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Readying for Recovery: Strategies to Support Pre-Disaster Recovery Planning

TIDALBASINGROUP.COM 9 • Indirect Impacts – Business disruptions based on relocation of workforce, customer base, and supply chain. – Access to essential services such as health care, public transportation, child care and grocery stores. – Impacts to government, essential services and tax base. – Compounding impacts to populations with access and functional needs. Establish a Plan Once working groups are actively engaged, it is time to assemble the plan. As noted in after-action findings, establishing clear leadership in recovery and specific strategies to interface at the local, state and federal levels is essential. Therefore, plan development should begin with a clear understanding of leadership roles and a clearly defined organizational structure for recovery —with a Local Disaster Recovery Manager (for local governments) or State Disaster Recovery Manager (for state-based pre-disaster recovery plans). The Disaster Recovery Manager will need the authority to coordinate recovery stakeholders at the same time emergency managers are coordinating the response. Once the Disaster Recovery Manager is selected, agencies and organizations will need to be assigned, coordinating lead and supporting roles. The American Planning Association provides sample organizational structures as does the NDRF to help communities choose the best approach for their unique capabilities and needs. It is important that strategies ensure effective communication and coordination internal to the organizational structure, as well as with state, local and federal partners. This should be established and articulated in the plan. Processes should also be established to conduct key functions of recovery to include: • Transition from response to recovery. • Damage assessments. • Impact analysis. • Public information and communications. • Disaster case management. • Securing, managing and distributing financial resources. As noted in the lessons learned above, the implementation of these key functions has been challenging, in part because there are many federal programs available during disasters. In fact, 17 federal entities have been identified by GAO (Government Accountability Office) that have responsibilities in leading or coordinating disaster assistance and funding support. 15 FEMA/Andrea Booher

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