Disaster Temporary Housing

Field Manual

2010 Disaster Temporary Housing

Florida Division of Emergency Management 2555 Shumard Oak Blvd Tallahassee, 32399-2100

Sandy V. Lanier Disaster Housing Program Administrator Phone: (850) 413-9891 Table of Contents

Preface Introduction Chapter 1 General Roles & Responsibilities 1.1 Mission Statement 1.2 Organization Chart 1.3 Roles & Responsibilities 1.3.1 County Housing Coordinator 1.3.2 State Housing Coordinator 1.3.3 Federal Housing Coordinator Chapter 2 Activation as Temporary Housing Coordinators 2.1 Mobilizing as a Disaster Housing Coordinator 2.2 Appearance & Dress 2.3 Recording Hours Worked Chapter 3 Disaster Area Deployment 3.1On-Scene Arrival (Reporting In) 3.2Internal/External Communictions 3.3Emails 3.4Conference Calls Chapter 4 Reports 4.1Situation Report (SITREP) 4.2Incident Action Plan (IAP) Chapter 5 Temporay Housing Task Force Operations

5.1 Task Force Team Responsibilities

5.2 Partners in Disaster Response and Recovery

5.3Operating Principles on Temporary Housing

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 2 of 25 Preface

This field manual, produced by the Florida Division of Emergency Management (FDEM), Disaster Temporary Housing Branch, is intended to serve as a field reference guide to help housing coordinators and incident support personnel while assigned to implement the State Disaster Housing Plan in coordination with the Federal Emergency Management Agency (FEMA) National Housing Strategy. Serving as a ready reference for anyone engaged in field-oriented disaster housing operations, it aims to promote effective coordinated actions towards supporting individuals, households, and communities with returning to self sufficiency as quickly as possible. State Emergency Response Team (SERT), State Other Personnel Services (OPS), and National Emergency Grants (NEGs), temporary personnel, through the use of this manual, will be able to function in the roles and responsibilities inherit in the duties of (1) temporary housing stakeholder liaison (2) disaster housing task force operations leader and (3) Joint Field Office (JFO) reporting and coordination,

Although the methods described in this manual are appropriate for most field conditions and situations, there may be times when modification or expansion of the suggestions and criteria become necessary to fit specific requirements. This manual establishes common guidelines, procedures, and concepts for the collection, collaboration, evaluation, and presentation of disaster temporary housing strategies that will be used in engaging all levels of government, the nonprofit and private sectors, and individuals to collectively meet the urgent housing needs of Florida’s disaster survivors. Introduction

Disaster temporary housing is defined as short term provisions provided to disaster survivors for a specified period of time following the occurrence of fire, flood, storm, or any other catastrophe. The destruction or damage to a residence as the result of a federal disaster which renders it unsafe or livable may qualify the resident to be eligible for Disaster Assistance under FEMA’s Individuals and Households Program (IHP). Applicants may receive assistance in the form of temporary housing, rental assistance, repair/replacement money, replacement housing, transient accommodations, and permanent/semi permanent housing construction which is common only in insular areas or remote locations specified by FEMA, where no other type of housing assistance is possible.

The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) is the law that authorizes Federal assistance when the President declares a State to be a disaster area. Section 408 Federal Assistance to Individuals and Households - Housing Assistance Provision authorizes FEMA to provide direct housing assistance (e.g. manufactured housing), repair assistance and replacement assistance directly to disaster survivors.

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 3 of 25 Chapter 2 Chapter 1 General Roles & Responsibilities

1.1 Mission Statement

Coordinate federal, state and local resources necessary to facilitate the planning, implementation and occupancy of interim disaster housing throughout the four phases of emergency management.

1.2 Organization Chart

Below is a basic organizational chart for the Joint Housing Operations Command (JHOC). It will be comprised of 4 major operational components: (1) the Housing Operations Center (HOC) located at the Joint Field Office (JFO), (2) the Divisional Housing Task Force Operations Teams assigned to the impacted counties, which are further supported by (3) the Housing Planning Section, (4) and the Joint Housing Solutions Center. FEMA State Housing Officer Housing Officer

______Operations Planning Logistics Finance

Divisional Housing Planning Units Joint Housing Task Force Solutions Center -Strategic Plans ______-Situation Tri-Member Teams -Resource County -Documentation State Federal Incident Action Planning GIS

Visual Information Display

County County County County State State State State Federal Federal Federal Federal Disaster Housing Disaster Housing Disaster Housing Disaster Housing Coordination Team Coordination Team Coordination Team Coordination Team #1 #2 #3 #4 Field Manual –Disaster Temporary Housing Declared Counties Florida Division of Emergency Management Page 4 of 25 This organizational structure depicted here determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between the levels of management.

The Disaster Housing Coordination Task Force Operations Team, functioning as one unit, is the link between the county and the JFO. They are the “eyes and ears” on the ground. The team will establish a broad network of local governmental officials and housing stakeholders that will aide in the process to collect information, identify resources, provide information regarding permits and building codes, and help identify housing needs. The data collected will aid in creating a County specific Strategic Housing Plan as well as an overall Statewide Strategic Housing Plan.

1.3 Roles & Responsibilities

2.3.1 County Disaster Temporary Housing Coordinator

Pre-identified by the county or municipality level of government, local coordinators are key members of the tri-member Divisional Housing Coordination Task Force. Persons assigned to coordinate the local disaster temporary housing is responsible for gathering county and municipal-specific information to be collected. Identifying housing options, this person is a conduit with local officials to strategize potential housing solutions and meet the unmet needs. Designees are knowledgeable of local housing capacities, legal requirements, resources, and permitting and building codes. Pre and post disaster duties include:

 Develop/Implement County Disaster Housing Plan

 Collect/Maintain the telephone and addresses of key contacts such as the County Manager, County Emergency Manager, Supervisory Building Inspector, Health Officials, local Volag Agency Representatives, LTRO, etc.

 Chair meetings with stakeholders to develop county strategies and housing solutions

 Database creation and management of commercial or private properties, land, mobile homes and RV parks along with the owners contact information

 Estimator of county temporary housing needs during disaster

 Identify alternate disaster housing solutions

 Identify possible Emergency Group Site (EGS) locations pre and post landfall

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 5 of 25  Expedite county permitting process to facilitate housing operations

 Keep the County informed as to the progress of the housing program.

1.3.2 State Disaster Temporary Housing Coordinator

The state coordinator is a key bridge between the federal and the county level partners. As a member of the Disaster Housing Coordination Task Force Operations Team, this person is responsible to represent the interest of the State’s senior leadership under the direction of the State’s Housing Officer. He/she has the overarching responsibility to engage local governments and human service programs to best meet community needs and identify vulnerable populations. Working in concert with the county and federal agencies, the State Disaster Housing Coordinator duties include:

 Determine via Preliminary Damage Assessments (PDA) housing needs, affected populations, and housing stock

 With county coordinator, determine a common housing requirement picture

 Acquaint community leaders with Housing programs and processes

 Working with the County to resolve permitting and inspection problems

 Key member coordinating participation of state or locally-based nongovernmental stakeholders

 Key conduit of State-wide prerogatives

 Work with utility companies to resolve utility issues in specific areas

 Meet with housing stakeholders to develop housing solutions

 Maintenance of operational status until housing operation is complete

 Coordination of housing strategies, solutions, and resources

 Identify, prioritize, and coordinate housing resource databases

 Maintain focus on overall challenges and issues with the avoidance of organization/individual specific agendas

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 6 of 25 1.3.3 Federal Disaster Temporary Housing Coordinator

Response to emergencies requires effective action from state and local governments, private-sector and voluntary associations, and communities and individuals, as well as support from federal officials. The federal housing coordinator provides federal guidance while working with the local and state government to determine resources to provide temporary housing. Additional mission as responsibilities of the federal housing officer include:

 Help identify County specific concerns and forward these concerns to the Housing Operations Center (HOC)

 Provide federal guidance for what type and format of information needed

 Key member in ensuring information is gathered in the proper timeframe and sent to the JFO HOC

 Key member for following up with local requests for resolution sent via the HOC to the JFO

 Key conduit for assisting with the formulation of the Strategic Housing Plan

 Meet with housing stakeholders to develop housing solutions

 Work with federal partners that may assist with providing housing solutions such as Housing Urban Development (HUD), Department of Agriculture, Veteran Affairs (VA),

Chapter 2 Activation as Temporary Housing Coordinator

2.1 Mobilizing as a Disaster Housing Coordinator

You have been notified that you are assigned to the disaster housing section, now what should you do?

Cadre staffing for the temporary disaster housing section typically consist of workers who are Disaster Reservists, State OPS, and NEG. Employees are assigned intermittently on a temporary basis to coordinate and act as liaisons to inform the citizens and local leaders of available help, to organize meetings to assist informed decisions, and to aid in the process of survivor identification and registration while implementing the disaster temporary housing program. Upon notification that you are activated to the role of Disaster Housing Coordinator (DHC), following orientation, training, and the assignment of equipment, report to the

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 7 of 25 State Housing Officer. Roles, responsibilities, reporting hierarchy, and deployment assignments will be established.

2.2 Appearance and Dress

To present a business-like, professional image to those who we serve and the public, all housing coordinators are required to wear appropriate clothing. The Florida Division of Emergency Management issues shirts bearing the SERT logo, which employees are expected to wear as appropriate. All SERT shirts, jackets, hats, and badgers are only to be worn while working during activation. When off duty civilian clothes should be worn. The SERT logo is a symbol of the state, and as such, you are responsible for maintaining appropriate behavior when representing the state.

Within the JFO, casual to business-style dress is appropriate. Employees should be neatly groomed and clothes should be clean and in good repair.

While deployed and in the field, employees are expected to wear the shirts bearing the SERT logo. Employees should be sensitive to the location and context of their work and should be ready to adjust their dress if the circumstances so warrant.

2.3 Hours & Scheduling Workday

The regularly scheduled workday will be determined by the immediate supervisor and in accordance with (IAW) the protocols established by the Individual Assistance (IA) Branch Director. Employees are required to be present for work during the workday established for them by their supervisor. Your schedule may vary depending on such factors as a decrease in recovery activities, weather, citizen requests for assistance, etc. If you are unsure about expected starting times while deployed, ask your supervisor for clarification. In case of unplanned conditions, schedule change at the last minute, you should contact your supervisor or call into the JFO directly so that staff can relay your emergency/change to your supervisor. The JFO does not generally schedule rest periods or breaks, other than meal breaks, during the workday. For lunch or meals, our policy is:  Field employee meals will be 1 hour

 Office employee meals will be 1 hour.

 The meal period is unpaid.

 All employees are required to take a lunch break and no employee is authorized, without prior supervisory approval, to perform work during the lunch period.

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 8 of 25 2.4 Recording Hours Worked

All hourly employees are required to keep a time sheet. On your time sheet, you must correctly record all hours worked. The time sheet should also include unpaid lunch and breaks. Supervisors will provide you with a time sheet for reporting your hours. Only you are authorized to record your own time. Completed time sheets are due in the office no later than 9:00 a.m. the next day following end of a pay week. At the end of the month you should submit a timesheet capturing work hours for the month.

Chapter 1 Deployment to Disaster Area

3.1 On-Scene Arrival (Reporting In)

When arriving on scene, the first stop is to check in with the Emergency Manager to do introductions. Ask that person if there is space for you to set-up office. Most often they will give you the option of selecting your operating location. If space is not available you have alternative support options for printing and internet access such as Disaster Recovery Centers and other governmental agencies with which you form networking relationships.

Secondly, following meeting with Emergency Manager, establish a working relationship with SERT Disaster Recovery Center Manager, Public Information Officer (PIO), and Community Response Team Leader. At a minimum, coordinate your attendance at the initial meetings held by Community Response and Disaster Recovery Managers to introduce yourself as a SERT Disaster Housing Coordinator.

The scale of a disaster requires different response mechanisms when implementing disaster housing options. The type of housing made available to eligible citizens is contingent upon the availability of resources within the local community. During a federal declaration you may have a direct housing mission (FEMA brings travel trailers/mobile homes) or a mission where available resources are used (rental apartments and homes).

Finally, upon establishing a location to operate from, contact the local county disaster housing coordinator and begin assessing the housing needs relevant to the area of assignment. Discussions will center on the establishment of a task force and the organizing of stakeholders who have resources to house displaced citizens during the housing mission. In many counties Long Term Recovery Organizations (LTRO) are well established and as a coordinator you may be able to coordinate housing on a small scale event through the LTRO partners as many agencies are represented members of this group.

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 9 of 25 3.2 Internal/External Communications

The best-thought-out disaster-recovery plans are inadequate if they don’t include effective means of communicating to emergency operations centers, field offices, emergency responders, citizens, government and non-governmental agencies. As a member of the field operations staff, the primary forms of communications will be emails, conference calls, situation reports, and incident action plans.

Coordination with Federal, state, local, voluntary and other disaster response agencies is vital for the successful implementation of a disaster housing mission and to minimize duplication of efforts and resources. Effective communication with local public and nonprofit agencies providing disaster-related services to the community builds trust and rapport with the local community, and ensures a productive environment that will provide the best possible service to disaster survivors.

Enhancing the communications process amongst agencies (state, local, and federal) can be best achieved through the familiarization of the following documents:

1) Situation Reports (SITREP) 2) Incident Action Plans (IAP) 3) Housing Surveys 4) Preliminary Damage Assessment Pocket Guide 5) FEMA National Housing Strategy 6) State Disaster Housing Plan 7) A guide to Managing Stress in Crisis Response 8) Code of Regulations (CFR) 44 Emergency Management and Assistance 9) Memorandum: Alternate Email Procedures for Continuity of Operations 10) DCA Procedure 1303.1A Telephone Communications Policy 11) DCA Procedure 1117.1 Computer, Software, & Internet Procedures 12) Field Operations Standard Operating Guide 13) Handbook for Disaster Assistance

3.3 Emails

A number of mailing lists provide an ideal method of communication between teams. During an activation of teams, these lists usually receive postings of the situation reports and incident action plans. At least one housing team member should subscribe to each list and forward messages to others on the team. Ideally, every housing coordinator should subscribe individually so they can follow recovery discussions and events.

Setting up an email account:

As a disaster reservist you may be issued a State of Florida email account with “Microsoft Outlook” (see equipment and demobilization policy). “Outlook is the primary resource for electronic communication within Recovery programs.

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 10 of 25 Gmail accounts will serve as the primary email account for non-state employees and as secondary emails for state employees and disaster reservist. Access the main login page at https://www.google.com/accounts/Manage Account to create an account.

Desired login: FIRST.LAST.EM@ ex: john.smith.em or [email protected]

3.4 Conference Calls

Conference calls are the most popular way to gather stakeholders together in a more personified fashion. During a disaster a host of conference calls occur between the emergency operations center, state and county government, Joint Field Office and the field operations staff.

Daily conference calls will be conducted between the housing officer and field operations staff. The purpose of these calls is to gain a better perspective on the disaster event so as to better coordinate agency disaster recovery among the stakeholders providing temporary housing or resources. A schedule of conference calls will provided to coordinators prior to deployment. Updates to the schedule will be provided as necessary.

Specific areas to be addressed during conference calls include:

(1) Significant accomplishments

(2) New or amended tasking or assignment

(3) Critical needs

(4) Task force activity

Conference Call Protocol/General Rules:

 Call will last no more than 1 hour (maximum)

 Callers should be at their phone 5-10 minutes before the appointed time

 Welcome & Participant Roll Call

 Place phones on mute when not speaking

 Participants should identify themselves each time they speak

 Call will be mission-driven, structured, well-coordinated and process oriented so as to effectively strategize housing actions

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 11 of 25  Primary objectives will be stated at the beginning of each call

 Participants will have respect for timeframe, reporting structure, agency, prerogative and uniqueness

 Complex issues worked off-line and reported on

Chapter 2 Reports

The reporting of events advises leadership on critical information occurring during the activation and deployment of personnel during an all hazards event. It can be short or long, and can cover basically anything you think is important in order to give those you are reporting to a clear picture of what is going on. It involves every team member.

Reports in general are assessment tools that assist housing leadership with the ability to acquire housing resources, validate the quality, and ultimately provide the best possible decisions based upon the information provided. Temporary housing coordinators are responsible for information gathering that promotes temporary housing assignment to survivors, regulatory haul and install compliance, and site identification for the placement of temporary housing. Good information gathering, assessment, compilation, and recording will only improve recovery efforts.

There are two types of reports that are essential in the reporting process. They are the Situation Report (SITREP) and the Incident Action Plan (IAP).

4.1 Situation Report (SITREP)

SITREPs can be defined as an update to an existing report, issued as conditions change or events begin to unfold. It describes fact, not conjecture, so it is usually a reliable source of information. Within the Florida Division of Emergency Management, SITREPs function as the official means of interagency communication. SITREP updates are compiled for use in emergency planning and operational activities. The report provides a day-to-day record of issues, solutions, personnel responding, assets being utilized, survivors assisted, etc. Updates include information and graphics gathered from a variety of sources including federal agencies and departments, state and local government, and the news media. During activation, a SITREP template will be provided to you. A SITREP sample is provided below.

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 12 of 25

“This is a sample document”

Disaster Housing Operations SITUATION REPORT January 00, 20xx, Published at 1200 Hours Operational Period: January 00, 20xx 0800 Hrs. – January 00, 20xx 1700 Hrs. ______CURRENT SITUATION Disaster Housing Operations team mobilization in response to a catastrophic event. Task force operations coordinator and technical advisor to the impact area.

“Summarization of the current situation according to assigned areas”

Current Issues: Evacuation of housing areas Task Force Operation Report/Updates Availability and identification of resources Conference Calls Staff Meetings Impact to survivor return Estimated number of families/individuals displaced (actual and anticipated) Shelter Occupancy Structure damages (SFH, Apartments, Mobile Home Parks, etc) New families & structures identified requiring housing Permitting Planning & Zoning Observations/Assistance/Issues Temporary Housing Haul & Install Observations/Assistance/Issues County report on displaced citizens requiring housing Long Term Recovery Organization Concerns/Issues

Unmet Needs: Equipment Concerns not addressed that prevent the accomplishment of mission

Future Concerns: Anticipated impacts (e.g., locations, possible road closures, evacuation) Anticipated transportation needs (e.g, SUV) Other anticipated needs (immediate, long-term)

Field Manual –Disaster Temporary Housing 1 Florida Division of Emergency Management

4.2 Incident Action Plan (IAP)

The IAP is the central tool for planning during a disaster emergency. The IAPs are prepared by the Disaster Housing Coordinator with input from the appropriate stakeholders who are members of the Task Force Housing Operations team.

An Incident Action Plan (IAP) contains general control objectives reflecting the overall incident strategy and specific action plans for the next operational period. The housing task force should develop a unified IAP to be presented to the State Disaster Housing Officer. When all attachments are included, the plan:

 specifies the objectives for the next operational period;

 defines the work assignments for the next operational period, including extracts of site-specific safety messages (Note: the Site Safety Plan is generally a stand-alone document and is not included in the IAP)

 defines the resources needed to accomplish the work order

 depicts how all response personnel are to be organized

 lists radio and telephone communications for all incident personnel

 specifies a medical plan to follow in case of a responder emergency

 identifies resources at risk

Large, more complex incidents require an Incident Action Plan to coordinate activities. The level of detail required in an Incident Action Plan will vary according to the size and complexity of the response. The plan must be accurate and completely transmit the information generated during the planning process.

SAMPLE INCIDENT ACITON PLAN Disaster Housing Operation Incident Action Plan 00 Operational Period: 1900hrs 00 Month 2010 to 0700 hrs 00 Month 2010

Mission: T o i n i t i a t e a n d s u s t a i n S t a t e a c t i o n s a s n e c e s s a r y , s u p p o r t c o u n t y p r o t e c t i v e m e a s u r e s a n d o p e r a t i o n s , s u p p o r t e v a c u a t i o n s i f n e e d e d a n d d i s t r i b u t e i n f o r m a t i o n t o b o t h t h e p u b l i c a n d r e s p o n d e r s .

Areas of Operation: Within Florida’s 67 Counties (state your county of operation)

SERT Activation Level: Level (1, 2, or 3) Situation: Disaster Housing Coordinators responding to an unexpected natural or man-made catastrophe of substantial extent causing significant physical damage or destruction to the homes of citizens. Homes are loss and temporary housing is en-route. General Operating Guidelines On Setting Goals And Objectives Objectives: S e t t i n g o r r e - a f f i r m i n g g o a l s a n d o b j e c t i v e s a t t h e b e g i n n i n g o f e a c h s h i f t i s a t o p p r i o r i t y .

Here are three important guidelines:

1. 1. Goals and objectives must be clearly stated and measurable so that one determinations can be made on how much was accomplished during the current operations shift.

2. 2. Goals and objectives must be attainable given the people, equipment, and supplies available during that operations shift.

3. Goals and objectives must be broad and flexible enough for the Operations Section Chief to achieve them the best way possible. Planning  Provisions for basic human needs (food, water, and supplies for Assumptions sanitation and shelter) may be in short supply or unavailable.  Transportation routes may be blocked for days or weeks  Estimate a large number of residential structures will be  uninhabitable due to wind or fire or flood damage  Volunteers may self-deploy to provide assistance to impacted counties  Destruction may require a large number of residents to move to host communities Issues & Constraints:  Rainfall in the area is slowing progress of damage assessments  Equipment & IT failures  Cold weather impacts to victims and responders

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 15 of 25 Objective 1: Tasks: Responsible Status 1. 2. Take each of the objectives identified under the 3. “General Operating Objectives” and develop tasks 4. associated with accomplishing. 5. 6. Objective 2: Tasks: Responsible Status 1. 2. 3. 4. 5. Objective 3: Tasks: Responsible Status (1. (2. (3. (4. (5. (6. (7. (8. Objective 4: Tasks: Responsible Status 1. 2. 3. 4. 5.

1. 2. 3. 4. 5. 6.

1. 2. 3. 4.

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 16 of 25 Chapter 3

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 17 of 25 Temporary Housing Task Force Operations

5.1 Task Force Team Responsibilities

The housing task force is typically a volunteer or collateral duty coordinated by the Florida Division of Emergency Management. While set up to establish and execute a common housing mission among all stakeholders, it creates a central platform for communicating housing mission information. Task force members take an integrated approach that can provide disaster survivors who lost their homes – temporarily or permanently – a range of options that fit their circumstances and timeframes, and are cost and time-effective to the governments. The success of the housing mission will depend on how mission-critical information and issues can be timely collected, confirmed, and circulated in a format and frequency that are readily accessible, consistent, and useful to all key stakeholders.

The tri-member teams of local, state and federal government agents are designed to provide the JFO and the State immediate and intimate access to the local housing situations, while offering the local governments a conduit to improve contact and collaboration with the state and federal partners. The task force will establish and maintain networks of key local stakeholders and other state and federal presences in their assigned areas to support implementation of the housing mission.

Mission-Critical Information 1 Post event housing damage and needs 2 Local short and long-term housing resources and capacities for recovery 3 Temporary and permanent housing opportunities and obstacles 4 Operational issues surfaced and resolutions applied 5 Housing options and strategies chosen or developed 6 Status of the housing mission’s progress and effectiveness

Representatives that chair or participate as members of the task force must have either the authority or the access to mobilize the resources needed, such as funding, technical support, facility, or expertise.

Checklist: Daily Tasking & Protocol

The table below proposes a list of information that the housing task force at the divisional level. Post recovery work will comprise of ongoing assessment of housing needs, facilitation of local resources, and support to implementation of the disaster housing assistance programs and planning. It is assumed here that PDA has been completed prior to the Disaster Declaration and Damaged Dwelling inspection has begun.

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 18 of 25 Field ManualInformation –Disaster Temporary Requirement Housing Source/ Member Responsible Florida County Division Disaster of Emergency Housing Management Plan County Emergency Manager. Contact list for utilities, codes, permits County Emergency Management and emergency management Website; County Code Enforcement Permitting and inspection code Office guidelines Local policy and preference; and any County other cultural or locally unique issues List of commercial mobile home parks and contact information Potential Housing Resources Confirm post event housing assessment County, State, FEMA strategy, tactics and process Types of post event disaster housing Using data from the PDA and the needs based on field assessment of disaster damaged dwelling inspections as impact on housing and availability of well as input from the county, resources provide assessment of the number of List of damaged subdivisions, dwellings that are destroyed or have congregate care and/or housing facilities major damage. Use the percent of and contact information homes insured from the Human Red Tag Lists Services Operation Plan Continue on Red Tag Lists and other County, State housing damage and assessment work (As the County begins red tagging Report on local housing resources dwellings, the Divisional Housing List of meetings scheduled Coordinator forwards this information) Updates on Shelter conditions ARC, County, State, FEMA Critical unmet needs Continue housing needs assessment and County, State, FEMA network building Forward any County Housing issues; Code Enforcement, County continue to refine the housing needs. Work Administrator with the County and State to resolve permitting issues. Updates on Shelter conditions Updates on which communities remain closed to residents returning Updates on local plans for extended sheltering, temporary housing needs (if any)

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 19 of 25 5.2 Partners in Disaster Response and Recovery

 Florida Division of Emergency Management

The State Emergency Management Agency is responsible for developing plans for responding to emergencies in the state and identifying and coordinating resources to assist in responding to and recovering from disasters or emergencies in the state. Local/county Emergency Managers act in accordance with the State Division of Emergency Management.

 Volunteer Agency Liaison

The liaison coordinates with the State/Local VOAD in information exchange and identification of resources. Donations Management personnel also work closely with the Voluntary Agency Liaison.

 Federal Emergency Management Agency (FEMA)

In a Federal Declared disaster, FEMA coordinates resources required to assist the Local and State authorities in responding to and recovering from the disaster. Agency will also assist in developing plans and training for emergency preparedness.

 American Red Cross (ARC)

Work closely with local/state/federal EMA staff in planning and preparedness for disaster response. The ARC can assist in the following manner:

. Can provide damage assessment, emergency shelters, and emergency communications

. Distributes emergency supplies (i.e. personal care kits, clean-up kits)

. Provides for feeding victims and emergency workers at both stationary and fixed sites

. Responds to disaster welfare inquiries and provides information services . Provides emergency financial assistance for food, clothing, rent, bedding, selected furnishings, medical needs, temporary home repairs, occupational supplies, and other essentials on an individual or family basis

 Long Term Recovery Organizations (LTROs) LTROs help affected families to develop a plan and receive adequate assistance for their recovery. The committee is a working group with decision making authority where all participating organizations are equal partners. Its composition includes representatives from disaster response and recovery agencies.

The mission is to strengthen area-wide disaster coordination by sharing information, simplifying client access, and jointly resolving cases with unmet needs.

 Inter-faith

Faith-based Organizations who come together in specialized roles in disaster response.

. May provide casework oriented toward a unique client base

. May provide service and assistance to individuals and families that do not qualify for local/state/federal assistance

. Separate from LTRC but representatives may serve on the LTRC.

 Other Partners – Governmental/Nongovernmental

There are many agencies who work in conjunctions with disaster response and recovery in a Presidential declared disaster. There are four areas of focus during the recovery process. They are (1) temporary and long term housing, (2) Financing for Housing Repairs & Recovery, (3) community support services, and (4) infrastructure recovery. Partnerships from each of these groups are define below:

. Temporary & Long-Term Housing

Facilitate both temporary and long-term housing solutions development and delivery by enabling laws/regulations/policies, expediting resources, increasing efficiency, and exploring alternatives.

(1) State Government Designees (2) Federal Emergency Management Agency (FEMA)

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 21 of 25 (3) Housing & Urban Development (HUD) (4) US Department of Agriculture – Rural Development (USDA-RA) (5) White House Task Force on Housing (6) DHS Private Sector Office (DHS-PSO) (7) National Voluntary Organization Active in Disaster (NVOAD) (8) American Red Cross (USA-ARC) (9) US Chamber of Commerce (1) Home Depot & Lowes (2) National Association of Realtors (NAR) (3) National Association of Homebuilders (NAHB) (4) Manufactured Housing Institute (MHI) (5) Modular Building Systems Association (MBSA) (6) Mennonites Disaster Services (1) US Army Corps of Engineers (USACE) (2) US Dept of Veterans Affairs (VA) (3) Local Housing Authorities (4) Real Estate Roundtable (RER) (5) American Hotel & Lodging Association (AH&LA) (6) Habitat for Humanity (7) American Planning Association (APA) (8) International City/County Management Association (ICMA) (9) Florida-Caribbean Cruise Association (F-CCA) (10) The National Affordable Housing Management Association (NAHMA) (11) State Government Designees

. Financing for Housing Repairs & Recovery

. Innovate individual home financing packages using government, commercial, and donated assets to facilitate individual home repairs and constructions

. Develop a funding strategy to identify, allocate, generate, combine, and leverage funds – both public and private - that can be made available for rehousing mission (i.e., municipal bonds, charitable private donations)

Charitable Foundations (Note: they are significant but often overlooked partners)

(1) Fannie Mae (2) Freddie Mac

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 22 of 25 (3) National Association of Housing & Redervelopment Officials (NAHRO) (4) Neighborhood Reinvestment Corporation (5) Small Business Administration (SBA) (6) USDA – Rural Development (7) State Government Designees (8) American Bankers Association (ABA) & state counterparts (2) Mortgage Bankers Association (MBA) & state counterparts (3) Credit Union National Association (CUNA) & state chapters (4) Independent Community Bankers of America (ICBA) (5) Economic Development Administration (EDA) (6) Housing & Urban Development (HUD) (7) American Insurance Association (AIA)

. Community Support Services

Facilitate jobs and business training and development, health and human services, and education and recreational services

Facilitate the re-formation and/or emergence of community structures

(1) LA & MS Departments of Social Services (2) US Dept of HHS (3) US Dept of Labor (DOL) and state counterparts (4) State Department Bureau of Population, Refugees and Migration (5) National Voluntary Organizations Active in Disaster (NVOAD) (6) American Red Cross (USA - ARC) (7) State Department of Social Services (8) Salvation Army (9) State Government Designees (10) United Jewish Communities (11) Church World Services (12) Southern Baptists (13) Lutheran Social Services (14) Refugee Council USA (15) Urban League (16) NAACP (17) US Dept of Education and state counterparts (18) American Federation of Teachers (19) Local Universities

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 23 of 25 . Infrastructure Recovery

Focus on facilitating best solutions in the areas of transportation, energy, and telecommunication

(1) US DOT & state counterparts (2) US Dept of Energy & state counterparts (3) Telecommunication companies (phones & cables) (4) Microsoft (5) Apple Computer (6) Port Authorities (7) Air Transportation (8) State Government Designees

5.3 Operating Principles on Temporary Housing

Disaster Housing Cycle

Preparedness Mitigation = = Evacuations & Planning Sheltering

Recovery Response = = Rebuilding Interim

Field Manual –Disaster Temporary Housing Florida Division of Emergency Management Page 24 of 25 The Joint Housing Solutions Center (JHSC) supports the disaster housing mission in its various phases. It is vital that disaster housing coordinators become familiar with FEMA’s Disaster Housing Mission, understand the underlying principles that guide its approach:

1. Bypassing temporary housing Bypass temporary housing if feasible by assisting displaced survivors to return directly and immediately back to some form of permanent homes whenever opportunities are available. Although the disaster housing mission shows 3 phases (from sheltering to temporary housing to permanent housing), this must not be interpreted to mean that all displaced survivors must progress from one stage to another. Instead, the focus will be and has been to assist displaced survivors back to permanent housing through their private resources and some levels of public support (for example, the FEMA IHP Program) in repairing, reconstructing or relocating their permanent homes; and temporary housing is to be provided only if immediate and direct return to permanent housing is not possible. The Resource Group can help achieve this goal by facilitating private and governmental resources such as rental units (i.e., from the Apartment Associations), voluntary labor (Habitat for Humanity or the Mennonites), and financial advices and assistance (Fannie Mae, HUD, Community Development Block Grant (CDBG), and State Housing Initiatives Partnership (SHIP) program.

2. Shorten the Duration If temporary housing is necessary, it is and has been the goal to minimize its duration whenever possible. This means helping the disaster survivor in rebuilding or relocating their permanent homes quickly. Again, the Resource Group can assist in this matter as discussed under the First Principle above.

3. Minimizing the Disruptions This means minimizing the number of times a displaced family must move from one place to another under the temporary housing phase, which can disrupt the family’s recovery effort to regaining stability and normalcy. This is sometimes difficult to avoid due to the difficulty in finding or creating longer term resources. Through applicant interviews and dwelling damage inspections, families can be grouped based upon the maximum length of time it would take for their homes to be rebuilt, to which they can then be provided on the first instance resources that meet those maximum needs. For instance, anyone needing temporary housing for 60 days or less may only require hotel lodging rather than a travel trailer, thus allowing focus to be placed on commercial park sites or other longer term rental units for those who may require 90 days to 18 months of assistance. Again, the Resource Group can help this matter by facilitating, categorizing and quantifying resources based on their maximum length of availability.