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Fire. Police. Ambulance. Fire/Police/ Ambulance . . . 911 Poison Control . . . 1 800-222-1222 Child Abandonment . . 1 800-262-9800 Child Abuse . . . . . 1 800-292-9582 Suicide Crisis Child . . . 1 800-969-4357 Adult...... 1 800-784-2433 Delaware Emergency Management . . 1-877-729-3362 Key Branch Staff

Branch Executive ______Associate Executive Director ______Director on Call ______Additional Staff Contacts ______

1 Emergency Phone Contacts & Radio Stations CHIEF EXECUTIVE OFFICER AND KEY SPOKESPERSON DEBORAH BAGATTA-BOWLES | Office: 302-571-6907 | Cell: 302-635-4478

CHIEF OPERATING OFFICER JIM KELLY | Office: 302-571-6923 | Cell: 302-420-6346

VICE PRESIDENT OF HUMAN RESOURCES BEVERLY MARVIN | Office: 302-571-6970 | Cell: 570-236-8228.

CHIEF FINANCIAL OFFICER GREGORY MAZIARZ | Office: 302-571-6967 | Cell: 347-844-3667

VICE PRESIDENT OF MARKETING AND COMMUNICATIONS LINDA RISK | Office: 302-571-6905 | Cell: 302-242-1005

GROUP VICE PRESIDENT OF BUILDINGS AND PROPERTIES CHRIS RYAN | Office: 302-571-6925 | Cell: 302-420-6338.

YMCA of Delaware Branch Phone Numbers Bear-Glasgow . . . (302) 836-9622 Brandywine . . (302) 478-9622 Camp Tockwogh . . . (410) 348-6000 Central ...... (302) 254-9622 Central-Residence . . (302) 571-6950 Dover . . . (302) 346-9622 Resource Center . . (302) 571-6975 Sussex Family ...... (302) 296-9622 Walnut Street . . . (302) 472-9622 Western . . . (302) 709-9622 Western Youth Development Center . . (302) 453-0123 Hanby Outdoor Center. . . . . (302) 475-0700 Listen to the following radio stations for information regarding emergency: WSTW 93.7 FM or WDEL 1150 AM or W JBR 99.5 FM WILM 1450 AM or WDSD 94.7 FM or WDOV 1410 AM WKEN 1600 AM or WAFL 97 FM Eagle or WBMD 93.7 FM (Sussex) TV for Sussex – WMDT- TV and WBOC- TV 2 Response to Any Emergency • Call 911. You may need to dial 9-9-1-1 or your outside access number first, check with your supervisor. • Be the last to hang up. • Provide minimum necessary first aid and rescue. Do not move the injured unless absolutely necessary. • Contact Member Service office, & notify them of the situation. Ask them to notify appropriate director on duty or on call. • Take charge of area until incident is contained or you are relieved. • Incident forms must be filled out to include all that are involved. Our procedure requires that staff call an ambulance for injured people. • Refer media requests or inquiries to the Director of Marketing & Communications and/or the President of the Association. – Do not discuss YMCA insurance carrier. – Do not, by word of mouth or action, imply that the YMCA or their insurance carrier is liable. • Remember to review your emergency procedures for protocol on emergencies and crisis. • Remember to manage groups of people not involved in the incident.

3 Bomb Threat: Bomb threats will be taken seriously.

The person receiving the call involving bomb threats must remain calm. Speak in a normal conversational tone and attempt to determine as much as possible of the following: • The time the call was received. • Voice of male or female, indistinguishable, apparently calm, excited or belligerent. • Background noise, laughter, general conversation, music or traffic. • Actual words used in the threat. • The time the bomb is set to explode. • Pretend that you are having difficulty hearing so that the caller continues to give more details. • Approximate location of the bomb. • The callers reason for the threat. • Be the last one to hang up. (continued) • Call 911 and alert authorities. • Inform the Executive Director and Supervisor on duty. • Call authorities and take threat seriously. • Evacuate building using calm voice. Do not mention “bomb threat.” • Do not allow entry into building until authorities have given the all clear

4 Blood Borne Pathogen Exposure: When faced with an incident that has the potential for the exchange of bodily fluids, you must adhere to the following guidelines: • Wear necessary protective clothing, i.e. gloves, goggles, mask and or lab coats. • Wash hands and arms thoroughly with non-abrasive soap and water immediately after exposure. • Notify maintenance staff if area needs to cleaned or decontaminated. • Employees should notify their supervisor immediately if they are injured. • Employee should follow up with a medical professional if an unsafe exposure has taken place.

Crisis Communication Plan: Report and respond to emergency per the specific plan. • Assemble the crisis team. Call your Branch Executive to initiate this.

• Designated spokesperson will almost always be the CEO/President of the YMCA of Delaware. If an alternate is designated, you will be informed. • Express sympathy or empathy if there is a victim. Never admit fault or speculate out loud. • Once a crisis is deemed the communication must always come through the designate. Do not state “No comment”. Simply state, “______is our designated representative and he or she will get back to you when information is available.” • After a crisis is over remain sensitive to victims and or parties. Continue to make no statements of individual opinion or corporate policy.

5 Child Abuse Allegation CHILD ABUSE & NEGLECT

•The YMCA provides each staff member with written information governing the reporting provision of the Delaware child abuse and neglect laws and regulations and the YMCA’s policies and procedures for reporting and documenting suspected abuse and neglect. Staff members are required to sign off when receiving this information. This written documentation is maintained in their staff file as verification of their receipt of this information.

The YMCA does not discourage, inhibit, penalize or otherwise impede any staff member from reporting any suspected or alleged incident of child abuse or neglect. All staff are required to complete the online Redwoods training within the first 30 days of employment.

The YMCA has developed, adopted, follows and maintains on file written policies and procedures for handling any incident of suspected child abuse or neglect which occurs while a child is in our care. The policies and procedures specify that:

· The YMCA will immediately report the suspected abuse or neglect as required by Law. · The YMCA will immediately take remedial action to protect children from harm. · The YMCA will take long-term corrective action to eliminate the factors or circumstances that may have caused or may have otherwise resulted in a continuing risk of abuse or neglect to children if the abuse or neglect occurred at the Center by a staff member. · Any staff member alleged to have perpetrated an incident of child abuse or neglect shall not have direct contact with any child, or be reassigned to other duties that do not involve contact with children until the investigation of the incident has been completed. · The YMCA will take disciplinary action, up to and including termination as required by Delaware

Rules and by Law, against any staff member who committed an act of child abuse or neglect. This includes inappropriately picking up of children, for example, not using two hands to pick them up or not placing hands underneath arm pit area when picking up or withholding food and/or water from any child.

Childcare Emergency A missing or abducted child

• A childcare emergency is when a child is taken against his will or by someone they know and trust without proper authorization. • Staff is not to use force or incur danger. • Act immediately! Call the member service desk, you use voice intercom and say: “This is (your name) in child care. Observe and activate “Child Care Code Emergency – NOW.” Staff must act immediately by making the announcement: “Attention all staff, observe and activate child code emergency – NOW.” If no P.A. System is present, a staff member should be assigned to alert all staff • No one is to enter or leave building. (continued) • Staff must describe perpetrator, child and vehicle if seen, in written form. • Staff must seal all entrances and exits. • The staff person who initiated the search must search for the child. That same person is the only one who can call off the search if the child is identified, found and secured. • When the staff person who initiated the code, calls off the code, member services will announce: “Attention all staff, Childcare Code has ended. Thank You.” • Police are to be called if needed. Call 911.

Dangerous Weapons • Dangerous weapons are defined but not limited to guns, firearms, knives, chains, martial art weaponry and explosives. • No one is allowed to enter the building with a dangerous weapon. Police officers are to leave weapons at home or locked in squad cars when here as a member. • Use of a dangerous weapon in a violent manner, threatening manner, or even the mere presence of a dangerous or potentially dangerous weapon is cause for non-admittance and possible termination of membership. • Notify Director on duty immediately. • Call 911 if necessary. Do not attempt to disarm. Avoid confrontation.

Disorderly Conduct • Remember to stay calm. • Try to have a second staff person with you. • Staff should not use force or incur danger. • Remove and or separate the member to an area away from other members when possible. • Attempt to calm the situation. Do not take sides during the initial conversation. • Should an altercation occur between two members, the members involved will need to report the event to the police. Contact local police for support if necessary • Document the situation on a Redwoods Incident reporting form. See if security video is available. • Check membership records to see if this member has been involved in any other situations within the YMCA. • Discuss the situation with branch leadership to decide if any further action needs to be taken.

8 Armed Intruder - Lockdown Procedure • If you are aware of an incident/intruder, are not directly involved, and can safely leave the building without being observed, do so and activate the panic button. Call 911, Do not confront intruders. • If you are aware of an intruders and cannot safely leave: • Call 911 if it is safe to do so • Shelter in place in a small interior room with few or no windows • Secure all doors and windows If possible and turn off the lights • Keep children seated on the floor out of sight and out of danger • If you are the victim of or involved in an armed holdup intruder situation, your personal safety is the primary consideration. Do not try to be heroic. You should try to: • Avoid sudden movements • Move away if possible-try to keep some distance and/or a table or other piece of furniture between yourself and the intruder. • Speak slowly and clearly • Control your fear by observing as much as possible about the intruder. In particular note the person's speech, mannerisms, clothing, scars or tattoos. Do not star at the person, their behavior is irrational. • Obey the intruder’s instruction. Do only what you are told - nothing more, nothing less • Leave as soon as possible • Once the intruder has left call 911, try to observe vehicle tag number, color, make, model and direction traveling. Record observations in writing as quickly as possible. • Await Emergency Service instruction • After all clear account for all children and staff and administer first aid if necessary

DRILLS WILL BE CONDUCTED AND DOCUMENTED ANNUALLY

WITHIN THE FIRST QUARTER OF THE YEAR TO TEST STAFF

PREPAREDNESS.

9 Active Shooter - How to respond if an active shooter is in your vicinity

• Quickly determine the most reasonable way to protect your own life. Members are likely to follow the lead of employees and leadership during and active shooter situation. • Evacuate • Have an escape route and plan in mind • Leave your belongings behind • Keep your hands visible • Hide Out • Hide in an area out of the active shooter's view • Block entry to your hiding place. • Take Action • As a last resort and only when your life is in imminent danger • Attempt to incapacitate the active shooter • Act with physical aggression and throw items at the active shooter. • Call 911 when it is safe to do so

Active Shooter - How to respond when law enforcement arrives on the scene

• Remain calm and follow the officer's instructions • Immediately raise hands and spread fingers • Keep hands visible at all times • Avoid making quick movements towards officers such as attempting to hold on to them for safety • Avoid pointing and/or screaming or yelling. • Do not engage the officers, just follow their direction

Active Shooter - Information you should provide law enforcement or 911 operators

• Location of the active shooter • Number of shooters if more than one • Physical description of shooter(s) • Number and type of weapons being used by shooter(s) • Number of potential victims at location 10

Active Shooter - Recognizing signs of potential work place violence

• An active shooter may be a current or former employee. Alert the HR Department if you believe an employee exhibits potentially violent behavior. Indicators of potentially violent behavior are: • Increased use of alcohol and/or illegal drugs • Unexplained increase absenteeism and/or vague physical complaints. • Depression/withdrawal • Increased severe mood swings and noticeably unstable or emotional responses • Increase In talks of problems at home • Increase In unsolicited comments about violence, firearms and other dangerous weapons and violent crimes DRILLS WILL BE CONDUCTED AND DOCUMENTED ANNUALLY

WITHIN THE FIRST QUARTER OF THE YEAR TO TEST STAFF

PREPAREDNESS.

11 Fire and or Smoke • Pull fire alarm if it has not sounded already. • Clear members from the facility using all available staff. • Maintenance staff will check all pull stations. • Leadership staff will look for smoke and other signs of fire. • Take only emergency calls. Simply reply: “We are in an emergency situation and must keep lines available.” • A staff person will stand at the doors to keep members out and greet the fire department. • Any available staff should help evacuate small children. • No children shall be released to parents until the coordinator determines that all children are accounted for.

Gas Leaks • Do not us the P.A. system or telephones inside the branch, this includes cell phones, pagers or walkie-talkies. • Activate the fire alarm from the nearest pull station. Follow fire alarm procedures. • Leadership staff will look for smoke and other signs of fire. • Senior staff should contact Delmarva Power

To report a power outage or other electrical emergency such as a downed wire, pole accident, or tree limb on a wire, call: New Castle County (DE) and Cecil and Harford Counties (MD) . . . . 1-800-898-8042 Kent and Sussex Counties (DE) and the Eastern Shore of Maryland. . . 1-800-898-8045 To report a natural gas emergency New Castle County (DE) ...... 1-302-454-0317

12 Hazardous Chemicals • In case of Hazardous Chemical spill contact Maintenance immediately. • Call 911 if needed. • Evacuate facility if danger exists. • Seal off area of leak or spill. • All containers are to be adequately labeled with correct contents and warning. • All hazardous chemicals that come into the building have to have a SDS sheet. These sheets are to be kept in the SDS Book in the Executive Director’s office and in maintenance. SDS means Safety Data Sheet. • Leave no chemical containers out where they can be accessible to others.

Power Outage • Clear pool area. Check pool bottom. If light is acceptable, members may enter locker room for clothing. If dark, gather people into areas where there is adequate emergency lighting. • Use emergency lights and flashlights in aquatic director’s office, member services desk, and maintenance office. • Make sure no one enters pool area. • When power is restored, call maintenance and have them check reset buttons.

IF POWER IS NOT RESTORED WITHIN 30 MINUTES,

THE FACILITY IS TO SHUT DOWN OPERATIONS UNTIL POWER

RETURNS.

Executive Director will make decision on reopening.

13 Severe Weather Warning Tornado, Storm, Thunder, Lightening, High Winds

• Once radio or other appropriate media notifies us, that there is an immediate threat of tornado, severe thunder, lightening or a bad storm, member service staff is to notify membership via the P.A. System or by announcing in each facility area, “May I have your attention members? There is a severe weather emergency. We recommend you remain in the facility until further notice.” • All staff on duty must be notified and will stand by for pending emergency. • If you and adult and/or children members are in immediate danger from thunder or lightening – DO NOT HESITATE! Act immediately and move to the closest covered and safe location. • Take shelter; send all members to the inner most areas of the facility and to the lower levels. Downstairs halls, lower floor gymnasiums, or locker rooms are the safe zones. • Maintenance staff will double check all back up flashlights. • In the case of severe lightning and wind, all staff are to move members away from the window areas, then close blinds. • The media must give the all clear. The Executive Director or staff calling the order must then declare all clear.

Safety Inspections • Each program area will be inspected daily. • Any faulty equipment or maintenance problems will be reported to the maintenance supervisor immediately. • Safety investigations may be warranted depending on frequency or severity of damages, injury or breakdown.

Emergency Staffing: Aquatics

Critical Operations • Keeping the pools open is a priority. • Keeping pools open during swim lessons and swim team would be a top priority because they are income producing classes. Water exercise classes are a 2nd priority.

Create a Plan • 10% – 50% • If a lifeguard calls out sick each branch has a protocol of how that is done. Usually the staff person or his/her family member would call the supervisor or Aquatic Director in charge. • Once the Aquatic Director is informed substitutes are called • If absolutely no lifeguard is well enough to guard, the Aquatic Director would lifeguard to keep the pool open for members. • Same procedure applied to all classes such as swim lessons and water exercise. • If supervisor is ill, then their supervisor would make the calls to find substitutes. • Phone/email lists should be available at all branches. • A senior guard or competent aquatic staff person could be asked to help out to find coverage if the Aquatic Director is ill.

Documentation • Requires the dovetailing of all departments at each branch to back one another up in case of a pandemic. Training can be scheduled to supplement lifeguard staff with Ellis “Supplemental Responders and Observers”.

Drills • Drills would be conducted by each branch as necessary, as stated above. • Each branch percentages would be different depending on the number of guards or instructors working at one time. • If a true pandemic were to occur guidelines would be expected from YMCA of DE leadership such as department or branch closings.

Emergency Staffing: Wellness Centers Critical Operations

• While a Wellness Center or Youth Wellness Center could be closed without much impact; it can be run with a skeleton staff. If need be, a Wellness Center could be kept open with staff who are not necessarily trained for Wellness Center activities but can respond to emergencies. We may not be able to provide the highest level of service, but we would be able to remain open. • Group Exercise classes may be canceled on a case-by-case basis without much impact. Other instructors may be able to substitute teach a class or teach a class with a similar format, for example, cardio kickboxing can be given in place of step aerobics. Again the highest level of service may not be achieved, but classes could still be held. • Personal training sessions can be canceled on a case-by-case without much impact. • SMART Start sessions and Wellness Center orientations can be canceled on a case-by-case basis without much impact. Other staff may be able to fill in, but these staff would need to be trained/qualified to conduct the session/orientation. Planning

• Chain of communication, including who substitutes for the primary communicator(s) if they are sick. • Where staff phone lists are kept and who has access to them. • Documentation of which instructors are able to teach each class format and who can conduct SMART Start sessions and Wellness Center orientations. • Communication plan – phone, email, website, on-site signage – for alerting members to any closings, cancellations or schedule changes. Documentation

• Each branch should have this plan documented, with copies distributed to all parties ho would be involved in the plan’s procedures including Wellness Directors, Wellness Center Coordinators, Group Exercise Coordinators, Youth Wellness Directors and Coordinators, Wellness Center Staff, Group Exercise Instructors, Personal trainers, SMART Start Coordinators and SMART Start Coaches. Drills

Putting the plan into practice is something that we are doing on a regular basis, albeit not on a large scale. Each branch must determine and calculate what a 10%, 20% or 30% staff shortage would be. For example, at Sussex if one Wellness Center staff member calls in sick, that is 33% of the Wellness Center staff for the day. 16

Emergency Staffing: Day Camp

Critical Operations • Determine what operations are critical such as closing day care or day camp. Other departments like Kids Zone, Lifeguards, Youth Wellness and Membership staff would be asked to help run camp.

Create a Plan • For 10%, 20% and 30% staff calling in sick. • At 10% staff would rotate for fill gaps. • At 20% group stations would be closed for the day and rescheduled for later in the week. Camp leadership would help fill the gaps. • At 30% staff would be rotated and possibly asked to work longer hours with the appropriate breaks. • All programs have supplemental staff that could be shifted into each camp group.

Document • All documented information on the campers can be found in the camper files and in the web sales system. All camp policies can be found in the ACA binders.

Drills • Do several drills at several Day Care centers to see if people could make the plan work. The drill will also allow you to find any holes or missing information • Putting the plan into practice is something that we are doing on a regular basis. Each branch must determine what a 10%, 20%, 30%, 4 % and 50% staff shortage would be with particular focus on what safety issues are of concern.

Emergency Staffing: Before & After Care

Critical Operations • Close if 50% of staff or children are out sick in the program. • Follow school’s protocol for example, if a school closes to manage the illness, the Y will also close.

Planning • First set up a program so that anyone can come in and have success. • All childcare sites will buddy up accordingly: Sussex & Dover, Bear & Western, Downtown & Brandywine.

Documentation • All sites will have a staff list that has staff name, qualification, typical work schedule and phone number. • Site list with address, phone number, the schools secretary’s name and principal’s name. (continued) • Directions to each site, location of program at the building and any other site specific directions. • Directions to get phone messages, emails or any other staff communication when necessary. • Arrival and departure procedures. • Location of sign-in/out sheets. • Schedule of activities. • Rooms that are typically used. Drills

Emergency Staffing: Child Care Critical Operations

• Childcare is a critical area of operation with parents and employers relying on the YMCA’s ability to remain open. As such, remaining open should stay a top priority. Licensing allows the use of unqualified substitutes for short term needs, but each of these substitutes must be supervised by qualified teachers or assistants. Critical operation concerns could occur if too many qualified staff form one Child Care location fell ill at the same time.

Planning

• Should be branch specific according to branch size and chain of communication, including who substitutes for the primary communicators if they too are sick. • Where phone lists & staff schedules are kept and who has access to them. • Where children files and parent contact information is kept and who has access to them. (continued) • What the licensing ratios are for each age group and plan for combining classes or groups if children’s enrollment is low • Documentation of which staff are qualified to serve in each position: ECE Teacher, ECE Assistant Teacher, ECE Intern, School Age Coordinator, School Age Assistant and School Age Intern. This should include an association wide list of exempt staff that are qualified for childcare positions. Exempt staff who do not work in child care, but who could qualify for a child care position should submit paperwork to the state and be added to the list upon receipt of the certificate • Plan for increasing the frequency of disinfection of toys, cots and common surfaces beyond established daily routines. How will the center quickly disinfect each area to minimize the spread of illness when a large number of children or staff become ill in close succession? • Internal communication plan – phone, cell phone and email communication between branches is staffing shortage requires assistance from other branches. • External communication plan – pre-written letters to parents about measures the Y is taking to minimize the spread of illness, and one for if we are unable to remain open.

Emergency Staffing: Child Care (continued)

Documentation

• Each branch should have this plan documented, with copies distributed to all parties who would be involved in the plan’s procedures – Child Care Directors, Child Care Assistant Directors/Coordinators, Child Care or School Age Center Staff, Maintenance Staff, Branch Director and Associate Executive Director.

Drills

• Putting the plan into practice is something that we are doing on a regular basis, albeit not on a large scale. Each branch must determine and calculate what a 10%, 20% or 30% staff shortage would be. For example, at Sussex if one Wellness Center staff member calls in sick, that is 33% of the Wellness Center staff for the day.

Theft In the event of a theft relating to YMCA property–

• Report the theft to the local police and cooperate, as you are able in the investigation. • Complete a Redwoods Incident reporting form. In the event of a significant theft, notify the Vice President of Operations.

In the event of a theft or some kind of damage relating to the personal property of a member –

• Offer support and assistance as you are able to the member • Encourage the member to contact the local police, as appropriate, and report what happened. You cannot do it for them. • Complete a Redwoods Incident reporting form • Do not provide any additional information to the member, but do support the efforts of law enforcement in their investigation as you are able, for example with security camera video, access reports, etc.

Transportation Emergencies

• Program participants may be transported in either YMCA vehicles or contracted busses or vans only. • A visual inspection of the vehicle should be done prior to use. • A minimum of 3 people should be in a vehicle at any time, and the passenger number shall not exceed the maximum number permitted. • Prior to riding any vehicle, all participants are required to review the rules and procedures for the particular vehicle. • While in vehicles, participants are to remain seated with seat belts on while the vehicle is in motion. Hands, feet, heads and objects are to remain in the vehicle. • Noise levels should be maintained as to not distract the Driver. • Eating and drinking is permitted with the permission of the Driver. • All vehicles must be equipped with working fire extinguishers, first aid kits, and reflectors. A cell phone must be carried by at least one adult • When traveling with more than one vehicle, all vehicles can stay together but at a safe distance. The preferred method is to have a predetermined stop location and each Driver should carry directions, phone numbers and maps. • Participants and staff should only enter and leave the bus under the direction of a staff member or the Driver. If the vehicle should make an emergency stop, passengers should follow directions from the staff member or Driver in charge and use the buddy system when leaving the vehicle. • Any incidents/accidents shall be recorded on a Redwoods reporting form and reported to the Branch Executive or the Associate Executive. • All Drivers must have a DMV background check done prior to driving and complete the online Redwoods driver training course or equivalent.

• Staff may use either the “2 adult” or the “3 person” chaperone rule when traveling on mini vans. Consideration should be given to the following factors: Gender mix of children, ages of children, distance of travel, proximity to the YMCA, how well you know the children you are traveling with and anticipated behavior of the group. Staff should be sure that there is no possibility of you ending up in a one on one situation any time during the trip. Should any question arise, staff should consult with branch leadership.

YMCA of Delaware Emergency Guide

Please complete the acknowledgement form electronically through the link listed below within your first 30 days of employment to show you have read and understand the YMCA of Delaware Emergency Guide. The Human Resource department and the Office Manager at your branch will be notified that you have read the guide and agree to comply with our policies. If you have any difficulty with the electronic submission process, please contact your supervisor and/or the Office Manager at your branch.

https://ymcade.formstack.com/forms/emergency_management_handbook