What Every County needs to Know to Recovery from a Disaster June 4, 2018 CCI Summer Conference
Who We Are:
The Preparedness and Disast er Timeline
The Element s of Emergency Management
Responsibilit ies Response & Recovery begins and ends at the local level CRS §24-335-707 8 Each county shall maintain a disaster agency or participate in a local or interj urisdictional disaster agency which, except as otherwise provided under this part 7, has j urisdiction over and serves the entire county. Each local and interj urisdictional disaster agency shall prepare and keep current a local or interjurisdictional disaster emergency plan for its area. The local or interj urisdictional disaster agency, as the case may be, shall prepare and distribute to all appropriate officials in written form a clear and complete statement of the emergency responsibilities of all local agencies and officials and of the disaster chain of command.
Assume or Delegat e Responsibilit y A Delegat ion of Responsibilit y – Example Language • • The County Administrator shall not fail to have an extensive Emergency Preparedness and Disaster Recovery process in place for improving coordination and strengthening relationships among all emergency management partners including Federal, S tate, and local governments, voluntary disaster relief organizations, and the private sector to meet basic human needs and restore essential government services following disaster. • The Administrator shall not fail to have adequate plans to prevent, respond to, and recovery from disaster-emergencies and shall maintain an Emergency Operations Plan, Recovery Plan, Debris Management Plan, Disaster-Emergency Financial Policies, and local Hazard Mitigation Plan.
3 Key Local Disast er-Emergency Aut horit ies • Emergency & Disast er Aut horizat ions • Incident Delegat ion of Aut horit y • Finance Policies Routine Finance Policies Emergency Response Policies A Challenge : Long Term Recovery when Federal Funds are Involved
The Overlay Local Cont rol S t at e Assist ance Federal Assist ance
The 5 Plans you need • Local Regional Emergency Operations Plan • Recovery Plan • Debris Management Plan • Local Hazard Mitigation Plan • Disaster-Emergency Financial Plan
Emergency Operat ions Plan
Talk t o your Emergency Manager! Pract ice!
Why You Need a Recovery Plan • Disaster recovery begins and ends at the local level. • A successful recovery depends heavily upon local planning, local leadership, and the whole community of stakeholders with an interest in recovery • Recovery begins with pre-disaster preparedness, mitigation, and recovery capacity building. • Ad hock efforts after a significant disaster will delay the return to a stable community. • Pre-disaster recovery planning promotes a process in which the whole community is fully engaged, ensuring that recovery priorities and activities are realistic, well planned, and clearly communicated. • Having an adopted plan and leadership in place is critical to a successful recovery.
What a Recovery Plan Will do for You • Establish clear leadership roles. • S peed identification of local recovery needs and resources and ultimately reduce costa and disruption. • Improve public confidence. • Avoid the often difficult ad hoc process of responding to post - disaster roadblocks. • Gain support from community partnerships to support individuals, businesses and organizations. • Improve stakeholder and disaster survivor involvement. • Maximize Federal, S tate and private-sector dollars through early and well defined priorities. • Maximize opportunities to build resiliency and risk reduction into rebuilding.
S t eps t o Developing a Recovery Plan 1. Form a Collaborative Planning Team 2. Understand and Define the S ituation 3. Determine Goals and Obj ectives 4. Develop the Plan 5 Prepare, Review, and Approve the Plan 6. Implement and Maintain the Plan
Why You Need a Debris Management Plan S ource: FEMA 325, Public Assistance Debris Management Guide, July 2007
Why You Need a Debris Management Plan Human Cost of Debris – • Victims seeing the debris of their possessions and homes is disheartening. • Families and business may not be covered by insurance. • The sense that recovery from a disaster has begun will begin with the removal of debris.
Why You Need a Debris Management Plan Economic Cost of Debris- • The cost of debris removal may be the largest cost of recovery. • The cost of debris removal can bankrupt a community. • Many business will not be fully operational until debris has been removed.
Why You Need a Debris Management Plan Public Relations – • You do not want media shots of people standing around looking dazed searching for their possessions. • Local newspapers will find delays to respond as good copy. • You need a plan to address how you will keep your citizens, your staff and media informed.
What a Debris Management Plan will Provide • Establish Leadership and Responsibility • S ave valuable time and resources Provide for efficient and effective decision – making • Boosts community’s resilience and ability to recover • • Prepare the community for coordination with federal and state partners. • Provide a framework for complying with federal and state regulations • Decision made on the fly may not be good decisions • Potential for federal share increase • Aids in long-term recovery • Assure the health and safety of the public and recovery workers
Crit ical Debris Issues Critical Debris Issues • Types of hazards • Forecasted quantities and types of debris • Collection, storage, reduction, and disposal • Responsible agencies • In-house capabilities • Contracted work • Environmental and historic / cultural resources • Requirements for FEMA funding
Public Assist ance Pilot Program – Debris Removal Advantages to be Accepted into Pilot Program • Reimburses base and overtime wages for the employees of state, local and tribal governments • One-time incentive of two (2) percent increase cost share for first 90 days of debris removal; • The use of a sliding scale for determining the federal share for removal of debris based on the time it takes to complete debris removal; and, • The use of program income from recycled debris without offset to the award amount .
Procurement • Procurement: Embrace Federal regulation 2 CFR 200 S ections 318-328 and 333 - 318 General: use own procurement procedures; written standards of conduct; use value engineering; award contracts only to responsible contractors; avoid duplication of items . - 319 Competition - 320 Methods of Procurement: micro-purchases; small purchases; procurement by sealed bid; non-competitive proposals for architectural and engineering services. 321 Contracting with small and minority businesses, woman’s - businesses and labor surplus area firms. - 322 Procurement of Recovered Materials
Procurement - 323 Contract Cost or Price Analysis: Make independent estimates before receiving bids or proposals - 324 Must make bid specification available upon request. - 325 Bonding Requirements - 326 Required Federal Contract Provisions - 327 Financial Reporting: Quarterly reports on proj ect progress and expenditures - 328 Monitoring and Reporting - 323 Contract Cost or Price Analysis: Make independent estimates before receiving bids or proposals. - 333 Retention of Records
Time and Record Keeping • Each S ubrecipient is responsible for maintaining grant records and provide them to Federal grant funding agencies when requested. • Each grant S ubrecipient needs to assign staff to create a system to track and assure all needed records are acquired. • The most common cause of delays in the reimbursement of expended funds is the result of incomplete records. • Common categories of documents to be collected include: - Employee Pay Classifications - Fringe Benefit Breakdown for Employees by Department - Payroll Policies - Payroll Reports/ Proof of Payment - Timesheets/ time Detail Reports - Contracting and Procurement - Operating Budget - Documented Cost Incurred - Donated Resources - Financial Management Policies & Procedures - Fiscally Constrained or Area of Economic Concur Classification
Time and Record Keeping -Insurance Documentation -Proj ect Expense Tracking -Record of Expenses Paid -Request for Public Assistance -Travel/ Per Diem Reimbursement Policies -Activation of Emergency operations Center -Approved Local Mitigation S trategy/ HMP & LMS -Comprehensive Emergency Management Plan -Memorandums of Understanding & Agreements -Mission Resource Requests -Public Assistance Administrative Plan -S tatewide Mutual Aid Agreement and Invoices from assisting Agencies -Contract Oversight and Monitoring -Equipment Records -Public Works & Engineering -Natural Resources & Conservation
Cont ract s Acceptable Contracts • Unit Price • Lump S um Limited Use Contracts • Piggy Back • Time - and – Materials Prohibited Contracts: • Cost Plus Percentage of Cost Contracts • Contracts to debarred or suspended contractors
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