Disaster Temporary Housing

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					Field Manual     2010

Disaster Temporary Housing

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

                 Sandy V. Lanier
                 Disaster Housing Program Administrator
                 Phone: (850) 413-9891
Table of Contents
Chapter 1 General Roles & Responsibilities
 1.1 Mission Statement
 1.2 Organization Chart
 1.3 Roles & Responsibilities
   1.3.1 County Housing Coordinator
   1.3.2 State Housing Coordinator
   1.3.3 Federal Housing Coordinator

Chapter 2 Activation as Temporary Housing Coordinators
 2.1 Mobilizing as a Disaster Housing Coordinator
 2.2 Appearance & Dress
 2.3 Recording Hours Worked

Chapter 3 Disaster Area Deployment
 3.1 On-Scene Arrival (Reporting In)
 3.2 Internal/External Communictions
 3.3 Emails
 3.4 Conference Calls

Chapter 4 Reports
 4.1 Situation Report (SITREP)
 4.2 Incident Action Plan (IAP)

Chapter 5 Temporay Housing Task Force Operations
 5.1 Task Force Team Responsibilities

 5.2 Partners in Disaster Response and Recovery

 5.3 Operating Principles on Temporary Housing

Field Manual –Disaster Temporary Housing
Florida Division of Emergency Management             Page 2 of 24

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

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


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

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

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                      Page 3 of 24
    Chapter 2
    Chapter 1 General Roles & Responsibilities
1.1     Mission Statement

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

1.2     Organization Chart

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

             __________             __________             __________                  __________
              Operations              Planning               Logistics                   Finance

           Divisional Housing                                                Joint Housing
                                   Planning Units
               Task Force                                                   Solutions Center
                                   -Strategic Plans
          Tri-Member Teams
               Federal                                                   Incident Action Planning


                                                                         Visual Information Display

                 County                County                 County                    County
                  State                 State                  State                     State
                 Federal               Federal                Federal                   Federal
               Disaster Housing      Disaster Housing     Disaster Housing         Disaster Housing
              Coordination Team     Coordination Team    Coordination Team        Coordination Team
                      #1                    #2                   #3                       #4
 Field Manual –Disaster Temporary Housing Declared      Counties
 Florida Division of Emergency Management                                                         Page 4 of 24
This organizational structure depicted here determines the manner and extent to which
roles, power, and responsibilities are delegated, controlled, and coordinated, and how
information flows between the levels of management.

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

1.3     Roles & Responsibilities

        1.3.1     County Disaster Temporary Housing Coordinator

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

                     Develop/Implement County Disaster Housing Plan

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

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

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

                     Estimator of county temporary housing needs during disaster

                     Identify alternate disaster housing solutions

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

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                       Page 5 of 24
                    Expedite county permitting process to facilitate housing operations

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

       1.3.2     State Disaster Temporary Housing Coordinator

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

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

                    With county coordinator, determine a common housing requirement

                    Acquaint community leaders with Housing programs and processes

                    Working with the County to resolve permitting and inspection

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

                    Key conduit of State-wide prerogatives

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

                    Meet with housing stakeholders to develop housing solutions

                    Maintenance of operational status until housing operation is complete

                    Coordination of housing strategies, solutions, and resources

                    Identify, prioritize, and coordinate housing resource databases

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

Field Manual –Disaster Temporary Housing
Florida Division of Emergency Management                                         Page 6 of 24
        1.3.3     Federal Disaster Temporary Housing Coordinator

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

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

                     Provide federal guidance for what type and format of information

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

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

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

                     Meet with housing stakeholders to develop housing solutions

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

    Chapter 2 Activation as Temporary Housing Coordinator
2.1     Mobilizing as a Disaster Housing Coordinator

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

Cadre staffing for the temporary disaster housing section typically consist of workers
who are Disaster Reservists, State OPS, and NEG. Employees are assigned intermittently
on a temporary basis to coordinate and act as liaisons to inform the citizens and local
leaders of available help, to organize meetings to assist informed decisions, and to aid in
the process of survivor identification and registration while implementing the disaster
temporary housing program.

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                       Page 7 of 24
Upon notification that you are activated to the role of Disaster Housing Coordinator
(DHC), following orientation, training, and the assignment of equipment, report to the
State Housing Officer. Roles, responsibilities, reporting hierarchy, and deployment
assignments will be established.

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

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

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

2.3     Hours & Scheduling Workday

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

       Office employee meals will be 1 hour.

       The meal period is unpaid.

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

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                        Page 8 of 24
2.4     Recording Hours Worked

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

    Chapter 3 Deployment to Disaster Area

3.1     On-Scene Arrival (Reporting In)

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

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

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

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

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                      Page 9 of 24
scale event through the LTRO partners as many agencies are represented members of this

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

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

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

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

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

Setting up an email account:

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                      Page 10 of 24
As a disaster reservist you may be issued a State of Florida email account with
“Microsoft Outlook” (see equipment and demobilization policy). “Outlook is the primary
resource for electronic communication within Recovery programs.
Gmail accounts will serve as the primary email account for non-state employees and as
secondary emails for state employees and disaster reservist. Access the main login page
at https://www.google.com/accounts/Manage Account to create an account.

                  Desired login: FIRST.LAST.EM@
                   ex: john.smith.em or j.smith.em@gmail.com

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

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

        Specific areas to be addressed during conference calls include:

                      (1) Significant accomplishments

                      (2) New or amended tasking or assignment

                      (3) Critical needs

                      (4) Task force activity

        Conference Call Protocol/General Rules:

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

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

                          Welcome & Participant Roll Call

                          Place phones on mute when not speaking

                          Participants should identify themselves each time they speak

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                       Page 11 of 24
                          Call will be mission-driven, structured, well-coordinated and
                           process oriented so as to effectively strategize housing actions

                          Primary objectives will be stated at the beginning of each call

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

                          Complex issues worked off-line and reported on

      Chapter 4 Reports

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

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

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

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

Field Manual –Disaster Temporary Housing
Florida Division of Emergency Management

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                         Page 12 of 24
                         “This is a sample document”
                         Disaster Housing Operations
                             SITUATION REPORT
                      January 00, 20xx, Published at 1200 Hours
       Operational Period: January 00, 20xx 0800 Hrs. – January 00, 20xx 1700 Hrs.
 Disaster Housing Operations team mobilization in response to a catastrophic event. Task force operations
coordinator and technical advisor to the impact area.

            “Summarization of the current situation according to assigned areas”

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

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

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

           Field Manual –Disaster Temporary Housing
           Florida Division of Emergency Management                                      Page 13 of 24
4.2     Incident Action Plan (IAP)

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

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

            specifies the objectives for the next operational period;

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

            defines the resources needed to accomplish the work order

            depicts how all response personnel are to be organized

            lists radio and telephone communications for all incident personnel

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

             identifies resources at risk

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

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                     Page 14 of 24
                            SAMPLE INCIDENT ACITON PLAN
                                Disaster Housing Operation
                                   Incident Action Plan 00
      Operational Period: 1900hrs 00 Month 2010 to 0700 hrs 00 Month 2010

Mission: To initiate and sustain State actions as necessary, support county protective measures
and operations, support evacuations if needed and distribute information to both the public and

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

SERT Activation Level: Level (1, 2, or 3)
Situation:             Disaster Housing Coordinators responding to an unexpected natural
                                or man-made catastrophe of substantial extent causing significant
                                physical damage or destruction to the homes of citizens. Homes
                                are loss and temporary housing is en-route.
General Operating                            Guidelines On Setting Goals And Objectives
                                Setting or re-affirming goals and objectives at the beginning
                                of each shift is a top priority.

                                Here are three important guidelines:

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

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

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

       Field Manual –Disaster Temporary Housing
       Florida Division of Emergency Management                                           Page 15 of 24
Objective 1:
Tasks:                                                        Responsible           Status
2.         Take each of the objectives identified under the
3.         “General Operating Objectives” and develop tasks
4.         associated with accomplishing.
Objective 2:
Tasks:                                                        Responsible           Status
Objective 3:
Tasks:                                                        Responsible           Status
Objective 4:
Tasks:                                                        Responsible           Status



               Field Manual –Disaster Temporary Housing
               Florida Division of Emergency Management                 Page 16 of 24
    Chapter 5 Temporary Housing Task Force Operations
5.1     Task Force Team Responsibilities

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

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

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

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

        Checklist: Daily Tasking & Protocol

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

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                     Page 17 of 24
           Information Requirement
   Field Manual –Disaster Temporary Housing
                                                     Source/ Member Responsible
    County Disaster Housing Plan
   Florida Division of Emergency Management       County Emergency Manager.
     Contact list for utilities, codes, permits   County Emergency Management
and emergency management                          Website; County Code Enforcement
     Permitting and inspection code               Office
     Local policy and preference; and any         County
other cultural or locally unique issues
     List of commercial mobile home parks
and contact information
     Potential Housing Resources
     Confirm post event housing assessment        County, State, FEMA
strategy, tactics and process
     Types of post event disaster housing         Using data from the PDA and the
needs based on field assessment of disaster       damaged dwelling inspections as
impact on housing and availability of             well as input from the county,
resources                                         provide assessment of the number of
     List of damaged subdivisions,                dwellings that are destroyed or have
congregate care and/or housing facilities         major damage. Use the percent of
and contact information                           homes insured from the Human
     Red Tag Lists                                Services Operation Plan
     Continue on Red Tag Lists and other          County, State
housing damage and assessment work                (As the County begins red tagging
     Report on local housing resources            dwellings, the Divisional Housing
     List of meetings scheduled                   Coordinator forwards this
    Updates on Shelter conditions                 ARC, County, State, FEMA
    Critical unmet needs
Continue housing needs assessment and             County, State, FEMA
network building
Forward any County Housing issues;                Code Enforcement, County
continue to refine the housing needs. Work        Administrator
with the County and State to resolve
permitting issues.
    Updates on Shelter conditions
    Updates on which communities remain
closed to residents returning
    Updates on local plans for extended
sheltering, temporary housing needs (if any)

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                     Page 18 of 24
5.2 Partners in Disaster Response and Recovery

         Florida Division of Emergency Management

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

         Volunteer Agency Liaison

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

         Federal Emergency Management Agency (FEMA)

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

         American Red Cross (ARC)

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

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

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

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

                Responds to disaster welfare inquiries and provides information

                Provides emergency financial assistance for food, clothing, rent,
                 bedding, selected furnishings, medical needs, temporary home
                 repairs, occupational supplies, and other essentials on an individual
                 or family basis
                Long Term Recovery Organizations (LTROs)
                 LTROs help affected families to develop a plan and receive adequate
                 assistance for their recovery. The committee is a working group with
                 decision making authority where all participating organizations are equal
                 partners. Its composition includes representatives from disaster response
                 and recovery agencies.

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

                Inter-faith

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

                         May provide casework oriented toward a unique client base

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

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

                Other Partners – Governmental/Nongovernmental

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

                    Temporary & Long-Term Housing

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

                          (1)      State Government Designees
                          (2)      Federal Emergency Management Agency (FEMA)
                          (3)      Housing & Urban Development (HUD)
                          (4)      US Department of Agriculture –
                                   Rural Development (USDA-RA)
                          (5)      White House Task Force on Housing

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                          (6)      DHS Private Sector Office (DHS-PSO)
                          (7)      National Voluntary Organization Active in Disaster
                          (8)      American Red Cross (USA-ARC)
                          (9)      US Chamber of Commerce
                          (10)     Home Depot & Lowes
                          (11)     National Association of Realtors (NAR)
                          (12)     National Association of Homebuilders (NAHB)
                          (13)     Manufactured Housing Institute (MHI)
                          (14)     Modular Building Systems Association (MBSA)
                          (15)     Mennonites Disaster Services
                          (16)     US Army Corps of Engineers (USACE)
                          (17)     US Dept of Veterans Affairs (VA)
                          (18)     Local Housing Authorities
                          (19)     Real Estate Roundtable (RER)
                          (20)     American Hotel & Lodging Association (AH&LA)
                          (21)     Habitat for Humanity
                          (22)     American Planning Association (APA)
                          (23)     International City/County Management Association
                          (24)     Florida-Caribbean Cruise Association (F-CCA)
                          (25)     The National Affordable Housing Management
                                   Association (NAHMA)
                          (26)     State Government Designees

                    Financing for Housing Repairs & Recovery

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

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

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

                          (1)      Fannie Mae
                          (2)      Freddie Mac
                          (3)      National Association of Housing & Redervelopment
                                   Officials (NAHRO)
                          (4)      Neighborhood Reinvestment Corporation
                          (5)      Small Business Administration (SBA)
                          (6)      USDA – Rural Development

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Florida Division of Emergency Management                                       Page 21 of 24
                          (7)      State Government Designees
                          (8)      American Bankers Association (ABA) & state counterparts
                          (9)      Mortgage Bankers Association (MBA) & state counterparts
                          (10)     Credit Union National Association (CUNA) & state
                          (11)     Independent Community Bankers of America (ICBA)
                          (12)     Economic Development Administration (EDA)
                          (13)     Housing & Urban Development (HUD)
                          (14)     American Insurance Association (AIA)

                    Community Support Services

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

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

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

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                    Infrastructure Recovery

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

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

5.3    Operating Principles on Temporary Housing

                     Disaster Housing Cycle

                 Mitigation                                 Preparedness
                      =                                           =
                 Planning                                   Evacuations &

                 Recovery                                     Response
                    =                                             =
                 Rebuilding                                    Interim

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Florida Division of Emergency Management                                    Page 23 of 24
The Joint Housing Solutions Center (JHSC) supports the disaster housing mission in its
various phases. It is vital that disaster housing coordinators become familiar with
FEMA’s Disaster Housing Mission, understand the underlying principles that guide its

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

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

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

 Field Manual –Disaster Temporary Housing
 Florida Division of Emergency Management                                     Page 24 of 24

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