarations, current weather etc.).

 Obtain partner agency contact list and schedules (update daily MARC agency log

accordingly).

 Ensure client ambassadors are present at daily meeting.

 Review authorities and responsibilities with partner agencies.

 Provide overview of MARC operations (client areas, feeding, children’s area, and other

services).

 Ensure partner agencies report on the services provided and capabilities.

 Review safety and security procedures.

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Appendix S: Sample MARC Client Registration Form

Multi-Agency Resource Center Client Registration Form

Confidentiality Release Signed: Yes No

Date:

Name:

DOB:

Language:

Pre-Disaster Address:

Contact Address:

Phone:

Alt. Phone:

Email:

Household Members:

Name

Gender

DOB

Age

Relationship to Household Head

Injured

Race:

White

Black

Hispanic

Native American

Asian

Other

Pets/Livestock:

Yes

Describe:

Type of Housing:

Single Family Dwelling

Multi-Family

Mobile Home

Duplex

Rent or Own:

Rent

Own

Insurance Coverage:

Structure

Contents

Flood

None

Insurance Co.

Claim #

Phone #

Immediate Needs:

Food

Medical/RXs

Clothing

Housing

Debris Removal

Employment

Rent/Utilities

Transportation

Counseling

Referrals

Other: _______________________

Description of Damage (by client):

To be completed by MARC Staff

Damage Assessment:

Destroyed

Major

Minor

Affected

Damage Assessment Verified By:

PLEASE RETURN THIS FORM TO THE RECEPTION DESK BEFORE LEAVING THE MARC

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Appendix T: Sample Ambassador Checklist

Returning Client

Language____________

AMBASSADOR CHECKLIST

Client Name: ________________________ Date: ____________

Disaster Address:________________________________________

Registration Form

Identification

Damage Verified

Mental Health / Heath Services

Ambassador’s Name: ________________________________________

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Appendix U: Sample Information Release Form

Note: This type of release does NOT apply to medical information; an appropriate Medical Records and Information

Release form compliant with state and federal guidelines would be required

MARC Routine Release

I hereby authorize [organization] to release to other nonprofit disaster relief entities, including participants in the

Coordinated Assistance Network (CAN), any information maintained by [organization] that is relevant for the purpose

of providing assistance for my needs.

Who will see the information:

What is shared:

 Only nonprofit agencies

 CAN Participating Agencies

 Other

 Name and Address

 Household Structure

 Disaster Assessment

 Financial Assistance

 Emergency Needs

Signature, Head of Household:

(Sign & Date)

Identification Type:

[Organization] Staff Member:

(Print, Sign & Date)

Multi-Agency Resource Center Planning Resource_V.1.0_2015_06_12

Appendix V: Press Release Template

PRESS RELEASE

(for immediate delivery)

MM/DD/YY

[ORGANIZATION] Joins Partners in Opening Resource Center for Disaster Survivors

“One-Stop Shop” Offering Relief and Recovery Resources Opens [DAY] in [LOCATION]

[CITY, STATE, DATE] – [ORGANIZATION] is partnering with other local disaster assistance

organizations to open a “one-stop shop” for survivors of the [DISASTER]. Beginning [DAY], the

Multi-Agency Resource Center (MARC) will be open from [TIME] to [TIME] at the [LOCATION].

Trained English and Spanish-speaking caseworkers will be available at the MARC to help

people create personal recovery plans, navigate paperwork, and locate assistance for their

specific disaster-caused needs, such as [NAME SERVICES AVAILABLE; assistance for

groceries, rent, medicine and other items or services]. Representatives from [NUMBER]

government, nonprofit, and religiously-affiliated disaster relief organizations will also be on hand

at the MARC to assist disaster survivors.

[SAMPLE QUOTE] “[Organization] is proud to join our partners in [TOWN/COMMUNITY]

to help survivors of the [DISASTER] navigate the road to recovery,” said [name and title

of chapter executive or local disaster leadership]. “Already, this community has pulled

together to help their neighbors affected by the [DISASTER] and the [ORGANIZATION]

will continue to be here to help people in the weeks and months to come.”

There will also be agencies that can help with those who need long-term recovery assistance

such as [REBUILDING AND REPAIR OF HOMES, MOLD REMEDIATION] Individuals and

families can meet with agencies for referrals or other long term recovery services if your family

is not eligible for government assistance or if that assistance is inadequate to meet your needs.

Individuals and families applying for assistance are required to bring identification showing

address and proof of residence to be eligible for assistance from some agencies.

Note for organizations: Organizations may have additional resources for press releases and

MARCs. Please contact your public relations departments for additional guidance. Feel free to

include more or less information as needed.

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Appendix W: MARC Flyer Template

Find customizable, sample flyers on the following pages.

[insert partner agency logos]

Multi Agency Resource Center (MARC)

Providing recovery resources for people affected by [disaster] in [location].

Date:

[day] [date]

Location:

[facility name]

[street address]

[city, state]

Time:

[open time – close time]

Partner resources available at the MARC will include service agencies such as [nonprofit partner

agencies], along with other state and local partners including [government agencies], and many more.

For additional information about available services and resources please contact [2-1-1 or

other appropriate number]

[logo of convening/lead agency]

(if applicable) in partnership with [local agency]

[insert selected photo]

DISASTER RELIEF

Multi-Agency Resource Center to OPEN

a central location for local and state agencies as well as human service

organizations to answer your questions

and provide information and disaster-related assistance

TO OPEN:

[day] [date] at [time]

WHERE:

[facility name]

[street address]

[city, state, zip code]

DATE & TIMES:

[day(s)] [open time] to [close time]

Further dates to be determined by need

ALL THOSE AFFECTED BY THE RECENT

[disaster type] PLEASE COME TO

RECEIVE AVAILABLE SERVICES AND

RELIEF INFORMATION

PLEASE BRING PROOF OF ADDRESS

SERVICES AVAILABLE AT THE CENTER INCLUDE

• [service offered, e.g. SIGN-UP for DEBRIS Removal]

• [service offered, e.g. Food and Water]

• [service offered, e.g. Food Stamp reload and information]

• And much more…additional details coming soon!

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Appendix X: Sample Information Release

AUTORIZACIÓN PARA EL USO Y

DISTRIBUCIÓN DE INFORMACIÓN

Autorizo a [agency name] y a sus designatarios, representantes y

agentes a usar y publicar sin restricciones y cuantas veces sea

necesario, bajo cualquier forma o medio, información referente a mi

persona incluyendo reproducciones de mi retrato (fotográficas o de otro

tipo) o de mi voz, con o sin mi nombre.

Nombre de la persona fotografiada, entrevistada o cuya Edad (si es

menor de edad) voz ha sido grabada (Por favor use letra de imprenta.)

Edad (si es

menor de edad)

Dirección (calle, ciudad, estado y código postal)

Correo electrónico/Número de teléfono

Firma

Fecha

Consentimiento del padre/madre o representante legal si la

persona anteriormente mencionada es menor de edad. Consiento y

apruebo, individualmente como padre/madre o representante legal del

menor de edad arriba citado, a los términos y estipulaciones de la

presente autorización.

Firma

Fecha

Nombre en letra de imprenta / Vínculo

Productor, escritor o fotógrafo

Acontecimiento/Lugar

Imagen núm.

Leyenda o descripción para la fotografia

INFORMATION RELEASE

I give to the [agency name], its designees, agents and assigns, unlimited

permission to use, publish and republish in any form or media,

information about me and reproductions of my likeness (photographic or

otherwise) and my voice, with or without identification of me by name.

Name of person photographed, recorded or interviewed

(Please print)

Age (if minor)

Street address, city, state and ZIP code

E-mail / Phone number

Signature

Date

Consent of parent or legal guardian if above individual

is a minor. I consent and agree, individually and as parent

or legal guardian of the minor named above, to the

foregoing terms and provisions.

Signature

Date

Printed Name / Relationship

Producer, writer, or photographer

Event / Location

Image number

Caption Info / Description of photo

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12

Appendix Y: Bulk Commodities Distribution

Based on the type of disaster and resources available, some (but not all) of the items that can

be distributed via a MARC include:

• Clean up kits

• Food boxes

• Hygiene /comfort kits

• Ice (by the bag)

• Infant care kits

• School supplies

• Water (by the case)

Note: It is recommended that items provided through a Bulk Commodities Distribution point at a

MARC only consist of pre-packaged "kits" and not individual (loose) items that require

packaging on site.

Some agencies that may have these resources and the ability to provide bulk distribution items

include:

• American Red Cross

• Church World Service

• Feeding America or Regional Food Banks

• Feed the Children

• Southern Baptist Disaster Relief

• The Salvation Army

• Other local agencies and local civic organizations

Note: These may vary based on local units of each organization and capacity, etc.

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12

Appendix Z: Sample MARC Closing Checklist

MARC CLOSING CHECKLIST

 Develop Plan for Closing the MARC and Returning Facility

o Inform all parties involved of closing date.

o Determine and communicate internal target dates for shutdown.

o Coordinate planning with other MARC Sites if consolidation is planned.

o Plan how feedback will be gathered from partner agencies regarding MARC

participation and operations (see sample survey in Appendix BB).

 Give Notification of Closing

o Notify clients (preferably 48 hours’ notice).

o Post closing notice at the MARC.

o Advise clients during home visits.

o Arrange media notification.

o Notify partner agencies.

o Notify local, county and state governments.

 Handle Expendable Supplies and Equipment

o Advise partner agencies to begin consolidation of general and borrowed supplies

in one place.

o Determine which supplies need to be returned and to whom.

o Obtain names for recognition or thank you notes for donated supplies.

 Handle Nonexpendable Supplies and Equipment

o Review records of rented, borrowed and purchased equipment.

o Verify authority for disposition of purchased equipment.

o Arrange for disconnection and removal of telephone service.

o Inspect equipment to determine damage or abuse and document if necessary.

o Consolidate and return equipment to each supplier and obtain receipts for all

returned items.

o Obtain final invoices for all rented or purchased equipment.

o Pack equipment to be returned and arrange for pick-up/delivery of large items.

o Verify names for recognition or thank you notes for donated equipment.

 Convene Transition Meeting

o Identify Long Term Recovery Group that will assume recovery for the community.

o Identify partner agencies involved with long term recovery in the community and

the services they provide.

o Discuss transition and sharing of records, cases, etc. until the Long Term

Recovery Group is established.

▪ Agenda for Transition Meeting:

• Welcome and introductions;

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12

• Purpose of meeting;

• Review chronology of MARC operations;

• Provide client overview and general client needs;

• Establish partner agencies involved in Long Term Recovery along

with capacity and capabilities;

• Highlight community resources;

• Discuss disposition of Client Registration Forms and Ambassador

Checklists;

• Identify next steps.

 Return the Facility to the Owner or Facility Management

o Refer to Facility Opening/Closing form (Appendix J) when conducting the final

facility walk-through.

o Inspect the facility to determine damage or abuse to facility.

o Compare the final inspection with the opening inspection information and

document issues or discrepancies.

o Discuss building and/or equipment repairs.

o Replace supplies used from facility.

o Arrange for cleaning of the facility and removal of trash and trash pick-up (if

necessary).

o Conduct a joint inspection with the owner or facility manager, resolve any issues

and document any discrepancies.

o Arrange for final billing for utilities and disconnection (if necessary)

o Obtain final rental invoices.

o Remove identification materials from building and any directional signs from the

community.

o Post final notice advising clients where to seek further assistance.

o Arrange to remove final notice with owner or facility manager.

o Return keys to owner or facility manager.

o Arrange for recognition if facility was donated.

 Conduct After Action Report

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12

Appendix AA: Sample Client Survey

The sample Client Survey below could be placed at a Client Feedback Table within the MARC. The Lead

Agency or its designee coordinates the process of gathering client feedback (through use of a survey or other

mechanism) and ensures any physical feedback forms are appropriately collected.

How would you rate the Multi-Agency Resource Center on each of the following?

Extremely

Poor

Below

Average

Above

Average

Very

Good

Excellent

Does Not

Apply

Making it easy for you to get help



Getting you in touch with workers

who were knowledgeable and helpful



Treating you with kindness, respect and dignity



Keeping your wait as short as possible



Giving you help that was useful to you in

beginning your recovery



Meeting your most immediate needs



Helping you get in touch with other groups to

assist you



How would you rate the multi-agency resource

center services you received overall?



How likely is it that you would recommend the Multi-Agency Resource Center to a friend?

Not at All

Likely

Neutral

Extremely

Likely



Comments

Multi-Agency Resource Center Planning Resource_V.1.0_2017_06_12

Appendix BB: Sample Partner Survey

The sample Partner Agency Survey below could be distributed to participating agencies following the closure

of a MARC to gather feedback regarding overall operations and individual agency experiences. Distributing

and collecting surveys (or other mechanisms for gathering feedback) is coordinated between the Lead Agency,

Partner Agency Liaison, and Partner Agency Representatives.

Thinking about your experience with

the multi-agency resource center, to

what extent do you agree or disagree

with the following statements?

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Does Not

Apply

The MARC process encourages

collaborative planning.



There is a good mutual understanding of

roles and responsibilities within this

activity.



There is good communication between

the lead agency and my organization.



This partnership expands or improves

critical services in our community.



We are proud of what we have

accomplished through this partnership.



Our group is interested in growing this

partnership and exploring more

opportunities to be involved.



We are committed to continuing this

partnership.



Excellent

Very Good

Above

Average

Below

Average

Poor

Extremely

Poor

Does Not

Apply

How would you rate the overall

effectiveness of the MARC?



Comments