Long-Term Recovery Framework Consolidated Track Changes

EXECUTIVE SUMMARY

The State of Alaska Disaster Recovery Framework (Framework) is a guide to promote effective long-term disaster recovery and enable the support necessary to assist disaster affected local governments. It outlines the necessary operational coordination and organizational considerations, regardless of size or complexity, for both catastrophic and non-catastrophic events while recognizing the variable nature of leadership, staffing, and other requirements.

A catastrophic event, for the purposes of the Framework, is defined as any natural or manmade incident, including terrorism that results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, housing, and environment, economy, and/or government functions. Furthermore, the incident impacts cannot be addressed through normal State and Federal agency authorities and assistance programs, requiring the use of supplemental funding approved by Congress and/or the State Legislature. Finally, any event deemed a catastrophe by the Governor should also be included in the definition.

The Framework will help ensure initial recovery activities lead to planned and coordinated long-term reconstruction activities. It will also provide a procedural and action-oriented plan for agencies to understand the multitude of complex challenges following disaster events. By developing the Framework in advance of such events, the State can establish and strengthen the multi-agency coordination necessary for deliberate and successful recovery.

The Framework will improve recovery support, expedite recovery of disaster affected individuals, families, businesses, and communities, and define how State and Federal entities will support recovery efforts. The Framework will work in conjunction with the National Disaster Recovery Framework (NDRF)

The Framework provides the structure to enable effective disaster recovery support and improve the recovery readiness of the State. It can be used for pre-event planning and to acquaint recovery agencies with the mission, structure, support, and processes of Alaska following an event. The Framework outlines how the State will structure itself, helps define roles and responsibilities, and establishes a methodology for collaborative and coordinated decision-making.

The intent of the Framework is to support and supplement the State Emergency Operations Plan and focus on activities beyond normal Stafford Act and Alaska Disaster Act recovery actions and programs. In its most basic form, the Framework will help establish a larger vision that the State aspires to during the disaster recovery process and identify a series of steps designed to achieve it.

The Framework recognizes that each community defines successful recovery outcomes differently based on circumstances, challenges, recovery vision, and priorities. It also advances the concept that recovery is more than the restoration of a community’s physical structures to pre-disaster conditions. Successful long-term disaster recovery promotes:

Overcoming the physical, emotional, and environmental impacts of a disaster

Reestablishing an economic and social base that instills

Department of Military and Veterans Affairs

(DMVA)

Division of Homeland Security and

Emergency Management (DHS&EM)2014

Alaska Long-Term Recovery Framework

[2014] ALASKA LONG-TERM DISASTER RECOVERY FRAMEWORK

confidence in community viability

Integrating sustainability and resiliency factors into the recovery process

The Framework introduces the concept of Recovery Coordination Groups (RCG’s) as the coordinating structures for key functional areas of assistance. The RCG’s bring together the core recovery capabilities of State departments, divisions, and offices in support of the goals outlined in this Framework.

The Framework will align with the Emergency Operations Plan and will act as the foundation to engage existing State resources and authorities to address the long-term recovery challenges and opportunities following a declared event in which the Framework is implemented.

PURPOSE

The State of Alaska Disaster Recovery Framework identifies how the State will implement long-term recovery efforts in Alaska when warranted and authorized by the Governor. It also establishes a system for coordinating the long-term recovery phases of emergency management and promotes a process in which impacted communities recover in a more resilient and sustainable manner.

This Framework specifies how the State will organize to provide an effective long-term recovery effort, and is designed to:

Ensure a coordinated effort by local and tribal governments, State, Federal, volunteer, and private agencies in the

management of long-term recovery activities

Describe the factors for warranting activation of long-term recovery operations

Describe the recovery core principles that will maximize the opportunities for achieving recovery success

Describe the operational and organizational considerations as well as identify funding and grant strategies necessary to support and sustain the overall long-term recovery mission

Identify policy considerations that can either hinder or promote recovery activities to the affected communities that warrant long-term recovery efforts

Recommend changes to the supporting plans and procedures in Alaska’s Emergency Operations Plan and associated appendices

The Framework seeks to improve local communities’ ability to implement disaster recovery strategies by:

Institutionalizing a process for ongoing communication and resource coordination among partners

Encouraging business development Identifying potential public and

private sector resources Identifying affected private sector

organizations Linking those affected with potential

resources Facilitating coordination among

resource providers Enhancing communication between

affected parties and resources Fostering resilient communities

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Reducing the amount of bureaucracy for recovering communities

SCOPE

The intent of the Framework is to address significant unmet recovery needs and ensure assistance is directed at activities related to disaster relief, long-term recovery, restoration of infrastructure, housing, and economic revitalization as well as resiliency and sustainability in the most impacted and distressed areas.

The Framework applies to all organizations participating in the long-term recovery process.

The primary audience is State, Federal, local, and non-governmental professionals necessary to facilitate the identification, coordination, and delivery of assistance needed to support long-term recovery goals. This plan is also a reference for managers from other states, the Federal government, and interested members of the public.

The Framework is designed to identify and define operational structures for coordinating recovery assistance that is scalable and flexible and promotes a structure that can evolve and adapt to address the changing post-disaster environment.

VISION

The Framework seeks to promote safer, less vulnerable communities with the capacity to cope with hazards and disasters. It develops the structure for effective collaboration between partners and stakeholders to support recovery priorities and maximize opportunities to rebuild stronger, safer, and more resilient communities.

GOALS

This framework documents options for how the State could work together with local, borough, tribal, and Federal entities as well as non-governmental organizations and the private sector to restore, reconstruct, and redevelop the social, environmental, and economic foundations of the community.

The State assists communities in returning a sense of normal to the lives of those residents impacted by a disaster event by employing a coordinated effort focused on community-driven goals and projects. “Normal” does not mean continuing to expose structures, facilities, and infrastructure to the same storm damage and hazards or perhaps even greater risk than before; ”normal” here means to build better, smarter, and greener with mitigation and resiliency measures built in to reduce future damages from all hazards.

The goals of this Framework are to provide for a more resilient Alaska that will be safe, sustainable, and economically strong for its people, reaffirming its ties to the land, waterways, environment, and rich cultural history. This will be accomplished through these eight (8) overarching goals:

1. Prevent the flight of the population2. Address the full spectrum of

community recovery needs, to include the health, social, economic, natural, and physical environments

3. Promote local primacy4. Organize and manage recovery as a

planned approach 5. Incorporate disaster resilience

practices6. Promote concepts that limit new

development in disaster prone areas

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7. Incorporate state of the art technologies to create energy and space efficient projects

8. Leverage funding sources to encourage development through community and political involvement

LONG-TERM RECOVERY INITIAL ASSESSMENT AND EVALUATION

This section of the Framework outlines the initial operational steps that will be necessary to evaluate if a particular event warrants a long-term recovery effort. While each disaster event will be unique and vary in size and magnitude, the methodology to determine if long-term recovery assistance is even warranted will be structured around very similar key operational steps. This will ensure that recovery stakeholders at all levels have a shared understanding of the sequence and actions the State of Alaska will utilize to evaluate the appropriateness of implementing the long-term recovery program.

It is not anticipated, during this phase of the Framework implementation, that any

assistance from the National Disaster Recovery Framework or the Recovery Federal Interagency Operational Plan process will be required.

1. MONITORING, SITUATIONAL AWARENESS, AND CONSULTATION ON RESPONSE OPERATIONS

During the response phase of the disaster, the candidate most likely to assume the role of the SDRC should be assigned a position in the State Emergency Operations Center (SEOC) that will allow them to maintain an understanding of current conditions and potential for long-term recovery issues, challenges, and opportunities. This position should also consult and advise emergency management leadership on decisions that may affect the overall recovery effort.

Prior to a request for a Presidential disaster declaration, this position should maintain situational awareness by reviewing all sources of available data, to include:

Information on the First Class system related to the event and tracked by the situation unit lead in the SEOC

Input/reports from other agencies working in the field (Red Cross, USDOT, USACE, etc.)

Preliminary damage assessments reports (IA, PA, and others)

Non-governmental and private sector organizations already working in the impacted area

2. STATE DISASTER RECOVERY COORDINATOR ACTIVATION

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DisasterState EOC Activation (Response)

Federal Disaster

DeclarationJoint Field Office Established

Long-Term Recovery

Assessment

Led by SDRC

Disaster Policy Cabinet

Determination


Following the response phase of a disaster, and after a Joint Field Office is established, the DHS&EM State Disaster Recovery Coordinator (SDRC) position will be activated. The primary role of the SDRC is to initiate the long-term recovery initial assessment. The objectives are to analyze the current and anticipated impacts to community systems.

This analysis will allow the SDRC to provide practical recommendations on whether activation of a long-term recovery operation is warranted, the Recovery Coordination Groups that should be activated to support impacts to community systems, the geographical areas requiring this level of assistance, and the organizational structure necessary to address the scope and magnitude of the event.

3. LONG-TERM RECOVERY ASSESSMENT

In order to determine the scope of the long-term recovery effort, the SDRC will conduct an assessment enabling the State to analyze a disaster’s impact on a per sector basis. This will facilitate tailoring long-term recovery efforts and help define additional agency support necessary to address those impacts. Sector analysis will include the following:

Infrastructure Housing

Economy Health Environment

The assessment will also provide guidance on whether or not the State should request support from the Federal government through the NDRF and the level of support required.

The State will use an assessment tool, focusing on four specific areas – preliminary screening, sector analysis, geographic extent of the disaster requiring additional long-term recovery support, and the local government’s capacity to manage the long-term recovery process strategically.

This assessment will provide the State with a documented and defensible approach for making decisions on what areas do or do not receive additional support through the long-term recovery process and the extent of that support. (Details on how to complete the preliminary screening/detailed sector analyses and the forms themselves can be found in the appendices in the long-term recovery assessment tool.)

The SDRC will complete the preliminary screening process. If communities require a detailed sector analysis, the state will utilize staff from other state departments identified as the coordinating agency from each of the Recovery Coordination Groups. They will have the subject matter expertise and

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Built Enviroment

Social

EconomicPolitical

Natural Enviroment


technical experience to conduct the most accurate assessment.

Organizationally, the long-term recovery structure at this stage of the process would consist of the following:

Preliminary Screening:

Before undertaking a complete area analysis for any of the sectors, a determination is needed as to whether the damage from the disaster, coupled with the local capacity and resources warrant further review with respect to long-term recovery. Therefore, a screening or filtering process to assess each community based on various general community features, characteristics, and impacts will be conducted first. This screening will be undertaken before the sector analyses and will consist of disaster related damages and local baseline conditions. Key factors within this screening process include:

Overall damage in the community Damage to businesses Damage to housing units Losses to government services Impact on community identity Vulnerable population in the

community Amount of trauma as a result of

disaster Level of attention given to the

disaster in this community Financial resources to meet essential

services Resiliency of the social network

within the community

Ability to promote economic development

Management and planning capability Assessment of disaster-related

structural, functional, and operational impacts to healthcare facilities

Healthcare services, behavioral health, environmental health social services, and functional needs impacts

Potential environmental and regulatory issues

Damage to culturally and historically significant facilities

The preliminary screening, relying upon readily available information, should be accomplished in a matter of hours for each jurisdiction. Conversely, the Sector Analyses make take a few days, depending upon the level of complexity and amount of data at hand.

Detailed Sector Analyses:

If the preliminary screening indicates a need for additional assessment, a detailed sector analyses will be undertaken. Each analysis provides an overview of the sector and important considerations for assessing net impacts. Factors for each of the sectors are addressed in three general categories:

a. Disaster-Related Damages – Identify the extent (geographic and magnitude) of damage for each sector

b. Local Resiliency Indicators – Utilize baseline community data (e.g., demographics) to establish the baseline condition of the sector prior to the disaster

c. Resources/Local Capacity – Determine the community and governmental resources that are

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SDRC

Housing RCG Infrastructure RCG Economic RCG Health RCG Natural/Cultural Resources RCG

Deputy SDRC


available to address the disaster-related needs of each sector. Also, assess whether the community has the organizational and/or administrative capacity to address the needs of each sector

4. DISASTER POLICY CABINET REVIEW AND RECOMMENDATION

Once the preliminary screening and detailed sector analyses (if required) are completed, the SDRC will develop a fact sheet for the Disaster Policy Cabinet (DPC) to review. The fact sheet will provide the following information to members of the cabinet:

Background of event Overview of the assessment process Overview of assessment findings

The fact sheet will also provide recommendations to the voting members of the cabinet to consider when making a final recommendation for the Governor on how to best proceed with any long-term recovery effort. The fact sheet will provide recommendations in the following areas:

Level of Support and Disaster Classification (Catastrophic or Non-Catastrophic Disaster)

Organizational structure Recovery Coordination Groups Geographical areas for LTR support Funding levels for State LTR support

The DPC will provide policy direction in these areas and ensure cooperation and coordination among state departments and agencies involved in any long-term recovery efforts requiring involvement of additional state departments outside of DMVA.

1. ORGANIZATIONAL CONSIDERATIONS AND RECOMMENDATIONS

This section of the Framework will identify the organizational structures for the LTR effort as they relate to Catastrophic and Non-Catastrophic events. Although the Framework is designed to be a flexible and adaptable document, the organizational considerations and recommendations for each will need to be different.

Non-Catastrophic Classified Events:

For events classified as non-catastrophic, DHS&EM will maintain primary responsibility for managing long-term recovery operations in a post-disaster setting. This will be accomplished following the Long-Term Community Recovery model. The purpose of the this effort will be to provide a mechanism for coordinating State support to tribal, regional, and local governments, nongovernmental organizations (NGOs), and the private sector to enable community recovery from the long-term consequences of extraordinary disasters.

This effort will be achieved by identifying and facilitating availability and use of sources of recovery funding, and providing technical assistance (such as impact analyses) for community recovery and recovery planning support.

The LTCR operations will be managed and led by a Branch Director level staff under the Operations section within the Joint Field Office (JFO). Following closure of the JFO, all functions will transition to the Disaster Assistance Section of the Division.

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Staffing levels for LTR operations will be dependent on the service and implementation levels necessary to address each community’s needs. Initiation of these service levels will depend on the resources available within the affected community, which are related to whether the community is classified as a Limited or Full Service Government or whether it is a central city within a Major Metropolitan Area.

For purposes of this Framework, communities are identified as one of three types:

1. Limited Service Government – Generally has few full-time staff and usually no full-time, paid manager/administrator; capacity and resources (financial and professional) to carry out capital improvements are limited; usually requires major assistance and commitment to recover from disaster.

2. Full Service Government – Will have professional staff and a full-time manager/administrator, including at a minimum, a Public Works Department, Planning & Zoning Department, and Building/Permitting Department; has both financial and administrative capacity/resources to carry out capital improvement projects, including a Finance Department/Comptroller. Disaster recovery assistance will depend on level of damage and limitations on capacity and resources of the specific community.

3. Major Metropolitan Area – Usually a central city that has professional staff in key positions and a full-time manager/administrator providing a full range of public and social

services; has staff capable of functioning as Recovery Manager to facilitate recovery process; has financial capacity and resources to carry out capital improvements program; can also take advantage of possible financial/administrative resources available within the Metro Area; has significant public and private non-profit capacity

The following matrix provides basic guidance on how to use the Sector Analyses to recommend an appropriate planning level of service. The matrix is intended to be very flexible to maximize the ability to consider disaster-specific factors when making a determination.

Damage Level

Limited Service Government

Full Service Government

Major Metro Area

Mix: None to Minimal

Guide Guide Guide

Mix: Moderate or Less

Guide, Workshop, LTR

Liaison and Strategy

Guide and Workshop

Guide

1 Severe LTR Liaison and Targeted Plan

Guide, Workshop,

LTR Liaison and Strategy

Guide and Workshop

Multiple Severe

LTR Liaison, Targeted or

Comprehensive Plan

LTR Liaison and Targeted

Plan

Guide, Workshop, LTR Liaison and

Strategy

Any Extreme

LTR Liaison and Comprehensive

Plan


Comprehensive Plan


Comprehensive Plan

The following provides additional details on the planning processes/products for each of the Planning Service Levels:

Planning Service Level 1: Self-Help Recovery Planning Guide

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The Community Disaster Recovery Guide is a ‘do it yourself’ type of service for any community that has the resources and capacities to conduct LTR independently based upon the degree of impact, but would benefit from the ability to implement an established and proven process, rather than having to develop its own.

The Community Disaster Recovery Guide will provide information on:

Assessing the need and LTR opportunities

Organizational and Operational considerations

Community engagement Addressing issues, needs, and

challenges Steps for establishing recovery

priorities Product development Contacts for additional planning

support

Planning Service Level 2: Long-Term Recovery (LTR) Workshops

LTR Community Workshops will be undertaken in communities where the damages are not too severe and/or the communities have some resource capabilities in either the public or private sectors. The Community Workshops are an abbreviated planning process to assist local planning efforts.

During these 1-2 day intensive workshops, DHS&EM will work with local and tribal officials to outline and provide training on the long-term recovery planning process to be carried out by the local government.

Planning Service Level 3: Long-Term Recovery Liaison

A LTR Liaison will be deployed to the affected community for a period of 2 to 4 weeks when the local community possesses the basic capabilities and resources required for LTR planning for the specific disaster, but would benefit from intensive short-term on-site guidance to help initiate a long-term recovery planning process.

The LTR Liaison will undertake the activities outlined in the LTR Workshop Service Level and serve as the mentor for the local lead for development of the LTR Strategy. The LTR Liaison, in developing the LTR Planning Strategy, will train staff appointed by the affected community for its recovery planning process.

The LTR Liaison will focus on the planning process and will serve as facilitator and coordinator of that process. The Liaison will assist the community in establishing a planning schedule, setting up the needed organizational framework or resources, and serve as an initial liaison with appropriate state and Federal agencies/offices.

Planning Service Level 4: Targeted LTR Plan

The Targeted LTR Plan will provide resources to an affected community when it requires planning assistance in only one or two key sectors that exceed its planning capabilities due to the relative severity of the disaster’s impacts. A planning team, in coordination with the local and tribal

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governments, will produce a sector-specific LTR plan that will identify recovery projects/strategies for the affected sector(s) that can best meet the community’s long-term recovery needs.

The planning process employed in this effort will address the items outlined under the LTR Planning Workshop Service Level and focus on the issues and needs related to specific sectors. The Targeted LTR Plan will be community generated and will require intensive involvement of key local officials and agencies as well as the public.

Each planning effort will be different, but the following activities could be included in most efforts. A possible timeframe for these activities is shown in parentheses.

Meetings with local and state officials to identify specific needs and issues for the particular sectors (Week One)

Conducting a community meeting to solicit input and comments on needs and issues related to the particular sectors (Week One)

Identification of potential actions and projects aimed at addressing the needs and issues (Week Two)

Additional meetings with local and state officials on potential actions and projects (Week Two)

Preparation of a draft Targeted LTR Plan and distribution of the document to local and tribal officials and the general public (Weeks Two and Three)

Conducting a community meeting on the draft Plan document (Week Three)

Revising plan document based on comments and input received (Week Four)

The primary outcome is a Targeted Long Term Recovery Plan document that focuses on one or two Sectors within the affected community. The Plan should address the following for the targeted Sectors:

Community issues and needs related to long-term recovery

Actions and Projects aimed at addressing community issues and needs in the form of a standard LTR planning document

A recommended implementation strategy including a possible organizational structure needed to oversee the long term recovery efforts

Identification of key Federal and state agencies for involvement, coordination, and assistance in carrying out the overall LTR Strategy

Planning Service Level 5: Comprehensive LTR Plan

A Comprehensive Recovery Plan will be developed for a significantly impacted community when multiple critical sectors and/or substantial segment of its population are affected by severe or extreme disaster impacts, the community does not have

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sufficient organizational expertise, technical knowledge, staffing, and financial resources required to manage long-term recovery planning process.

This Comprehensive LTR Plan focuses on projects and strategies that best meet the community’s long-term recovery needs and represent its vision for the future. The planning process employed is similar to the process discussed under the Targeted LTR Plan but is comprehensive in nature, includes significant community involvement, and approaches the recovery issues in the community from a holistic perspective.

Generally, the planning process associated with the Comprehensive LTR Recovery Plan is similar to the Targeted LTR Plan but involves agencies and organizations involved in all sectors of the community. As a significant part of the planning process, the LTR Team will conduct individual interviews with key stakeholders and hold community-wide town-hall meetings with local residents to gather community concerns, preferences, priorities, and other inputs on the LTR Plan’s projects.

The outcome of this process is a Comprehensive Long-Term Recovery Plan document that contains specific actions and projects focused on long-term recovery. Each project will include estimated cost, required action steps, and where appropriate, alternative project options.

Long-Term Recovery Implementation Service Levels

After the service levels have been determined, the SDRC will evaluate the implementation service levels required. If targeted or comprehensive plans are identified as the appropriate service levels, once completed, the SDRC in consultation with the State Coordinating Officer will identify the level of State/federal assistance that will be necessary to implement those plans.

This will include activating the appropriate State Recovery Coordination Groups and requesting activation of the NDRF, to include the Recovery Support Functions necessary to address the issues, needs, and challenges identified in those specific plans developed at the local level.

Staffing to support the planning and implementation service levels necessary will come from various departments, division, and offices within State government. During the implementation phase, the coordinating agencies for the State Recovery Coordination Groups are as follows:

Community Planning and Capacity Building – Division of Community and Regional Affairs (DCRA)

Economic – Division of Economic Development (DED)

Health and Social Services – Department of Health and Social Services (DHSS)

Housing – Alaska Housing Finance Corporation (AHFC)

Infrastructure Systems – Department of Transportation (DOT&PF)

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Natural and Cultural Resources – Department of Natural Resources (DNR)

Each coordinating agency for each Recovery Coordination Group will be responsible for identifying the appropriate primary and supporting agencies/organizations that can assist in supporting those sector specific needs identified in the community’s targeted or comprehensive recovery plans.

Illustrated below is the relationship between the Assessment, Planning Support, and Implementation Support components of the Assessment Tool. The various service levels represent different options depending on the need and capabilities of the affected community.

Disaster Impact Planning Support Implementation Support

Transition and Return to Steady State Operations

This section addresses criteria for the transition of RCG’s to steady state operations and the corresponding role of the SDRC in that process. Transition to steady state operation can be accomplished for the RCG’s when the functions they are performing fall under their own authorities and programs and no longer require support from the LTR process or SDRC. Transition does not necessarily signify the end of a recovery support mission, since those activities will evolve in some cases to other

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Extreme

Severe

Moderate

Minimal

None

Comprehensive Plan

Targeted Plan

Technical AssistanceWorkshop

Community Disaster

Recovery Guide

Task ForceAND

LTR Liaisons

LTR Liaisons

None


forms of support. The SDRC will collaborate with the local, state, tribal, territorial, or insular area counterparts to define the timing for transition of RCG activities for remote support and/or existing agency program delivery.

The transition process is likely to occur gradually by the RCG’s, especially when multiple communities with various types of disaster impact and levels of recovery capacities are involved.

As a community’s capacity increases, it can execute recovery activities with less outside support, and ongoing RCG functions and activities can gradually transition to the corresponding local and/or tribal governments. After an RCG transitions, assistance may continue in the following forms:

RCG agencies may resume steady state operations supporting the community’s recovery through existing programs.

Agencies’ existing programs may undertake an enhanced coordination role with other recovery- related programs.

Agencies may provide targeted technical assistance and coordination support at the request of local, state, tribal, territorial, and insular area officials.

Agencies may launch new public/private partnerships tailored to disaster recovery needs.

Other types of engagement may include:

o Project-based support

o Compliance support

o Recovery financing technical

assistanceo Ongoing resource

allocation/coordinationo Guidance on measuring

recovery progresso Monitoring effectiveness of

assistanceo Advance hazard mitigation

principles and practices

After RCG the transition of responsibilities has been taken over by the local and/or tribal governments, the SDRC will maintain contact with and continue to be a resource for those communities that received Federal recovery support.

The SDRC will: Address, in coordination with

appropriate departments and agencies, potential obstacles and needs that were not foreseen during the planning process

Monitor State and federal support of the local recovery efforts to ensure that recovery support activities are moving as planned, which includes monitoring the efficiency and effectiveness of the approach used to support and implement recovery projects

Document best practices to increase risk reduction and community resilience

Host/facilitate coordination and after-action review meetings among State and federal agencies; nongovernmental organizations;

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private sector partners; and local, state, tribal, territorial, and insular area recovery leaders, as needed, to share information, help avoid duplication, and identify gaps and issues affecting multiple agencies in the delivery of recovery assistance

Continue in implementation and monitoring mode, providing coordination among agencies, as issues arise.

Sequence of Events

APPENDIX A

Preliminary Screening

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PRELIMINARY SCREENING

Before undertaking a complete area analysis for any of the sectors, a determinationis needed as to whether the damage from the disaster coupled with the localcapacity and resources warrant further review with respect to long-term recovery.Therefore, a screening or filtering process has been developed to assess thecommunity based on various general community features, characteristics, and impacts of the disaster. This screening will be undertaken before the Sector Analyses.

The Preliminary Screening consists of Disaster-Related Damages and Local Baseline Conditions.The Preliminary Screening factors will be scored with a one (1) or a zero (0). A score of 1.0 on approximately half of the screening factors in both the Disaster- Related section and the Local Baseline Conditions section will indicate the need for additional assessment and a detailed Long-Term Recovery assessment will be undertaken. The following page contains the Preliminary Screening Factors and Rating Sheet.

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# Datapoint Data Source Data UnitsScore

(0 or 1) Guidance Notes for Scoring Notes

1Is there a Major Disaster declaration for Individual and Public Assistance FEMA Y/N Score 0 for 1 category; Score 1 if declarations for both PA and IA

2 Percentage of Housing units destroyed PDA, Local Officials, Field Survey % Score 0 if less than 10%; Score 1 if 10% or more

3 Damge area/total area within community PDA and local GIS and or local maps % Score 0 if less than 50%; Score 1 if 50% or more

4 Number of days the power is out Local jurisdiction # Score 0 if less than one week; Score 1 if one week or more

5

Disaster damage to major public/government facilities resulting in temporary loss of services (e.g. city hall, courthouse, community center, etc. Facility should serve a community-wide function PDA, Local Officials, Field Survey # Score 0 for no loss; Score 1 if at least one major building

6

Damage to key community features, icons, or resources (includes community gateways, recognized physical features, any feature the community attaches strong identity or constitutes a recognized community gathering place) Field Surevey and Local Officials Y/N Score 0 for no damage; Score 1 if damage occurred

7 Number of deaths Local Officials, Media #

Score 0 if the number of deaths attributed to the disaster are less than 1% of the population; Score 1 if the number is greater than 1% of the population

8 Stories/coverage in national media (newspapers, TV, radio) Public Information Officer Y/NScore 1 0 if no coverage for 2 consecutive days; Score 1 if covered for 2 consecutive days or more

9 State/Area visits by President, Secretary, or Under-Secretary Public Information Officer #Score 0 if no visits, Score 1 if visit to the State during response operations

10Occupancy of shelters after one week as % of peak Red Cross shelter occupancy on day one of the disaster Red Cross, FEMA, DHS&EM % Score 0 if less than 25%; Score 1 if 25% or more

11Disruption of Schools (Are schools open and functioning at the same location, on regular schedules, etc?) School District Y/N

Score 0 if schools will be back to normal within 2 weeks of disaster, or if disaster occurs when school is not in session, if session is not delayed for more than 2 weeks; Score 1 if schools are not back to normal within 2 weeks or school session start is delayedfor more than 2 weeks

12 % of low-income households in communityUS Census Bureau, American Fact Finder by jurisdiction % Score 0 for less than 15%; Score 1 if 15% or greater

13 Unemployment rate of the community as compared to state Bureau of Labor Statistics %Score 0 if below state average; Score 1 if equal to or greater than state average

14 Bond Rating of Community Moody's. Standard & Poor, MBIA RatingScore 0 if an "A" Rating or above; Score 1 if below an "A" Rating or No Rating

15 Distribution of economic sectors by SIC code/categoriesUS Census Bureau, American Fact Finder, US Census of Business %

Score 0 for diverse economy (SIC categories fairly evenly distributed) Score 1 for over 10% of workforce in one SIC category

16 Percent of Community insured State Insurance Department %Score 0 if 75% or more of community is insured; Score 1 if less than 75% insured

17 Stage of Community Life-Cycle (ascent or decline)Field observation, State and Local Ofiicials, Census data, Local building records #

Score 0 if community population has shown positive growth AND an increase in theMedian Houshold Income over past 10 years; Score 1 if community has shown apopulation decline over past 10 years OR a decrease in the Median Household Incomeover the past 10 years

18Local business groups in the community (Chamber of Commerce, merchant's association, etc.)

Chamber of Commerce, Economic Development Department Y/N

Score 0 if Chamber of Commerce (or similar organization) that has a full-time, paidstaff; Score 1 if no such organization

19

Does the community have professional staff capable of planning, managing, and implementing strategies, policies and plans related to recovery and economic development? Local Offices Y/N

Score 0 if there is a paid, full-time city/county administrator/manager; Score 1 if none

20 Existence and enforcement of local building codes Local Offices Y/N

Score 0 if building codes exist and are enforced (building inspector on staff or servicescontracted); Score 1 if not

21

Does the community participate in Council of Governments and/or Regional Planning Commission (e.g. attend meetings, serve on Board, interact with other members)

Local Council of Governments/Regional Planning Commission Y/N Score 0 if there is participation; Score 1 if no participation

<<< INSERT NAME OF JURISDICTION >>>

DISASTER-RELATED DAMAGES

LOCAL BASELINE CONDITIONS

Preliminary Screening Determination:

APPENDIX B

Detailed Sector Analysis

DETAILED SECTOR ANALYSIS


The sector analyses identify data requirements for a detailed LTR assessment. Thefollowing Sectors have been identified as key areas to be assessed to determine theneed for long-term recovery assistance.

Housing Infrastructure/Environment Economy Health Natural and Cultural Resources

Each analysis provides an overview of the sector and important considerations for assessing the net impacts. Factors for each of the Sectors are addressed in four general categories:

1. Disaster-Related Damages – Identify the extent (geographic and magnitude) of damage for each Sector.

2. Local Resiliency Indicators – Utilize baseline community data (e.g., demographics) to establish the baseline condition of the Sector prior to the disaster

3. Resources/Local Capacity – Determine the community/governmental resources that are available to address the disaster-related needs of each Sector and assess whether the community has the organizational and/or administrative capacity to address the needs of each Sector.

Each Sector analysis is described on the following pages. A detailed spreadsheet is included in the Appendix that addresses each of the Factors and their Data Needs and provides a Rating System for each of the data items. The Rating System Spreadsheet contains:

The specific data needed to assess each factor The source or location of that data Guidance notes for rating each factor Score for each factor Overall Score identifying the impact of the disaster on the particular Sector:

o None

o Minimal

o Moderate

o Severe

o Extreme

Housing Sector

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Significant damage or destruction within the Housing Sector is often an indicatorthat an area may have long-term recovery issues to contend with. The HousingSector addresses both owner and renter-occupied housing. The needs will begreater if there are a significant number of affected households that are low-income and if there was a significant pre-disaster housing shortage – which indicates thatthe community may not have sufficient resources to “absorb” displaced disaster victims.

The following factors should be addressed when assessing the Housing Sector:

Disaster-Related Damages Condition of Housing Stock – Number of dwelling units damaged or destroyed

Local Resiliency Indicators Housing – Rental, year-round, and public housing, and temporary housing stock Demographics/income levels Real estate climate – Potential to rebuild low-income housing in areas impacted by

changes in land valuesResources/Local Capacity

Insurance coverage – Level of home insurance Capability of local housing departments, housing authorities, and housing focused private

non-profit agencies Insurance coverage on residential properties Housing starts

Infrastructure Sector

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The quality of an area’s infrastructure and the health of the environment are important to the overall quality of the community. Damaged infrastructure can have a major impact on an area’s ability to recover from a disaster and to sustain economic development and growth, while extended power outages may have broad negative impacts on the community, especially to small businesses.

The factors for this Sector are identified within three general categories, as follows:

Disaster-Related Damages Condition of utilities in the community (water, sewer, gas, electric) Condition of critical facilities (hospitals, medical care, emergency response facilities) Condition of transportation structures, mass transit facilities, airports and ports Condition of dams and flood control structures Condition of key public buildings, including schools

Local Resiliency Indicators Utility service level - water and sewer capacity to accommodate expected growth and to

serve areas that are currently un-servedResources/Local Capacity

Financial resources of the community Number of jurisdictions in the community that deal with infrastructure and utility systems Planning and implementation capacity Status of active boards, commissions, committees, etc. that have the capacity to facilitate

recovery

Economy Sector

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An area or community’s economy can be affected for many months and even years after a disaster. It is important to quickly identify the key issues that can affect businesses and the local/regional economy, as a means of gauging overall needs. Businesses employ residents of the area and their closure can have a ripple effect on the area economy. Significant damage to area businesses may require a concerted strategy to facilitate recovery. The following factors should be addressed when assessing the Economy Sector:

Disaster-Related Damages Condition of business properties – Percentage of business closures projected Condition of business climate – including the impact to agricultural infrastructure –

potential failure of economic sector or concentration of businesses that can affect a regional economy

Local Resiliency Indicators Health of private sector Diversity of economy Importance of agriculture to local economy

Resources/Local Capacity Taxing districts – Presence of special taxing districts for redevelopment Private initiatives – Presence of active business association or group with local focus (e.g.

Main Street, local business group, Chamber of Commerce, Community Development Corporation, or regional economic development agency)

Insurance coverage – level of insurance held by local businesses Economic development mechanisms – Presence of a long-range plan for economic

development, an economic or community development department, professionally trained staff, and/or established revitalization districts (TIF, BID, Enterprise Zone, etc.)

Reserves – Debt / borrowing capacity Capability of local agricultural services and agriculture-focused private, nonprofit

agencies

Health Sector (NEEDS DEVELOPED)

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Natural and Cultural Resources Sector (NEEDS DEVELOPED)

Page 5


SCORING

Page 6


Scoring the Tool is determined on a per sector basis through impact scores. These are assigned to each data point in the Tool, which also provides detailed scoring guidance for each point. The Tool will automatically determine a Severity of Impact score for each sector, which provides information for each sector on the community’s ability to meet its long-term recovery needs. The scoring is based on the following:

1. Disaster-Related Damages are the critical measure in this process. Each factor is scored on a scale of 1 to 5. The overall score for Disaster-Related Damages is the average of each factor/data point.

2. Local Resiliency Indicators Factors are rated by a 0 or a 1; conditions that are neutral to the disaster are rated a 0 and conditions that can exacerbate recovery efforts are rated a 1. The average of the factors/data points in this section are added to the Disaster-Related Damages score.

3. Resources/Local Capacity Factors are also rated with a 1 or 0; factors that contribute to resources and capacity to deal with the effects of the disaster are scored a 1 and factors that do not contribute to the ability to deal with the effects of the disaster are rated a 0. The averages of the factors/data points in this section are subtracted from the Disaster-Related Damages and Existing Local Conditions score.

The Rating System Spreadsheet contains: The specific data needed to assess each factor The source or location of that data Guidance notes for rating each factor Score for each factor Overall Score identifying the impact of the disaster on the particular Sector:

1. None2. Minimal3. Moderate4. Severe5. Extreme

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Sector Factor # Datapoint Source Data Units Score Guidance Notes for Scoring Severity

Condition of housing stock 1Dwelling units destroyed and severely damaged per total dwelling units

PDA, IA Data %Score 1 for 1-10% to 5 for >50% (in 10%increments)

Housing (rental, year-round, and temporary housing stock) 2Unmet Pre-disaster Housing Needs (Pre-disaster housing units per total households)

Census Bureau, HUD, local Housing Authorities, real estate industry

%Score 0 for 110% and higher; Score 1 for less than110%

3Unmet Pre-disaster Public Housing Needs (Public housing units available and length of waiting list prior to disaster)

Local jurisdictions %

Score 1 for of public housing units available OR with waiting list no more than 10% of total public housing units; Score 1 for no public housing units available with waiting list greater than 10% of total public housing units

4Unmet Pre-disaster Section 8 Needs (Section 8 waiting list as percent of total number of Section 8 vouchers available)

Local jurisdictions %Score 0 for no more than 10%; Score 1 for greater than 10%

5 Seasonal housing units as percent of total number of housing units Local jurisdictions, Census Bureau %Score 0 for 10% or greater; Score 1 for less than10%

Demographics/Income Levels 6 Median household income as percentage of the state Census Bureau, local jurisdictions %Score 0 for 90% and higher; Score 1 for less than90%

7Median Household Income as a % of Median Housing Value ofOwner Occupied Units

Census Bureau, local jurisdictions % Score 0 for over 50%; Score 1 for 50% or less

8% of Households that spend over 30% of Household Income onRent

Census Bureau, local jurisdictions (See: Gross Rent as a Percentage of Household Income inCensus)

% Score 0 for less than 25%; Score 1 for 25% or greater

Real estate climate 9Potential to rebuild severely damaged or destroyed low-income housing in areas impacted by changes in land values over time

Local jurisdictions, real estate industry %

Score 0 for HIGH potential/likelihood that low- income housing will be rebuilt; Score 1 if there is MODERATE potential or less. (Need to ask local officials what they view potential to replace the low income housing that has been destroyed/severely damaged - will land costs mean use will be changed?)

Insurance coverage 10 Residental properties insured per total residential properties Insurance industry % Score 1 for greater than 75%; Score 0 for 75% or less

Capability of local housing departments, housing authorities, and housing

11

Presence of active housing association, organization, or community housing development program (i.e., Housing Authority, Housing Department, Habitat for Humanity, Local Housing Development Corporation)

Local jursidictions Y/NScore 1 if association/organization is present; Score 0 if none present

Housing starts 12Average annual Number of residential building permits issued over past five years as percent of total housing stock

Local planning/building department % Score 1 if greater than 1%; Score 0 if 1% or less



RESOURCES/LOCAL CAPACITY FACTORS

LOCAL RESILIENCY INDICATORS

0

HO

USI

NG


Condition of Business Properties 1

Percent of total businesses closed for one week or more(Include any damage to buildings and structures utilized inagriculture operation - including "key" buildings,suppliers/processors, facilities, and fencing and any resultantdecrease in operations)

Local officials,business groups, oragency estimate; Localfarm inventories,USDA

%Score 1 for 1-10%; Score 3 for 10-25%; Score5 for over 25%

1a

Potential failure of 1 business, a concentration of a single typeof business or an economic sector (such as agriculture orretail) that employs over 10% of total workforce in region(Add 1 point to the damage score if there is a concentration)

US Census Bureau,American Fact Finderby jurisdiction + SBA+ local officials,business groups, oragencies assessment

Y/N

Add 1 point to the above score (not to exceeda total of 5) If there is a concentration of 10%or more; add nothing if there is none or if theabove score is already at 5

Health of Private Sector 2Frequency or occurrence of recent prior damage (Within past 5years)

Local Officials,Chamber ofCommerce, TourismBurea, Local farminventories, USDA,FEMA records

Y/NScore 0 if no prior damage in previous 5 years;Score 1 if there was damage within previous 5years

3

Total property values per capita (Total Appraised Value of allproperty in community)

County Appraisor'sOffice and US CensusBureau American FactFinder

%Score 0 for $35,000 or greater; Score 1 for lessthan $35,000

4 Unemployment rate compared to State unemployment rate

Designated State officeof financialmanagement or USCensus BureauAmerican Fact Finder

%

Score 0 for unemployment rate that is no morethan 0.5% above the state rate; Score 1 iflocal unemployment rate is at least 0.5% abovestate rate

5 Total local retail sales tax revenues per capita

Designated Statedepartment of revenue+ US Census BureauAmerican Fact Finder

%Score 0 for $300 or greater local retail sales taxrevenue per capita; Score 1 for less than $300

6 Percentage growth in Housing Starts over the past 5 years Local jurisdiction %Score 0 if each of the 5 year growth rates isgreater than 0.75%; Score 1 if any year is0.75% or less

7Percentage of State's median household income prior todisaster

US Census BureauAmerican Fact Finderby jurisdiction

%Score 0 for 90% or greater; Score 1 for lessthan 90%

8Presence of 1 business, a concentration of a single type ofbusiness or an economic sector (such as agriculture or retail)that employs over 10% of total workforce in region

US Census BureauAmerican Fact Finderby jurisdiction

%

Score 0 if no businesses or economic sectoremploys 10% of total work force; Score 1 forPresence of a concentration of businesses oreconomic sector that employs 25% or more oftotal workforce

9 Value of agricultural products as a % of total County economyLocal economicdevelopment agencies,USDA

%Score 0 if value is less than 15% of Countyeconomy; Score 1 if value is 15% or greater ofCounty economy

Special Taxing Districts 10

Presence of a Tax Increment Finance (TIF) District, BusinessImprovement District (BID) , Enterprize Zone (EZ), LocalImprovement District (LID), or other special taxing districtestablished for redevelopment objectives where significantdamage has occured.

Local jurisdiction Y/N

Score 1 for Yes = Special Taxing Districtpresent in all of the areas that have sustaineddamage; Score 0 for " Special Taxing Districtpresent in none or only some of the areas thathave sustained damage

Private Initiatives 11

Presence of active business association or group (e.g. Forprofitor Non-Profit Economic Development Group or BusinessAssociation with paid staff and local focus, such as Main Street,a community development corporation, or active Chamber ofCommerce)

Local jurisdiction orbusiness group

Y/N

Score 1 for "Yes - Presence of local businessassociation or group with at least one paid fulltimestaff member," Score 0 for Presence ofregional business association / group or localbusiness association / group with PT /volunteer staff or No business association /group present

Insurance 12Percent of businesses affected by the disaster that haveinsurance coverage, including farming/agriculture businesses

State InsuranceDepartment

%Score 1 for 85% or greater; Score 0 for lessthan 85%

13Proportion of businesses affected by the disaster that carryonly minimum catastrophic insurance (includingfarming/agricultural businesses)

State InsuranceDepartment, Localfarm inventories,USDA

%Score 1 for less than 25%; Score 0 for 25% orgreater

Economic Development Mechanisms 14

Mechanisms for encouraging economic development within thecommunity (presence of a public-private redevelopmentagency, economic or community development department;long range economic development plan; or department director/ manager professionally trained in economic developmentrelatedfield)

Local jurisdiction Y/N

Score 1 for "Yes - Presence of public-privateredevelopment agency, economic orcommunity development department, longrange economic development plan, anddirector/manager professionally trained ineconomic development-related field," Score 0if there is no redevelopment agency, economicor community development department anddirctor/magager, etc.

Reserves 15 Reserve Funds as percent of total general fund budgetLocal jurisdiction'sfinance department

%Score 1 for greater than 10%; Score 0 for10% or less

Capability of local agricultural services and agriculture-focused private,non-profit agencies

16Presence of local, active agricultural services (i.e, FarmBureau, Extension Service)

Local jursidictions Y/NScore 1 for one or more active entities; Score 0for none

0


RESOURCES/LOCAL CAPACITY



ECO

NO

MY



Loss of Utility Service 1

Are utility systems currently functional or will they be functionalin a reasonable period of time (water, sewer, gas, electric,telecommunications); % of total households lost at least oneutility service and duration of that loss?

Local OfficialsY/N and

%

Score 1 for one utility system down, affecting 10%of households for up to one week; Score 2 for atleast one utility down, 10-20% of hh and/or up to2 weeks; Score 3 at least one utility down, for 20-30% of hh up and/or up to 3 weeks; Score 4 for30-40% of hh and/or up to 4 weeks; Score 5 forover 40% of hh and/or up to 5 weeks in duration.(Whichever variable is higher)

Condition of Transportation Facilities 2Status and Level of damage to Streets, Highways, mass transitsystem, airport, ports, dams, and other critical flood controlstructures

Field Observation andLocal Officials

#

Score 1 for at least one facility down but functionalwithin 1 week; Score 2 for one facility down butfunctional within 2 weeks; Score 3 for at least onefacility down and not expected to be functional upto three weeks; Score 4 for not functional for amonth; Score 5 for over a month

Condition of Public Buildings (incl. Schools) and Critical Facilities (hospitals)

3

Level of damage and status of key public buildings (city hall,county courthouse, public works facilities, schools and schoolfacilities) and Critical Facilities (hospitals, emergency responsefacilities, etc.)

Field Observation andLocal Officials

#

Score 1 for at least one facility down but functionalwithin 1 week; Score 2 for one facility down butfunctional within 2 weeks; Score 3 for at least onefacility down and not expected to be functional upto three weeks; Score 4 for not functional for amonth; Score 5 for over a month

Utility Services 4Sanitary Sewer system and water system adequatelyconstructed and operating within the guidelines of EPA andState Environmental Regulations

Local UtilityCompanies,Community PulicWorks Departmentand/or PlanningDepartment

Y/N Score 0 if both systems adequately constructedand operating within environmental guidelines;Score 1 if not

5Percentage of Telephone and Electrical distribution system thatis underground vs. overhead

Local UtilityCompanies,Community PublicWorks Dept, PlanningDept.

%Score 0 for 50% or more of system underground;Score 1 for less than 50% of system underground

Public Buildings 6Key public buildings constructed in compliance with UniformBuilding Code or acceptable building code standards

Community PublicWorks Dept, BuildingRegulations Dept.

Y/NScore 0 if all key public buildings conform to UBCor equivalent; Score 1 if they do not

Flood Insurance 7 Community participates in National Flood Insurance Program

FEMA regional office,State EmergencyManagement agency,Community PublicWorks or BdgRegulations Dept

Y/NScore 0 if community does not participate; Score 1if community is participating in NFIP

Financial Resources of the Community 8 Formal Capital Improvements Program process in place Local Jursidiction Y/NScore 1 for YES- a comprehensive CIP process;Score 0 for NO - no comprehensive CIP process;

9 Ratio of CIP Budget to Overall Budget in community Local Jurisdiction %Score 1 for 10% or greater; Score 0 for less than10%

Jurisdictional Complexity 10Number of jursictions in the community that deal withinfrastructure and utility systems

Local Jurisdiction #Score 1 for no more than two jurisdictions; Score 0for more than two jurisdictions

Service Capacity of the Utility System 11Availability of dedicated funding source for capitalimprovements (e.g. Dedicated sales tax, etc.)

Local Jurisdiction,State EconomicDevelopment Office

Y/NScore 1 for at least one funding source availableand used; Score 0 for no sources available and/orused

12 Reserve Funds/Total General Fund Budget Local Jurisdiction %Score 1 for greater than 10%; Score 0 for 10% orless

Planning and Implementation Capacity 13Ability of locality to initiate and manage capital improvementprojects - $ Value of largest CIP project within past 3 to 5 years

Local Jurisdiction,Review of pastbudgets/capitalimprovement projects

#Score 1 for $250,000 or greater; Score 0 for lessthan $250,000

14 Composition of staff that deals with infrastructure Local Jurisdiction #

Score 1 for at least one full-time professional,registered engineer on staff or on-call contractenginneering services that are equivalent to fulltimestaff; Score 0 for no full-time professional,registered engineer on staff or equivalent

Boards, Commissions, etc. 15Active local water quality, architectural review and preservationboards, commission, committees, etc.

Local officials #Score 1 for at least one active and functionalenvironmental/cultural board, commission, oragency; Score 0 for none


INFR

AST

RU

CTU

RE

0




Page 1



Conditions of Environmental Resources 1 Environmental impacts caused by the disaster Local Jurisdiction #Score 1 for no related damage to 5 for severedamage - a higher number indicates more damage

Conditions of Cultural Resources 2Disaster damage to historic and cultural resources (locally ornationally designated)

Local Jurisdiction #Score 1 for no related damage to 5 for severedamage - a higher number indicates moredamage

Cultural Resources 3Majority of National Register and/or National Register eligibleproperties public vs. private ownership

Community PlanningDepartment, LocalHistoric Organization,State HistoricPreservation Officer

%Score 0 if majority are under private ownership;Score 1 if majority are public ownership

Preservation Incentives 4Existing incentive programs on the local and state level forpreservation initiatives (tax credits, easements, etc.) that areutilized in community

Local Jurisdiction,State Jurisdiction

#Score 1 for at least one incentive program utilizedin community; Score 0 no incentives or noneutilized


NAT

URA

L AN

D C

ULT

URA

L RE

SOU

RCES


0



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Documents

Long-Term Recovery Framework Consolidated Track Changes