National Recovery Framework

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Page II
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lxperience vith recent disaster recovery
efforts highlights the need for additional
guidance, structure and support to improve
hov ve as a :ation address recovery
challenges. 1his experience prompts us to
better understand the obstacles to disaster
recovery and the challenges faced by
communities that seek disaster assistance.
1he !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16
is a guide to promote effective recovery,
particularly for those incidents that are large-
scale or catastrophic.
1he :Dll provides guidance that
enables effective recovery support to
disaster-impacted tates, 1ribes and local
jurisdictions. lt provides a flexible structure
that enables disaster recovery managers
to operate in a unified and collaborative
manner. lt also focuses on hov best to
restore, redevelop and revitalize the health,
social, economic, natural and environmental
fabric of the community and build a more
resilient :ation.
1he :Dll defines.
Core recovery 7,$&.$7'+*
-%'+* "&8 ,+*7%&*$9$'$#$+* of recovery
coordinators and other stakeholders
A .%%,8$&"#$&: *#,;.#;,+ that facilitates
communication and collaboration among
all stakeholders
Guidance for pre- and post-disaster
recovery 7'"&&$&:
1he overall 7,%.+** by vhich communities
can capitalize on opportunities to rebuild
stronger, smarter and safer

1hese elements improve recovery support
and expedite recovery of disaster-impacted
individuals, families, businesses and
communities. While the :Dll speaks to all
vho are impacted or othervise involved in
disaster recovery, it concentrates on support
to individuals and communities.

1he :Dll introduces four nev concepts and
terms.
lederal Disaster lecovery Coordinator
(lDlC)
tate or 1ribal Disaster lecovery
Coordinators (DlC or 1DlC)
local Disaster lecovery managers
(lDlm)
lecovery upport lunctions (lls)
1he lDlC, DlC, 1DlC and lDlm provide
focal points for incorporating recovery
considerations into the decisionmaking
process and monitoring the need for
adjustments in assistance vhere necessary
and feasible throughout the recovery process.
1he lls are six groupings of core recovery
capabilities that provide a structure to
facilitate problem solving, improve access
to resources, and foster coordination among
56 7879:;<=7 >:??@-A 6
EXECUTIVE SUMMARY
9B@C;7-
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EXECUTIVE SUMMARY
tate and lederal agencies, nongovernmental
partners and stakeholders. lach ll has
coordinating and primary lederal agencies
and supporting organizations that operate
together vith local, tate and 1ribal
government officials, nongovernmental
organizations (:GOs) and private sector
partners. 1he concepts of the lDlCs, DlCs,
1DlCs and lls are scalable to the nature
and size of the disaster.
1he :Dll aligns vith the !"#$%&"' -+*7%&*+
1,"2+3%,4 5!-16. 1he :ll primarily
addresses actions during disaster response.
like the :ll, the :Dll seeks to establish
an operational structure and to develop a
common planning framevork. 1he :Dll
replaces the :ll lmergency upport
lunction 41+ (ll 41+) - long-1erm
Community lecovery. ley ll 41+ concepts
are expanded in the :Dll and include
recovery-specific leadership, organizational
structure, planning guidance and other
components needed to coordinate continuing
recovery support to individuals, businesses
and communities.
lundamentally, the :Dll is a construct to
optimally engage existing lederal resources
and authorities, and to incorporate the
full capabilities of all sectors in support
of community recovery. 1he effective
implementation of the :Dll, vhether or
not in the context of a -%9+,# <= >#"??%,8 )$*"*#+,
-+'$+? "&8 @2+,:+&.0 A**$*#"&.+ A.# 5>#"??%,8 A.#6
declaration, requires strong coordination
across all levels of government, :GOs
and the private sector. lt also requires an
effective, accessible public information
effort so that all stakeholders understand
the scope and the realities of recovery. 1he
:Dll provides guidance to assure that
recovery activities respect the civil rights and
civil liberties of all populations and do not
result in discrimination on account of race,
color, national origin (including limited
lnglish proficiency), religion, sex, age or
disability. Understanding legal obligations
and sharing best practices vhen planning and
implementing recovery strategies to avoid
excluding groups on these bases is critical.
1he :Dll is a guide to promote effective
recovery. lt is a concept of operations and
not intended to impose nev, additional
or unfunded net resource requirements
on lederal agencies. As responsibilities,
capabilities, policies and resources expand or
change, the :Dll vill be revised as needed
to ensure that it continues to provide a
common and adaptable approach to
disaster recovery.
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1he !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16
describes the concepts and principles
that promote effective lederal recovery
assistance. lt identifies scalable, flexible and
adaptable coordinating structures to align
key roles and responsibilities. lt links local,
tate, 1ribal and lederal governments, the
private sector and nongovernmental and
community organizations that play vital roles
in recovery. 1he :Dll captures resources,
capabilities and best practices for recovering
from a disaster. lt recognizes that significant
challenges confront all recovery efforts, from
a relatively localized incident to a large-scale
disaster that demands substantial resources.
lmportantly, the :Dll is intended to address
disasters of all kinds and sources, vhether
it is a major lresidentially-declared disaster
or a non-lresidentially declared incident.
1he :Dll is a companion document to
the !"#$%&"' -+*7%&*+ 1,"2+3%,4 5!-16 and is
supported by the ongoing development of
detailed operational, management, field
guidance and training tools.
ln eptember 2009, lresident Larack
Obama charged the U.. Department
of lomeland ecurity (Dl) and the
U.. Department of lousing and Urban
Development (l U D) to establish a long-
1erm Disaster lecovery Working Group
(the Working Group). Composed of more
than 20 lederal departments, agencies and
offices, the Working Group vas asked to
develop operational guidance for recovery
organizations, vhich resulted in the creation
of the :Dll, and to make recommendations
for improving the :ation`s approach to
disaster recovery.
During the fall of 2009, Dllederal
lmergency management Agency (llmA)
and lUD sponsored outreach sessions in
each of llmA`s ten regions and stakeholder
forums in five cities across the country. 1he
objective vas to offer stakeholders from a
vide array of organizations and backgrounds
the opportunity to provide up-front
comments to the Working Group on vays to
strengthen disaster recovery. DlllmA and
l U D also organized discussion roundtables
vith professional associations and academic
experts. 1he Working Group created a Web
portal, vhich enabled a large and diverse
group of stakeholders to provide comments
into the development of the :Dll. Over
six hundred stakeholders representing local,
tate, 1ribal and lederal governments, as vell
as public and private sector organizations
from across the :ation contributed more
than six thousand comments.
1he :Dll reflects as core principles nine
significant themes and recommendations that
emerged from these stakeholder outreach
efforts. 1hese principles are.
lndividual and lamily lmpoverment.
leadership and local lrimacy.
lre-Disaster lecovery llanning.

56 7!8-9):;879!6
INTRODUCTION
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lartnerships and lnclusiveness.
lublic lnformation.
Unity of lffort.
1imeliness and llexibility.
lesilience and ustainability.
lsychological and lmotional lecovery.
Luilt as a document to forge a common
understanding of roles, responsibilities and
resources available for effective recovery, the
:Dll is designed for anyone vho is involved
in disaster recovery. ley concepts in the
document are the need for.
@#,A.#A,+ lrovided by lecovery
upport lunctions (lls).
B+"C+,*D$E lrovided locally and
strengthened through support by
the tate or 1ribal Disaster lecovery
Coordinator (DlCs or 1DlCs), local
Disaster lecovery managers (lDlms),
lls, private sector and nongovernmental
organization (: G O) leaders, and vhen
needed, the lederal Disaster lecovery
Coordinator (lDlC).
>'"&&$&F Developed during both pre-
and post-disaster phases.
1hese concepts are explained and developed
in the :Dll. When combined vith the full
involvement of all stakeholders, along vith
realistic and vell-communicated expectations
of desired outcomes, the concepts constitute
the building blocks for a successful recovery.
1he :Dll and supporting guidance and
tools that follov its publication form the
framevork of a national disaster
recovery strategy.
INTRODUCTION
Page 5
!"#$%&"' )$*"*#+,
-+.%/+,0 1,"2+3%,4
1he !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16
defines hov lederal agencies vill more
effectively organize and operate to utilize
existing resources to promote effective
recovery and support tates, 1ribes and other
jurisdictions affected by a disaster. lt is also
vritten for a larger audience of non-lederal
Government executives, private sector and
nongovernmental organization (: G O)
leaders, emergency managers, community
development professionals and disaster
recovery practitioners
1
.
lecovery begins vith pre-disaster
preparedness and includes a vide range of
planning activities. 1he :Dll clarifies the
roles and responsibilities for stakeholders
in recovery, both pre- and post-disaster. lt
recognizes that recovery is a continuum and
that there is opportunity vithin recovery. lt
also recognizes that vhen a disaster occurs,
it impacts some segments of the population
more than others.
1he ability of a community to accelerate the
recovery process begins vith its efforts in
pre-disaster preparedness, mitigation and
recovery capacity building. 1hese efforts
result in a resilient community vith an
improved ability to vithstand, respond
to and recover from disasters. 1imely
decisions in response to disaster impacts can
significantly reduce recovery time and cost.
1he :Dll describes key principles and
steps for community recovery planning
and implementation. lt promotes a process
in vhich the impacted community fully
engages and considers the needs of all its
members. A key element of the process is
that the impacted community assumes the
leadership in developing recovery priorities
and activities that are realistic, vell-planned
and clearly communicated.

1he :Dll advances the concept that recovery
encompasses more than the restoration of a
community`s physical structures to its pre-
disaster conditions. Of equal importance is
providing a continuum of care to meet the
needs of the affected community members
vho have experienced the hardships of
financial, emotional or physical impacts
as vell as positioning the community to
meet the needs of the future. 1he :Dll
also highlights the importance of disaster
recovery activities that promote sustainability
practices. 1hese practices may reduce
community vulnerability to recurrent
disasters. meeting these various needs
through strengthening the health and
human services, social fabric, educational
system, environmental sustainability, cultural
resources and economic vitality serves to
enhance the overall resiliency of the entire
community as the recovery progresses.
-5678-956
1he !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16
is a guide to promote effective recovery
it is a concept of operations and not
PURPOSE OF THE FRAMEWORK
:; <8-<765 71 =>5 1-?@5A7-B;
9>?<=5-
1.
The NDRF is not intended to, and does not, create any right or
beneht, substantive or procedural, enforceable at law or in equity,
by any party against the United States, its departments, agencies,
or entities, its ofhcers, employees, or agents, or any other person.
footnote
End of footnote.
655 177=!7=5
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 6
intended to impose nev, additional or
unfunded net resource requirements on
lederal agencies. lnstead, the :Dll aims
to leverage and concentrate the effects of
existing lederal resources, programs, projects
and activities through an organization
of lecovery upport lunctions (lls) to
promote effective recovery for affected
communities before and after disaster
strikes. 1he :ational Disaster lecovery
llanning (:Dll) Division at lederal
lmergency management Agency (llmA)
leadquarters facilitates and coordinates
ll activities and recovery planning at
the national level. lach ll coordinating
agency vill commit to designating a senior
level principal to serve as the ll national
coordinator, provide significant engagement
and management for the ll, and ensure
ongoing communication and coordination
betveen the primary agencies and support
organizations for the lls. 1he ll national
coordinator also ensures coordination
and communication betveen the lederal
agencies and corresponding local, tate and
1ribal authorities and nongovernmental and
private-sector organizations throughout the
preparedness, response and recovery phases
of a disaster.
1he :Dll is not intended to increase overall
lederal agency activity in support of recovery
planning during steady-state. Accordingly,
lederal agencies vith :Dll roles and
responsibilities shall fund the costs arising
from those responsibilities out of their base
budgets and staffing levels, and, except as
noted above, shall only support steady-state
:Dll activities subject to available resources.
1he operational costs of lederal recovery
programs vill continue to be borne by
agencies from appropriations made for such
purposes, except for those expenses
authorized for reimbursement under the
-%7+,# 89 :#";;%,< )$*"*#+, -+'$+; "&< =2+,>+&.0
?**$*#"&.+ ?.# 5:#";;%,< ?.#6 or as othervise
provided by lav.
?<<CD9?EDCD=F;
8@+ !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16
applies to all lresidentially-declared major
disasters though not all elements vill be
activated for every declared incident. many
of its concepts and principles are equally
valid for non-declared incidents that have
recovery consequences. 1he core concepts as
vell as the lecovery upport lunction (ll)
organizing structures outlined in the :Dll
may be applied to any incident regardless
of vhether or not it results in a lresidential
disaster declaration.
imilar to hov the !"#$%&"' -+*A%&*+ 1,"2+3%,4
5!-16 is the overarching interagency response
coordination structure for both -%7+,# 89
:#";;%,< )$*"*#+, -+'$+; "&< =2+,>+&.0 ?**$*#"&.+ ?.#
5:#";;%,< ?.#6 and non-tafford Act incidents,
the :Dll vill provide the overarching
interagency coordination structure for the
recovery phase for tafford Act incidents, and
elements of the framevork may also be used
for significant non-tafford Act incidents. lor
example, the lederal response to an oil pill
of :ational ignificance, as defined under
the !"#$%&"' B$' "&< C"D",<%E* :E7*#"&.+* F%''E#$%&
G%&#$&>+&.0 F'"&, more commonly knovn as
the !"#$%&"' G%&#$&>+&.0 F'"& 5!GF6, may be
managed under the :Cl vithout a tafford
Act declaration. llements of the :Dll
also may be activated as needed to provide
coordinated lederal recovery assistance. 1he
response to the 2010 Deepvater lorizon
Oil pill vas an example of an oil pill of
:ational ignificance that vas managed
under the :Cl, and further supplemented by
additional lederal recovery assistance.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 7
-5C?=D7!6>D< =7 =>5
!?=D7!?C -56<7!65
1-?@5A7-B;
1he focus of the !"#$%&"' -+*A%&*+ 1,"2+3%,4
5!-16 is the response actions as vell as
the short-term recovery activities that
immediately follov or overlap those actions.
1he !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16
does not speak to these short-term activities
such as life saving, life sustaining, property
protection and other measures intended
to neutralize the immediate threat to life,
environment and property, as vell as to
stabilize the community. lovever, these
activities influence recovery activities,
necessitating the need for a structure to
consider and advise on recovery implications
during the early phases of incident
management. 1he :Dll provides the tools
to encourage early integration of recovery
considerations into the response phase
operations.
As response, short-term and intermediate
recovery activities begin to vind dovn,
recovery needs gradually take on a more
critical role. 1he core principles and
organizational constructs introduced in the
:Dll coexist vith the :ll and build upon
its organizational structure and resources to
more effectively address recovery needs. 1he
:ll fully transitions to the :Dll vhen the
disaster-specific mission objectives of the
lmergency upport lunctions (lls) are met
and all lls demobilize.
1ogether, the :Dll and the :ll provide
the doctrine and guidance to implement the
response and recovery aspects of the !"#$%&"'
C%2+'"&< :+.E,$#0 :#,"#+>0 5HIIJ6. ln addition,
the !"#$%&"' K&;,"*#,E.#E,+ F,%#+.#$%& F'"& 5! K F F6
and the G,$#$."' K&;,"*#,E.#E,+ "&< L+0 -+*%E,.+*
5G K L -6 ?&&+M to the :ll provide a bridge
betveen steady-state C l l l protection and
response and recovery programs designed
to support the maintenance and restoration
of the :ation`s C l l l. 1hese documents
incorporate and adopt the central tenets of
the !"#$%&"' K&.$<+&# N"&">+2+&# :0*#+2 5! K N :6
and support the primacy of local, tate and
1ribal governments in preparing for and
managing the response and recovery from
natural and human-caused disasters.
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1he !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16
vill be revised as the :ational lreparedness
ystem is further developed and the
lrevention, lrotection, mitigation and
lesponse lramevorks are completed or
updated to ensure that actions taken in the
:Dll are coordinated vith relevant actions
described in the other framevorks across
the preparedness spectrum. ln addition,
core recovery capabilities vill be further
defined as interagency operational plans and
planning guidance documents are developed
to support the :Dll as part of the :ational
lreparedness ystem.
-597G5-F 97!=D!88@;
1he recovery process is best described as
a sequence of interdependent and often
concurrent activities that progressively
advance a community tovard a successful
recovery. lovever, decisions made and
priorities set early in the recovery process
by a community vill have a cascading effect
on the nature and speed of the recovery
progress. ligure 1 indicates hov response
and recovery functions are related in
example sectors.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
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1his recovery continuum describes overlapping recovery
activities by phase.
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1he !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16
is guided by nine core principles that, vhen
put into practice, maximize the opportunity
for achieving recovery success.

9!)9A9)@>: >!) 1>D9:B
7D86E7-D7!<C
All community members must have equal
opportunity to participate in community
recovery efforts in a meaningful vay. Care
must be taken to assure that actions, both
intentional and unintentional, do not exclude
groups of people based on race, color,
national origin (including limited lnglish
proficiency), religion, sex or disability.
Care must be taken to identify and eradicate
social and institutional barriers that hinder
or preclude individuals vith disabilities
and others in the community historically
subjected to unequal treatment from full and
equal enjoyment of the programs, goods,
services, activities, facilities, privileges,
advantages and accommodations provided.
A successful recovery is about the ability of
individuals and families to rebound from
their losses in a manner that sustains their
physical, emotional, social and economic
vell-being. 1he restoration of infrastructure
systems and services is critical during
recovery. lt is vital that all individuals vho
make up the community are provided vith
the tools to access and use a continuum
of care that addresses both the physical
losses sustained and the psychological and
emotional trauma experienced.
:7>)7-;=98 >!) :65>: 8-9D>5BC
uccessful recovery requires informed and
coordinated leadership throughout all levels
of government, sectors of society and phases
of the recovery process. lt recognizes that
local, tate and 1ribal governments have
primary responsibility for the recovery of
their communities and play the lead role
in planning for and managing all aspects
of community recovery. 1his is a basic,
underlying principle that should not be
overlooked by tate, lederal and other

FC 56-7 8-9!598:7;C
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CORE PRINCIPLES
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disaster recovery managers. tates act in
support of their communities, evaluate
their capabilities and provide a means of
support for overvhelmed local governments.
1he lederal Government is a partner and
facilitator in recovery, prepared to enlarge
its role vhen the disaster impacts relate to
areas vhere lederal jurisdiction is primary
or affects national security. 1he lederal
Government, vhile acknovledging the
primary role of local, tate and 1ribal
governments, is prepared to vigorously
support local, tate and 1ribal governments
in a large-scale disaster or catastrophic
incident.
8-7N)9;>;<7- -756A7-B
8:>!!9!?C
1he speed and success of recovery can be
greatly enhanced by establishment of the
process and protocols prior to a disaster for
coordinated post-disaster recovery planning
and implementation. All stakeholders
should be involved to ensure a coordinated
and comprehensive planning process,
and develop relationships that increase
post-disaster collaboration and unified
decisionmaking. Another important objective
of pre-disaster recovery planning is to take
actions that vill significantly reduce disaster
impacts through disaster-resilient building
practices. 1he :Dll strongly encourages
innovation among the tates, 1ribes,
localities, and the private sector in vorking
together to identify tate, 1ribal and locally-
generated tools and resources, pre-disaster,
that vill serve to support and sustain disaster
mitigation and recovery efforts.
8>-<!7-;=98; >!)
9!5:@;9A7!7;;C
lartnerships and collaboration across
groups, sectors and governments promote
a successful recovery process. lartnerships
and inclusiveness are vital for ensuring that
all voices are heard from all parties involved
in disaster recovery and that all available
resources are brought to the table. 1his is
especially critical at the community level
vhere nongovernmental partners in the
private and nonprofit sectors play a critical
role in meeting local needs. lnclusiveness
in the recovery process includes individuals
vith disabilities and others vith access and
functional needs, advocates of children,
seniors and members of underserved
populations. ensitivity and respect for social
and cultural diversity must be maintained
at all times. Compliance vith equal
opportunity and civil rights lavs must also
be upheld.
8@Q:95 9!16-D><96!C
Clear, consistent, culturally appropriate
and frequent communication initiatives
promote successful public information
outcomes. 1hese incorporate a process that
is inclusive and ensures accessibility to all,
including those vith disabilities, persons
vho are deaf or blind and those vith limited
lnglish proficiency. lublic information
messaging helps manage expectations
throughout the recovery process and
supports the development of local, tate
and 1ribal government communications
plans. 1his ensures stakeholders have a
clear understanding of available assistance
and their roles and responsibilities, makes
clear the actual pace, requirements and time
needed to achieve recovery, and includes
information and referral help lines and
vebsites for recovery resources.
CORE PRINCIPLES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
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@!9<B 61 7116-<C
A successful recovery process requires unity
of effort, vhich respects the authority and
expertise of each participating organization
vhile coordinating support of common
recovery objectives. Common objectives are
built upon consensus and a transparent and
inclusive planning process vith clear metrics
to measure progress.
<9D7:9!7;; >!) 1:7P9Q9:9<BC
A successful recovery process upholds
the value of timeliness and flexibility in
coordinating and efficiently conducting
recovery activities and delivering assistance.
lt also minimizes delays and loss of
opportunities. 1he process strategically
sequences recovery decisions and promotes
coordination, addresses potential conflicts,
builds confidence and ovnership of the
recovery process among all stakeholders,
and ensures recovery plans, programs,
policies and practices are adaptable to
meet unforeseen, unmet and evolving
recovery needs.
-7;9:97!57 >!) ;@;<>9!>Q9:9<BC
A successful recovery process promotes
practices that minimize the community`s risk
to all hazards and strengthens its ability to
vithstand and recover from future disasters,
vhich constitutes a community`s resiliency.
A successful recovery process engages in
a rigorous assessment and understanding
of risks and vulnerabilities that might
endanger the community or pose additional
recovery challenges. 1he process promotes
implementation of the !"#$%&"' 7&8,"*#,9.#9,+
:,%#+.#$%& :'"& 5!7 : :6 risk management
framevork to enhance the resilience and
protection of critical infrastructure against
the effects of future disasters. lesilience
incorporates hazard mitigation and land use
planning strategies, critical infrastructure,
environmental and cultural resource
protection, and sustainability practices to
reconstruct the built environment, and
revitalize the economic, social and natural
environments.
8;B5=6:6?95>: >!)
7D6<96!>: -756A7-BC
A successful recovery process addresses the
full range of psychological and emotional
needs of the community as it recovers from
the disaster through the provision of support,
counseling, screening and treatment vhen
needed. 1hese needs range from helping
individuals to handle the shock and stress
associated vith the disaster`s impact and
recovery challenges, to addressing the
potential for and consequences of individuals
harming themselves or others through
substance, physical and emotional abuses.
uccessful recovery acknovledges the
linkages betveen the recovery of individuals,
families and communities.
CORE PRINCIPLES
Page 12
Page 13
!"#$%&"' )$*"*#+,
-+.%/+,0 1,"2+3%,4
lach community defines successful
recovery outcomes differently based on
its circumstances, challenges, recovery
vision and priorities. One community may
characterize success as the return of its
economy to pre-disaster conditions vhile
another may see success as the opening of
nev economic opportunities. Although no
single definition fits all situations, successful
recoveries do share conditions in vhich.
1he community successfully
overcomes the physical, emotional and
environmental impacts of the disaster.
lt reestablishes an economic and social
base that instills confidence in the
community members and businesses
regarding community viability.
lt rebuilds by integrating the functional
needs of all residents and reducing its
vulnerability to all hazards facing it.
1he entire community demonstrates a
capability to be prepared, responsive, and
resilient in dealing vith the consequences
of disasters.

lecovery is more than the community`s
return to pre-disaster circumstances,
especially vhen the community determines
that these circumstances are no longer
sustainable, competitive or functional as
shovn by the community`s post-disaster
condition. A successful recovery in this case
may include a decision to relocate all or
some portion of the community assets and
restoration of the affected area to a more
natural environment. ln these circumstances,
the community recovery decisionmaking is
informed by evaluating all alternatives and
options and avoiding simple rebuilding or
reconstructing of an area that continues to be
vulnerable.
15678-9 81 5 9:66;991:<
-;68=;->?
lxperience shovs that the presence of certain
factors in a community can help ensure a
successful recovery.
@? 56AB;=B!C )B9597;- -;68=;->?
ACHIEVING DISASTER RECOVERY
6A5D7;-
E+F$& *$G+ #+H# E%H?
9:66;99 15678-9?
;II+.#$/+ )+.$*$%&2"4$&F "&G
6%%,G$&"#$%&?
B&#+F,"#$%& %I 6%22J&$#0
-+.%/+,0 D'"&&$&F D,%.+**+*?
K+''L2"&"F+G -+.%/+,0?
D,%".#$/+ 6%22J&$#0
;&F"F+2+&#M DJE'$. D",#$.$N"#$%&
"&G DJE'$. 53",+&+**?
K+''L"G2$&$*#+,+G 1$&"&.$"'
5.OJ$*$#$%&?
8,F"&$P"#$%&"' 1'+H$E$'$#0?
-+*$'$+&# -+EJ$'G$&F?
;!) 9B); 7;Q7 R8Q?
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 14
;11;67B=; );6B9B8!S5TB!C 5!)
688-)B!57B8!?
lecovery leadership defines roles and
responsibilities for all stakeholders.
Lusinesses, nonprofits and local
community leadership examine recovery
alternatives, address conflicts and make
informed and timely decisions that
best achieve recovery of the impacted
community.
Organizations providing leadership
or assistance for recovery establish
metrics for tracking progress, ensuring
accountability and reinforcing realistic
expectations among stakeholders.
Governments, voluntary, faith-based
and community organizations provide
assistance to track progress, ensure
accountability and make adjustments to
ongoing assistance.
B!7;C-57B8! 81 68SS:!B7>
-;68=;-> D<5!!B!C D-86;99;9?
Communities engage in pre-disaster
recovery planning and other recovery
preparedness, mitigation and community
resilience-building vork.
lndividual, business and community
preparation and resilience-building
provide a foundation for recovery plans
that improve the speed and quality of
post-disaster recovery decisions.
1he public-private partnership under the
!"#$%&"' )&*+",#+-.#-+/ 0+%#/.#$%& 0'"& 1! ) 0 02
facilitates broad coordination and
information sharing among all levels of
government and private sector ovners
and operators of critical infrastructure.
1he community develops processes and
criteria for identifying and prioritizing
key recovery actions and projects.
1he community`s recovery leadership
creates an organizational framevork
involving key sectors and stakeholders to
manage and expedite recovery planning
and coordination.
lecovery authorities revise existing
local and tate level emergency response
contingencies to include recovery
planning best practices and other
preparedness, mitigation and community
resilience-building vork.
K;<<LS5!5C;) -;68=;->?
Well-established, pre-disaster
partnerships at the local, tate, 1ribal
and lederal levels, including those vith
the private sector and nongovernmental
organizations (:GOs), help to drive a
successful recovery.
lecovery stakeholders leverage and
coordinate disaster and traditional
public and :GO assistance programs to
accelerate the recovery process and avoid
duplication of efforts.
Communities seek out, interface and
coordinate successfully vith outside
sources of help, such as surrounding
governments, foundations, universities,
nonprofit organizations and private
sector entities a key element in rapid
recovery.
leadily available surge staffing and
management structures support the
increased vorkload during recovery,
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 15
such as code enforcement, planning,
communications, grant-vriting
and management.
lecovery leadership establishes
guidance, including the shift of roles and
responsibilities, for the transition from
response operations, to recovery and
finally, a return to a nev normal state of
community functioning.
Well-managed recoveries ensure
compliance vith architectural standards and
programmatic accessibility during recovery.
D-8567B=; 68SS:!B7>
;!C5C;S;!7M D:R<B6
D5-7B6BD57B8! 5!) D:R<B6
5K5-;!;99?
takeholders collaborate to maximize
the use of available resources to rebuild
housing, infrastructure, schools,
businesses and the social-historical-
cultural fabric of the impacted
community in a resilient manner, and to
provide health care, access and functional
support services.
All community perspectives are
represented in all phases of disaster and
recovery planning, transparency and
accountability in the process are clearly
evident.
Communities create post-disaster
recovery plans that can be implemented
quickly. local opinions are incorporated
so that community needs are met in a
more holistic manner, maximizing the
provision and utilization of recovery
resources and built upon, or incorporated
into, the community master plan.
lublic information is accessible to
keep everyone informed throughout
the recovery process. 1his includes
providing appropriate aids and services,
such as captioning, large print, Lraille,
interpretation and translated materials,
to ensure effective communication
vith individuals vith disabilities and
to facilitate access to information
for individuals vith limited lnglish
proficiency.
Continuous and accessible public
information campaigns to community
members on various recovery programs
and the commitment to short,
intermediate and long-term recovery,
as vell as the overall recovery progress,
increase public confidence.
K;<<L5)SB!B97;-;) 1B!5!6B5<
56U:B9B7B8!?
Community stakeholders need to possess
an understanding and have access to
broad and diverse funding sources in
order to finance recovery efforts.
1he community`s knovledge and
professional administration of external
programs greatly aid the recovery
progress.
lunders and resource providers
collaborate to provide program flexibility
and implement finance planning.
lecovery management and program
administration collaborate in a post-
disaster environment.
lecovery management programs
support the development and maintenance
of adequate financial monitoring and
accounting systems for nev and large levels
of investment. management programs
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 16
include systems that detect and deter fraud,
vaste and abuse.
lederal recovery expenditures maximize
the use of local businesses to promote
local economic development.
8-C5!BV57B8!5< 1<;QBRB<B7>?
Organizational structures for
coordinating recovery assistance are
scalable and flexible.
lecovery structures at all government
levels evolve, adapt and develop nev
skills and capacities to address the
changing landscape of post-disaster
environments.
lunctional and effective intergovern-
mental relations influence the efficiency
of the recovery process.
Organizational flexibility facilitates the
application of lavs, regulations and
policies in the context of disaster and
enhances the government`s adaptability
to govern in unforeseen incidents.
llexible staffing and management
structures enhance the adaptability of the
governmental structure.
lncreased pre-disaster partnerships
help reduce or avoid the challenges of
establishing nev partnerships in a post-
Organizational flexibility is compatible
vith the integrity and accountability of
taxpayer-funded programs.
-;9B<B;!7 -;R:B<)B!C?
1he community rebuilds a sustainable
future inclusive of ecological, economic
and local capacity considerations.
1he recovery is an opportunity for
communities to rebuild in a manner
vhich reduces or eliminates risk from
future disasters and avoids unintended
negative environmental consequences.
Communities incorporate stronger
building codes and land use ordinances.
7ulnerable structures are retrofitted,
elevated or removed from harm.
Community members, businesses and
local governments incorporate risk-
reduction strategies into governance and
local decisionmaking.
S;59:-B!C -;68=;->
D-8C-;99?
measuring and communicating the progress
of recovery increases public confidence in the
recovery process by promoting transparency,
accountability and efficiency. lt enables local
leadership to identify ongoing recovery needs
and engages partners in providing assistance
and problem resolution. lecovery progress
serves as a tracking mechanism for improving
and adjusting recovery strategies and activities
and ensuring continuing improvement.
Communities determine hov to qualify and
quantify their progress. 1hey measure progress
tovard recovery holistically, recognizing that
recovery outcomes and impacts are measured
beyond a single criterion such as dollars spent
or assistance delivered on a program-by-
program basis. 1he folloving are successful
strategies for measuring progress.
lecognize that recovery progress has
variables not attributable to any one
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 17
program or government agency. Overall
recovery success depends upon the
interaction of a vide range of public,
nonprofit and private programs and
initiatives, good planning, local capacity,
leadership, effective decisionmaking and
the building of public confidence.
lstablish systems that track pre-disaster
baseline conditions, overall recovery of
individuals as vell as the reconstruction
and redevelopment of infrastructure,
economy, health, social and community
services and government functions.
lnsure disaster preparedness and recovery
planning is integrated vith community-
vide comprehensive and hazard mitigation
planning to capitalize on opportunities
that minimize the risk to all hazards and
strengthen the ability to vithstand and
recover from future disasters.
elect indicators that reflect the core
principles outlined in Chapter + of this
framevork. lndicators apply to recovery
priorities and resource needs and set
realistic expectations and milestones for
community members, stakeholders and
supporting agencies.
lnsure full community participation
in developing metrics in coordination
vith local, tate, 1ribal and lederal
partners. lnclude persons vith disabilities
and others vith access and functional
needs, individuals vith limited lnglish
proficiency, seniors, members of
underserved populations and advocates
representing the unique needs of children.
leverage technology and systems
innovations to achieve goals that
result in greater information sharing,
accountability and transparency.
Assure that recovery activities respect
the civil rights and civil liberties of
all populations and do not result in
discrimination on account of race, color,
national origin (including limited lnglish
proficiency), religion, sex, age or disability.
lnsure continuous improvement by
evaluating the effectiveness of
recovery activities.
Government agencies and private organizations
that provide assistance are encouraged to have
a system of tracking their coordination and
assistance efforts, ensuring accountability and
enabling prompt adjustments to meet ongoing
and changing needs.
1he suggested considerations listed belov are
also applicable for developing metrics.
E+F$& *$G+ #+H# E%H?
R59;<B!; BSD567 599;99S;!7?
D,%/$G+* " E"*$* #% G+I$&+ 4&%3& .%22J&$#0
,+.%/+,0 $**J+* #% W+'N J&G+,*#"&G #W+ +H#+&#
"&G G$2+&*$%&* %I G$*"*#+, $2N".#* $& %,G+, #%
.W",# " N"#W #% " ,+"'$*#$. ,+.%/+,0 +&G *#"#+?
);9B-;) 8:768S;?
1%.J*+* %& ,+.%/+,0 $2N".#* "&G %/+,"'' ,+*J'#*M
&%# XJ*# " #",F+# &J2E+, Y+?F?M &J2E+, %I
I"2$'$+* $& N+,2"&+&# W%J*$&F /+,*J* &J2E+,
%I W%J*$&F J&$#* .%&*#,J.#+GZ?
6-899L9;678- 599;99S;!7?
7,".4* N,%F,+** ".,%** "'' *+.#%,*M $&.'JG$&F
EJ# &%# '$2$#+G #%M W%J*$&FM +&/$,%&2+&#"'M
EJ*$&+**M +2N'%02+&#M $&I,"*#,J.#J,+M "..+** #%
+**+&#$"' W+"'#W "&G *%.$"' *+,/$.+* "&G %/+,"''
.%22J&$#0 "..+**$E$'$#0?
;!) 9B); 7;Q7 R8Q?
Page 18
Page 19
!"#$%&"' )$*"*#+,
-+.%/+,0 1,"2+3%,4
uccessful recovery depends on all recovery
stakeholders having a clear understanding
of pre- and post-disaster roles and
responsibilities (ligure 2). ln keeping
vith the !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
5!)-16 principles, clearly defined roles and
responsibilities are a foundation for unity of
effort among all recovery partners to jointly
identify opportunities, foster partnerships
and optimize resources.
5!)565)789: 8!)
;<7:=;<9):>
lndividuals and families need to plan and
be prepared to sustain themselves in the
immediate aftermath of a disaster. 1hose
vho prepare reduce personal stress, and
they enhance their ability to undertake their
ovn recovery and shape the future of their
community`s recovery.
1he extent to vhich individuals and families
adequately prepare for disasters has an
impact on the success of the recovery. 1his
includes carrying adequate insurance and
maintaining essential levels of supplies, such
as medication, food and vater. lesources
to help individuals and families prepare are
available through vebsites and publications
of various organizations that are active in
disasters, including local, tate, 1ribal and
lederal agencies. maintaining avareness of
public information on the recovery process
helps to eliminate confusion and uncertainty.
-+.%22+&?+? ,%'+* "&? ".#$/$#$+* %@
$&?$/$?A"'* "&? @"2$'$+* ",+ ?+#"$'+? $&
8BB+&?$C D>
E-568F= :=GF<- H D7:5!=::
G<II7!5FJ 8!) G-5F5G89
5!1-8:F-7GF7-= <K!=-:
8!) <E=-8F<-:>
1he private sector plays a critical role in
establishing public confidence immediately
after a disaster. When the private sector is
operational, the community recovers more
quickly by retaining and providing jobs
and a stable tax base. lf local leadership and
the business community vork together
pre-disaster and develop a conceptual
recovery plan, the public is more likely to be
optimistic about the community`s ability to
recover post-disaster.
Additionally, the private-sector ovns and
operates the vast majority of the :ation`s
critical infrastructure, such as electric pover,
financial and telecommunications systems.
1hese entities play a major role in the
recovery of a community or region as
a vhole.
L> -=G<6=-J -<9=: 8!)
-=:E<!:5D595F5=:>
RECOVERY ROLES AND RESPONSIBILITIES
G;8EF=-
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
!"#$ &'
!"#$%&#'()*' "$ &,&#- .&,&. "#& '/**0#$&1 2- 3$"$&
"%1 4&1&#". "/$(0#)$)&' "%1 &%50/#"6&1 $(#0/6(
$7087"- 5099/%)5"$)0%:
!"#$%& () *+,,$-"./0!+*$1&2 %&*+3&%/)
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 21
lt is critical that disaster recovery officials
recognize the importance of partnership
and create coordination opportunities during
pre-disaster planning vith private sector
leaders. 1he resources and capabilities of the
private-sector, including utilities, banks and
insurance companies, can play an important
role in encouraging mitigation and creating
greater resilience in a community. lor
example, local banks can create products to
encourage individuals and businesses to be
financially prepared for disasters and vork
vith small businesses to develop business
continuity plans. lnsurance companies can
educate community members on risks, reach
out to underserved populations and vork
vith local, tate and 1ribal governments to
find vays to provide coverage for families
and businesses in the community.
major players in recovery efforts, businesses
and critical infrastructure ovners and
operators have an important responsibility
to improve disaster resilience by mitigating
risks and increasing disaster preparedness.
Lusinesses should adopt and exercise
business continuity plans to minimize
costly operational disruptions and purchase
adequate all-hazards insurance policies.
Lusinesses that plan for disruption are less
likely to go out of business after a disaster
than those that do not.
-+.%22+&?+? B,$/"#+ *+.#%, ,%'+* "&?
".#$/$#$+* ",+ ?+#"$'+? $& 8BB+&?$C D>
!<!E-<15F :=GF<->
1he nonprofit sector plays a vital role in
the recovery of impacted communities.
:onprofits include voluntary, faith-based
and community organizations, charities,
foundations and philanthropic groups
as vell as professional associations and
academic institutions. 1he formidable
value of the vork of these stakeholders
resides in community recovery planning,
case management services, volunteer
coordination, behavioral health and
psychological and emotional support,
technical and financial support, housing
repair and construction that meets
accessibilityuniversal design standards, and
project implementation.
:onprofit-sector support is provided by a
range of organizations from small locally-
based nonprofits to national organizations
vith extensive experience in disaster
recovery. :onprofits directly supplement
and fill gaps vhere government authority
and resources cannot be applied. lesourceful
fundraisers, grantors and investors inject
needed financial resources to meet recovery
needs and obligations that othervise are not
funded by a government program.
many organizations originate from or stay
behind in the impacted community to
continue to mobilize support and provide
services. larticularly in a large-scale or
catastrophic disaster, they play a critical
role in the implementation of an inclusive,
locally-led recovery organization and process
during the transition as lederal and tate
recovery support recede and local leadership
and community recovery organizations
complete the mission.
:onprofit organizations are critical for
ensuring participation and inclusion of all
members of the impacted community. many
nonprofits act as advocates for, or assistance
providers to, a vide range of members
of the community, such as individuals
vith disabilities and others vith access
15M7-= N> G<II7!5FJO1<G7:=) -=G<6=-J>
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 22
and functional needs, children, seniors,
individuals vith limited lnglish proficiency
and other underserved populations. lt is
crucial that these individuals and families
receive timely recovery information,
participate in the recovery process and
understand and have access to resources to
achieve recovery.

-+.%22+&?+? &%&B,%@$# *+.#%, ,%'+* "&?
".#$/$#$+* ",+ ?+#"$'+? $& 8BB+&?$C D>
9<G89 M<6=-!I=!F>
1he local government has the primary role
of planning and managing all aspects of the
community`s recovery. lndividuals, families
and businesses look to local governments to
articulate their recovery needs. 1hose plans
should include a 7%&#$&8$#0 %9 :%/+,&2+&# (7 ; :)
and 7%&#$&8$#0 %9 ;<+,"#$%&* (7 ; ; =) ='"&
2
. local
government may become overvhelmed and
need staffing, recovery expertise, leadership
or other assistance. tate and lederal
officials vork vith local governments in the
development and implementation of their
plans and recovery efforts vhen needed
and requested.
1he majority of mitigation measures
are adopted, codified and enforced at
the local level. While there are tate and
lederal standards, it is often up to the local
government to adopt and enforce them.
lxamples include participating in the !"#$%&"'
1'%%> ?&*8,"&.+ =,%@,"2 5! 1 ? =6 and enforcing
building codes.
local governments also lead the community
in preparing hazard mitigation and
recovery plans, raising hazard avareness
and educating the public of available tools
and resources to enhance future resilience
(e.g., Chapter 7 of the A2+,$."&* 3$#B )$*"C$'$#$+*
A.# 5A ) A6 D+*# =,".#$.+* E%%' F$#, concerning
emergency preparedness and people vith
disabilities). Government agencies play
roles as employers and need their ovn
plans to protect and assist employees during
emergencies. linding opportunities to share
public information on the recovery process
is important to maintaining community
coordination and focus.
-+.%22+&?+? '%."' P%/+,&2+&# ,%'+* "&?
".#$/$#$+* ",+ ?+#"$'+? $& 8BB+&?$C D>,
:F8F= M<6=-!I=!F>
tates lead, manage and drive the overall
recovery process and play the central role in
coordinating recovery activities that include
providing financial and technical support.
tates oversee regional coordination of
recovery, set priorities and direct assistance
vhere it is needed.
tates are a conduit to local and 1ribal
governments for key lederal recovery
assistance programs. ln addition to managing
lederally-provided resources, tate
government may develop programs or secure
funding that can help finance and implement
recovery projects. An example of this type
of assistance is helping communities acquire
appropriate insurance coverage pre-disaster
or issuing bonds after a disaster. Where
additional needs exist, tates can reassign
existing internal resources to streamline and
expedite recovery, such as forming a nev
or ad hoc tate recovery agency. tates play
an important role in keeping the public
informed through strategic messaging and
vorking vith all other stakeholders to
provide an information distribution process.
tate government agencies are also employers
2.
For descriptions of the C O G and C O O P, see U.S. Department of
Homeland Security, Federal Continuity Directive 1 (FCD 1): Federal
Executive Branch National Continuity Programs and Requirements,
http://www.fema.g o v/pdf/about/ofces/fcd1.pdf
footnote
End of footnote.
:== 1<<F!<F=
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 23
and need their ovn disaster recovery plan,
such as 7%&#$&8$#0 %9 :%/+,&2+&#* 57 ; :6 and
7%&#$&8$#0 %9 ;<+,"#$%&* 57 ; ; =6, to protect and
assist their employees.
-+.%22+&?+? ,%'+* "&? ".#$/$#$+* @%, :#"#+
P%/+,&2+&#* ",+ ?+#"$'+? $& 8BB+&?$C D>,
F-5D89 M<6=-!I=!F>
1ribal governments, as sovereign nations,
govern and manage the safety and security
of their lands and community members.
many 1ribal government borders cross
multiple counties and tates, presenting
a unique challenge in planning response
and recovery efforts. While resources in
other communities and governments may
be available and easily accessible, this is
not the case in many 1ribal government
communities. Understanding these basic facts
assists local, tate and lederal governments
vhen vorking vith the sovereign 1ribal
governments to develop and implement their
recovery plans.
1he lederal Government is required to
engage in meaningful consultation vith
1ribal governments prior to the finalization
of policy or program implementation. local
and tate governments are encouraged to
engage vith 1ribal governments as vell. (ee
GH+.8#$/+ ;,>+, I J I K LM 7%&*8'#"#$%& "&> 7%%,>$&"#$%&
3$#B ?&>$"& E,$C"' @%/+,&2+&#*.)
-+.%22+&?+? ,%'+* "&? ".#$/$#$+* @%, F,$Q"'
P%/+,&2+&#* ",+ ?+#"$'+? $& 8BB+&?$C D>,
1=)=-89 M<6=-!I=!F>
1he lederal Government can play
a significant facilitative role in the
development of urban and rural communities
and their social infrastructures, and can
leverage needed resources to build and
rehabilitate many communities so that they
are more disaster resistant and resilient.
When a disaster occurs that exceeds the
capacity of tate and 1ribal resources or
impacts lederal property, other areas of
primary lederal jurisdiction or national
security interests the lederal Government
may use the !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
5!)-16 to engage necessary and available
department and agency capabilities to
support local recovery efforts.
1he lederal Government`s supporting role is
especially important during the early veeks
after a large-scale disaster or catastrophic
incident, vhen many local, tate and 1ribal
governments are overvhelmed vith response
and relief efforts. 1he duration and extent of
lederal support is determined in part by the
scale and enduring impacts of the disaster.
1he lederal Government`s disaster recovery
management and support systems must be
scalable and adaptable so changes can be
made quickly and effectively to meet the
needs of the specific disaster.
1he lederal Government also plays an
important role in providing accessible
information to the public and all stakeholders
involved in recovery, including information
about lederal grants and loans vith potential
applications to recovery. ln coordination
vith local, tate and 1ribal communicators,
the lederal Government is responsible for
ensuring that information is distributed
as vell as understood, so that the public,
Congress, the private-sector and all
stakeholders are informed and avare of
the process and realistic expectations
for recovery.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 24
lederal agencies may be directed by the
lresident to provide lederal-to-lederal or
other support. lederal agencies vithout
recovery missions may directly or indirectly
contribute to meeting recovery needs of
affected communities by delivering assistance
provided under their normal authority. 1he
lederal Government coordinates its activities,
programs and funding sources to facilitate
adaptations and adjustments consistent vith
other competing requirements, including
other disaster response and recovery needs.
lrior to a disaster, the lederal Government
has a responsibility to assist local, tate and
1ribal governments to prepare for recovery
by providing guidance and tools for planning
and preparedness activities. Although
disasters and localities vary so videly that
most recovery planning must transpire at the
local level, some centralized planning and
lederal guidance or standards are necessary
to ensure coordination of outside resources
and assistance. large-scale and catastrophic
incidents (e.g., the midvest lloods of 1993
and 2008, lurricanes latrina and lita in
200, the Gulf Coast Oil pill of 2010, or
a potential :ev madrid larthquake) often
cross municipal, county, tate or even
1ribal jurisdictions. :ational coordination
encourages unity of effort among
government agencies and nongovernmental
organizations (: G Os) to achieve the optimal
benefit for those impacted.
lrom the lederal perspective, a successful
recovery optimizes the return on lederal
investment. 1his includes reducing future
risk from hazards and increasing resilience
vhile adopting courses of action consistent
vith national lavs and policies. 1he lederal
Government requires that all recipients
of lederal assistance comply vith civil
rights obligations under ection 0+ of the
-+B"C$'$#"#$%& A.# and E$#'+ N ? %9 #B+ 7$/$' -$@B#*
A.# %9 IO PQ, and the A@+ )$*.,$2$&"#$%& A.# %9
IOKL. Government agencies also play roles as
employers and need to have their ovn plans
to protect and assist their employees during
emergencies.
-+.%22+&?+? ,%'+* "&? ".#$/$#$+* @%,
#R+ 1+?+,"' M%/+,&2+&# ",+ ?+#"$'+? $&
8BB+&?$C D> -%'+* "&? ,+*B%&*$Q$'$#$+*
%@ #R+ 1+?+,"' "P+&.$+* #R"# .%2B,$*+ #R+
-+.%/+,0 :ABB%,# 1A&.#$%&* S-:1*T ",+
?+#"$'+? $& #R+ -:1 8&&+C+*>
Page 25
!"#$%&"' )$*"*#+,
-+.%/+,0 1,"2+3%,4
Achieving Disaster lecovery (Chapter )
describes the components of a successful
disaster recovery management system for
all levels of government decisionmaking.
Coordination, integration, community
engagement and management are prominent
system elements in keeping vith the !"#$%&"'
)$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16 Core lrinciples
of leadership. 1o lead these critical disaster
recovery functions, this chapter describes.
lecommended lecovery manager and
lecovery Coordinator positions at the
local, tate and 1ribal levels..
:ev designated lederal Disaster
lecovery Coordinator (lDlC) positions..
:ational-level disaster recovery
coordination..
56785 )9:8:;<- -<76=<->
?8!8@<-:A :;8;< 8!)
;-9B85 )9:8:;<- -<76=<->
766-)9!8;6-:.
1he !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16
strongly recommends that tate governors as
vell as local government and 1ribal leaders
prepare as part of their disaster recovery plans
to appoint local Disaster lecovery managers
(lDlms) and tate1ribal Disaster lecovery
Coordinators (DlCs1DlCs) to lead disaster
recovery activities for the jurisdiction.
1he role of the lDlms, DlCs and 1DlCs
is to organize, coordinate and advance the
recovery at the local, tate or 1ribal level. 1he
experience and skill sets of these individuals
should include a strong basis in community
development and good knovledge of
the community`s demographics. While
these positions vill often interact vith the
emergency management community, it
is not necessary that these individuals be
emergency management professionals. 1heir
primary role is to manage and coordinate the
redevelopment and building of community.
ln addition, the individuals occupying the
positions should be able to represent and
speak on behalf of their respective chief
executives (e.g., mayor, governor, 1ribal
leader). 1he lDlms and 1DlCs serve as the
jurisdiction`s primary point of contact (lO C)
vith the DlC.
ln large-scale disasters and catastrophic
incidents vhere a lederal role may be
necessary, the DlC andor 1DlC is the
primary interface vith the lederal Disaster
lecovery Coordinator (lDlC). Depending on
the severity of the incident and anticipated
scope and duration of disaster recovery
efforts, the tate Coordinating Officer (CO)
may fulfill the lecovery Coordinator role
under the -%7+,# 89 :#";;%,< )$*"*#+, -+'$+; "&<
=2+,>+&.0 ?**$*#"&.+ ?.# 5:#";;%,< ?.#6. lovever,
after large-scale disasters or catastrophic
incidents, tates are encouraged to appoint a
separate position to ensure recovery activities
are vell-managed vhile extended response
and short-term recovery activities are
ongoing.
CD 5<8)<-:E9FD
RECOVERY COORDINATORS
7E8F;<-
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 26
Table 1a.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 27
Table 1b
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 28
Table 1c
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 29
lesponsibilities of lDlms and DlCs
1DlCs may include, but are not limited to
those listed in 1ables 1a, 1b and 1c on the
preceding three pages. ln some cases, these
responsibilities overlap, as shovn.
1<)<-85 )9:8:;<- -<76=<->
766-)9!8;6-D
While disaster-impacted jurisdictions
must necessarily and immediately focus
on emergency response activities, the
decisions made very early after a disaster
influence recovery. ln large-scale disasters
and catastrophic incidents vhere a lederal
role may be necessary, the lederal Disaster
lecovery Coordinator (lDlC) is a focal point
for incorporating recovery and mitigation
considerations into the early decisionmaking
processes. 1he lDlC monitors the impacts
and results of such decisions and evaluates
the need for additional assistance and
adjustments vhere necessary and feasible
throughout the recovery.
ln these situations, the lDlC vorks as a
deputy to the lederal Coordinating Officer
(lCO) for all matters concerning disaster
recovery. 1he lDlC is responsible for
facilitating disaster recovery coordination
and collaboration betveen the lederal,
1ribal, tate and local governments, the
private sector and voluntary, faith-based
and community organizations. 1he lDlC
partners vith and supports the local Disaster
lecovery manager (lDlm) and the tate
andor 1ribal Disaster lecovery Coordinator
(DlC1DlC) to facilitate disaster recovery
in the impacted tate or 1ribal area.
1)-7 8G;E6-9;>.
:othing in the !"#$%&"' )$*"*#+, -+.%/+,0
1,"2+3%,4 5!)-16 alters or impedes the ability
of local, tate, 1ribal or lederal departments
and agencies to carry out their specific
authorities or perform their responsibilities
under all applicable lavs, lxecutive
Orders and directives. lDlC authority to
facilitate disaster recovery coordination and
collaboration is derived from the appropriate
disaster recovery authority that may apply to
the incident.
Other lederal departments and agencies
carry out their disaster recovery authorities
and responsibilities vithin the overarching
construct of the :Dll. Additionally, nothing
in the :Dll is intended to impact or impede
the ability of any lederal department or
agency to take an issue of concern directly
to the lresident or any member of the
lresident`s staff
3
. lor a large-scale disaster or
catastrophic incident declared under the -%7+,#
89 :#";;%,< )$*"*#+, -+'$+; "&< =2+,>+&.0 ?**$*#"&.+ ?.#
5:#";;%,< ?.#6, the lDlC vorks as a deputy
to the lCO for all matters concerning
disaster recovery.
1)-7 HG8591978;96!:A
:<5<7;96! 8!) 7-<)<!;9859!@.
lDlCs are selected based on their knovledge
and experience vith disaster recovery,
mitigation, community development,
resiliency planning, public administration
concepts, and the range of lederal programs
and interagency processes required for
effective implementation of recovery
initiatives. ln addition to existing subject-
matter expertise, lDlCs maintain training
and credentialing emphasizing consistent and
effective practices. Qualified lDlCs are
senior level officials empovered to directly
3.
Note that the primary mission of the U.S. Department of Defense (D O D)
and its components is national defense. Because of this critical role,
resources are committed after approval by the Secretary of Defense or at
the direction of the President. When Federal military and civilian personnel
and resources are authorized to support civil authorities, command of
those forces remain with the Secretary of Defense.
footnote
End of footnote.
:<< 166;!6;<
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 30
access designated senior officials in every
lederal agency that may contribute to
recovery. llmA vill appoint the lDlC.
1)-7 F-<I)9:8:;<- -<@96!85
<!@8@<?<!;.
1he responsibilities of the lDlC require
an understanding of pre-disaster recovery
planning as vell as post-disaster recovery
leadership and coordination. ince each
community is unique in terms of its size,
population and challenges, the development
of effective recovery efforts vill need to be
crafted to fit each individual region`s risks
and needs. 1herefore, it vill be extremely
helpful to the success of an lDlC to have pre-
established relationships vith persons at the
lederal, 1ribal, tate and local levels, including
the private and nonprofit sectors. ln large-scale
and catastrophic incidents vhere a lederal
role may be necessary, the lDlCs have the
knovledge, connections, and relationships to
immediately begin effective disaster recovery
coordination.
1)-7 F6:;I)9:8:;<-
-<:F6!:9B959;9<:.
ln large-scale disasters and catastrophic incidents
vhen it may be necessary to deploy an lDlC in
partnership vith the tate the lDlC`s post-disaster
responsibilities may include.
)+/+'%J " *#,"#+K$. "JJ,%".L M%,
.%%,N$&"#$&K 1+N+,"' "**$*#"&.+ "&N
J%'$.$+*D 1he intent is to facilitate timely,
sufficient and effective lederal assistance
to the impacted tate or 1ribal government
to support its disaster recovery.
O%,4 3$#L #L+ $2J".#+N .%22P&$#0 #%
+*#"Q'$*L ,+'+/"&# ,+.%/+,0 2+"*P,+*D
1he aim is to track overall recovery
progress and support the community
in meeting its recovery goals in terms
of outcome, milestones and budget,
to make timely adjustments to the
recovery effort if needed, and to define
relationships betveen nev players and
the existing framevork.
F,%2%#+ $&.'P*$/+&+** $& ,+.%/+,0D
1he intent is to increase participation
of stakeholders to ensure innovations
and solutions that support recovery are
considered. 1he community should
provide a forum to engage disaster-
impacted individuals, particularly
individuals vith disabilities, individuals
vith limited lnglish proficiency, seniors,
members of underserved populations and
advocates for children so that their needs
and contributions are an integral part of
the recovery process and outcome.
1".$'$#"#+ #L+ N+/+'%J2+&# %M "
P&$M$+N .%22P&$."#$%&* *#,"#+K0D
1he objective is to have all stakeholders
vork in concert to manage expectations
and to communicate a clear, consistent
message to the public and ensure
an accessible, comprehensive and
culturally and linguistically appropriate
communications outreach strategy.
Coordinare FederaI assisrance ro
*PJJ%,# .%22P&$#0 ,+.%/+,0 J'"&&$&KD
1he goal is to supplement local capacity
vith needed expertise to conduct a
successful planning process that results
in a recovery plan that is publicly
supported, actionable and leverages
available resources.
Work wirh rhe impacred communiry ro
$&.%,J%,"#+ 2$#$K"#$%& "&N ,+*$'$+&.+I
QP$'N$&K 2+"*P,+* $&#% ,+.%/+,0 J'"&*
"&N $2J'+2+&#"#$%&D 1he goal is to
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 31
minimize the community`s risk to
all hazards and make the recovered
community safer, stronger, sustainable
and more resilient from any man-made
or natural hazards.
Coordinare rhe Recovery 8upporr
1P&.#$%& R-:1S %J+,"#$%&* "&N
".#$/$#$+*D 1he lDlC consults vith
the ll field coordinators to conduct
a recovery impact assessment and
recommend activation of the appropriate
lls. 1he objective is to focus lederal
resources on the most pertinent recovery
needs and to promote partnerships
betveen the lederal Government and
stakeholders at the local, tate and
1ribal levels.
FaciIirare FederaI funding srreams
"&N *%'P#$%&* #% "**$*#"&.+ K"J* "&N
%/+,'"J*D 1he intent is to maximize
the benefit from lederal funds that an
impacted community is qualified to
receive, help prevent recovery delays,
resolve rule and regulatory conflicts to
the extent possible and help eliminate
possible duplication of assistance in
coordination vith local, tate and 1ribal
recovery coordinators.
Reinforce rhe imporrance of
.%2J'$"&.+ 3$#L 1+N+,"' .$/$' ,$KL#*
'"3* 3L+& P*$&K 1+N+,"' MP&N*D lederal
funding carries vith it the responsibility
to comply vith anti-discrimination
lavs. lederally-funded programs and
activities should not intentionally or
unintentionally exclude groups of people
as a result of race, color, national origin,
limited lnglish proficiency, religion, sex,
age or disability.
Annexes, tandard Operating lrocedures
(Ols) and other supporting tools and
documents vill provide additional
guidance relating to lDlC post-disaster
responsibilities.
87;9=8;96!A ;-8!:9;96! 8!)
)<?6B959T8;96!.
Activation, transition and demobilization of
the lDlC and lecovery upport lunctions
(lls) depends on the magnitude of
the disaster, requirements of affected
communities, and availability and
appropriateness of lederal resources. During
large-scale and catastrophic incidents, the
lDlC may be deployed to serve as Deputy
to the lCO and primary advisor to the lCO
on all recovery issues. 1he lDlC supports
the lCO and coordinates lederal recovery
operations on his or her behalf.

1he :Dll employs an assessment protocol to
ensure a scalable, flexible, adaptable and cost-
effective approach to recovery activities and
to determine vhich coordination structures
are necessary and appropriate under the
circumstances. lrom this assessment, the
lCO, in coordination vith the tate, activates
the appropriate lecovery upport lunctions
(lls), if necessary.
1he lDlC coordinates vith the lCO and the
:Dll at llmA leadquarters on the progress
of recovery, including identifying policy and
program challenges. 1he lDlC may also be
called upon to brief senior level officials in
the lxecutive Lranch and Congress on the
pace, challenges and needs of the recovery,
and to propose and coordinate solutions.
1he lDlC leads the lederal Government`s
effort to develop a -+.%/+,0 :@AA%,# :#,"#+>0 that
supports the recovery needs of impacted
communities, tate and 1ribes.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 32
19@G-< UD -<76=<-> 1G!7;96!: R1)-7A :)-7 8!) -:1*S
O9;E9! ;E< V69!; 19<5) 61197< 7E89! 61 76??8!)D
lO organizational structure for the nevly developed positions of lDlC and DlC and the six lls established vithin the :Dll.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 33
1he -+.%/+,0 :@AA%,# :#,"#+>0 articulates hov all
lederal agencies participate in the recovery
and coordinate support based on the needs
identified through the impact assessment
process and local, tate and 1ribal recovery
plans. lt includes a comprehensive timeline,
vith key milestones and benchmarks
that guide the ongoing operations and
eventual demobilization of the lDlC and
other lederal resources in the impacted
area. 1hroughout the recovery, the lDlC
facilitates the coordination of information
and activities among the lederal agencies
vhose programs, technical assistance and
expertise are relevant to recovery, vithin the
framevork of the -+.%/+,0 :@AA%,# :#,"#+>0.
;,"&*$#$%&D 1he coordination betveen lls
and lls is the responsibility of the lCOll
lDlC team. Disaster operations vary based on
the nature, scope and complexity of the specific
incident. 1herefore, the timing of the transition
from the response to initial recovery operations
and then to recovery varies. During response
and in the early stages of recovery, lls may
be deployed vhile lls are still operational and
the tvo coexist until the lls fully demobilize.
Working together in collaboration vith 1ribal,
tate and local authorities, the lCO determines
vhen it is appropriate to begin phasing out the
lmergency upport lunction (ll) and oint
lield Office (lO) elements associated vith the
!"#$%&"' -+*A%&*+ 1,"2+3%,4 5!-16.
ln large-scale disasters and catastrophic
incidents, the lDlC takes over the lead from
the lCO, vhen the lCO demobilizes, to
continue management of lederal recovery
resources, for those incidents that require
continued significant interagency disaster
recovery coordination. 1his includes
coordination of the longer-term ll
structures associated vith the :Dll that
continue operation.
1ransition involves a conscious effort, from
day one of the recovery operation, to actively
engage and encourage local, tate and 1ribal
leadership and ovnership of the recovery
process. lt provides coordination support and
technical assistance, vith the intent to
supplement, not substitute, local leadership,
ovnership and capabilities.
Using the -+.%/+,0 :@AA%,# :#,"#+>0 as a guide,
the lDlC continuously tracks the recovery
progress, evaluates the adequacy and pace
of recovery assistance and vorks vith local,
tate, 1ribal, lederal, nonprofit, faith-
based and private-sector stakeholders to
identify gaps andor additional support
needs. 1he lDlC is responsible for closely
coordinating this progress, tracking timelines
and communicating information vith local,
tate and 1ribal officials as vell as other
key stakeholders. Close communication
and coordination vith the local, tate
and 1ribal governments and stakeholders
throughout the recovery process reinforces
a shared understanding of the objectives and
expectations for the unified disaster recovery
effort and eventual lederal demobilization.
)+2%Q$'$W"#$%&D lov long the lDlC
remains on-site in the disaster area depends
upon the scale of the disaster and on-site
coordination requirements. legardless of
the length of sustained on-site presence, the
lDlC may remain closely engaged vith local
and tate officials for an extended period.
When the impacted local, tate or 1ribal
government has recovered the capacities
and resources needed to manage its disaster
recovery effort, the lDlC has already
commenced if not nearly completed
the transition of its recovery role and
responsibility to the lDlms and DlCs
1DlCs. 1his transition involves regional
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 34
lederal staff assuming greater roles in
coordinating ongoing lederal support.
Once this transition and coordination vith
the impacted tate andor 1ribal government
is complete the lDlC demobilizes from the
mission and exits the impacted area.
)9:8:;<- -<76=<->
766-)9!8;96!
Disaster recovery coordination occurs
through partnerships vith the lecovery
upport lunction (ll) agencies. 1he
:ational Disaster lecovery llanning (:Dll)
Division vithin the lecovery Directorate
of the Office of lesponse and lecovery at
llmA leadquarters serves as the focal point
for all interagency coordination for disaster
recovery issues at the national level and is
responsible for the ongoing implementation
of the !"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4 5!)-16.
1he :Dll Division vill also facilitate
regional coordination among lederal Disaster
lecovery Coordinators (lDlCs) folloving a
large-scale disaster or catastrophic incident
that requires significant interagency recovery
resource coordination in multiple tates.
1he :Dll Division ensures that resiliency,
mitigation, inclusiveness and other central
concepts of the :Dll are appropriately
addressed in disaster recovery operations. An
important function of this component is to
improve coordination and delivery of lederal
programs that assist vith disaster recovery,
increase local and tate disaster recovery
management capacity and improve disaster
resiliency nationvide.
F-<I)9:8:;<- -65<.
1he :Dll Division oversees the designation,
training, credentialing, deployment and
evaluation of lederal Disaster lecovery
Coordinators (lDlCs). lt also coordinates
and supports the efforts of the national ll
coordinating agencies (Chapter 8) to develop
annexes, tandard Operating lrocedures
( O ls) and other supporting tools
and documents.
1he :Dll Division, in close collaboration
vith the ll agencies, coordinates lederal
guidance and training to assist local, tate and
1ribal governments vith disaster recovery
preparedness. 1his includes planning,
organizational development and management
capacity building, building community
resilience, training, exercise, evaluation
and improvement. ln addition, the Division
captures, manages and ensures sharing of a
repository of disaster recovery best practices,
lessons learned and other data.
1he :Dll Division also is charged vith
convening ll coordination meetings, as
necessary, to discuss ongoing recovery
operations and agency efforts to promulgate
resiliency into steady-state programs and
policies.
F6:;I)9:8:;<- -65<.
1he :Dll Division is a primary lederal
focal point for disaster recovery support.
After an incident, the :Dll Division may
provide technical assistance to the lederal
Coordinating Officer (lCO) to determine if a
lDlC deployment is appropriate. During open
disaster recovery operations, the Division
provides consultation support and facilitates
coordination vith executive level leadership
for the lDlC and deployed lls. lt also
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 35
coordinates the efforts of the ll coordinating
agencies at the national level to support their
field components. ln large-scale disasters and
catastrophic incidents, the Division supports
the deployed lDlC to coordinate recovery
efforts and the deployed lls
!"#$ &'
!"#$ &'() *+,)+,#-+'../ .)0, 1.'+23
Page 37
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-+.%/+,0 1,"2+3%,4
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)5116-6!768 96:;66! 681*
<!) -81*=
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Page 40
DISASTER WITH MODERATE IMPACT ON TWO SECTORS
(Using Housing and Public Health and Health Care, this example
shows how recovery is supported by the RSF system
when impacts occur to a limited number of sectors.)
DISASTER WITH CATASTROPHIC IMPACT ON MULTIPLE SECTORS
(This example shows how the RSF system is adaptable to align with unique sector designations that each state may organize.
In this case, the State organizes its recovery sectors around Public Health and Health Care, Human Services, Education,
Transportation and Infrastructure, Public Safety and Flood Protection, Environmental Management and Coastal Restoration.
Of these seven sectors, there are three groups with each group being supported by a particular RSF.)
RSF:
COMMUNITY
PLANNING
AND
CAPACITY
BUILDING
RSF:
ECONOMIC
RSF:
HEALTH AND
SOCIAL
SERVICES
RSF:
HOUSING
RSF:
INFRASTRUCTURE
SYSTEMS
RSF:
NATURAL AND
CULTURAL
RESOURCES
JFO
Public Health
and Health Care
Human Services
Transportation
and
Infrastructure
Education
Coastal
Restoration
Environmental
Management
Public Safety
and
Flood Protection
RSF:
COMMUNITY
PLANNING
AND
CAPACITY
BUILDING
RSF:
ECONOMIC
RSF:
HEALTH AND
SOCIAL
SERVICES
RSF:
HOUSING
RSF:
INFRASTRUCTURE
SYSTEMS
RSF:
NATURAL AND
CULTURAL
RESOURCES
JFO
Public Health
and Health Care
Housing
STATE
ENGAGEMENT
STATE
ENGAGEMENT
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Page 42
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&"7)1.7=;# ')8701B7.1'02< !"# @A%UA -)'(16#2
#72* 7&&#22 .' 109')57.1'0 '0 -)'8)752>
15-)'(#2 ."# (121=1;1.* '9 -)'8)752 ."7. &70
"#;- &'55,01.1#2 706 #07=;#2 &'55,01.1#2
.' 9'&,2 '0 ."'2# -)'8)752 ."7. &70 =#2. 2,1.
."#1) 0##62< !"# @A%UA 57* =# 7&&#22#6 7.
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6#2180#6 9') ;'&7;> +.7.# 706 !)1=7; 8'(#)05#0.2
706 #5#)8#0&* 57078#)2< !"# 67.7=72#`2
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7--;1&70.2J 1061(16,7;2 706 9751;1#2 57* (121.
L##JUVV333=D$*"*#+,"**$*#"&.+=C % / .' 9106
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61272.#) )#&'(#)*<
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!"# 51221'0 706 '=I#&.1(#2 '9 #7&" '9 ."#
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7)# 2-#&191#6 10 ."# 9';;'?108 -78#2< R0&#
7,."')1B#6 706 9,06#6> ."# 78#0&1#2
-7).1&1-7.108 10 #7&" %+/ &';;7=')7.1(#;*
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)#&'(#)* -)#-7)#60#22 706 61272.#) )#&'(#)*
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7--)'-)17.# 9,06108 5#&"70125> %+/2 '-#)7.#
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%#&'(#)* Q'')6107.') 3/A%Q4< !"# /A%Q
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.' #99#&.1(#;* 57078# 706 &'02';167.# ."#
%+/ ',.-,.2 ?"#0 ."#)# 12 7 ;7)8#E2&7;# ')
&7.72.)'-"1& 10&16#0.< !"#1) -,)-'2# 12 .'
2,--'). ;'&7; 8'(#)05#0.2 =* 97&1;1.7.108
-)'=;#5 2';(108> 15-)'(108 7&&#22 .'
)#2',)&#2> 10.#8)7.108 -)10&1-;#2 '9 )#21;1#0&*>
2,2.7107=1;1.* 706 51.187.1'0 706 9'2.#)108
&'')6107.1'0 75'08 +.7.# 706 /#6#)7; 78#0&1#2>
0'08'(#)05#0.7; -7).0#)2 706 2.7:#"';6#)2<
%+/2 6#(#;'- 8,1670&# 706 2.7067)6 '-#)7.108
-)'&#6,)#2 9') )7-16 7&.1(7.1'0 '9 ."#1)
&7-7=1;1.1#2 .' 2,--'). &'55,01.* )#&'(#)*<
H7&" %+/ 16#0.191#2 )#;#(70. 2.7.,.')* 706G
') )#8,;7.')* -)'8)752> -'.#0.17; &7-7=1;1.1#2
706G') ;151.108 97&.')2 -#).710108 .' )#&'(#)*
2,--'). 9') ."#1) 9,0&.1'07; 7)#7 '9 72212.70&#<
%+/2 -)'(16# 7 9'),5 9') 10.#)78#0&*
&'')6107.1'0> 109')57.1'0 2"7)108 706
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Page 44
!"12 -78# S0.#0.1'07;;* ;#9. =;70:<
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:L+ MI'' &"2+ %M #L+ .%%,D$&"#$&CW J,$2",0
"C+&.$+* "&D *IJJ%,# %,C"&$X"#$%&* ",+
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:L+$, .%22%& ".,%&02* ",+ I*+D $& #L+
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Page 45
!"# 9';;'?108 .7=;#2 ',.;10# ."# :#*
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&'')6107.108 706 -)157)* 78#0&1#2 72 ?#;;
72 ."# 2,--').108 ')8701B7.1'02 722'&17.#6
?1." #7&" %+/< !"# 51221'0 706 9,0&.1'0
'9 #7&" %+/ 12 7;2' #D-;710#6< a#* -)#E 706
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',.&'5#2 7)# "18";18".#6 9') #7&" %+/<
-81U 7?>>G!5:F HP<!!5!R <!) 7<H<75:F 9G5P)5!R=
7%%,D$&"#$&C <C+&.0U )K8V16><=
H,$2",0 <C+&.$+*U )K8V16><W KK8=
8IJJ%,#$&C ?,C"&$X"#$%&*U 7!78W )K8W )?7W )?5W )?@W )?:W 6)W 6H<W R8<W KG)W 89<W
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+,--').108 706 =,1;6108 )#&'(#)* &7-7&1.1#2 706 &'55,01.* -;700108 )#2',)&#2 '9 ;'&7;> +.7.#
706 !)1=7; 8'(#)05#0.2 0##6#6 .' #99#&.1(#;* -;70 9')> 57078# 706 15-;#5#0. 61272.#) )#&'(#)*
7&.1(1.1#2 10 ;7)8#> ,01F,# ') &7.72.)'-"1& 10&16#0.2<
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!"# &')# )#&'(#)* &7-7=1;1.* 9') &'55,01.* -;700108 12 ."# 7=1;1.* .' #99#&.1(#;* -;70 706
15-;#5#0. 61272.#) )#&'(#)* 7&.1(1.1#2> #0878108 ."# ?"';# &'55,01.* .' 7&"1#(# ."#1)
'=I#&.1(#2 706 10&)#72# )#21;1#0&#< !"# Q'55,01.* U;700108 706 Q7-7&1.* [,1;6108 %+/ ,0191#2
706 &'')6107.#2 #D-#).12# 706 72212.70&# -)'8)752 9)'5 7&)'22 ."# /#6#)7; \'(#)05#0. .' 716
10 )#2.')108 706 15-)'(108 ."# 7=1;1.* '9 !)1=#2> +.7.#2 706 ;'&7; 8'(#)05#0.2 .' ')8701B#> -;70>
57078# 706 15-;#5#0. )#&'(#)*< !"# %+/ 72212.2 +.7.#2 10 6#(#;'-108 7 -)#E 706 -'2.E61272.#)
2*2.#5 '9 2,--'). 9') ."#1) &'55,01.1#2< !"12 %+/ 7;2' "72 70 #5-"7212 '0 10.#8)7.1'0 '9
"7B7)6 51.187.1'0 .")',8"',. ."# &'0.10,,5 '9 -)#E 706 -'2.E61272.#) )#&'(#)* -;700108 706
15-;#5#0.7.1'0< !"# %+/ 7;2' 2#)(#2 72 7 9'),5 9') "#;-108 .' 10.#8)7.# ."# 0'08'(#)05#0.7; 706
-)1(7.# 2#&.') )#2',)&#2 10.' -,=;1& 2#&.') )#&'(#)* -;700108 -)'&#22#2 3!7=;#2 X> b 706 V4<

!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 46
H-6Z)58<8:6-W :K6 7?>>G!5:F HP<!!5!R <!) 7<H<75:F 9G5P)5!R -81
Coordinates the provision of preparedness planning and technical assistance support to aid
!)1=#2> +.7.#2 706 ;'&7; 8'(#)05#0.2 .' 6#(#;'- #99#&.1(# -)#E61272.#) )#&'(#)* -;702 ."7.
8,16# ."# 9,;; )708# '9 )#&'(#)* #99').2> ='." 2"').E 706 ;'08E.#)5> 706 #02,)# 7;; 799#&.#6
-'-,;7.1'02 7)# 10&;,6#6<
Coordinates the resolution of outstanding lederal agency program and policy issues
16#0.191#6 10 79.#)E7&.1'0 706 '."#) #(7;,7.1'02 ."7. -)#2#0. '08'108 =7))1#)2 ') &"7;;#08#2
9') #99#&.1(# 2,--'). 9') +.7.#> !)1=7; 706 ;'&7; &'55,01.* -;700108 706 &7-7&1.* 0#&#227)*
.' 97&1;1.7.# 70 #99#&.1(# )#&'(#)* -)'&#22<
Develops multidisciplinary recovery tools and best practices.
lromotes resiliency measures and enhances coordination of programs that build local
;#76#)2"1- &7-7&1.*> &'55,01.* 5#5=#) 10(';(#5#0.> -7).0#)2"1-2 706 #6,&7.1'0 '0
61272.#) -)#-7)#60#22 9') )#&'(#)*<
lromotes the importance of pre-disaster mitigation as an essential component of pre-
61272.#) &'55,01.* )#&'(#)* -)#-7)#60#22 -;700108> 10&;,6108 ,2# '9 5,;.1"7B7)6 )12:
722#225#0.<
ldentifies and leverages programs that assist communities to prepare, collect and analyze
)#;#(70. #D12.108 706 9,.,)# 67.7 0#&#227)* .' -;70 706 57078# &'5-;#D 61272.#) )#&'(#)*<
lntegrates mitigation, recovery and other pre-disaster plans and activities into existing
;'&7;> +.7.# 706 !)1=7; &'55,01.*E?16# -;700108 706 6#(#;'-5#0. 7&.1(1.1.#2> 2,&" 72
&'5-)#"#021(# -;702> ;706 ,2# -;702> #&'0'51& 6#(#;'-5#0. -;702> 799')67=;# "',2108
-;702> B'0108 ')61070&#2 706 '."#) 6#(#;'-5#0. )#8,;7.1'02 .")',8" .#&"01&7; 72212.70&#<
Coordinates educational and cross-training opportunities for key participants in
&'55,01.* )#&'(#)* -;700108 706 &7-7&1.* 2,--'). 10&;,6108> =,. 0'. ;151.#6 .'P
#5#)8#0&* 57078#)2J &1.* 57078#)2J -;700108> #&'0'51& 6#(#;'-5#0. 706 '."#) ;'&7;
'991&17;2J 706 0'0-)'91. 706 -)1(7.# 2#&.') -7).0#)2 9') )#&'(#)*<
Develops pre-disaster partnerships vith others such as lederal agency extension programs,
,01(#)21.1#2> 07.1'07; -)'9#221'07; 722'&17.1'02> 706 0'08'(#)05#0.7; ')8701B7.1'02> .'
97&1;1.7.# )#&'(#)* &7-7&1.*E=,1;6108 7&.1(1.1#2 706 #D-7021'0 '9 )#2',)&#2 7(71;7=;# .'
&'55,01.1#2 79.#) 7 61272.#) 9') -;700108 706 6#&121'057:108<
Table 2.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 47
H?8:Z)58<8:6-W :K6 7?>>G!5:F HP<!!5!R <!) 7<H<75:F 9G5P)5!R -81
maintains robust and accessible communications throughout the recovery process betveen
."# /#6#)7; \'(#)05#0. 706 7;; '."#) -7).0#)2 .' #02,)# '08'108 617;'8,# 706 109')57.1'0
2"7)108<
ldentifies the range and significance of the disaster`s effects on 1ribes, regions and local
8'(#)05#0.2 10 ."# 15-7&.#6 7)#7<
Coordinates the provision of resources to units of government for recovery planning
.#&"01&7; 72212.70&# 706 .' 2,--'). )#&'(#)* &7-7&1.* 706 2,)8# 0##62 10 7 (7)1#.* '9
!)1=7;G&',0.*G&1.* 9,0&.1'07; 7)#72 3#<8<> &1.* T7078#5#0.> 91070&17; 57078#5#0.> "7B7)6
51.187.1'0 706 )12: 722#225#0.> 67578# 722#225#0.> =,1;6108 102-#&.1'0 706 -#)51..1084J
&'')6107.#2 )#2',)&#2 .' 766)#22 '."#) 2:1;; 2#.2 ."7. &'55,01.1#2 '9.#0 ;7&: &7-7&1.* 79.#)
;7)8#E2&7;# 706 &7.72.)'-"1& 61272.#)2<
Develops community-focused technical assistance teams for uniquely or heavily impacted
!)1=#2 ') &'55,01.1#2> 10.#8)7.108 ."# ,2# '9 /#6#)7; 78#0&* )#2',)&#2 ')8701B#6 ,06#)
'."#) %+/2<
When activated by the lDlC, the primary and supporting departments and agencies
6#-;'* 10 2,--'). '9 ."# Q'55,01.* U;700108 706 Q7-7&1.* [,1;6108 51221'0<
ldentifies and tracks resolution of gaps and conflicts in multiple lederal planning
)#F,1)#5#0.2 706 72212.70&# -)'8)752> 72 ?#;; 72 -)'8)752 ."7. 2,--'). 706 =,1;6
&'55,01.* &7-7&1.* 706 2,)8# 0##62 9') )#&'(#)* 57078#5#0.<
Coordinates the application and treatment of hazard mitigation and sustainability
-)10&1-;#2 10 /#6#)7;;* 2,--').#6 )#&'(#)* -;700108 #99').2<
Coordinates Community llanning and Capacity Luilding supported community-centric
.#&"01&7; 72212.70&# .#752 ?1." ."# #2.7=;12"5#0. '9 ;'&7; ,05#. 0##62 &'551..##2 ')
8)',-2 9') 72212.108 1061(16,7;2 706 9751;1#2<
Aids local, tate and 1ribal governments to identify and integrate the consideration of
7;; 799#&.#6 2.7:#"';6#)2> 10&;,6108 (,;0#)7=;# -'-,;7.1'02 706 -#)2'02 ?1." 6127=1;1.1#2>
706 1061(16,7;2 ?1." ;151.#6 H08;12" -)'91&1#0&* 10.' ."# -,=;1& 2#&.') )#&'(#)* -;702 706
6#&121'057:108 -)'&#22<
lrovides technical assistance and planning support to aid all levels of government to
10.#8)7.# 2,2.7107=1;1.* -)10&1-;#2> 2,&" 72 767-.1(# )#E,2# '9 "12.')1& -)'-#).1#2> 51.187.1'0
&'0216#)7.1'02> 257). 8)'?." -)10&1-;#2 706 2',06 ;706 ,2# 10.' )#&'(#)* 6#&121'057:108
706 -;700108 6,)108 ."# -'2.E61272.#) -#)1'6<
Captures after-action recommendations and lessons learned.
Table 3.

!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 48
?G:7?>68 1?- :K6 7?>>G!5:F HP<!!5!R <!) 7<H<75:F 9G5P)5!R -81
!")',8" 7 &'')6107.#6 #99'). ."7. 6)7?2 9)'5 )#2',)&#2 '9 /#6#)7; 6#-7).5#0.2> 78#0&1#2 706
2#)(1&#2> ."# Q'55,01.* U;700108 706 Q7-7&1.* [,1;6108 %+/ -)'(16#2 #D-#).12# .' #02,)#P
lnhanced interagency coordination of resources, requirements and support for building
&'55,01.* &7-7&1.* 706 &'55,01.* )#&'(#)* -;700108<
lncreased community self-reliance and adaptability.
lazard mitigation and risk reduction opportunities have been integrated into all major
6#&121'02 706 )#10(#2.5#0.2 6,)108 ."# )#&'(#)* -)'&#22<
An improved planning process that ensures a more effective and efficient use of lederal,
+.7.#> 0'08'(#)05#0.7; 706 -)1(7.# 2#&.') 9,062<
Communities are able to shorten the timeline and improve specific recovery outcomes
.")',8" 5')# #99#&.1(# 6#&121'057:108 706 57078#5#0.<
lntegration of socioeconomic, demographic, risk assessment, vulnerable populations and
'."#) 15-').70. 109')57.1'0 10.' )#&'(#)* -;700108 706 6#&121'057:108 7&.1(1.1#2<
lncreased community-vide support and understanding of sustainability and resiliency
-)10&1-;#2 7--;1&7=;# .' ."# '--').,01.1#2 -)#2#0.#6 6,)108 61272.#) )#&'(#)*<
Table 4.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 49
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7%%,D$&"#$&C <C+&.0U ) ?7=
H,$2",0 <C+&.$+*U )K8V16><W )?7W )?PW 89<W :-6<8W G8)<=
8IJJ%,#$&C ?,C"&$X"#$%&*U 7!78W )?5W 6H<W KK8=

>$**$%&=
!"# 51221'0 '9 ."# H&'0'51& %+/ 12 .' 10.#8)7.# ."# #D-#).12# '9 ."# /#6#)7; \'(#)05#0. .' "#;-
;'&7;> +.7.# 706 !)1=7; 8'(#)05#0.2 706 ."# -)1(7.# 2#&.') 2,2.710 706G') )#=,1;6 =,210#22#2 706
#5-;'*5#0.> 706 6#(#;'- #&'0'51& '--').,01.1#2 ."7. )#2,;. 10 2,2.7107=;# 706 #&'0'51&7;;*
)#21;1#0. &'55,01.1#2 79.#) ;7)8#E2&7;# 706 &7.72.)'-"1& 10&16#0.2<
1I&.#$%&=
!"# &')# )#&'(#)* &7-7=1;1.* 9') #&'0'51& )#&'(#)* 12 ."# 7=1;1.* .' )#.,)0 #&'0'51& 706 =,210#22
7&.1(1.1#2 310&;,6108 78)1&,;.,)7;4 .' 7 2.7.# '9 "#7;." 706 6#(#;'- 0#? #&'0'51& '--').,01.1#2 ."7.
)#2,;. 10 7 2,2.7107=;# 706 #&'0'51&7;;* (17=;# &'55,01.*< H&'0'51& )#&'(#)* 12 7 &)1.1&7; 706
10.#8)7; -7). '9 )#&'(#)*< A1272.#)2 0'. '0;* 67578# -)'-#).*> =,. 7;2' #0.1)# 57):#.2 9') 8''62 706
2#)(1&#2< !"# 2-##6 706 #99#&.1(#0#22 '9 )#.,)0108 7 &'55,01.* .' 2#;9E2,991&1#0&* 706 (1.7;1.* 6#-#06
,-'0 F,1&:;* 767-.108 .' &"708#6 57):#. &'061.1'02> )#'-#0108 =,210#22#2 706G') #2.7=;12"108 0#?
=,210#22#2< [,210#22#2 #5-;'* ?'):#)2> -)'(16# 9') &'55,01.* 0##62 706 2#)(1&#2 706 8#0#)7.#
)#(#0,# '0&# 78710> 7;;'?108 ."# &'55,01.*> ='." 1.2 5#5=#)2 706 8'(#)05#0.> .' -)'(16# 9') 1.2#;9<
Q'0216#)7=;# /#6#)7; 9,062 7)# &'0.)1=,.#6 .' ;'&7;> +.7.# 706 !)1=7; #&'0'51& )#&'(#)* 72
?#;; 72 .' '."#) 7)#72 '9 )#&'(#)* ."7. 0#&#227)1;* 2.)#08."#0 ."# #&'0'5*< !"# 7..)7&.1'0 '9
',.216# 10(#2.5#0. 706 ."# )';# '9 ."# -)1(7.# 2#&.') &700'. =# ,06#)2.7.#6 72 9',067.1'07; 10 7
&'55,01.*`2 #&'0'51& )#&'(#)*< !",2> ."# )';# '9 ."# H&'0'51& %+/ 12 .' 97&1;1.7.# 706 #07=;#
."7. )';# =* ;#(#)78108 /#6#)7; )#2',)&#2> 109')57.1'0 706 ;#76#)2"1-< S09')5#6 57078#5#0.
5,2. 7&&'5-70* ."12 &7-1.7; 10(#2.5#0. .' #02,)# 1.2 5'2. #99#&.1(# ,2# 706 &'5-;170&# ?1."
7;; 7--;1&7=;# /#6#)7; ;7?2 706 )#8,;7.1'02< !"12 10(';(#2 ."# &'')6107.1'0 '9 /#6#)7; )#&'(#)*
-)'8)752 706 ."#1) 10.#8)7.1'0 ?1." -)1(7.# 2#&.') #99').2 10&;,6108 ."'2# '9 0'08'(#)05#0.7; 706
-)1(7.# (';,0.##) ')8701B7.1'02> 0'0-)'91.2> 10(#2.5#0. &7-1.7; 91)52 706 ."# =70:108 106,2.)*<
!"# H&'0'51& %+/ 97&1;1.7.#2 ."# -)'8)#221'0 9)'5 61)#&. /#6#)7; 91070&17; 72212.70&# .' &'55,01.*
2#;9E2,2.7105#0.< S5-').70.;*> ."# %+/ ?'):2 &;'2#;* ?1." ;'&7; &'55,01.* ;#76#)2"1- ?"' 61)#&.
;'08E.#)5 #&'0'51& )#&'(#)* #99').2< !"12 )#F,1)#2 ."# 2,2.710#6 #0878#5#0. '9 -'221=;* 5'0."2
') *#7)2 =* %+/ ;#76#)2"1- ?1." ."# ;#76#)2"1- '9 61272.#)E15-7&.#6 I,)1261&.1'02< K &'5-;#D
,06#).7:108> ."12 %+/ #0878#2 570* #0.1.1#2 ,.1;1B108 8'(#)05#0. 72212.70&# 72 2##6 5'0#*< !"#2#
7&.1'02 #0&',)78# )#10(#2.5#0. 706 97&1;1.7.# -)1(7.#E2#&.') ;#06108 706 ='))'?108 0#&#227)*
9') ."# 9,0&.1'0108 '9 (1.7; 57):#.2 706 #&'0'51#2< H99#&.1(# #&'0'51& )#&'(#)* 9';;'?108 7
61272.#) 12 -'21.1(#;* 109;,#0&#6 =* -)#E61272.#) &'55,01.* -;700108 10&;,6108 51.187.1'0 7&.1'02
."7. 10&)#72# &'55,01.* )#21;1#0&#< O"#0 &',-;#6 ?1." 109')5#6 6#&121'02 =* ;'&7; '991&17;2> 1.
-)'(16#2 ."# &'0916#0&# =,1;6108 0#&#227)* 9') #&'0'51& )#&'(#)* 3!7=;#2 Z> M 706 c4<

!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 50
H-6Z)58<8:6-W :K6 67?!?>57 -81
ldentifies statutory, regulatory and policy issues that contribute to gaps, inconsistencies
706 ,05#. 0##62 10 #&'0'51& )#&'(#)*<
eeks innovative solutions to address preparedness, mitigation and resilience issues before
7 61272.#) 2.)1:#2 10&;,6108 &'5-)#"#021(# ;706 ,2# -';1&*<
Appreciates the value of community and economic development planning in disaster recovery,
#0&',)78#2 706 97&1;1.7.#2 ."12 -;700108 .")',8" 7--)'-)17.# +.7.# 8'(#)05#0. 78#0&1#2<
Develops initiatives and incentives to facilitate the integration of lederal efforts and
)#2',)&#2 ?1." -)1(7.# &7-1.7; 706 ."# =,210#22 2#&.')<
Creates, encourages and participates in local, tate, 1ribal and lederal disaster recovery
#D#)&12#2 .' #0"70&# 2:1;;2 706 6#(#;'- 0##6#6 .#&"01F,#2<
leverages mitigation programs to create strong communities resilient to disaster.
Works vith local, tate and 1ribal officials to implement disaster resistant building codes
706 10&#0.1(1B# =,210#22 706 1061(16,7; -)#E61272.#) 51.187.1'0 706 -)#-7)#60#22 7&.1(1.1#2<
eeks to promulgate resiliency policies and practices in agency programs and stakeholder
'-#)7.1'02> ?"#)#(#) 7--)'-)17.#<
ustains pre-disaster engagement activities possibly for months or years vith the
;#76#)2"1- '9 I,)1261&.1'02 ."7. 57* =# 15-7&.#6 =* 7 61272.#)<
lncourages the establishment of disaster information netvorks for businesses.
Table 5.
H?8:Z)58<8:6-W :K6 67?!?>57 -81
6#-;'* 10 2,--'). '9 ."# H&'0'51& %+/ 51221'0<
Works to apply and integrate plans developed pre-disaster to most effectively leverage lederal
)#2',)&#2 706 7(71;7=;# -)'8)752 .' 5##. ;'&7; &'55,01.* )#&'(#)* 0##62 ?"1;# 788)#221(#;*
10.#8)7.108 ?1." ."# -)1(7.# 2#&.') .' 97&1;1.7.# #7);* 706 -)'6,&.1(# #0878#5#0.<
Develops an interagency action plan for each disaster to ensure the coordinated action of all lederal
78#0&1#2> 2.7:#"';6#)2 706 2,--').108 #0.1.1#2 10 ."# 2,--'). '9 ;'&7;> +.7.# 706 !)1=7; 8'(#)05#0.2<
lncorporates mitigation measures into redevelopment folloving a disaster to build the
&'55,01.* =7&: 2.)'08#) .' 510151B# 9,.,)# )12:<
Luilding upon the relationships developed during pre-disaster planning, vorks closely
?1." ;'&7; &'55,01.* ;#76#)2"1- 6,)108 61272.#) )#&'(#)* .' -)'(16# .#&"01&7; 72212.70&#
706 67.7 )#;7.#6 .' #&'0'51& 6#(#;'-5#0.<
maintains robust and accessible communications throughout the recovery process betveen the
/#6#)7; \'(#)05#0. 706 7;; '."#) -7).0#)2 .' #02,)# '08'108 617;'8,# 706 109')57.1'0 2"7)108<
lngages the vorkforce development system, including tate vocational rehabilitation
-)'8)752> 72 7 5#702 '9 "#;-108 1061(16,7;2 ?"' 7&F,1)# 7 6127=1;1.* 72 -7). '9 ."#
61272.#) )#.,)0 .' ?'): ?1." ."# 7--)'-)17.# 2,--').2> 7&&'55'67.1'0 706 )#.)710108 319
0#&#227)*4<
Table 6.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 51
?G:7?>68 1?- :K6 67?!?>57 -81
!")',8" ."# &'')6107.1'0 '9 ;'&7;> +.7.#> !)1=7; 706 /#6#)7; 8'(#)05#0. -)'8)752 706
."# -)1(7.# 2#&.')> ."# H&'0'51& %+/ 706 ;'&7; ;#76#)2"1- ;#(#)78#2> 9';;'?108 7 61272.#)>
&'55,01.* 6#(#;'-5#0. -;702 706 2.7:#"';6#) )#;7.1'02"1-2 .' &)#7.# 7 0#? -'2.E
61272.#) #&'0'51& &'061.1'0 5##.108 &'55,01.* 0##62< !"# 9';;'?108 7&.1'02 #0&',)78#
)#10(#2.5#0. 706 97&1;1.7.# -)1(7.# 2#&.') ;#06108 706 ='))'?108 0#&#227)* 9') ."# 9,0&.1'0108
'9 (1.7; 57):#.2 706 #&'0'51#2< +,2.710#6 -)#E 706 -'2.E61272.#) 51.187.1'0 7&.1'02 &)#7.# 7
&'55,01.* ;#22 7. )12:> 2.)#08."#0 9,.,)# #&'0'51& 2.7=1;1.* 706 &)#7.# -'221=;# 102,)70&#
=#0#91.2< +-#&191& ',.&'5#2 57* 10&;,6#P
Workforce development initiatives are in place, jobs are created and retained.
lntrepreneurial and business development initiatives are in place.
Community-vide economic development plans are developed vith broad input and
&'0216#) )#81'07; #&'0'51& )#&'(#)* 706 )#21;1#0&*<
trategies for quickly adapting to changed market conditions, reopening businesses andor
#2.7=;12"108 0#? =,210#22#2 7)# 10 -;7&#<
Lusiness initiatives to employ vorkers and generate revenue are in place.
management plans ensure that the most effective use of lederal funds is in place.
lederal funds are vithheld vhen discrimination on the basis of race, color, national
')1810> )#;181'0> 2#D> 78#> ') 6127=1;1.* 7)# -)#2#0.<
lrivate and public sector actors have information they need to make informed decisions
7=',. )#&'(#)*<
Table 7.

!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 52
-81U K6<P:K <!) 8?75<P 86-A5768=
7%%,D$&"#$&C <C+&.0U KK8=
H,$2",0 <C+&.$+*U 7!78W )K8 [16><W !HH) \ 7-7P]W )?5W )?@W )?PW 6)W 6H<W A<
8IJJ%,#$&C ?,C"&$X"#$%&*U )?:W 89<W :-6<8W G8)<W A<W <-7W !A?<)=
>$**$%&=
!"# N#7;." 706 +'&17; +#)(1&#2 %+/ 51221'0 12 9') ."# /#6#)7; \'(#)05#0. .' 72212. ;'&7;;*E;#6
)#&'(#)* #99').2 10 ."# )#2.')7.1'0 '9 ."# -,=;1& "#7;."> "#7;." &7)# 706 2'&17; 2#)(1&#2 0#.?'):2 .'
-)'5'.# ."# )#21;1#0&#> "#7;." 706 ?#;;E=#108 '9 799#&.#6 1061(16,7;2 706 &'55,01.1#2<
1I&.#$%&=
!"# &')# )#&'(#)* &7-7=1;1.* 9') "#7;." 706 2'&17; 2#)(1&#2 12 ."# 7=1;1.* .' )#2.')# 706 15-)'(#
"#7;." 706 2'&17; 2#)(1&#2 0#.?'):2 .' -)'5'.# ."# )#21;1#0&#> "#7;."> 106#-#06#0&# 706 ?#;; =#108
'9 ."# ?"';# &'55,01.*< !"# N#7;." 706 +'&17; +#)(1&#2 %+/ ',.;10#2 ."# /#6#)7; 9)75#?'): .'
2,--'). ;'&7;;*E;#6 )#&'(#)* #99').2 .' 766)#22 -,=;1& "#7;."> "#7;." &7)# 97&1;1.1#2 706 &'7;1.1'02>
706 #22#0.17; 2'&17; 2#)(1&#2 0##62< /') ."# -,)-'2#2 '9 ."12 %+/> ."# ,2# '9 ."# .#)5 "#7;." ?1;;
)#9#) .' 706 10&;,6# -,=;1& "#7;."> =#"7(1')7; "#7;." 706 5#61&7; 2#)(1&#2< !"12 K00#D #2.7=;12"#2
3d4 7 /#6#)7; 9'&7; -'10. 9') &'')6107.108 /#6#)7; )#&'(#)* #99').2 2-#&191&7;;* 9') "#7;." 706 2'&17;
2#)(1&#2 0##62J 706> 3X4 7 /#6#)7; '-#)7.1'07; 9)75#?'): ',.;10108 "'? /#6#)7; 78#0&1#2 -;70 .'
2,--'). ;'&7; "#7;." 706 2'&17; 2#)(1&#2 )#&'(#)* #99').2< !"12 9)75#?'): 12 9;#D1=;# 706 &70 76I,2.
6,)108 7 61272.#) .' &'5-;#5#0. ;'&7; #99').2> 72 0##6#6 3!7=;#2 e> _ 706 dW4<

H-6Z)58<8:6-W :K6 K6<P:K <!) 8?75<P 86-A5768 -81
lncorporates planning for the transition from response to recovery into preparedness and
'-#)7.1'07; -;702> 10 &;'2# &';;7=')7.1'0 ?1." H+/2 Lb> LM> Le 706 Ldd<
lncorporates planning for the transition from post-incident recovery operations back to a
2.#76*E2.7.# 10.' -)#-7)#60#22 706 '-#)7.1'07; -;702<
Develops strategies to address recovery issues for health, behavioral health and social
2#)(1&#2 f -7).1&,;7);* ."# 0##62 '9 )#2-'02# 706 )#&'(#)* ?'):#)2> &"1;6)#0> 2#01')2>
-#'-;# ;1(108 ?1." 6127=1;1.1#2> -#'-;# ?1." 9,0&.1'07; 0##62> -#'-;# 9)'5 61(#)2# &,;.,)7;
')18102> -#'-;# ?1." ;151.#6 H08;12" -)'91&1#0&* 706 ,06#)2#)(#6 -'-,;7.1'02<
lromotes the principles of sustainability, resilience and mitigation into preparedness and
'-#)7.1'07; -;702<
Table 8.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 53
H?8:Z)58<8:6-W :K6 K6<P:K <!) 8?75<P 86-A5768 -81
maintains situational avareness to identify and mitigate potential recovery obstacles
6,)108 ."# )#2-'02# -"72#<
leverages response, emergency protection measures
V
706 "7B7)6 51.187.1'0 )#2',)&#2
6,)108 ."# )#2-'02# -"72# .' #D-#61.# )#&'(#)*
Z
<
lrovides technical assistance in the form of impact analyses and supports recovery
-;700108 '9 -,=;1& "#7;."> "#7;." &7)# 706 ",570 2#)(1&#2 109)72.),&.,)#<
Conducts lederal lealth and ocial ervices ll assessments vith primary agencies.
ldentifies and coordinates lederal lealth and ocial ervices ll-specific missions vith
-)157)* 78#0&1#2
M
<
6#-;'* 10 2,--'). '9 ."# N#7;." 706 +'&17; +#)(1&#2 %+/ 51221'0> 72 7--)'-)17.#<
lstablishes communication and information-sharing forum(s) for lealth and ocial
+#)(1&#2 %+/ 2.7:#"';6#)2 ?1." ."# +.7.# 706G') &'55,01.*<
Coordinates and leverages applicable lederal resources for health and social services.
Develops and implements a plan to transition from lederal lealth and ocial ervices
)#&'(#)* '-#)7.1'02 =7&: .' 7 2.#76*E2.7.#<
ldentifies and coordinates vith other local, tate, 1ribal and lederal partners to assess
9''6> 70157;> ?7.#) 706 71) &'061.1'02 .' #02,)# 279#.*<
lvaluates the effectiveness of lederal lealth and ocial ervices recovery efforts.
lrovides technical assistance in the form of impact analyses and recovery planning support
'9 -,=;1& "#7;."> "#7;." &7)#> 706 ",570 2#)(1&#2 109)72.),&.,)#<
ldentifies and coordinates vith other local, tate, 1ribal and lederal partners the
722#225#0. '9 9''6> 70157;> ?7.#) 706 71) &'061.1'02 .' #02,)# ."#1) 279#.*<
Table 9.
4
Federal Emergency Management Agency (FEMA) Public Assistance,
Category B Emergency Protective Measures, may assist in providing
some essential health and social services temporarily, if eligible.

5
Recovery requires a heavily-leaning forward strategy because there
are typically more resources available during the response phase,
and recovery needs could be potentially lessened or prevented by
leveraging Stafford Act funds.

6
Please see Section 3.3 for primary agencies designated for recovery-
specihc missions.
footnote footnote footnote
See footnote
See footnote
See footnote
End of footnote.

!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 54
?G:7?>68 1?- :K6 K6<P:K <!) 8?75<P 86-A5768 -81
lestore the capacity and resilience of essential health and social services to meet ongoing
706 #5#)8108 -'2.E61272.#) &'55,01.* 0##62<
lncourage behavioral health systems to meet the behavioral health needs of affected
1061(16,7;2> )#2-'02# 706 )#&'(#)* ?'):#)2> 706 ."# &'55,01.*<
lromote self-sufficiency and continuity of the health and vell-being of affected
1061(16,7;2J -7).1&,;7);* ."# 0##62 '9 &"1;6)#0> 2#01')2> -#'-;# ;1(108 ?1." 6127=1;1.1#2
?"'2# 5#5=#)2 57* "7(# 7661.1'07; 9,0&.1'07; 0##62> -#'-;# 9)'5 61(#)2# ')18102>
-#'-;# ?1." ;151.#6 H08;12" -)'91&1#0&*> 706 ,06#)2#)(#6 -'-,;7.1'02<
Assist in the continuity of essential health and social services, including schools.
leconnect displaced populations vith essential health and social services.
lrotect the health of the population and response and recovery vorkers from the longer-
.#)5 #99#&.2 '9 7 -'2.E61272.#) #0(1)'05#0.<
lromote clear communications and public health messaging to provide accurate,
7--)'-)17.# 706 7&&#221=;# 109')57.1'0J #02,)# 109')57.1'0 12 6#(#;'-#6 706 6122#5107.#6
10 5,;.1-;# 5#61,52> 5,;.1E;108,7; 9')57.2> 7;.#)07.1(# 9')57.2> 12 78#E7--)'-)17.# 706
,2#)E9)1#06;* 706 12 7&&#221=;# .' ,06#)2#)(#6 -'-,;7.1'02<
Table 10.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 55
-81U K?G85!R=
7%%,D$&"#$&C <C+&.0U K G)=
H,$2",0 <C+&.$+*U )K8V16><W )?@W KG)W G8)<=
8IJJ%,#$&C ?,C"&$X"#$%&*U 7!78W )?7W )?6W 6H<W KK8W 89<W G=8= <..+** 9%",DW A<W
<-7W !A?<)=
>$**$%&=
K66)#22 -)#E 706 -'2.E61272.#) "',2108 122,#2 706 &'')6107.# 706 97&1;1.7.# ."# 6#;1(#)* '9 /#6#)7;
)#2',)&#2 706 7&.1(1.1#2 .' 72212. ;'&7;> +.7.# 706 !)1=7; 8'(#)05#0.2 10 ."# )#"7=1;1.7.1'0 706
)#&'02.),&.1'0 '9 6#2.)'*#6 706 67578#6 "',2108> ?"#0#(#) 9#721=;#> 706 6#(#;'-5#0. '9 '."#)
0#? 7&&#221=;#> -#)570#0. "',2108 '-.1'02<

1I&.#$%&=
!"# &')# )#&'(#)* &7-7=1;1.* 9') "',2108 12 ."# 7=1;1.* .' 15-;#5#0. "',2108 2';,.1'02 ."7.
#99#&.1(#;* 2,--'). ."# 0##62 '9 ."# ?"';# &'55,01.* 706 &'0.)1=,.# .' 1.2 2,2.7107=1;1.* 706
)#21;1#0&#< ]1:# 109)72.),&.,)# 706 279#.* 2#)(1&#2> "',2108 12 7 &)1.1&7; 706 '9.#0 &"7;;#08108
&'5-'0#0. '9 61272.#) )#&'(#)*< S. 12 &)1.1&7; =#&7,2# ;'&7; #&'0'51#2 &700'. )#&'(#) 9)'5
6#(72.7.108 61272.#)2 ?1."',. 76#F,7.# "',2108> #2-#&17;;* 799')67=;# "',2108< S. 12 &"7;;#08108
=#&7,2# 570* *#7)2` ?')." '9 "',2108 )#-71)> )#"7=1;1.7.1'0> )#&'02.),&.1'0 706 0#? &'02.),&.1'0
'9.#0 0##6 .' '&&,) 7. 70 7&&#;#)7.#6 -7&# 72 7 )#2,;. '9 7 61272.#)< !"#2# &'061.1'02 &)#7.# 6#2180>
&'02.),&.1'0> ;7=')> 57.#)17;2> ;'812.1&2> 102-#&.1'0 706 91070&108 122,#2<
!"# N',2108 %+/> .")',8" 1.2 5#5=#) 6#-7).5#0.2 706 78#0&1#2> ?'):2 .'?7)6 766)#22108
61272.#) "',2108 122,#2 -)#E61272.#)> 9'&,2108 '0 2';,.1'02 ."7. 7)# 15-;#5#0.7=;#> 2,2.7107=;#
706 )#21;1#0.< K2 +.7.#2 706 &'55,01.1#2 ;'': .' ."# /#6#)7; \'(#)05#0. 9') 72212.70&# 10 "',2108
='." 61272.#) 2,)(1(')2 706 '."#)2 ?"' &"''2# .' ;1(# 10 )#&'(#)108 &'55,01.1#2> ."# N',2108
%+/ &'')6107.#2 706 #99#&.1(#;* 10.#8)7.#2 7(71;7=;# "',2108E)#;7.#6 )#2',)&#2> 766)#22#2 &'09;1&.108
-';1&* 706 -)'8)75 122,#2 706 16#0.191#2 87-2 10 2#)(1&# 706 72212.70&# 6#;1(#)*<
Q'0212.#0. ?1." ."# !"#$%&"' )$*"*#+, B%C*$&@ <#,"#+@0 6!)B<7> ."# A#-7).5#0. '9 N'5#;706 +#&,)1.*
3AN+4G/#6#)7; H5#)8#0&* T7078#5#0. K8#0&* 3/HTK4 5710.7102 ;#76 )#2-'021=1;1.* 9')
2"#;.#)108 706 10.#)15 "',2108 ?1." 10.#)15 "',2108 2,--'). 9)'5 N',2108 706 g)=70
A#(#;'-5#0. 3N gA4 72 ?#;; 72 '."#) -)157)* 78#0&1#2 706 2,--'). ')8701B7.1'02< +"#;.#)108 97;;2
,06#) H+/ LM 10 ."# !"#$%&"' -+*8%&*+ 1,"2+3%,4 6!-17 ?"#)# AN+G/HTK 12 ."# &'')6107.108 78#0&*<
S0.#)15 "',2108> 72 1.2 075# 15-;1#2> 12 7 .)7021.1'0 .' -#)570#0. "',2108 706 12 6#-#06#0. '0
."# -#)1'6 '9 .)7021.1'0 72 )#2-'021=1;1.* 5'(#2 9)'5 H5#)8#0&* +,--'). /,0&.1'0 3H+/4 LM .'
."# N',2108 %+/< K66)#22108 -#)570#0. "',2108> ."# ."1)6 9'&,2 7)#7 '9 ."# @AN+> 12 ,06#) ."#
N',2108 %+/ 3!7=;#2 dd> dX 706 db4<

!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 56
H?8:Z)58<8:6-W :K6 K?G85!R -81
6#-;'* 10 2,--'). '9 ."# N',2108 %+/ 51221'0<
Coordinates and leverages lederal housing-related resources to assist local, tate and 1ribal
8'(#)05#0.2 .' 766)#22 "',2108E)#;7.#6> 61272.#) )#&'(#)* 0##62<
lncourages rapid and appropriate decisions regarding land use and housing location in the
&'55,01.* ') )#81'0<
ldentifies gaps and coordinates a resolution of conflicting policy and program issues.
maintains robust and accessible communications throughout the recovery process
=#.?##0 ."# /#6#)7; \'(#)05#0. 706 7;; '."#) -7).0#)2 .' #02,)# '08'108 617;'8,# 706
109')57.1'0 2"7)108<
Table 12.
H-6Z)58<8:6-W :K6 K?G85!R -81
Works vith local, tate and 1ribal governments, organizations and others in coordination
?1." ."# !"#$%&"' )$*"*#+, B%C*$&@ :"*4 1%,.+> Y'10. N',2108 +';,.1'02 \)',-<
ldentifies strategies and options that address a broad range of disaster housing issues such
72 ."'2# 6#7;108 ?1." -;700108> B'0108> 6#2180> -)'6,&.1'0> ;'812.1&2> &'6#2 706 91070&108<
Luilds accessibility, resilience, sustainability and mitigation measures into identified
"',2108 )#&'(#)* 2.)7.#81#2<
Table 11.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 57
?G:7?>68 1?- :K6 K?G85!R -81
A#-7).5#0.2 706 78#0&1#2 ?1." #D-#).12# 10 ;'08E.#)5 "',2108 2';,.1'02 ?'): .")',8" ."12
%+/ 706 10 &'0I,0&.1'0 ?1." ."# !"#$%&"' )$*"*#+, B%C*$&@ :"*4 1%,.+ 2' ."7.P
lousing resources that address local, tate and 1ribal disaster recovery housing needs are
&'')6107.#6<
llanning for current and post-disaster requirements are integrated into the organizations
7. ."# ;'&7; 706 +.7.# ;#(#; ."7. -#)9')5 ;706 706 &'55,01.* -;700108 706 =,1;6108 &'6#
7651012.)7.1'0<
local, tate, 1ribal and lederal programs, industry and construction options for addressing
-'2.E61272.#) "',2108 0##62 7)# 10 -;7&#<
lesearch results related to the disaster recovery housing area are shared.
lnteragency knovledge and expertise are shared vith tate-led housing task forces to
766)#22 61272.#) "',2108 122,#2<
lre- and post-disaster interaction and problem solving among lederal agencies and stakeholders
?1." 7 9'&,2 '0 )#&'02.),&.108 -#)570#0. "',2108> 10&;,6108 799')67=;# 706 7&&#221=;# "',2108
."7. 10&')-')7.#2 )#21;1#0&#> 2,2.7107=1;1.* 706 51.187.1'0 &'0&#-.2 7)# 97&1;1.7.#6<
1imely construction of housing that complies vith local, tate and national model
=,1;6108 &'6#2> 10&;,6108 7&&#221=1;1.* 2.7067)62> 12 97&1;1.7.#6<
loss of historic buildings and resources is minimized.
Table 13.

!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 58
-81U 5!1-<8:-G7:G-6 8F8:6>8=
7%%,D$&"#$&C <C+&.0U ) ?)VG8<76=
H,$2",0 <C+&.$+*U )K8 [16>< \ !HH)]W ) ?)VG8<76W ) ?6W )?:=
8IJJ%,#$&C ?,C"&$X"#$%&*U )K8W )?7W )?)W )?5W 6)W 6H<W 177W R8<W KK8W !-7W :-6<8W
G8)<W :A<=
>$**$%&=
/7&1;1.7.# ."# 10.#8)7.1'0 '9 ."# &7-7=1;1.1#2 '9 ."# /#6#)7; \'(#)05#0. .' 2,--'). ;'&7;> +.7.#
706 !)1=7; 8'(#)05#0.2 706 '."#) 109)72.),&.,)# '?0#)2 706 '-#)7.')2 10 ."#1) #99').2 .' 7&"1#(#
)#&'(#)* 8'7;2 )#;7.108 .' ."# -,=;1& #0810##)108 '9 ."# @7.1'0`2 109)72.),&.,)# 2*2.#52<
1I&.#$%&=
!"# &')# )#&'(#)* &7-7=1;1.* 9') 109)72.),&.,)# 2*2.#52 12 ."# 7=1;1.* .' #991&1#0.;* )#2.')# ."#
109)72.),&.,)# 2*2.#52 706 2#)(1&#2 .' 2,--'). 7 (17=;#> 2,2.7107=;# &'55,01.* 706 15-)'(#2
)#21;1#0&# .' 706 -)'.#&.1'0 9)'5 9,.,)# "7B7)62< !"# S09)72.),&.,)# +*2.#52 %+/ -)'5'.#2 7
"';12.1& 7--)'7&" .' 61272.#) )#&'(#)* &'')6107.1'0> 2,--').> -;700108 706 15-;#5#0.7.1'0 9')
109)72.),&.,)# 2*2.#52 ."7. 2#)(# ."# &'55,01.*< !"12 10&;,6#2 2108;# 706 5,;.1I,)1261&.1'07; 7)#72
706 )#81'02<
!"# S09)72.),&.,)# +*2.#52 %+/ Q'')6107.108 K8#0&* &'06,&.2 '-#)7.1'02 10 7&&')670&# ?1." 1.2
7,."')1.1#2 706 )#2',)&#2 .' -)'(16# (1.7; -,=;1& #0810##)108 2#)(1&#2 .' 2.)#08."#0 ',) @7.1'0`2
2#&,)1.* 706 )#6,&# )12:2 9)'5 61272.#)2< O"#0 7--)'-)17.#> ."# Q'')6107.108 K8#0&*> ?'):108
.'8#."#) ?1." /HTK> 97&1;1.7.#2 706 -)'5'.#2 ."# #99').2 '9 ."# %+/ -)157)* 706 2,--').108
78#0&1#2 .' #02,)# ."'2# 78#0&1#2 ?1." ."# )#F,121.# 7,."')1.1#2> #D-#).12#> 706 )#2',)&#2 7)#
-'21.1'0#6 .' -)'(16# 72212.70&# .' 706 &';;7=')7.# ?1." -,=;1& 706 -)1(7.# 2#&.') 109)72.),&.,)#
-7).0#)2 .' ."# #D.#0. 7,."')1B#6 =* ;7?< !"# S09)72.),&.,)# +*2.#52 %+/ Q'')6107.108 K8#0&* 6'#2
0'. 61)#&.;* ,06#).7:#> "'?#(#)> 70* '-#)7.1'07; )#&'(#)* ') #0810##)108 7&.1(1.1#2 ',.216# ."#
2&'-# '9 1.2 7,."')1.1#2 706 )#2',)&#2<
!"# S09)72.),&.,)# +*2.#52 %+/ 2#)(#2 72 7 &';;7=')7.1(# 9'),5 9') /#6#)7; \'(#)05#0.
#0878#5#0. ?1." ;'&7;> +.7.#> !)1=7; 706 -)1(7.# 2#&.') )#-)#2#0.7.1(#2 .' 9'&,2 '0 -,=;1&
#0810##)108 2#)(1&#2 ."7. &70 )#6,&# )12:2 9)'5 61272.#)2 706 #D-#61.# )#&'(#)*< !"# &';;7=')7.1(#
#99').2 '9 ."12 %+/ 10(';(# 8'(#)05#0. 706 -)1(7.# 2#&.') -7).0#)2 ?1." #D-#).12# 10 -,=;1&
#0810##)108 2#)(1&#2> 72 7--)'-)17.#> 7&)'22 ."# 109)72.),&.,)# 2#&.')2 16#0.191#6 .")',8" ."# !"#$%&"'
D&=,"*#,C.#C,+ E,%#+.#$%& E'"& 6! DEE7 E",#&+,*F$8 1,"2+3%,4
c
< !"#)#9')#> ."# 2&'-# '9 ."12 %+/ 10&;,6#2>
=,. 12 0'. ;151.#6 .'> ."# 9';;'?108 109)72.),&.,)# 2#&.')2 706 2,=2#&.')2P #0#)8*> ?7.#)> 6752>
&'55,01&7.1'02> .)702-').7.1'0 2*2.#52> K8)1&,;.,)# 39''6 -)'6,&.1'0 706 6#;1(#)*4> 8'(#)05#0.
97&1;1.1#2> ,.1;1.1#2> 2701.7.1'0> #0810##)108> 9;''6 &'0.)'; 706 '."#) 2*2.#52 ."7. 61)#&.;* 2,--').
."# -"*21&7; 109)72.),&.,)# '9 &'55,01.1#2J 72 ?#;; 72 -"*21&7; 97&1;1.1#2 ."7. 2,--'). #22#0.17;
2#)(1&#2> 2,&" 72 -,=;1& 279#.*> #5#)8#0&* 2#)(1&#2 706 -,=;1& )#&)#7.1'0 3!7=;#2 dV> dZ 706 dM4<
7.
National Infrastructure Protection Plan (NIPP), 2009,
identihes a Partnership Framework composed of 18 sectors.
Designation of the sectors is derived from HSPD-7.
footnote
End of footnote.
See footnote
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 59
H-6Z)58<8:6-W :K6 5!1-<8:-G7:G-6 8F8:6>8 -81
Develops guidance and standard procedures for rapid activation of ll capabilities to
2,--'). &'55,01.* )#&'(#)*<
ldentifies relevant statutory andor regulatory programs, potential capabilities andor
;151.108 97&.')2 -#).710108 .' )#&'(#)* 2,--'). 9') 109)72.),&.,)# 2*2.#52<
lrovides a forum for interagency coordination, information sharing and exchange of
#99#&.1(# -)7&.1&#2<
upports planning, preparedness, education, training and outreach efforts to enhance
&7-7=1;1.1#2 9') )#&'(#)*<
Works vith partners to identify critical facilities and ensure considerations are made to
)#6,&# )12: -)#E 706 -'2.E61272.#)<
Table 14.
H?8:Z)58<8:6-W :K6 5!1-<8:-G7:G-6 8F8:6>8 -81
6#-;'* 10 2,--'). '9 ."# S09)72.),&.,)# +*2.#52 %+/ 51221'0<
upports the recovery of infrastructure systems, dependent on the nature and scope of the
61272.#)> 706 ."# 2-#&191& 7,."')1.1#2 706 -)'8)752 ?1."10 ."# I,)1261&.1'0 '9 -7).1&1-7.108
6#-7).5#0.2 706 78#0&1#2<
larticipates in the national-level coordination of damage and community needs
722#225#0.2 72 7--)'-)17.# .' #02,)# 109)72.),&.,)# &'0216#)7.1'02 10.#8)7.# 10.' ."# -'2.E
61272.#) -,=;1& 706 -)1(7.# 2#&.') &'55,01.* -;700108 -)'&#22<
Deploys ll resources, as required by the specific disaster situation and consistent vith
."# 2-#&191& 7,."')1.1#2 706 -)'8)752 '9 ."# -7).1&1-7.108 6#-7).5#0.2 706 78#0&1#2> .' ."#
91#;6 .' 72212. ."# 799#&.#6 &'55,01.* 10 6#(#;'-108 70 S09)72.),&.,)# +*2.#52 %#&'(#)*
7&.1'0 -;70 ."7.P
Avoids the redundant, counterproductive, or unauthorized use of limited capital
)#2',)&#2 0#&#227)* 9') 109)72.),&.,)#G)#&'(#)*<
lelps resolve conflicts, including those across jurisdictional lines, resulting from the
&'5-#.1.1'0 9') :#* )#2',)&#2 #22#0.17; .' 109)72.),&.,)# 2*2.#52 )#&'(#)*
e
<
ets a firm schedule and sequenced time structure for future infrastructure recovery
-)'I#&.2<
Works vith ll partners to leverage available financial and technical assistance, both
9)'5 8'(#)05#0.7; 706 0'08'(#)05#0.7; 2',)&#2> 10 ."# #D#&,.1'0 '9 ."# &'55,01.*`2
S09)72.),&.,)# +*2.#52 %#&'(#)* 7&.1'0 -;70<
Table 15.
8.
In certain catastrophic situations and other extreme conditions, the Title I authorities
of the Defense Production Act may be used to prioritize and allocate key resources and
services in the interest of national security and defense and to support critical infrastructure
restoration. For more information, see 50 U.S.C. App. 2061 et seq. and http://www.
fema.gov/about/programs/dpa/pubs.shtm and http://www.bis.doc.gov/dpas
footnote
End of footnote.
See footnote

!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 60
H?8:Z)58<8:6-W :K6 5!1-<8:-G7:G-6 8F8:6>8 -81 [7%&#$&I+D]
lromotes rebuilding infrastructure in a manner vhich vill reduce vulnerability to future
61272.#)2 15-7&.2<
=#.?##0 ."# /#6#)7; \'(#)05#0. 706 7;; '."#) -7).0#)2 .' #02,)# '08'108 617;'8,# 706
109')57.1'0 2"7)108<
Table 15 (Continued).
?G:7?>68 1?- :K6 5!1-<8:-G7:G-6 8F8:6>8 -81=
!"# S09)72.),&.,)# +*2.#52 %+/ -)'(16#2 ."# &'')6107.108 2.),&.,)#2> 9)75#?'): 706 8,1670&#
.' #02,)#P
lesilience, sustainability and mitigation are incorporated as part of the design for
109)72.),&.,)# 2*2.#52 706 72 -7). '9 ."# &'55,01.*`2 &7-1.7; -;700108 -)'&#22<
lnfrastructure systems are fully recovered in a timely and efficient manner to minimize the
15-7&. '9 2#)(1&# 612),-.1'02< !"# -)1(7.# 2#&.') &)1.1&7; 109)72.),&.,)# "72 ."# 10&#0.1(# 706
."# 5#702 .' 2,--'). 7 ,0191#6 &'55,01.* 706 07.1'07; )#&'(#)* #99').<
1he capacity of all infrastructure systems is adequately matched to the community`s
&,))#0. 706 -)'I#&.#6 6#5706 '0 1.2 =,1;. 706 (1).,7; #0(1)'05#0.<
Table 16.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 61
H-6Z)58<8:6-W :K6 !<:G-<P <!) 7GP:G-<P -68?G-768 -81
ldentifies relevant lederal programs and incentives that have a role in supporting the
-)#2#)(7.1'0> -)'.#&.1'0> &'02#)(7.1'0> )#"7=1;1.7.1'0> )#&'(#)* 706 )#2.')7.1'0 '9 07.,)7;
706 &,;.,)7; )#2',)&#2 6,)108 )#&'(#)*<
Develops a pre-disaster :atural and Cultural lesources ll action plan to identify and
&'55,01&7.# -)1')1.* 7&.1'02<
ldentifies and prioritizes gaps and inconsistencies vithin and betveen relevant lederal
)#8,;7.1'02> -';1&1#2> -)'8)75 )#F,1)#5#0.2 706 -)'&#22#2 799#&.108 07.,)7; 706 &,;.,)7;
)#2',)&#2 ."7. 7)# ,2#6 10 61272.#) )#&'(#)*> #1."#) 2#-7)7.#;* ') 10 &'5=107.1'0 ?1." '0#
70'."#)> 706 57:#2 )#&'55#067.1'02 .' ."# @7.1'07; A1272.#) %#&'(#)* U;700108 3@A%U4
A1(121'0 7. /HTK N#76F,7).#)2 706 2-#&191& /#6#)7; 78#0&1#2<
Works vith private nonprofits and other nongovernmental organizations (:GOs) to
;#(#)78# '--').,01.1#2 .' #0&',)78# ;'&7;> +.7.# 706 !)1=7; 8'(#)05#0.2 706 102.1.,.1'02 .'
6#(#;'- #5#)8#0&* 57078#5#0. -;702 ."7. 10.#8)7.# 07.,)7; 706 &,;.,)7; )#2',)&# 122,#2<
lromotes the principles of sustainable and disaster resistant communities through the
-)'.#&.1'0 '9 07.,)7; )#2',)&#2 2,&" 72 &'72.7; =7))1#)2 706 B'0#2> 9;''6-;7102> ?#.;7062
706 '."#) 07.,)7; )#2',)&#2 &)1.1&7; .' )12: )#6,&.1'0<
Assesses appropriate hazard mitigation strategies for the protection of cultural resources.
Table 17.
-81U !<:G-<P <!) 7GP:G-<P -68?G-768=
7%%,D$&"#$&C <C+&.0U )?5=
H,$2",0 <C+&.0U )K8V16><W )?5W 6 H<=
8IJJ%,#$&C ?,C"&$X"#$%&*U <7KHW 7!78W 76^W )?7W 5>P8W P?7W !6<W !6KW G8<76W G8)<W
K+,$#"C+ H,+*+,/"#$%&=
>$**$%&=
S0.#8)7.# /#6#)7; 722#.2 706 &7-7=1;1.1#2 .' "#;- +.7.# 706 !)1=7; 8'(#)05#0.2 706 &'55,01.1#2 766)#22
;'08E.#)5 #0(1)'05#0.7; 706 &,;.,)7; )#2',)&# )#&'(#)* 0##62 79.#) ;7)8#E2&7;# 706 &7.72.)'-"1& 10&16#0.2<
1I&.#$%&=
!"# &')# )#&'(#)* &7-7=1;1.* 9') 07.,)7; 706 &,;.,)7; )#2',)&#2 12 ."# 7=1;1.* .' -)'.#&. 07.,)7;
706 &,;.,)7; )#2',)&#2 706 "12.')1& -)'-#).1#2 .")',8" 7--)'-)17.# )#2-'02# 706 )#&'(#)* 7&.1'02
.' -)#2#)(#> &'02#)(#> )#"7=1;1.7.#> 706 )#2.')# ."#5 &'0212.#0. ?1." -'2.E61272.#) &'55,01.*
-)1')1.1#2 706 10 &'5-;170&# ?1." 7--)'-)17.# #0(1)'05#0.7; 706 &,;.,)7; )#2',)&#2 ;7?2< !"#
@7.,)7; 706 Q,;.,)7; %#2',)&#2 %+/ &'')6107.#2 6#-7).5#0.2 706 78#0&1#2 ?'):108 .'8#."#)
.' -)'(16# 109')57.1'0 706 72212.70&# .' &'55,01.1#2 2##:108 .' -)#2#)(#> -)'.#&.> &'02#)(#>
)#"7=1;1.7.#> )#&'(#) 706 )#2.')# 07.,)7; 706 &,;.,)7; )#2',)&#2 6,)108 )#&'(#)*<
%#;#(70. 78#0&1#2 706 -7).0#)2 7)# ."'2# ?1." #D-#).12# 706 -)'8)752 10&;,6108> =,. 0'. ;151.#6 .'> 2-#&191&
07.,)7; 706 &,;.,)7; )#2',)&# 122,# 16#0.191&7.1'0> 722#225#0. 706 57078#5#0. 3#<8<> 912" 706 ?1;6;19#> "12.')1&
706 .)761.1'07; &,;.,)7; -)'-#).1#2> "*6)';'8*4J 07.,)7; 706 &,;.,)7; )#2',)&# -;700108J #0(1)'05#0.7;
-;700108 706 "12.')1& -)#2#)(7.1'0 &'5-;170&# ,06#) /#6#)7; ;7?2 706 ?G+.C#$/+ H,>+,* 32-#&191& .' -)'8)752 ."7.
-)'(16# 9,06108 9') 61272.#) )#&'(#)*4J 706 &'55,01.* 2,2.7107=1;1.* 3!7=;#2 dc> de 706 d_4<

!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 62
?G:7?>68 1?- :K6 !<:G-<P <!) 7GP:G-<P -68?G-768 -81
O1." #D-#).12# 6)7?0 9)'5 /#6#)7; 6#-7).5#0.2 706 78#0&1#2> ."# @7.,)7; 706 Q,;.,)7;
%#2',)&#2 %+/ ?'):2 2' ."7.P
Considerations related to the management and protection of natural and cultural resources
706 "12.')1& -)'-#).1#2 3@QN4 )#2',)&#2> &'55,01.* 2,2.7107=1;1.* 706 &'5-;170&# ?1."
#0(1)'05#0.7; -;700108 706 "12.')1& -)#2#)(7.1'0 )#F,1)#5#0.2 7)# 10.#8)7.#6
10.' )#&'(#)*<
local communities, tates and 1ribal governments are ready to address post-disaster
07.,)7; 706 &,;.,)7; )#2',)&# )#&'(#)* 0##62<
lrograms to support disaster recovery, coordination of technical assistance and capabilities
706 67.7 2"7)108 7)# &'')6107.#6<
:atural and cultural assessments and studies needed post-disaster, including proposed solutions
.' #0(1)'05#0.7; 706 "12.')1& -)#2#)(7.1'0 -';1&* 706 -)'&#22 15-#615#0.2> 7)# 6#(#;'-#6<
Table 18.
Table 19.
H?8:Z)58<8:6-W :K6 !<:G-<P <!) 7GP:G-<P -68?G-768 -81
6#-;'* 10 2,--'). '9 ."# @7.,)7; 706 Q,;.,)7; %#2',)&#2 %+/ 51221'0<
Works to leverage lederal resources and available programs to meet local community
)#&'(#)* 0##62<
ldentifies opportunities to leverage natural and cultural resource protection vith hazard
51.187.1'0 2.)7.#81#2<
Addresses government policy and agency program issues, gaps and inconsistencies related
.' 07.,)7; 706 &,;.,)7; )#2',)&# 122,#2<
Coordinates cross-jurisdictional or multistate andor regional natural and cultural resource
122,#2 .' #02,)# &'0212.#0&* '9 /#6#)7; 2,--'). ?"#)# 0##6#6<
lncourages responsible agencies at all levels of government and their important private
2#&.') -7).0#)2 .' 2,--'). ."# ;'&7; &'55,01.*`2 )#&'(#)* -;70 706 -)1')1.1#2 =*
6#(#;'-108 7 @7.,)7; 706 Q,;.,)7; %#2',)&#2 7&.1'0 -;70 ."7. 16#0.191#2 "'? ."# 78#0&1#2
;#(#)78# )#2',)&#2 706 &7-7=1;1.1#2 .' 5##. ."# &'55,01.*`2 0##62<
ynchronizes the :atural and Cultural lesources action plan vith other lls, as
7--)'-)17.# .' 2,--'). ."# =)'76#) (121'0 '9 /#6#)7; 2,--'). .' 61272.#) )#&'(#)*<
lelps communities and tate and 1ribal governments to leverage opportunities inherent in
)#&'(#)* .' 51.187.# 15-7&.2 .' #0(1)'05#0.7; ') &,;.,)7; )#2',)&#2<
lromotes a systematic, interdisciplinary approach to understand the interdependencies and
&'5-;#D )#;7.1'02"1-2 '9 ."# 07.,)7; 706 &,;.,)7; #0(1)'05#0.2<
=#.?##0 ."# /#6#)7; \'(#)05#0. 706 7;; '."#) -7).0#)2 .' #02,)# '08'108 617;'8,# 706
109')57.1'0 2"7)108<
Page 63
!"#$%&"' )$*"*#+,
-+.%/+,0 1,"2+3%,4
lroper pre- and post-disaster planning is
a prerequisite for the implementation of a
vell-orchestrated recovery process at the
local, tate and 1ribal levels. lreparedness
initiatives help guide the recovery process
to effectively and efficiently achieve a
community`s disaster recovery priorities.
Loth pre- and post-disaster recovery planning
are critical for communities to develop
resilience and for successful and timely
recovery.
5-67)89:9;6- -6<=>6-?
5@:!!8!AB
lre-disaster recovery planning enables
local, tate and 1ribal governments to
effectively direct recovery activities and
expedite a unified recovery effort. lre-
disaster plans provide a common platform
to guide recovery decisions and activities.
When done in conjunction vith local and
regional comprehensive and community
development, pre-disaster planning helps
to identify recovery priorities, incorporate
hazard mitigation strategies in the vake of a
disaster and articulate post-disaster options.
Ly integrating and coordinating planning
initiatives, a community further increases
local resilience.
ln addition to the general elements of the
pre-disaster planning process (1able 20),
there are also elements specific to the various
participants in the process. 1he responsibility
of preparing for disaster recovery begins
vith the individual and builds to the larger
responsibility of the community and local
government. Community planning efforts
are supported by voluntary, faith-based and
community organizations, businesses, and
local, tate, 1ribal and lederal governments.
Details on pre- and post-disaster planning
activities can be found in Appendix C.
CB 5@:!!8!A 1=- 9D<<6991D@
)89:9;6- -6<=>6-?B
PLANNING FOR A SUCCESSFUL DISASTER RECOVERY
<E:5;6-
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 64
F6? 5-8!<85@69 =1 5-67)89:9;6- -6<=>6-? 5@:!!8!AB
lre-disaster planning relies on key principles to.
lstablish clear leadership, coordination and decisionmaking structures at the local, tate
and 1ribal levels.
Develop pre-disaster partnerships to ensure engagement of all potential resources through
the folloving methods.
ldentify and engage stakeholders including, but not limited to, the general public,
community leaders, faith-based organizations, nonprofit organizations and private
sector entities.
Organize connections to interface vith local, tate, 1ribal and lederal governments.
lnsure community participation of historically underserved populations including
diverse racial and ethnic communities, individuals vith disabilities and others vith
access and functional needs, children, seniors, and individuals vith limited lnglish
proficiency.
1est and evaluate pre-disaster plans through seminars, vorkshops and exercises.
Luild partnerships betveen neighborhoods and local government agencies that form the
basis for pre-and post-multihazard assessments and support for mitigation actions.
lntegrate pre-disaster recovery planning (e.g., response, land use and hazard mitigation
planning) vith other appropriate community planning (e.g., comprehensive, accessibility
design and capital improvement planning).
ldentify limitations in community recovery capacity and the means to supplement
this capacity.
lncorporate sustainable development, including environmental, historic preservation and
financial elements, into recovery planning guidelines.
Develop an accessible public information campaign that addresses the concerns of the
public and an array of possible scenarios.
lrepare pre-disaster !"#$%&'(& $* +'("%,-&'(.'/ (m OUs) as a vay to establish early
partnerships, planning initiatives and expectations vith stakeholders, community faith-
based organizations, nonprofit groups and private sector entities.
Develop and implement recovery training and education as a tool for building recovery
capacity and making it available to all other stakeholders.
ldentify resource requirements and conduct acquisition planning.
Table 20.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 65
5-67)89:9;6- -6<=>6-?
5@:!!8!A 6@6G6!;9B
lre-disaster recovery planning involves a
tate or community articulating a process
for hov it organizes and manages its
recovery, establishes relationships among
stakeholders and develops methods for
prioritizing recovery decisions and land use
considerations. llements of a pre-disaster
recovery planning and coordination system
(1able 21) may include the folloving.
5-67)89:9;6- -6<=>6-? 5@:!!8!A -6<=GG6!)6) :<;8>8;869B
:**+**2+&#B
ldentify hazards, assess risks and vulnerabilities.
ldentify limitations in recovery capacity, and means to supplement this capacity.
ldentify areas of potential financial challenges.
<%22H&$."#$%& "&I =H#,+".JB
ldentify strategies to use in the development of the pre-disaster recovery planning process.
Develop outreach and communications strategies for use during post-disaster recovery.
lnsure community participation of underserved and disadvantaged populations including
the use of alternative communications formats and multiple languages.
lnsure effective communications for all participants, including individuals vith disabilities
and individuals vith limited lnglish proficiency.
9#"4+J%'I+,*B
ldentify sectors of the community to participate in pre- and post-disaster recovery
planning and coordination.
5",#&+,*J$K*B
Develop pre-disaster partnerships that ensure engagement of all potential resources and issues.
lncourage full engagement of the public and recovery stakeholders.
Organize connections and interface vith the local government.
AH$I$&L 5,$&.$K'+* "&I -+.%/+,0 5,$%,$#$+*B
Determine principles to guide recovery decisionmaking.
lxplore hov priorities are determined folloving a disaster.
lncorporate sustainability into overall planning guidance.
Table 21.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 66
5-67)89:9;6- -6<=>6-? 5@:!!8!A -6<=GG6!)6) :<;8>8;869 M<%&#$&H+INB
=,L"&$O"#$%&"' 1,"2+3%,4B
lstablish clear leadership, coordination and decisionmaking structures throughout all
levels of government.
<%&.+K# %P =K+,"#$%&*B
lstablish the operational framevork that is folloved immediately after a disaster occurs.
lstablish maintenance procedures for updating pre- and post-disaster recovery plans.
5,%.+** P%, 5%*#7)$*"*#+, -+.%/+,0 5'"&&$&LB
Clearly articulate the connectivity betveen mitigation, comprehensive and regional
sustainability planning and other policy positions.
ldentify hov the community vill vork together after a disaster to develop their plan for recovery
Use a multihazard approach to recovery planning and preparedness.
ldentify priority recovery and redevelopment activities.
Organize decisions through the use of a planning system that.
lvaluates the likely conditions and needs after a disaster.
ets recovery goals and objectives.
measures progress against those goals and objectives.
6Q+,.$*+B
1est pre-disaster planning, preparation and staff capabilities by implementing recovery exercises.
lvaluate performance and revise pre-disaster recovery plans accordingly.
5'"&&$&L <%&*$I+,"#$%&*B
ldentify specific planning considerations that must be taken into account in the development of
a recovery plan, including but not limited to, place-based mitigation issues such as.
Wildruralurban interfaces.
lloodplain management.
Coastal zones.
eismic areas.
listoric and cultural properties, districts, landscapes, and traditional cultural properties.
Table 21 (Continued)
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 67
5=9;7)89:9;6- -6<=>6-?
5@:!!8!AB
Communities impacted by a disaster should
develop a process for optimally managing
their recovery effort and resources. lost-
disaster community recovery planning (1able
22) puts complex decisions in the context
of the disaster and forms the foundation for
allocating resources. 1he planning process
provides the benchmark to measure the
affected community`s progress tovards a
successful outcome.

F6? 5-8!<85@69 =1 5=9;7)89:9;6- -6<=>6-? 5@:!!8!AB
All disaster-impacted communities can benefit by engaging in disaster recovery planning and
creating plans that are meaningful to multiple audiences, including potential funders, 1ribal
governments, tate and lederal level agencies and members of the community. 1he post-
disaster planning process.
Organizes recovery priorities and tasks through the use of a planning process to.
lvaluate the conditions and needs after a disaster.
Assess risk.
et goals and objectives.
ldentify opportunities to build in future resilience through mitigation.
ldentify specific projects in areas of critical importance to the community`s overall recovery.
Uses a community-driven and locally managed process, designed to promote local
decisionmaking and ovnership of the recovery planning and implementation effort.
Works collaboratively vith all groups of people affected by the disaster to promote
inclusive and accessible outreach to their communities and address issues relevant to them.
lnsures inclusion and encourages participation of individuals and communities that may
require alternative andor additional outreach support (e.g., racialethnic communities,
individuals vith limited lnglish proficiency, and people vith disabilities).
lncorporates considerations that include the concept of groving smarter as the recovery
continuum progresses. 1his includes compliance vith standards for sustainable and
accessible design, alteration and construction.
lntegrates multihazard considerations into mitigation and preparedness activities.
Luilds partnerships among local agencies, jurisdictions and tate, 1ribal and lederal
governments.
lrovides vell-defined activities and outcomes including schedules and milestones
aimed at achieving recovery.
Develops tools and metrics for evaluating progress against set goals, objectives
and milestones.
ldentifies resource requirements and conducts acquisition planning.
Table 22.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 68
llanning for the complex needs of the full
community and bringing all stakeholders
to a common planning table vith a
commitment to physical, programmatic and
communications accessibility helps create a
successful post-disaster recovery process. A
significant challenge of post-disaster recovery
planning is developing a plan quickly enough
to meet the needs of residents and businesses.
1he post-disaster planning process operates
on a much faster timeline than traditional or
pre-disaster planning processes. lovever,
one of the basic goals of the process is to
develop the relationships and interagency
cooperation that continue to serve the
recovery process once planning is complete.
9DAA69;6) 5=9;7)89:9;6-
-6<=>6-? 5@:!!8!A 6@6G6!;9B
A post-disaster plan is a discrete process that
produces a document or series of documents
for the disaster at hand that results in
integrated recovery and reconstruction
programs, actions and recovery. 1his post-
disaster recovery plan is based on the strategy
and process laid out in the pre-disaster plan.
lost-disaster plans guide funding for a vide
variety of public sector and nongovernmental
investments.
1he post-disaster recovery planning process
brings the community together to develop
an overall framevork for coordination and
recovery planning (1able 23). 1he process
assists tates and communities in focusing
on recovery issues and needs, developing
projects and strategies to address those
needs and determining measures of success
to better manage recovery. Organizing
and managing the recovery process allovs
a community to take advantage of the
opportunities created by recovery. lach
community determines its process for post-
disaster recovery planning. General elements
that may be helpful vhen considering the
development of a post-disaster recovery plan
include the folloving.
9.
These elements modihed from the Long-Term Community
Recovery (LTCR) Planning Process; A Self-Help Guide.
http://www.fema.gov/library/viewRecord.do?id=2151
5=9;7)89:9;6- -6<=>6-? 5@:!!8!A 6@6G6!;9
9
B
:**+**2+&#B
Assess the need created by the disaster to determine vhere recovery issues are present
geographically by sector (e.g., housing, health care, infrastructure, environment,
economy).
Determine areas of future risk and mitigation opportunities, such as revieving past
lederally-funded mitigation activities for effectiveness and use as baseline for nev
recovery planning and assessment needs.
@+"I+,*J$KB
ldentify an individual or group as vell as supporting structures required to lead the
process in a manner that complies vith all relevant lavs, including civil rights lavs.
Table 23.
footnote
End footnote.
See footnote
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 69
5=9;7)89:9;6- -6<=>6-? 5@:!!8!A 6@6G6!;9 M<%&#$&H+INB
9HKK%,#B
Coordinate vith all community leaders to ensure participation and validity of the process.
ldentify outside resources, financial and technical, that provide support to the overall
recovery effort.
<%22H&$."#$%& "&I =H#,+".JB
lstablish an accessible process for exchanging information betveen the public and leadership.
Develop a communications map to ensure all sectors of the community are engaged in the process.
Use nontraditional communications outlets to reach as much of the community as possible.
lnsure effective communications for all participants, including individuals vith disabilities
and individuals vith limited lnglish proficiency.
6Q$*#$&L AH$I"&.+ )%.H2+&#*B
Use mitigation, comprehensive and other community plans to guide the identification of
priority redevelopment and reconstruction vithin recovery.
RH$'I <%&*+&*H*B
Work together to move recovery forvard.
Continue to engage the community and reach out to nev stakeholders.
ldentify and address conflict.
-+.%/+,0 8**H+*B
Determine the areas of concern and the impact these areas have on recovery.
ldentify areas of opportunity in recovery planning.
-+.%/+,0 >$*$%& "&I A%"'*B
ldentify areas that strengthen and revitalize the community.
Develop and document the recovery vision and goals.
olicit public participation in the development and confirmation of the vision and goals.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 70
5=9;7)89:9;6- 5@:!!8!A 6@6G6!;9 M<%&#$&H+INB
9#,"#+L0B
Use existing planning documents on hazard mitigation, comprehensive and regional
planning to develop strategies.
Develop projects and programs to meet the recovery vision and goals created by the
community.
lvaluate projects and programs to determine their impact on recovery, feasibility,
public support, sustainability initiatives, effective use of resources and other criteria as
determined by the community.
5'"& S,$#$&LB
Document the vision, goals, projects and programs.
lrovide a draft to stakeholders.
levise based on feedback.
82K'+2+&#"#$%&B
Determine the implementation plan and priorities for recovery projects.
ldentify key leaders responsible for undertaking next steps or moving recovery strategies
forvard.
lemain flexible.
1H&I$&LB
Use existing public and private resources and nev funding streams to creatively package
resources.
lhase large projects to allov for more flexible application of funding.
DKI"#+B
levise plans as needed to meet changing recovery needs and priorities.
Continue to update and engage the broader stakeholder population on next steps.
monitor progress and convey achievements to all stakeholders.
Page 71
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liss|i|i|i.s ia lm.t.a., t.st.1a.ss6
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lnsure the integration of people vith
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COMMUNITY CONSIDERATIONS
6E5F<7-
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 72
lngage in pre-disaster contracting and
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types. lntegrate disability and access
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Conduct disaster recovery avareness
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5&)+=&9&'/ %+0&3+'"-)J +50",+,/
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=/ $)&%3 '""9) )$,. +) '.( A l A 8.s| ts.|i..s
1aa| ki|6
Consider that recovery partners
L&%,9$5&%3 (#(-3(%,/ #+%+3(-)2 )",&+9
vorkers, organizations and agencies)
#+/ 9+,: '.( 8+#&9&+-&'/ '.+' &) 4-()$#(5
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4"4$9+'&"%)6
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long-term effects of debris, on children
+%5 +5$9') <&'. (C&)'&%3 +%5 %(<
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lnsure that all print, electronic and face-
to-face communications are accessible to
people vith disabilities and other at-risk
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Page 73
lnsure that recovery measures and
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A...ss |a .ti..s lat .tsaas i|| iimi|.1 la|is|
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meaningful access to limited lnglish
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1itle 7l guidance to recipients of lederal
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Page 74
,"%5$,' "8 -(,"0(-/ (88"-') ,9(+-9/ 0&"9+'()
,&0&9 -&3.') 9+<)6 ?(,&4&(%') "8 B(5(-+9 8$%5)2
&%,9$5&%3 9",+9 +%5 H'+'( 3"0(-%#(%') +%5
4-&0+'( ."$)&%3 4-"0&5(-)2 +-( +9)" 4-".&=&'(5
8-"# &#49(#(%'&%3 %($'-+9 4"9&,&() +%5
4-+,'&,() '.+' .+0( + 5&),-&#&%+'"-/ &#4+,'
=+)(5 "% '.()( ,.+-+,'(-&)'&,)6 B&%+99/ ="'.
B(5(-+9 +3(%,&() +%5 -(,&4&(%') #$)' '+:(
-(+)"%+=9( )'(4) '" 4-"0&5( #(+%&%38$9 +,,())
to limited lnglish proficient individuals.
K-"#&)&%3 4-+,'&,() '" +0"&5 5&),-&#&%+'"-/
,"%)(I$(%,() &% -(,"0(-/ (88"-') &%,9$5(D
Conducting outreach to community
"-3+%&1+'&"%) )(-0&%3 -+,&+99/ +%5
('.%&,+99/ 5&0(-)( 4"4$9+'&"%) 8"-
4$-4")() "8 +50&)&%3 '.(# +="$'
+0+&9+=9( +))&)'+%,(2 (9&3&=&9&'/ )'+%5+-5)
8"- +))&)'+%,( +%5 &%,9$5&%3 '.(# &%
5&)+)'(- 4-(4+-(5%())2 -(,"0(-/ +%5
-(,"%)'-$,'&"% 49+%%&%36
lnsuring that the location for meetings
)((:&%3 4$=9&, &%4$' &) +,,())&=9( '"
+99 &#4+,'(5 ,"##$%&'/ #(#=(-)
+%5 +50(-'&)(#(%' 8"- )$,. #(('&%3)
'+:( &%'" +,,"$%' '.( 0+-&"$) <+/) &%
<.&,. 5&88(-(%' #(#=(-) +,,()) )$,.
&%8"-#+'&"%6
making sure that language services
&%,9$5&%3 =&9&%3$+9 )'+882 &%'(-4-('(-) +%5
translated materials are in place so
that limited lnglish proficient persons
+-( +=9( '" ,"##$%&,+'( '.(&- %((5)2
+449/ 8"- +))&)'+%,( +%5 -(,(&0( &#4"-'+%'
&%8"-#+'&"% +="$' '.( 4-",())6
1aking steps to encourage all eligible
4(-)"%) &% %((5 '" ,"#( 8"-<+-5 '"
-(,(&0( 0&'+9 5&)+)'(- =(%(8&')J %"' +99
=(%(8&') -(I$&-( + 4(-)"% '" =( 9(3+99/
4-()(%' +%5 )"#( +99"< ,.&95-(% "8
$%5",$#(%'(5 4+-(%') '" -(,(&0( +&56
H.+-&%3 &%8"-#+'&"% +="$' '.( #&%&#$#
(9&3&=&9&'/ )'+%5+-5) 8"- "='+&%&%3
=(%(8&')2 )" '.+' (9&3&=9( &%5&0&5$+9)2
&%,9$5&%3 (9&3&=9( &##&3-+%') +%5N"-
'.(&- ,.&95-(% ,+% +,,()) +&5 <&'."$'
5&88&,$9'/ "- 8(+-6
:ot applying more stringent eligibility
,-&'(-&+ 8"- -(,"0(-/ +&5 =+)(5 "% -+,(2
,"9"-2 %+'&"%+9 "-&3&%2 9+%3$+3( "- "'.(-
4-".&=&'(5 =+)()6
lnsuring affordable rental housing
&% -+,&+99/ +%5 ('.%&,+99/ 5&0(-)(
,"##$%&'&() +%5 )((:&%3 &%4$' 8-"#
'.")( ,"##$%&'&() -(3+-5&%3
-(=$&95&%3 (88"-')6
monitoring and addressing possible
."$)&%3 5&),-&#&%+'&"% +3+&%)' 5&)49+,(5
4(-)"%) )((:&%3 + 49+,( '" 9&0( +8'(- +
5&)+)'(-6 !"#49+&%' 4-",(5$-() )."$95 =(
,9(+-9/ +-'&,$9+'(5 +%5 %"%5&),-&#&%+'&"%
4"9&,&() )."$95 =( &% 49+,(6
lnsuring that temporary homes are
+5(I$+'( +%5 ,"%0(%&(%'9/ 9",+'(5 '"
())(%'&+9 )(-0&,() )$,. +) ),.""9)6
llanning for hov residents may access
+9'(-%+'&0( #(5&,+9 8+,&9&'&()2 4+-'&,$9+-9/
0&+ 4$=9&, '-+%)4"-'+'&"%2 &8 9",+9 8+,&9&'&()
are damaged or destroyed. lngage
&#4+,'(5 ,"##$%&'/ #(#=(-) &% '.(
49+%%&%3 8"- -(=$&95&%3 '.()( 8+,&9&'&()6
lnsuring that recovery services are
+,,())&=9( =/ 4$=9&, '-+%)4"-'+'&"%6
K9+% 8"- ,"##$%&'/ +,,()) '" -(,"0(-/
)(-0&,() &% '.( (0(%' 4$=9&, '-+%)4"-'+'&"%
)/)'(#) +-( 5&)-$4'(56
monitoring and addressing possible
recovery-related fraud, particularly fraud
'+-3('(5 +' -+,&+99/ +%5 ('.%&,+99/ 5&0(-)(
,"##$%&'&()6
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 75
lrohibiting discriminatory terms or
,"%5&'&"%) "- 5&),-&#&%+'&"% &% ."$)&%3
)(-0&,() L8"- (C+#49(2 .&3.(- )(,$-&'/
5(4")&') "- .&3.(- -(%' 8"- '(%+%') =+)(5
on their race, color or national origin).
D!C7< !77)8@
7 )$,,())8$9 -(,"0(-/ 49+% +5(I$+'(9/ +''(%5)
'" +%5 +55-())() $%#(' %((5) 8"- &%5&0&5$+9)
+%5 8+#&9&() +) '.(/ -(,"0(- 8-"# + 5&)+)'(-6
>.&) &) 4+-'&,$9+-9/ '-$( 8"- 0$9%(-+=9( +%5
underserved populations. As part of the post-
5&)+)'(- -(,"0(-/ %((5) +))())#(%'2 -(,"0(-/
49+%%(-) )$-0(/ +%5 &%'(-0&(< ,"##$%&'/
members to obtain first-hand information
"% $%#(' %((5)6 ?(,"0(-/ 49+%%(-)
)$=)(I$(%'9/ #(+)$-( '.")( %((5) +3+&%)'
'.( -"9()2 -()4"%)&=&9&'&() +%5 ,+4+=&9&'&() "8
3"0(-%#(%' +%5 "'.(- )'+:(."95(-)6 ?(,"0(-/
49+%%(-) ,"99+="-+'( ,9")(9/ <&'. '.(
7oluntary Agency liaisons (7 A ls) and other
+449&,+=9( 3"0(-%#(%' "88&,()6 >.(/ $)(
5&)+)'(- -()(+-,. '" 8+,&9&'+'( ,"%)&5(-+'&"%
+%5 &%,9$)&"% "8 $%#(' %((5) '.-"$3."$' '.(
-(,"0(-/ 49+%%&%3 4-",())6 >/4&,+9 +-(+) "8
(%5$-&%3 %((5 +8'(- + 5&)+)'(- &%,9$5(D
long-term mental and behavioral health
,"%,(-%) 8"- ,.&95-(% +%5 +5$9') &%
-(9+'&"% '" '-+$#+'&, (0(%') &%5$,(5 "-
(C+,(-=+'(5 =/ '.( 5&)+)'(-6
1ransportation for and during
-(9",+'&"%6
long-term housing including housing
'.+' -(,"3%&1() '.( %((5 8"- +,,())&=&9&'/
+%5 +88"-5+=&9&'/6
Comprehensive case management.
Children`s stability vithin schools and
,.&95 ,+-( )(''&%3)6
lnvestigation of underinsured properties.
Affordability of home repairs or
&%)$-+%,( 5(5$,'&=9()6
legal services.
middle-class families vho are outside the
4$-0&(< "8 '-+5&'&"%+9 4"0(-'/ -(9&(8 "-
#+/ =( (&'.(- &%(9&3&=9( "- $%+<+-( "8
4-"3-+#) "88(-(5 '.-"$3. +3(%,&() '.+'
+))&)' '.( 4""-6
Accessible financial assistance, including
lov interest loans for credit-challenged
&%5&0&5$+9)6
Access to information and
,"##$%&,+'&"%) '(,.%"9"3&()
&%,9$5&%3 &%'(-%('2 0"&,( +%5 =-"+5,+)'
'(,.%"9"3&()6
-D-5; 5-75
-76>?7-= !77)8@
?$-+9 ,"##$%&'&() .+0( 4+-'&,$9+- %((5)
8"99"<&%3 + 5&)+)'(-6 B+,'"-) '.+' #+/ &#4+,'
-(,"0(-/ &% -$-+9 +-(+) &%,9$5(D 9+,: "8 9",+9
-()"$-,() "- #+%+3(#(%'J 9+-3( )'-(',.()
"8 9+%5 '.+' +-( '.&%9/ 4"4$9+'(5J +%5
&%8-+)'-$,'$-( 5&)4(-)(5 +,-")) + 0+)' )'-(',.
"8 9+%56 >.()( 8+,'"-) #+/ #+:( 9"3&)'&,+9
(%5(+0"-) ,.+99(%3&%36 H$,. ,"##$%&'&()
may need a pre-disaster regional recovery
49+% =$' #+/ 9+,: '.( -()"$-,()2 9(+5(-).&4
"- 4"9&'&,+9 +$'"%"#/ '" (%3+3( &% "%(6
ln rural communities, sometimes the human
4"4$9+'&"% &%,$-) '.( 3-(+'()' 9")) '.-"$3.
5(0+)'+'&"% '" '.( 9+%5 &')(982 -+'.(- '.+% +%/
man-made assets. Whether the disaster loss is
,+$)(5 '.-"$3. 5-"$3.'2 89""5)2 ,-"4 =9&3.'
"- 9&0()'",: &99%())()2 +3-&,$9'$-+9 ,"%,(-%)
5(#+%5 + -(,"0(-/ +44-"+,. '.+' &) 5&)'&%,'
8-"# 5(%)(9/ 4"4$9+'(5 $-=+% )(''9(#(%') "-
manufacturing centers. Other communities
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 76
%((5&%3 + -$-+9 -(,"0(-/ +44-"+,. +-( '.")(
5(4(%5(%' $4"% )$,. &%5$)'-&() +) 8"-()'-/2
#&%&%32 8&).(-&() "- "&9N#&%(-+9 (C49"-+'&"%6
ln addition, 1ribal governments may be rural
&% %+'$-(2 )$88(-&%3 5&)4-"4"-'&"%+'(9/ &% +
5&)+)'(- 5$( '" + )&#&9+- 5(4(%5(%,( "% 9+%56
E9GEH)7!89<= D-:5! 5-75
-76>?7-= !77)8@
large-scale disasters sometimes
8$%5+#(%'+99/ ,.+%3( '.( 9+%5),+4( "8
$-=+% ,"##$%&'&()2 &%,9$5&%3 '.( )",&+92
=$)&%()) +%5 4./)&,+9 9+%5),+4()6 @(< $-=+%
plans need to be created post-disaster and
,"##$%&'/ #(#=(-) %((5 '" =( &%0"90(5
&% '.( 4-",())6 !"##$%&'/ 9(+5(-) +%5
#(#=(-) +9&:( +))()) '.( %(< ,.+99(%3() +%5
"44"-'$%&'&() '.+' '.( ,"##$%&'/ 8+,() +%5
,-(+'( + 4-(8(--(5 8$'$-( 8"- '.( $-=+% +-(+
'.+' #+/ %"' =( '.( )+#( +) )&#49/ -('$-%&%3
to pre-disaster conditions.
!"#$ &&
!"#$%&"' )$*"*#+,
-+.%/+,0 1,"2+3%,4
)567-895!8:;
<-=7!>?78><!: 7!)
7@@-5A>78><!:B
7 ) 7 !"#$%&'() +%,- .%)'/%0%,%#) !&,, as
amended 2008.
7 C D 6 Advisory Council on
listoric lreservation.
7 - C American led Cross.
C 5 E Council on lnvironmental Quality.
C > F - Critical lnfrastructure and
ley lesources.
C ! C : Corporation for :ational and
Community ervice.
C < = Continuity of Governments.
C < < 6 Continuity of Operations.
C - C G H Office for Civil lights and
Civil liberties.
) 7 H Disaster Assistance.
) D : Department of lomeland ecurity.
) < C Department of Commerce.
) < ) Department of Defense.
) < 5 Department of lnergy.
) < > Department of the lnterior.
) < I Department of ustice.
) < G Department of labor.
) < 8 Department of 1ransportation.
) 6 7 H Defense lroduction Act
5 ) Department of lducation.
5 5 < C H lqual lmployment
Opportunity Commission.
5 6 7 lnvironmental lrotection Agency.
5 : 1 lmergency upport lunction.
1CC lederal Communications Commission.
1 C < lederal Coordinating Officer.
1 ) - C lederal Disaster
lecovery Coordinator.
1 5 9 7 lederal lmergency
management Agency.
= : 7 General ervices Administration.
D J ) Department of lousing and
Urban Development.
D D : Department of lealth and
luman ervices.
> ) 5 7 1(2%3%24'0) +%,- .%)'/%0%,%#) 524&',%6( !&,.
> 9 G : lnstitute of museum and
library ervices.
I 1 < oint lield Office.
G ) - 9 local Disaster lecovery manager.
G < C library of Congress.
G 8 C - H long-1erm Community lecovery
G 8 ) - < long-1erm Disaster
lecovery Office.
9 < J 7#"6$'(24" 68 9(2#$),'(2%(g.
! C ) H :ational Council on Disability
! C D natural and cultural resources and
historic properties.
! C 6 H :ational Continuity llan
! ) D : :',%6('0 .%)'),#$ ;64)%(< =,$',#<>.
! ) D 8 1 H :ational Disaster lousing
1ask lorce
! ) - 1 :',%6('0 .%)'),#$ ?#&63#$> @$'"#+6$A.
!)-6 H :ational Disaster lecovery llanning
! ) - 6 ) :ational Disaster lecovery
lrogram Database.
! 5 7 :ational lndovment for the Arts.
! 5 D :ational lndovment for
the lumanities.
! 1 > 6 :ational llood lnsurance lrogram.
! = < :ongovernmental Organization.
! > 9 : :ational lncident
management ystem.
! > 6 6 :',%6('0 1(8$'),$4&,4$# B$6,#&,%6( B0'(.
! G - @ H :ational labor lelations Loard
! 6 6 ) :ational lrotection
lrograms Directorate
.
KKB 7@@-5A>78><!:B
ABBREVIATIONS
CD7685-
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
!"#$ &'
! - C :uclear legulatory Commission.
! - 1 :',%6('0 ?#)C6()# @$'"#+6$A.
! A < 7 ) :ational 7oluntary Organizations
Active in Disaster.
< 1 7* other lederal agencies
6 F 5 9 - 7 H lost-latrina lmergency
management Act
6 < C H point of contact
- > : C legional lnteragency
teering Committee.
- : 1 lecovery upport lunction.
: @ 7 mall Lusiness Administration.
: C < tate Coordinating Officer.
: ) - C tate Disaster lecovery Coordinator.
: 9 5 ubject matter lxpert.
: < 6 tandard Operating lrocedure.
8 ) - C 1ribal Disaster lecovery
Coordinator.
8 - 5 7 : Department of the 1reasury.
8 A 7 1ennessee 7alley Authority.
JB:B 7CC5:: @<7-) United tates
Access Loard.
J : 7 C 5 U.. Army Corps of lngineers.
J : ) 7 U.. Department of Agriculture.
J : = : United tates Geological urvey
A7 Department of 7eterans Affairs..
A 7 G 7oluntary Agency liaison.
A 7 G : 7oluntary Agency liaison pecialist.
ABBREVIATIONS
Page 79
!"#$%&"' )$*"*#+,
-+.%/+,0 1,"2+3%,4
DEFINITIONS
567 )819!9:9;!<7
=>?@:8-
?..+** "&A 1B&.#$%&"' !++A* lersons
vho may have additional needs before,
during and after an incident in functional
areas, including but not limited to.
maintaining independence, communication,
transportation, supervision, and medical care.
lndividuals in need of additional response
assistance may include those vho have
disabilities, live in institutionalized settings,
are seniors, are children, are from diverse
cultures, have limited lnglish proficiency
or are non-lnglish speaking, or are
transportation disadvantaged.
?..+**C?..+**$D'+ 1he suitability or
adaptability of programs, services, activities,
goods, facilities, privileges, advantages or
accommodations provided by a public or
private (for-profit or not-for-profit) entity,
or by any entity to vhich it contracts for
all members of the population, including
individuals vith disabilities.
="E".$#0 A combination of all the strengths
and resources available vithin a community,
society or organization that can reduce the
level of risk, or the effects of a disaster.
(lrom the ! # $%&'(%)&*+%), -&()&'./ 0+( 1*2)2&'(
3'456&*+%7)
="E".$#0 FB$'A$&G lfforts aimed to develop
human skills or societal infrastructure vithin
a community or organization needed to
reduce the level of risk, or the effects of a
disaster. (lrom the !7#7 $%&'(%)&*+%), -&()&'./ 0+(
1*2)2&'( 3'456&*+%78
="#"*#,%EH$. 9&.$A+&# Any natural or
man-made incident, including terrorism
that results in extraordinary levels of mass
casualties, damage, or disruption severely
affecting the population, infrastructure,
environment, economy, national morale,
andor government functions. A catastrophic
event could result in sustained national
impacts over a prolonged period of time,
almost immediately exceeds resources
normally available to local, tate, 1ribal,
and private sector authorities in the
impacted area, and significantly interrupts
governmental operations and emergency
services to such an extent that national
security could be threatened.
=%22B&$#0 A netvork of individuals
and families, businesses, governmental and
nongovernmental organizations and other
civic organizations that reside or operate
vithin a shared geographical boundary and
may be represented by a common political
leadership at a regional, county, municipal or
neighborhood level.
=%&*B2"D'+ I+A$."' <BEE'$+* Generally
nonprescribed, nondurable, disposable,
single-use medical supplies that are most
beneficial to persons vith a disability, illness,
injury or functional need to maintain their
level of independence.
=,$#$."' 9&J,"*#,B.#B,+ ystems and assets,
vhether physical or virtual, so vital that the
Page 80
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
DEFINITIONS
incapacity or destruction of such may have a
debilitating impact on the security, economy,
public health or safety, environment, or any
combination of these matters, across any
local, tate, 1ribal and lederal jurisdiction.
=B'#B,"' -+*%B,.+* Aspects of a cultural
system that are valued by or significantly
representative of a culture or that contain
significant information about a culture.
Cultural resources may be tangible entities
or cultural practices. 1angible cultural
resources are categorized as districts, sites,
buildings, structures, and objects for the
:ational legister of listoric llaces and as
archeological resources, cultural landscapes,
structures, museum objects and archives,
and ethnographic resources for lederal
management purposes. Also includes cultural
items as that term is defined in section 2(3) of
the #)&*9' :;'(*6)% <()9'2 =(+&'6&*+% )%4 3'>)&(*)&*+%
:6& |2 UC 3001(3)|, and archeological
resources, as that term is defined in section
3(1) of the :(6?)'+,+.*6), 3'2+5(6'2 =(+&'6&*+% :6& of
1979 |16 UC +70bb(1)|.
)+D,$* - 1he remains of something broken
dovn or destroyed.
)B,"D'+ I+A$."' 8KB$E2+&# multiuse
medical equipment for the benefit of a
person vho has an illness, injury, disability
or functional need to maintain their level
of independence.
1B&.#$%&"' !++A* 1he needs of an
individual vho under usual circumstances
is able to function on their ovn or vith
support systems. lovever, during an
emergency, their level of independence
is challenged.
>$*#%,$. @,%E+,#$+* Any prehistoric or
historic district, site, building, structure, or
object included in, or eligible for inclusion
in the :ational legister of listoric llaces,
including artifacts, records and material
remains vhich are related to such district,
site, building, structure, or object. |(16 UC
ection 70(v)()|.
9&A$/$AB"' 3$#H )$*"D$'$#0 1he term
refers to a person (child or adult) vho
has a physical or mental impairment that
substantially limits one or more major life
activities, a person vho has a history or
record of such impairment, or a person
vho is perceived by others as having such
impairment. 1he term disability has the
same meaning as that used in the :;'(*6)%2
@*&? 1*2)A*,*&*'2 :6& B:1:8 :;'%4;'%&2 :6& +0 CDDEF
=7G7 HHD I JCK, as incorporated into the
ADA. ee H##ELCC3337"A"7G%/CEBD*C"A"7
H#2 for the definition and specific changes
to the text of the ADA. tate lavs and local
ordinances may also include individuals
outside the lederal definition. Children
and adults may have physical, sensory,
mental health, cognitive andor intellectual
disabilities resulting in access and functional
needs and may require assistance to maintain
independence.
9&A$/$AB"' 3$#H M$2$#+A 8&G'$*H
@,%J$.$+&.0 1he term refers to an
individual vho does not speak lnglish as
hisher primary language and vho has
a limited ability to read, vrite, speak or
understand lnglish.

9&#+,2+A$"#+ -+.%/+,0 lhase of recovery
vhich involves returning individuals,
families, critical infrastructure and essential
government or commercial services to
a functional, if not pre-disaster, state.
uch activities are often characterized by
Page 81
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
DEFINITIONS
temporary actions that provide a bridge to
permanent measures.
M%&GN:+,2 -+.%/+,0 lhase of recovery
that may continue for months or years and
addresses complete redevelopment and
revitalization of the impacted area, rebuilding
or relocating damaged or destroyed social,
economic, natural and built environments
and a move to self-sufficiency, sustainability
and resilience.
I"O%, )$*"*#+, P As defined by the tafford
Act, any natural catastrophe (including
any hurricane, tornado, storm, high vater,
vind-driven vater, tidal vave, tsunami,
earthquake, volcanic eruption, landslide,
mudslide, snovstorm, or drought) or,
regardless of cause, any fire, flood or
explosion, in any part of the United tates,
vhich in the determination of the lresident
causes damage of sufficient severity and
magnitude to varrant major disaster
assistance under this act to supplement the
efforts and available resources of local, tate
governments and disaster relief organizations
in alleviating the damage, loss, hardship or
suffering caused thereby.
I$#$G"#$%& Capabilities necessary
to reduce loss of life and property by
lessening the impact of disasters. mitigation
capabilities include, but are not limited to,
community-vide risk reduction projects,
efforts to improve the resilience of critical
infrastructure and key resource lifelines,
risk reduction for specific vulnerabilities
from natural hazards or acts of terrorism,
and initiatives to reduce future risks after a
disaster has occurred.
!"#B,"' -+*%B,.+* P land, fish, vildlife,
biota and vater. Water means salt and fresh
vater, surface and ground vater used for
drinking, irrigation, aquaculture
and recreational purposes, as vell as in its
capacity as fish and vildlife habitat.
! Q ; A nongovernmental entity that serves
the interests of its members, individuals, or
institutions and is not for private benefit.
-+.%/+,0 1hose capabilities necessary to
assist communities affected by an incident
to recover effectively, including, but not
limited to, rebuilding infrastructure systems,
providing adequate interim and long-term
housing for survivors, restoring health,
social, and community services, promoting
economic development, and restoring natural
and cultural resources.
-+A+/+'%E2+&# lebuilding degraded,
damaged or destroyed social, economic and
physical infrastructure in a community,
tate or 1ribal government to create the
foundation for long-term development.
-+*$'$+&.+ Ability to adapt to changing
conditions and vithstand and rapidly recover
from disruption due to emergencies.
-+*E%&*+ 1hose capabilities necessary
to save lives, protect property and the
environment, and meet basic human needs
after an incident has occurred.
-+*#%,"#$%& leturning a physical structure,
essential government or commercial services
or a societal condition back to a former
or normal state of use through repairs,
rebuilding or reestablishment.
<H%,#N:+,2 -+.%/+,0 lhase of recovery
vhich addresses the health and safety needs
beyond rescue, the assessment of the scope of
damages and needs, the restoration of basic
infrastructure and the mobilization of recovery
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 82
organizations and resources including
restarting andor restoring essential services
for recovery decisionmaking.
<2",# @'"&&$&G An urban planning and
transportation theory that incorporates the
concepts of smart grovth and advocates
for concentrating grovth in the center of
a city to avoid urban spravl and promotes
compact, transit-oriented, valkable, bicycle-
friendly land use, including neighborhood
schools, complete streets, and mixed-use
development vith a range of housing
choices. lt values long-range, regional
considerations of sustainability over a short-
term focus.
<#"D$'$R"#$%& 1he process by vhich
the immediate impacts of an incident on
community systems are managed and
contained.
<#+"A0N<#"#+ A state vhere operations
and procedures are normal and ongoing.
Communities are considered to be at a
steady-state prior to disasters and after
recovery is complete.
<B*#"$&"D$'$#0 meeting the needs of the
present vithout compromising the ability of
future generations to meet their ovn needs.
S&A+,*+,/+A @%EB'"#$%&*C=%22B&$#$+*
Groups that have limited or no access
to resources or that are othervise
disenfranchised. 1hese groups may
include people vho are socioeconomically
disadvantaged, people vith limited lnglish
proficiency, geographically isolated or
educationally disenfranchised people,
people of color as vell as those of ethnic
and national origin minorities, vomen and
children, individuals vith disabilities and
others vith access and functional needs,
and seniors.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 83
19QS-8<
ligure 1. llCO7llY CO:1l:UUm DlClll1lO: Ol AC1l7l1ll LY llAl 8
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ligure 3. llCO7llY lU:C1lO: (lDlC, DlC A:D lls) Wl1ll: 1ll
Ol:1 llllD OlllCl ClAl: Ol COmmA:D 32
ligure +. Cl:AllO Ol Dllllll:1 ll7ll Ol ll Al1A:Cl +0
ligure . COOlDl:A1l:G 1lUC1Ull lOl lAlGl A:D CA1A1lOlllC CAll DlA1ll +1
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1able 1a. lll- A:D lO1-DlA1ll lllO:lLlll1ll, lOCAl DlA1ll llCO7llY mA:AGll 26
1able 1b. lll- A:D lO1-DlA1ll lllO:lLlll1ll, 1llLAl DlA1ll llCO7llY COOlDl:A1Ol 27
1able 1c. lll- A:D lO1-DlA1ll lllO:lLlll1ll, 1A1l DlA1ll llCO7llY COOlDl:A1Ol 28
1able 2. lll-DlA1ll, 1ll COmmU:l1Y llA::l:G A:D CAlACl1Y LUllDl:G ll +
1able 3. lO1-DlA1ll, 1ll COmmU:l1Y llA::l:G A:D CAlACl1Y LUllDl:G ll +6
1able +. OU1COml lOl 1ll COmmU:l1Y llA::l:G A:D CAlACl1Y LUllDl:G ll +7
1able . lll-DlA1ll, 1ll lCO:OmlC ll +9
1able 6. lO1-DlA1ll, 1ll lCO:OmlC ll +9
1able 7. OU1COml lOl 1ll lCO:OmlC ll 0
1able 8. lll-DlA1ll, 1ll llAl1l A:D OClAl ll7lCl ll 1
1able 9. lO1-DlA1ll, 1ll llAl1l A:D OClAl ll7lCl ll 2
1able 10. OU1COml lOl 1ll llAl1l A:D OClAl ll7lCl ll 3
1able 11. lll-DlA1ll, 1ll lOUl:G ll
1able 12. lO1-DlA1ll, 1ll lOUl:G ll
1able 13. OU1COml lOl 1ll lOUl:G ll 6
1able 1+. lll-DlA1ll, 1ll l:llA1lUC1Ull Y1lm ll 8
1able 1. lO1-DlA1ll, 1ll l:llA1lUC1Ull Y1lm ll 8
1able 16. OU1COml lOl 1ll l:llA1lUC1Ull Y1lm ll 9
1able 17. lll-DlA1ll, 1ll :A1UlAl A:D CUl1UlAl llOUlCl ll 60
1able 18. lO1-DlA1ll, 1ll :A1UlAl A:D CUl1UlAl llOUlCl ll 61
1able 19. OU1COml lOl 1ll :A1UlAl A:D CUl1UlAl llOUlCl ll 61
1able 20. llY lll:Cllll Ol lll-DlA1ll llA::l:G 6+
1able 21. lll-DlA1ll llA::l:G lO1l:1lAl A:D llCOmml:DlD AC1l7l1ll 6-66
1able 22. llY lll:Cllll Ol lO1-DlA1ll llA::l:G 67
1able 23. lO1-DlA1ll llA::l:G lllml:1 68-70
1able 2+. l:Dl7lDUAl A:D lAmllll lll-DlA1ll CllClll1 89
1able 2. l:Dl7lDUAl A:D lAmllll lO1-DlA1ll CllClll1 89
1able 26. lll7A1l lC1Ol lll-DlA1ll CllClll1 90
1able 27. lll7A1l lC1Ol lO1-DlA1ll CllClll1 90
1able 28. :O:llOll1 lC1Ol lll-DlA1ll CllClll1 91
1able 29. :O:llOll1 lC1Ol lO1-DlA1ll CllClll1 91
1able 30. lOCAl GO7ll:ml:1 lll-DlA1ll CllClll1 92
1able 31. lOCAl GO7ll:ml:1 lO1-DlA1ll CllClll1 92
1able 32. 1A1l GO7ll:ml:1 lll-DlA1ll CllClll1 93
1able 33. 1A1l GO7ll:ml:1 lO1-DlA1ll CllClll1 9+
1able 3+. 1llLAl GO7ll:ml:1 lll-DlA1ll CllClll1 9
1able 3. 1llLAl GO7ll:ml:1 lO1-DlA1ll CllClll1 96
GUIDE TO FIGURES AND TABLES
1hese tvo pages list figures and
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 84
1able 36. llDllAl GO7ll:ml:1 lll-DlA1ll CllClll1 97
1able 37. llDllAl GO7ll:ml:1 lO1-DlA1ll CllClll1 98
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1able 39. l:Dl7lDUAl A:D lAmllll lO1-DlA1ll llA::l:G AC1l7l1ll 99
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1able +. lOCAl GO7ll:ml:1 lO1-DlA1ll llA::l:G AC1l7l1ll 103
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1able +7. 1A1l GO7ll:ml:1 lO1-DlA1ll llA::l:G AC1l7l1ll 106
1able +8. 1llLAl GO7ll:ml:1 lll-DlA1ll llA::l:G AC1l7l1ll 107
1able +9. 1llLAl GO7ll:ml:1 lO1-DlA1ll llA::l:G AC1l7l1ll 108
1able 0. llDllAl GO7ll:ml:1 lll-DlA1ll llA::l:G AC1l7l1ll 109
1able 1. llDllAl GO7ll:ml:1 lO1-DlA1ll llA::l:G AC1l7l1ll 110
tables by number and page.
Page 85
!"#$%&"' )$*"*#+,
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567 899:!);<:=7
APPENDICES
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Page 86
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
!"#$ &'
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APPENDICES
IVVSJKNW I$
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Page 88
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APPENDICES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 89
;!);F;)C8B= 8!) 18E;B;:= -:<AEE:!):) -AB:= 8!) 8<?;F;?;:=7
;!);F;)C8B= 8!) 18E;B;:= 9-:R);=8=?:- <>:<UB;=?7
mitigate home vulnerabilities by adding hurricane shutters, bracing cripple valls,
anchoring bookshelves, maintaining a defensible firebreak around the house and pruning
overhanging tree limbs among other strategies.
Develop an individualfamily disaster preparedness and recovery plan, seeking assistance
from service providers as necessary. ee 3337,+"M07O % /.
larticipate in ongoing community-vide planning initiatives, including those specifically
focused on pre-disaster disaster preparedness, recovery and mitigation.
lrovide community input on potential community disaster risks, potential impacts, and
recovery planning through the use of voting, comment, organized efforts and other
means. Community input should consider building codes, flood plain management,
proposed developments and environmental and natural resources rule making initiatives.
lurchase and maintain an appropriate and adequate level of hazard and flood insurance.
Assist others in obtaining planning guidance and tools.
maintain supplies of food, vater and battery-povered communications devices.
;!);F;)C8B= 8!) 18E;B;:= 9A=?R);=8=?:- <>:<UB;=?7
lmplement individual and family recovery plans.
leach out to others vho may need assistance.
larticipate in post-disaster community recovery planning if possible.
lstablish metrics to evaluate recovery progress and achievement of disaster recovery
objectives for individuals and families.
lebuild safer and stronger.
Table 24.
Table 25.
APPENDICES
-:<AEE:!):) -AB:= 8!) 8<?;F;?;:=7
899:!);@ DK
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 90
9-;F8?: =:<?A- 9-:R);=8=?:- <>:<UB;=?7
Luild relationships vith community emergency managers and other recovery officials to
have an active voice in the recovery process.
Develop, test and implement business continuity and restoration plans. 1ake into
account vorker safety and health and potential employee unavailability or attrition due
to a disaster.
lducate and train employees to implement mitigation measures and preparedness
activities consistent vith business continuity plans.
Use internal communications channels to inform employees about preparedness efforts
for vork that address individual and family needs.
Carry adequate insurance to rebuild damaged facilities and to survive a disruption of vork.
lncorporate mitigation measures in design and construction.
mitigate risks from disasters by relocating from hazardous areas, hardening facilities and
elevating critical infrastructure.
ldentify products, services and technical assistance that vould be needed for recovery.
Align these needs vith business sector resources that can be available in a post-
larticipate and assume a leadership role in local recovery planning, articulate anticipated
needs in a disaster and assist in identifying resources available to support recovery.
9-;F8?: =:<?A- 9A=?R);=8=?:- <>:<UB;=?7
lmplement business continuity plans.
Communicate status of operations and supply chains as vell as restoration challenges and
timelines to local, tate, 1ribal or lederal recovery managers.
When possible, support employees impacted by the disaster by providing critical
information on the recovery process through accessible and multilingual internal
communications efforts.
lrovide volunteers, leaders, technical assistance, commodities and facilities as villing and able.
lorm business recovery groups or task forces to assist one another and to communicate
more effectively vith government and community leaders.
lesearch available funding sources and types of funding, understand the application
processes of assistance programs.
Assist small and local businesses in acquiring assistance.
lebuild safer and stronger.
lstablish metrics to evaluate recovery progress and the achievement of private sector
disaster recovery objectives.
9-;F8?: =:<?A- -:<AEE:!):) -AB:= 8!) 8<?;F;?;:=7
Table 26.
Table 27.
APPENDICES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 91
!A!9-A1;? =:<?A- 9-:R);=8=?:- <>:<UB;=?7
Luild relationships vith community emergency managers and other recovery officials to
have an active voice in the recovery process.
Co-host stakeholder vorkshops in various accessible locations in the community to
determine priority recovery issues that are informed by affected neighborhoods.
lncorporate mitigation in the design and construction of places of employment and
promote mitigation to employees.
lmplement lessons learned from disaster efforts into the planning process for the tate
7oluntary Organizations Active in Disaster (7OAD).
Actively participate in local pre-disaster recovery planning, articulating resources and
capabilities and establishing partnership and support linkages vith local 7OADs.
lrovide training related to post-disaster activities implemented by the organization.
lducate clients on the importance of mitigation strategies.
lstablish systems and processes for nonprofit organizations, government agencies and
individuals in remote areas to request post-disaster assistance.
!A!9-A1;? =:<?A- 9A=?R);=8=?:- <>:<UB;=?7
Deliver recovery resources and support services to vulnerable and underserved groups,
individuals and communities as necessary.
lrovide emotional and psychological care, include training for caregivers.
upply housing repair, reconstruction and rehabilitation services that comply vith
applicable building codes and standards, zoning regulations and design standards.
Communicate and coordinate needs and capabilities to local, tate and 1ribal authorities
vith the 7oluntary Agency liaison pecialists (7 A l ).
larticipate in the post-disaster community planning process.
lromote partnerships among all nongovernmental organizations (: G Os) conducting
disaster recovery vork.
erve as subject matter experts (mls) on subjects based on agency experience for
example, offer techniques for the handling of unsolicited donated goods or unaffiliated
volunteers.
Coordinate recovery programs and services vith other entities involved in recovery
$"/(&#$"= =0%-4",-"2 -,-4=-"/A ,'"'=-,-"2 088$/$'() 20 -")&4- ' &"$8$-# 4-/0%-4A
process that maximizes effectiveness of the overall effort.
lstablish metrics to evaluate recovery progress and the achievement of nonprofit disaster
recovery objectives.
!A!9-A1;? =:<?A- -:<AEE:!):) -AB:= 8!) 8<?;F;?;:=7
Table 28.
Table 29.
APPENDICES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 92
BA<8B GAF:-!E:!? 9A=?R);=8=?:- <>:<UB;=?7
Organize, develop, implement and modify recovery, mitigation and land use plans as needed.
Appoint local Disaster lecovery manager (lDlm) and define activities and duties.
lnsure integrated efforts across government offices, the private sector and
nongovernmental organizations (: GOs) during the formulation and implementation
phase of recovery projects and activities, including raising and leveraging recovery funds.
lead efforts to restore and revitalize all sectors of the community, including local critical
infrastructure and essential services, business retention and the redevelopment of housing
units damaged, disrupted or destroyed by the disaster.
manage rebuilding so that risk reduction opportunities are optimized and comply vith
standards for accessible design.
Communicate and coordinate vith other levels of government involved in recovery.
Undertake an appropriate community planning process see Chapter 10 Community
Considerations.
lstablish metrics to evaluate and communicate progress and the achievement of local
disaster recovery objectives to all populations.
BA<8B GAF:-!E:!? 9-:R);=8=?:- <>:<UB;=?7
lead local preparedness, pre-disaster recovery and mitigation planning.
lngage community mapping initiatives that visually depict or othervise identify knovn
vulnerable geographic areas and infrastructure systems, at-risk subpopulation groups,
economically disadvantaged neighborhoodscommunities, resource available areas, and
projected post-disaster impacts.
lncourage individuals and families to prepare for their recovery.
Use internal communications channels to inform employees about preparedness efforts
for vork and that address individual and family needs.
lre-identify a structure for managing recovery, including identifying duties of a local
Disaster lecovery manager (lDlm) for managing recovery.
lstablish agreements and mechanisms to address surge capacity needs.
lnsure plans, agreements and operational initiatives address the provision of disability-
related assistance and functional needs support services.
lnstitute mechanisms for immediate post-disaster damage assessments (i.e., train community
residents and business ovners, recruit lDA volunteers, expand on Citizen Corps efforts) and
develop a routine process for informing tate officials about disaster impacts.
lnsure compliance vith local, tate and lederal civil rights obligations.
Develop building and accessibility codes and land use standards as vell as enforcement
mechanisms vhich can reduce vulnerability to future disasters.
BA<8B GAF:-!E:!? -:<AEE:!):) -AB:= 8!) 8<?;F;?;:=7
Table 30.
Table 31.
APPENDICES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 93
=?8?: GAF:-!E:!? 9-:R);=8=?:- <>:<UB;=?7
lmplement the tate recovery and mitigation plans to include Caa|iaai|, al 6a.tam.a|
(C O 6) '"# Caa|iaai|, al O.ts|iaas (C O O ).
Create and manage requirements and incentives for pre-incident disaster recovery
preparedness and planning as vell as hazard mitigation actions.
lnsure that updated and llmA approved mitigation plans are maintained at the tate level.
ldentify recovery activities that are either primarily the responsibilities of tate
government or beyond the capabilities andor authorities of local governments.
ldentify responsibilities for the position of a tate Disaster lecovery Coordinator (DlC)
or equivalent, and resources for tate recovery support functions.
lrovide technical assistance and training to local governments and nongovernmental
organizations (: GOs) on tate plans, programs and other resources for disaster recovery.
lnsure that adequate staffing and expertise are available.
lmplement applicable lavs and regulations to protect the rights of community members
to ensure physical, programmatic and communications access to preparedness activities
and services so that preparedness information for underserved populations is available
and accessible.
Develop and aid enforcement of building and accessibility codes and land use standards,
vhich can reduce vulnerability to future disasters.
upport local area efforts to conduct immediate damage assessments and share
information regarding damages.
lorm a tate-led Disaster lousing 1ask lorce to develop a disaster housing strategy that
outlines potential approaches in response to specific disasters.
Develop tate lecovery upport lunction (ll)-equivalent recovery framevork that
addresses housing, economic, environmental, infrastructure, and health and social
services needs at a minimum.
=?8?: GAF:-!E:!? -:<AEE:!):) -AB:= 8!) 8<?;F;?;:=
Table 32.
APPENDICES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 94
=?8?: GAF:-!E:!? 9A=?R);=8=?:- <>:<UB;=?7
lmplement the tate recovery and mitigation plan.
Activate the tate Disaster lecovery Coordinator (DlC).
Assess local government recovery needs and capacities for the specific incident and assist
local governments and communities vith identifying recovery resources.
Coordinate vith local, 1ribal and lederal governments and agencies, private businesses
and nonprofit organizations to lead and coordinate tate recovery planning and assistance
to impacted communities.
lead unified recovery efforts of tate agencies, setting appropriate tate policies to guide
tate agency activities as vell as inform the application of lederal funding.
leceive, record and manage lederal grant resources, ensure efficient, nondiscriminatory
and effective use of the funds, enforce accountability and legal compliance.
Oversee volunteer and donation management and coordinate vith 7oluntary Agency
liaison pecialists (7 A l ).
lacilitate and oversee an accessible and inclusive case management process.
Develop and implement strategies for raising and leveraging recovery funds through
private investments, charitable donations and tate sources such as emergency funds,
taxes, fees and bonds that are vithin the tate`s authority to seek.
lrovide timely and accessible public information and manage expectations, in
coordination vith local, 1ribal and lederal stakeholders.
lnact nev or existing exemptions to tate lavs andor regulations to requirements that
facilitate rebuilding activities and promote safer, stronger and smarter building.
Coordinate vith lederal lav enforcement to prosecute disaster-related fraud, vaste,
discrimination and abuse and recover lost funds.
lstablish metrics in coordination vith the impacted communities to evaluate recovery
progress and the achievement of statevide disaster recovery objectives.
lnsure safety and health of tate vorkers.
=?8?: GAF:-!E:!? -:<AEE:!):) -AB:= 8!) 8<?;F;?;:=7
Table 33.
APPENDICES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 95
?-;D8B GAF:-!E:!? 9-:R);=8=?:- <>:<UB;=?7
lnhance cooperation and partnerships vith local and tate governments.
lead 1ribal pre-disaster recovery and mitigation planning efforts to include Caa|iaai|, al
6a.tam.a| (C O 6) '"# Caa|iaai|, al O.ts|iaas (C O O ).
lreserve and protect cultural resources, sacred sites and traditional lands.
lntegrate the needs of individuals having functional needs into all planning efforts.
Develop a 1ribal disaster hazard mitigation plan.
lacilitate communication betveen the 1ribal government and U.. Government by
informing the latter of cultural differences, 1ribal distinctions and best means for
communicating vithin the 1ribal hierarchy and reaching underserved populations.
lrepare a pre-disaster plan that outlines responsibilities, allovs for the creation of a
1ribal Disaster lecovery Coordinator (1DlC) position or equivalent and includes an
organizational structure to manage recovery assistance application and allocation.
lncourage individuals and families to prepare for their recovery.
lnstitute mechanisms for immediate post-disaster damage assessments (i.e., train
community residents and business ovners, recruit lDA volunteers, expand on Citizen Corps
efforts) and develop a routine process for informing lederal officials about disaster impacts.
Develop and aid enforcement of building and accessibility codes and land use standards,
vhich can reduce vulnerability to future disasters.
lorm a 1ribal-led Disaster lousing 1ask lorce to develop a disaster housing strategy that
outlines potential approaches in response to specific disasters.
?-;D8B GAF:-!E:!? -:<AEE:!):) -AB:= 8!) 8<?;F;?;:=7
Table 34.
APPENDICES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 96
APPENDICES
?-;D8B GAF:-!E:!? 9A=?R);=8=?:- <>:<UB;=?7
Define the 1ribal community`s recovery goals.
lartner vith local, tate, 1ribal and lederal agencies to assess needs, resources and
recovery capabilities.
Appoint a 1ribal Disaster lecovery Coordinator (1DlC) or equivalent, and establish an
organizational structure to manage recovery assistance application and allocation.
lrovide timely and accessible public information to 1ribal community members and
manage expectations, in coordination vith local, 1ribal and lederal stakeholders.
larticipate in long-term recovery planning committees vith local, tate, 1ribal and
lederal partners.
Coordinate vith local, tate, 1ribal and lederal governments to expedite assistance.
Update and implement pre-disaster recovery and mitigation plans.
lmplement a system to apply, receive and manage recovery grant resources unique to
1ribal governments.
lstablish metrics to evaluate recovery progress and the achievement of 1ribal disaster
recovery objectives.
lnsure integrated efforts across government offices, the private sector and
nongovernmental organizations (: G Os) during the formulation and implementation
phase of recovery projects and activities, including raising and leveraging recovery funds.
lead efforts to restore and revitalize all sectors of the community, including critical
infrastructure and essential services, business retention and the redevelopment of housing
units damaged, disrupted or destroyed by the disaster.
manage rebuilding so that risk reduction opportunities are optimized and comply vith
standards for accessible design.
lacilitate and oversee an accessible and inclusive case management process.
lnact nev or existing exemptions to lavs andor regulations to facilitate rebuilding
activities and promote safer, stronger and smarter building.
lnsure safety and health of 1ribal government vorkers.
?-;D8B GAF:-!E:!? -:<AEE:!):) -AB:= 8!) 8<?;F;?;:=7
Table 35.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 97
1:):-8B GAF:-!E:!? 9-:R);=8=?:- <>:<UB;=?7
Develop lederal lecovery upport lunctions (lls) readiness for disaster recovery response.
lromote recovery preparedness by providing guidance to local, tate and 1ribal
governments and nongovernmental organizations (: GOs) on pre-disaster recovery
planning.
lncourage use of steady-state grant programs for pre-disaster recovery mitigation,
planning and preparedness activities that comply vith lederal civil rights lavs.
Conduct recovery preparedness planning, training and exercises based on lederal agency
roles and responsibilities in disaster recovery.
Whenever possible, offer incentives to grant recipients to incorporate hazard mitigation,
sustainability and natural and cultural resource protection techniques in any land use or
infrastructure projects.
lrovide leadership for national catastrophic incident recovery planning.
lacilitate the sharing of planning best practices and recovery plans adopted by various
local and tate jurisdictions.
Conduct education and outreach for disaster recovery programs and resources to potential
recipients and other stakeholders.
loster a culture of open government by incorporating the values of transparency,
participation and collaboration into programs, planning and daily operations to include
underserved populations.
lvaluate program effectiveness, remove regulatory barriers, incorporate lessons learned
and best practices vhile leveraging innovative technologies to increase efficiency and
propose and enact reform changes as necessary.
lxplore research on effective methods that can be used at the local, tate and 1ribal levels.
lnsure lederal agencies, vhere permissible, require mitigation activities as a criterion for
approving funding to local, tate and 1ribal governments.
Conduct education and outreach for mitigation, disaster recovery programs and resources
to potential recipients and other stakeholders.
1:):-8B GAF:-!E:!? -:<AEE:!):) -AB:= 8!) 8<?;F;?;:=7
Table 36.
APPENDICES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 98
1:):-8B GAF:-!E:!? 9A=?R);=8=?:- <>:<UB;=?7
Deploy a lederal Disaster lecovery Coordinator (lDlC) and activate and deploy
lecovery upport lunctions (lls) vhen determined necessary and establish a recovery
coordination structure in close collaboration vith affected local, tate and 1ribal
governments.
ldentify hov lederal programs can effectively address and support recovery needs.
lrovide timely, accurate and accessible information to the public and manage
expectations in coordination vith local, tate, 1ribal and other stakeholders.
monitor and make necessary adjustments to lederal assistance programs and their
delivery to more appropriately and timely address recovery needs of the affected local,
tate and 1ribal communities.
lnsure transparency and accountability of lederal expenditures that aid disaster recovery.
Coordinate vith the various tate agencies and officials to ensure that they have an
understanding of hov to avoid duplicate payments and vhom to contact at the various
lederal agencies to ansver related questions.
larticipate in and support local, tate and 1ribal recovery planning and mitigation efforts
through technical assistance, expertise or other assistance as requested and needed.
Coordinate lederal recovery efforts vith private and nonprofit organizations in
cooperation vith local, tate and 1ribal officials.
Develop, or refine existing, metrics to evaluate recovery progress and the achievement of
lederal disaster recovery objectives.
1:):-8B GAF:-!E:!? -:<AEE:!):) -AB:= 8!) 8<?;F;?;:=7
Table 37.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 99
;!);F;)C8B= 8!) 18E;B;:= 9-:R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
lndividuals vho prepare for their recovery help their community`s recovery as vell. lamilies
'"# $"#$%$#&'() '4- -"/0&4'=-# 20@
Develop an individual or family plan (that includes pets if appropriate) for disaster recovery.
Lecome knovledgeable about hazards and hazard locations in and around home, vork
and the community.
elf-assess risk exposure and incorporate mitigation practices.
lurchase and maintain appropriate and adequate levels of insurance for potential hazards
in the area.
Work vith others to prepare and reach out to those vho may need assistance.
Acquire and maintain survivability skills such as first aid.
Table 38.
Table 39.
APPENDICES
;!);F;)C8B= 8!) 18E;B;:= 9A=?R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
Disaster recovery begins vith individuals and families vith an emphasis on personal
responsibility in preparedness and recovery efforts. lndividuals and families are encouraged to.
1ake charge of managing individual and family (including pets vhere appropriate)
recovery.
larticipate in post-disaster community recovery planning.
Work vith others to reach out to those vho may need assistance.
lngage in public involvement opportunities on specific recovery projects.
9B8!!;!G 1A- 8 =C<<:==1CB );=8=?:- -:<AF:-H7
899:!);@ <K
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 100
APPENDICES
9-;F8?: =:<?A-LDC=;!:==:= 9-:R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
lre-disaster planning for the private sector and businesses integrates vith community
planning. 1he private sector and businesses are encouraged to.
ldentify and understand areas of risk.
Develop, test and implement business continuity and restoration plans.
lrovide training for community business leaders to assist vith the business
recovery process.
larticipate in community pre-disaster planning, training and exercises.
lncorporate hazard mitigation in the design and construction of places of employment
and promote hazard mitigation to employees.
Luild relationships vith emergency managers to ensure an active voice in the
recovery process.
ldentify leaders and others to participate in community long-term recovery committees.
9-;F8?: =:<?A-LDC=;!:==:= 9A=?R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
1he private sector and businesses play an important role in the community and are often part
of community leadership. 1he private sector and businesses are encouraged to.
larticipate in local recovery planning.
lmplement business continuity and restoration plans.
Assume a significant role in local and tate recovery organizations.
Table 41.
Table 40.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 101
!A!9-A1;? =:<?A- 9-:R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
:onprofits play a valuable role in communities and their preparedness efforts. :onprofits
'4- -"/0&4'=-# 20@
Define and understand areas of risk.
Develop, test and implement business continuity and restoration plans.
Luild relationships vith community emergency managers to ensure an active voice in the
recovery process.
lacilitate and encourage the participation of leaders and representatives from traditionally
underserved populations in local long-term recovery committees and recovery planning
vorkgroups.
larticipate in community pre-disaster planning.
lncorporate hazard mitigation in the design and construction of places of employment
and promote hazard mitigation to employees.
ldentify resources to provide services in as equitable a manner as possible.
Determine pre-disaster planning and training opportunities related to post-disaster
activities implemented by the organization.
Assist the local government vith planning for the needs of individuals vith disabilities
and others vith access and functional needs, individuals vith limited lnglish proficiency,
children, seniors and other constituencies served by the nonprofit sector.
lelp the local government vith communicating disaster risks and vulnerabilities to
individuals and families in an accessible and effective manner.
Table 42.
APPENDICES
!A!9-A1;? =:<?A- 9A=?R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
As important community partners, nonprofits are encouraged to.
lacilitate stakeholder vorkshops in various accessible locations in the community to
determine priority issues for recovery that are informed by affected neighborhoods.
lmplement business continuity and restoration plans.
larticipate in local recovery planning.
lacilitate participation of leaders and representatives from traditionally underserved
populations in local, tate, 1ribal and lederal recovery organizations.
lrovide pre-disaster planning and training related to post-disaster activities implemented
by the organization.
Table 43.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 102
APPENDICES
BA<8B GAF:-!E:!? 9-:R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
local governments examine community-vide issues as part of pre-disaster planning. local
=0%-4",-"2) '4- -"/0&4'=-# 20@
Understand key hazards, risks and vulnerabilities that cause systemic and major
disruptions and challenges for disaster recovery, reconstruction and revitalization.
Communicate risks and vulnerabilities to the exposed community in an accessible and
effective manner.
lnclude businesses and the nonprofit sector as partners in planning.
lre-identify hazard mitigation goals, objectives and actions and incorporate them into
ongoing pre-disaster recovery planning.
lncorporate hazard mitigation in design and construction and promote hazard mitigation
to community members through measures including, but not limited to, the adoption
and enforcement of appropriate building codes and standards.
lredetermine local recovery functions, roles, structures and funding for post-disaster
recovery efforts to expedite the recovery process.
Determine hov local disaster support functions vork vith tate and lederal resources, to
include lecovery upport lunctions (lls).
Define critical infrastructure and key services that must be restored immediately post-disaster.
maintain capability to expeditiously and effectively address recovery challenges, such
as implementing building moratoriums, conducting damage assessments and issuing
variances necessary to assist early recovery.
llan for the needs of individuals vith disabilities and others vith access and functional
needs, children and seniors as a fundamental aspect of the recovery plan rather than as a
supplement or special plan.
1ake 1ribal lav and culture into consideration in the community planning process, instill
a respect and understanding for the unique heritage and needs of 1ribal governments.
Work vith government agencies to articulate and solidify collaborations betveen local, tate
and 1ribal governments, particularly vhen multiple jurisdictions are involved and affected.
ldentify community organizations vith preestablished strategies in place to reach their
stakeholders and coordinate information sharing vith these organizations regarding
planning activities and meetings.
llan for the needs of individuals and families that have been displaced by the disaster.
llan the coordination and outreach and avareness efforts to individuals vith disabilities,
individuals vith limited lnglish proficiency, seniors, children and other members of
Table 44.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 103
APPENDICES
BA<8B GAF:-!E:!? 9A=?R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
lecovery planning vithin a community is dependent on an active local government. local
=0%-4",-"2) '4- -"/0&4'=-# 20@
lrovide leadership in recovery planning and prioritization of goals.
Determine need and deploy a local Disaster lecovery manager (lDlm) or equivalent.
lncorporate principles of post-disaster planning into the recovery process.
Coordinate vith relevant regional planning organizations that provide resources andor
planning expertise.
lromote partnerships betveen nonprofit organizations, faith-based organizations,
the private sector or other relevant organizations and nontraditional and underserved
populations throughout the recovery process.
leviev pre-existing plans and cross-check against post-disaster planning priorities.
lmplement a transparent, accountable system to manage recovery resources.
manage overall recovery coordination at the local level.
Communicate post-disaster planning as vell as organizational and operational needs to
the tate.
lead an inclusive and accessible planning process, facilitating practices that comply vith
applicable lavs, including civil rights mandates.
lnforce all applicable lederal vorker protection lavs for vorkers vho are employed to
rebuild the impacted community. 1hese lederal lavs include the sit is|at |sa1st1s A.|,
O..as|iaas| sl.|, sa1 H.s||| k.a|s|iaas, Ns|iaas| is|at k.|s|iaas A.| and the lavs administered by
the lqual lmployment Opportunity Commission (llOC).
lmplement, coordinate and manage avareness and outreach efforts to individuals vith
disabilities, individuals vith limited lnglish proficiency, seniors, children, and other
members of underserved populations.
Table 45.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 104
APPENDICES
=?8?: GAF:-!E:!? 9-:R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
1o carry out their essential role in recovery, tate governments are encouraged to.
lstablish, organize and coordinate goals, objectives and timelines for recovery.
llan and train for tate Disaster lecovery Coordinator (DlC) and lecovery upport
lunction (ll) roles, structures and funding among tate agencies and departments.
Create a post-disaster recovery authority for catastrophic-level incidents that operate
immediately after a disaster and feature the legal and fiscal tools needed to ensure recovery.
maintain a system to manage and monitor implementation of the recovery effort, enforce
accountability, ensure accessibility and track resources.
ldentify and encourage the use of specific standards and building codes to be used during
reconstruction.
lnsure tate lavs and regulations do not inhibit effective recovery efforts.
lmphasize the importance of pre-disaster recovery planning at the local, tate and 1ribal
levels.
Work vith local governments to solidify collaborations betveen governments and to
integrate pre-disaster recovery planning, such as response, land use and hazard mitigation
planning, vith capital improvement and other appropriate community planning for local
governments.
Determine vhich organizations vithin the tate and region have preestablished methods
in place to reach their stakeholders.
upport local government efforts to identify organizations at the local level and
coordinate information sharing vith these organizations regarding planning activities and
meetings.
lncourage local governments to establish an accessible and inclusive process for
addressing recovery challenges pre- and post-disaster.
Table 46.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 105
APPENDICES
=?8?: GAF:-!E:!? 9-:R);=8=?:- 9B8!!;!G 8<?;F;?;:= V<%&#$&P+MW
lnclude business and nonprofit sectors as partners in planning.
Coordinate and implement statevide hazard mitigation planning, projects and programs
vith recovery officials, disseminate hazard mitigation information and provide technical
assistance for local mitigation efforts.
Update tate hazard mitigation plans.
lrovide a system of tate level support to local governments that request assistance or lack
capacity.
Communicate and coordinate vith lederal recovery partners.
1ake 1ribal lav and culture into consideration in the community-planning process, instill
respect and understanding for the unique heritage and needs of 1ribal governments, as
necessary.
lnter into agreements that articulate collaborations betveen local governments and
1ribal governments, particularly vhen reservation land crosses multiple jurisdictions, as
necessary.
Clarify relationships vith both tate and lederal authorities to determine vhere 1ribal
governments fit in the allocation of disaster resources vhen recovery initiatives begin.
llan for the needs of individuals and families displaced by the disaster.
lre-identify hazard mitigation goals, objectives and action and incorporate them into
ongoing pre-disaster recovery planning.
maintain capability to expeditiously and effectively address recovery challenges, such as
conducting damage assessments and using variances necessary to assist early recovery.
Advise local communities and local private and nonprofit organizations on the
coordination and outreach efforts to individuals vith disabilities, individuals vith limited
lnglish proficiency, seniors, children and other members of underserved populations.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 106
=?8?: GAF:-!E:!? 9A=?R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
tates play an important role in supporting and, vhere necessary, leading overvhelmed local
governments to address complex governmental, regulatory and financial challenges during
short- and long-term recovery. tate authorities.
Determine need and deploy tate Disaster lecovery Coordinator (DlC) or equivalent.
lrovide a system of support to local governments.
Coordinate efforts to meet recovery challenges across all sectors in collaboration vith
recovery counterparts at all jurisdictional levels.
Conduct post-disaster planning and build on the foundation constructed during the pre-
disaster planning phase, modifying it based on actual versus predicted risk and needs.
Develop an interface betveen tate agencies and the lederal Government to streamline
recovery funding at the local level.
leep the public informed on all aspects of recovery.
lngage relevant regional planning organizations to provide resources andor planning
expertise.
lromote partnerships among nonprofit organizations, faith-based organizations, the
private sector or other relevant organizations and nontraditional and underserved
populations throughout the recovery process.
lmplement and enforce applicable requirements to protect the rights of its community
members needing physical, programmatic and communications access to recovery
activities and services, and vorkers vho are employed to rebuild the impacted
community.
upport communities and nongovernmental organizations (:GOs) vith coordination
and outreach efforts to individuals vith disabilities, individuals vith limited lnglish
proficiency, seniors, children and other members of underserved populations.
Table 47.
APPENDICES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 107
APPENDICES
?-;D8B GAF:-!E:!? 9-:R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
1o accomplish pre-disaster planning 1ribal governments are encouraged to.
ldentify and understand areas of risk.
lreassign 1ribal recovery functions, roles and responsibilities to include those of a 1ribal
Disaster lecovery Coordinator (1DlC) or equivalent.
maintain a system to manage and monitor implementation of the recovery effort, enforce
accountability, ensure accessibility and track resources.
lntegrate recovery and hazard mitigation in community planning processes and
encourage hazard mitigation measures.
Coordinate vith local, tate and lederal governments to facilitate post-disaster efforts and
ensure 1ribal governments have knovledge of and access to available funding and other
assistance.
Work vith local governments to articulate and solidify collaborations betveen 1ribal and
local governments, particularly vhen reservation land crosses multiple jurisdictions.
lnclude business and nonprofit sectors as partners in planning.
llan the coordination and outreach and avareness efforts to individuals vith disabilities,
individuals vith limited lnglish proficiency, seniors, children and other members of
Table 48.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 108
APPENDICES
?-;D8B GAF:-!E:!? 9A=?R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
1ribal governments may live on land that spans multiple jurisdictions. Coordination vith
those jurisdictions plays a key role in planning for a 1ribe`s recovery from a disaster. 1ribal
=0%-4",-"2) '4- -"/0&4'=-# 20@
Determine need and deploy 1ribal Disaster lecovery Coordinator (1DlC) or equivalent.
lstablish, organize and coordinate goals, objectives and timelines for recovery.
Coordinate vith local and tate governments to provide mutual support.
Conduct post-disaster planning by building on the foundation constructed during the pre-
disaster planning phase, modifying it based on actual versus predicted risk and needs.
larticipate in long-term community recovery activities sponsored by tate or
neighboring local jurisdictions.
Develop a relationship vith the lederal Government to clarify and streamline recovery funding.
lmplement, coordinate and manage avareness and outreach efforts to individuals vith
disabilities, individuals vith limited lnglish proficiency, seniors, children and other
,-,<-4) 08 &"#-4)-4%-# 707&('2$0").
Table 49.
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 109
1:):-8B GAF:-!E:!? 9-:R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
1he lederal Government supplements post-disaster local, tate and 1ribal capability for
short-, intermediate and long-term recovery governmental capacity planning and technical
assistance after extraordinary large-scale disasters or catastrophic incidents. 1he lederal
Government vill.
llan for national-level responsibilities of catastrophic and regional disaster recovery
challenges.
ldentify and train lederal Disaster lecovery Coordinators (lDlCs) and participants in
lecovery upport lunctions (lls) to prepare for activation as required.
Offer technical assistance to local, tate and 1ribal governments and stakeholders on the
process, practices and policies of hazard mitigation.
lrovide pre-disaster recovery and mitigation planning training and tools for local, tate
and 1ribal governments.
Optimize and coordinate lederal programs that support local, tate and 1ribal recovery efforts.
lnclude businesses and the nonprofit sector as partners in planning.
Communicate and coordinate vith local, tate and 1ribal recovery partners.
lncourage municipalities, tates and 1ribes that lack the resources to develop pre-disaster
recovery plans to use steady-state grant programs to the extent consistent vith the
authorities, terms and conditions for those avards.
lacilitate the sharing of planning best practices and recovery plans adopted by various
1ribal governments, local and tate jurisdictions.
ldentify and resolve potential conflicts among lederal programs or regulations that may
impede timely recovery.
maintain capability to expeditiously and effectively address recovery challenges, such as
conducting damage assessments and using variances necessary to assist early recovery.
upport tate and 1ribal implementation of coordination and outreach efforts to
individuals vith disabilities, individuals vith limited lnglish proficiency, seniors,
children and other members of underserved populations.
Table 50.
APPENDICES
!"#$%&"' )$*"*#+, -+.%/+,0 1,"2+3%,4
Page 110
1:):-8B GAF:-!E:!? 9A=?R);=8=?:- 9B8!!;!G 8<?;F;?;:=7
1he types of planning assistance and level of technical support available through the lederal
Government varies by community needs and depends on disaster impacts and the recovery
capacities of local, tate and 1ribal governments. 1he lederal Government vill.
Assess disaster recovery need and deploy a lederal Disaster lecovery Coordinator (lDlC)
and appropriate lederal lecovery upport lunctions (lls) if determined necessary.
lnsure local ovnership of the early recovery process through the engagement of
local, tate and 1ribal authorities in the planning, execution and monitoring of
recovery actions.
upplement, but not supplant local, tate and 1ribal resources, and support local, tate
and 1ribal leadership of the recovery process.
Coordinate vith other lederal agencies (O l As) to identify the geographic extent of
disaster impacts and address the broader recovery challenges to infrastructure, supply
chains, transportation systems and the like.
maintain a system for addressing intra-governmental recovery coordination.
Assess the need for technical expertise to support prompt initiation of recovery and
maximize joint recovery efforts and resources.
lrovide planning guidance, tools, resources and best practices to local, tate and 1ribal
governments to facilitate their recovery planning.
lmplement regulations and guidance regarding legal obligations on all aspects of
recovery, including applicable civil rights lavs, such as those that pertain to accessibility
standards and address the needs of individuals vith disabilities and individuals vith
limited lnglish proficiency.
Develop an accessible public information campaign to increase stakeholder avareness of
the processes involved in recovery.
upport local, tate, 1ribal and lederal entities in the identification, use and management
of lederal grants.
lncourage the use of sustainable development and mitigation practices in disaster-
affected areas.
Table 51.
N A T I O N A L
ENDOWMENT
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