Welcome to the second day of Long-term Recovery Basics! I am happy to see that you returned!

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1 Welcome to the second day of Long-term Recovery Basics! I am happy to see that you returned! Thanks for sticking with us. I am going to take a quick moment to invite you to follow us on Facebook! Our Facebook page includes information on long-term recovery webinars, workshops and much more. You can find it under the name Church World Service U.S. disaster assistance. This page allows us to keep in touch with our friends across the US. Be a part of our network and we can stay updated on what is going on in your area. Find us today! Our presentation materials will also be posted there. 1

2 The topic this hour is how disaster case management fits into the long term recovery process. I want to make sure that I emphasize that this is by no means a Disaster Case Management class. If you are interested in in depth training, contact your local FEMA Voluntary Agency Liaison, he/she may have contacts for training in your area. Popular training programs can be found through our faith based partners and contacting state Voluntary Organizations Active in Disaster or VOAD. Today, I will be talking about Disaster Case Management or (DCM) and its relationship to LTR, and how a LTRG supports Case Management. There are a number of ways that disaster case managers can interface with LTRGs. The appropriate structure is dependent upon the needs of the local community and resources available for recovery efforts. Disaster case managers from multiple voluntary agencies normally access the LTRG through an established unmet needs committee, but operate case management services separately from the LTRG administration and infrastructure (this is the preferred scenario for most disasters, particularly large-scale disasters). Voluntary agencies pool their resources and hire one or more disaster case managers to work as employees of the LTRG (typically most appropriate in small-scale, local disaster where resources are very limited. It is very common to have one or more voluntary agencies commit to provide case management services to individuals and families on behalf of the LTRG. Let s begin. 2

3 There are two terms that can be confused for one another in this process. Disaster Case Management and Disaster Case Work. There is a difference between both definitions. I will be going over those in the next few slides. It is important to know the definitions for these terms as you go through the LTR process. Because there will be many organizations that will be passing through the community, it is a good idea to be on the same page and come to a consensus on the terms that you will use. 3

4 There are other differences in the definitions of casework for FEMA, NASW, (National Association of Social Workers) and National VOAD. We are respectful of those differences in mission and the values of each. We do not see these as conflicting, but complimentary. We often use the terms case management and casework interchangeably. The bulleted points above are some of the main points among all the definitions. Disaster Casework Is early intervention provided by skilled helpers who aid survivors in taking next steps in their recovery. Interventions include providing accurate and timely information and referral, identifying resources to meet urgent needs and screening for disaster program eligibility, including long term disaster case management. After seeing both definitions, a simple way to put it is that Disaster Casework helps the client with short-term goals, while Disaster Case Managers assist in Long-term recovery. Often, disaster case workers will pass on their information to disaster case managers for the long-term goals of the client. 4

5 Here is the definition of disaster case management from the National Voluntary Organizations Active in Disaster Long Term Recovery Manual. This manual was recently edited, and re-released this year. Bryan Crousore, an Emergency Response Specialist with Church World Service, was part of the re-write committee. Recovery is not only about the restoration of structures in a community, but also the individuals and families that make up the community. Disaster Case Managers are the people that the disaster survivors will have the most contact with. It is important that these helpers have not only the skill to help each survivor, but also have heart in what he/she does as well. 5

6 SO lets talk about the process now. When going into the field it is important to remember your safety. As much as we all want to get the job done, we have to know the area before going in. A few questions to think of before hand are: What are some risks to be aware of? Should I be wearing proper safety gear such as nose masks, or head gear? It is also very important to let someone know where you will be. Let someone know what area you will be working in and when to expect you back. It is also a good idea, to let someone know who to call in case there is an emergency. Keeping a contact list with you can be beneficial for your safety as well. Disaster facts gathered from LTRG meetings will give you an idea of the area you are working in. Some of these facts are: The impact of the disaster affected area The capacity of the community Vulnerabilities Organizations that are present These facts will help you as you work with the client. Ultimately, you are gathering information to create a budget to propose to your LTRG to determine how to fundraise as well as how to use donated dollars and materials wisely so you can support each individual case. 6

7 Some pointers to keep in mind while working with clients are listed in the National VOAD LTR manual. Having good values helps the recovery process run smoothly and keeps a sense of professionalism in meetings. It is a good foundation for the work that will be accomplished in the community. The survivors are rebuilding their lives and it is important for the DCM to be respectful and non-judgmental. The DCM has the potential to provide hope and healing to each individual case while also empowering them. Here are a few guidelines to consider. 7

8 Confidentiality is an underlying principle in all that case managers do. Case Managers hold specific information which should be guarded carefully to protect clients from potential risk. It is important to form a trusting relationship with that client. Incorporating a deep level of trust while working with the client, will greatly help the outcome. It is a good idea to know the nature of the information that is shared with the Case Manager. Some information will be sensitive, that the Case Manager can only share with specific individuals. Privileged information must be discerned carefully as well. Sensitive information are any facts that if not stated correctly, has the potential to harm the survivor. For example, if the survivor is already involved in a legal process, and the DCM does not take his or her information correctly, it could potentially harm the survivor in the long term, for example custody of children. Confidential information are facts that should not be shared publicly, in any form. The survivor s address, income, physical and financial assets and like information are examples of confidential information. Be sure that information is labeled correctly and not distributed among the wrong people. Privileged information are facts that the survivor may share with the DCM that he or she may not want shared. For example, a survivor venting about a certain organization in town, or persons. The DCM must be tactful, and not share information that he or she is entrusted with by the client. Case Managers must maintain secure records. It is not a bad idea to encourage the client to maintain his/her own records as well. 8

9 There are many boiler plate samples of how groups can maintain client confidentiality and still share the information necessary to make the operation efficient and effective. If you take a look at Church World Service s Long Term Recovery Manual, it will give you some examples of how an LTRG can set up their paperwork. Use a release of confidentiality form or any kind of document that assures that the agencies and vendors will protect individuals privacy.

10 But there are lots of questions about who will support the work of the case managers. Once they have worked with the clients to identify needs, case managers need a place to go to find resources. More often then not, case managers will need all the help that they can garner to help their clients. Listed above are common questions that a DCM may have as they move through the process. Who is going to lay out the work that needs to be done on a home and make sure the materials are available? Where will we find volunteers? Who will provide emotional and spiritual care for the clients and the care givers? Where is affordable housing in the community to replace what was lost? Where will we warehouse the materials? Who is going to tell the story so that the community and potential donors are aware that the disaster is not over even though the debris is gone? How are we going to prioritize the needs in light of the limited resources? When the DCM has these questions, they can turn to the LTRG for guidance. 10

11 When all these aspects are looked at carefully and each component is treated a part of the recovery picture, we realize that they all must work together to achieve total recovery management. Disaster case management is a vital part of the puzzle, yet, shouldn t be the primary aspect of recovery. All the other parts of the wheel, as shown here are essential to this process. Each sub-group support case work and the recovery of the community through team work. Although any recovery process may not present a need for all of these aspects, I suggested that consideration be given to exploring the need for each. Make a commitment to participate in shared decision-making with the group to ensure the Disaster Case Managers are equipped with knowledge of available resources as they work with each individual survivor.

12 Information will come to the case manager from many sources. Sorting through information ON BEHALF OF THE CLIENT and WITH THE CLIENTS PARTICIPATION, to the extent that it is relevant, makes the client an active participant in the process. Here are a few guidelines to remember when working with each individual survivor. 12

13 We need a good Disaster Case Management system in the LTRG for many reasons, but here are two very important ones: We do not want DOB, or Duplication of Benefits. This is when an individual or family takes advantage of the system and receive double benefits for their need. Not only is it not fair to the others in the community, but Duplication of Benefits might be a federal offense. This is why FEMA stresses the issue, and many other Disaster Case Management training organizations stress the issue as well. Misrepresentation happens more often then you might imagine. In New Orleans, after Katrina, during the past year as Disaster Case Managers worked with the survivors; a family at the corner of two intersecting streets was able to beat the Case Management System in that town; but not for too long. We are going to call this family the Doe s. Mr. and Mrs. Doe at the corner of, let s say, Main and First streets were telling case managers their situation and what they needed. While Mr. Doe used an address that was on Main street, Mrs. Doe was using an address on First. For a little while they were able to receive more from each organization and agency that they were working with. Until one day, The Case Manager visited the home(s) and realized that the two addresses were the same couple. So this couple is now being charged with fraud. Don t do what the Doe s did. It is greedy, and you will eventually get caught. Another reason is, we need to keep the system fair for everyone in the community. The Jones on the east side of the bridge are working with DCM group A. The Smiths on the west side of the bridge are working with DCM group B. If the Jones working with group A are receiving name brand products while the Smiths are getting generic products with group B. The Smiths might not be happy about it. This might cause a stir in the community, diminishing the LTRGs reputation. So if there are more than one DCM group in the community, it is best that they are in contact with one another to avoid situations like this. So, with a good Disaster Case Management system in place, we can avoid misrepresentation and avoid having the Smiths and the Jones compare unequal notes. 13

14 Case managers deal with the whole person and the community not just physical rebuilding issues. The effective case manager appreciates the wholeness of the individuals that he or she works with and the uniqueness of each case. There are a variety of needs for each case and they are listed here on this slide. A Disaster Case Manager will assess what is needed using these guidelines listed here and he or she will then: Identify all disaster related needs. Confirm that resources are available, and if they are not he/or she will present them to the LTRG. Identify unmet needs. Define a plan to address those unmet needs And finally, Confirm that assistance was received. The case manager and the survivor agree on a detailed plan, with goals for recovery. The case manager becomes a primary point of contact to coordinate necessary services and resources as outlined in the plan. 14

15 Listed here are some questions that case managers can begin with. There are a number of questions that can help the case worker determine needs on an individual level. Ultimately these questions will help in estimating construction costs. The case manager along with the survivor, will now be able to write a recovery plan to share with the LTRG, who will then allocate resources. 15

16 Case managers should not have to take on all the work for the client. It is a good idea to empower the survivor. Here are a few guidelines to remember. When the client initiates his or her recovery plan, it takes much of the burden off the DCM. In the end, the survivor will feel in control of his/her life once again, and have hope for the future. 16

17 First of all, the survivor must accomplish the essentials. The prime concern in disaster case management is to restore or help preserve the dignity of the survivors as they plan for recovery. Rightly done, disaster case management empowers people to move on. The responsibilities for decision-making must be in the survivor s hands, because that is the source of successful healing. Wrongly done, disaster case management fosters dependency and restricts empowerment. For recovery to be successful, four tasks must be accomplished by every survivor: 1. To accept the reality of what has happened 2. To experience the pain of loss 3. To adjust to a new situation and 4. To withdraw emotional energy from the past and invest it in the new. 17

18 The basic principle is this disaster owned by the local community or recovery owned by the individual or family is not only empowering, but most effective. The LTRG is designed to help but the client must invest his/her self in his/her own recovery. It s a good idea to let them know from the start, that you may not provide everything they ask for. There are some aspects of recovery where the client will have to pick up and decide on their own exactly how they will recover. The LTRG must decide when it has done all it could to assist the clients, and leave it at that. 18

19 Mark Twain once said that there are three kinds of lies: lies, damned lies, and statistics. We might say that there are three kinds of information: information, false information, and information somebody gave you. Take nothing at face value. Verify everything! 19

20 We might also say that there are three kinds of resources: real ones, possible ones, and promises. Assistance will be determined after three things have been verified: The DCM has verified needs and the client has a lack of resources. Assistance being offered has been confirmed as available. And/or, there is a reasonable chance that the LTRC can find a resource. Verify that the resource is available or if there may be reasonable chance you can find it it before promising anything. Don t promise what you can t deliver. 20

21 Case managers often have to break the news to clients about using their own resources. It can often be difficult for survivors to take, however, it is a part of the recovery process. The truth is that private resources have to be used. Be sure that the client is receiving all the resources possible, state, local or any other that may be helpful in the long term. Verifying this early in the process can help avoid duplication of benefits. Even though it may be difficult to tell clients, a positive note to share is that if they are eligible for an SBA loan, they can consolidate all their existing loans under this loan at a fairly low interest rate. Be sure to refer the client to FEMA staff to work out the details. 21

22 It is very important that Disaster Case Managers stay in touch with the LTRG with updates on their clients needs. If the DCMs and the LTRGs do not stay in touch, they run the risk of losing out on resources that may be in the community for a limited amount of time. Another reason is that in some instances, communities wait until decisions have been made about who is going to work with the clients in starting the recovery process. When there is a possibility of federally funded Case Management, many believe that the work starts automatically. However, such is not the case. Case managers need to be appointed to work with the clients before the work can be done. Once assignments have been made, case managers help them identify resources so their needs will be met. As the recovery progresses, federal funds can then help the process. It is a good idea to let federal funds help the process, and not wait for it to begin the process. So staying in touch will keep everyone on the same page. 22

23 Working together makes the process easier. We work together because there are obstacles to be overcome and there are limitations to what one individual or one organization can do alone. With good leadership and structure in place, recovery can be supported by each part of the group. Groups with resources will have a place to use them responsibly, helping those most in need. For example, in some cases there may be a person or a group that may seem to hinder the progress of the whole. With good leadership and having the opportunity to share concerns, the group, can smooth out the process and facilitate progress. 23

24 An LTRG is usually set up to help those with limited resources. To prevent duplication of services, the LTRG should develop a process that helps only those who have had a case worker and a recovery plan, and also to ensure that those who need the most help will receive it. Now that the LTRG knows who has the most need and has developed a plan, we have to use existing resources before dipping into donated dollars. Listed on the slide are ideas that can help you to determine how to best use what you already have. Be sure to go through every possible existing resource with the team, and develop a strategy that will be most efficient. 24

25 Long Term Recovery is needed when personal resources, insurance, government grants/loans are insufficient to meet the disaster caused needs in a community. You will gather faith communities, business leaders, government, social services, civic leaders, and the media to help stretch available resources. This can be done by sharing resources with your contacts in the community. As the motto of the National VOAD states: it can be beneficial to Communicate, Cooperate, Coordinate, Collaborate with the community. 25

26 By organizing for the long term, a structure is given within which to work. With organizations and agencies doing their own thing, many clients can be missed. There may be a disparity of the resources to help with the recovery. Some individuals may be served by multiple agencies and some not by any. Those who know how to work the system could take advantage of it. Some minimal structure for communication and coordination can make the resources go further and help to insure that those who need the resources the most, receive them. 26

27 Another reason for Long Term Recovery Groups and Disaster Case Managers to cooperate is to provide direction. We ve talked about what case management and it s role in the process. But case management can t stand alone. The LTR process is necessary for the group to know the direction that the group is headed and also to stay in line with the mission. While each individual case has its own set of unique circumstances, the LTRG can give a sense of direction by bringing up important questions. What will the group do for those who didn t register for governmental assistance? How are clients going to be asked to contribute to their own recovery? How are limited resources going to be distributed? What needs will be addressed first, second, and so on? What support will the group provide to visiting volunteers? If Disaster Case Managers come from multiple agencies, how will issues of supervision, insurance, salary, benefits, time off, and other personnel matters be handled? 27

28 As I ve mentioned yesterday. A Mission Statement describes how the organization plans to make a difference in the community in response to a disaster event and sets the broad perimeters in which those questions and others will be answered. At the very least, a mission statement will Name the group. Sets geographic area in which it will provide its services Identifies the kinds of work the group will do. 28

29 The LTRG tells the story to attract the resources to respond to the need. This is an opportunity to command attention. Because the DCMs work closely with the clients, it is important to share the stories of those in need to gather resources and potential volunteers to action. So tell your story confidently, it will attract the people that need to be a part of your recovery story. In the long run, it will keep donor agencies informed of recovery effort progress. It is a good idea for the DCMs to share their accomplishments, and not just activities to advocate for their clients. There are several kinds of advocacy. Direct client advocacy to help ensure that the individual or family gets what they are entitled to. Community advocacy - which involves issues within the community, such as a need for cleanout of drainage ditches, and for affordable housing. Mitigation advocacy for example, rebuilding in vulnerable areas and making sure that the homes are safe from future threats. 29

30 Resources are best used when cases are prioritized. By prioritizing effectively, individual cases help to give possible funders an understanding of the need. Individual case work prevents duplication of benefits and helps those with the most need receive the most resources. 30

31 There will be much paper work involved. Keeping track of clients and working with the LTRG involves much paper work, phone calls and patience. As with everything, if it isn t recorded, it doesn t exist. Written record of assistance must be provided It must answer the 5 W s Who, What, When, Where, Why, and lastly How? 31

32 LTRGs provide a place to bring together case managers with those who represent money, material, muscle. The plan that case managers develop with their client can go to the table, where resources can be found to meet the clients needs. It is crucial that the round table see the plan, so they can help to implement it. A meeting can help to determine the points listed on this slide. 32

33 At the beginning, the work may look so daunting that it will take a lifetime to accomplish. The time and the heart that is put into the effort as a whole will determine the satisfaction of the group as a whole. There may be set-backs in the process, however, if the group can bring issues to the surface it will increase the likeliness of having a positive image. Are we there yet? Is a common question Case management does not stop when the plan is written. For the entire process to obtain satisfactory results, it is necessary that case managers follow each client until the plan is successfully carried out. It is important that the client is in touch with the case manager through out the entire process. 33

34 In the next 10 or 15 minutes I will take some questions so please, think of one and enter it on the right! 34

35 The goal of the LTRG is to put clients into a safe, sanitary, secure and functional environment. Through out the process, ensure that all appropriate partners are involved and those who are not involved know about the process. LTRG along with the DCM will determine the best way to rebuild for the client. In order to make good use of resources and meet the survivors needs, every component of the LTRG must work together in making decisions. For example, keep in touch with municipal, city, county and state government to be up to speed on zoning issues, and know where the best places are to rebuild. These are some issues to consider while determining the best strategy of rebuilding the community. With this in mind, the LTRG and DCMs must determine how it will effect the overall cost of the rebuild. 35

36 Always keep an eye on lowering vulnerability of the people in the community. Another thing to keep in mind in the recovery process is to make sure that the client will be more resilient, should another disaster hit the community again. Some factors to remember in the process are: Local zoning restrictions and building codes. Don t rebuild until you know for sure that these are not changing. In many cases the survivor will end up with a slightly better structure then they had before, considering recent building codes. 36

37 Volunteer Labor saves dollars and stretches resources. A concern that that an LTRG may have regarding labor is finding the right volunteers and forming rebuild groups. One of the issues will be: scheduling, and locating skilled laborers and new volunteers. The DCM can work with volunteer management to ensure that the work force is appreciated through-out the process. The survivor will often be grateful for the volunteer work, and the DCM can tell the volunteers working on the case that their work is much appreciated. Listed on this slide are a few things DCMs can get involved with. All the factors listed here should be considered to allow the plan developed in the Case Management process to be carried out to completion. This is a happy gentleman getting that might want to work for the LTRG as volunteer labor. A smile like that can always do good in a community. 37

38 The LTRG and the DCMs can help local contractors understand that volunteers are not taking their business. Volunteers usually are going to help contractors in the process. For example, the Smith family doesn t have money for repair, so volunteers are doing work that would not be done otherwise. Case managers are not expected to be construction experts, however, they do follow the progress of the case once it is turned over to the construction manager. They should make sure that the plan is carried out, and not added to, or changed by the volunteers on site. Should the plan change mid-way, construction managers, and case workers must work together to ensure that the client is aware of them, and is in agreement by the affected parties. 38

39 Resources are limited in most cases. DCMs can work with the LTRG to ensure that there is the most productive use of resources. It is then up to the LTRG to seek additional resources from donors, and not give up looking for resources. 39

40 Good financial management will guarantee responsible use of resources and make it difficult for funds to be used improperly. Regular, accurate reporting and record keeping will maintain transparency among the DCM and the LTRG, and in the long run. As I mentioned yesterday, keeping good records can also help to generate more funding. 40

41 A directory of available resources is an essential tool through the entire recovery process. Effective case managers know what resources are available in the community. The LTRG can begin putting together a resource directory. Refer to existing resources such as: 2-1-1, FEMA and the local VOAD as a place to start. It s a good idea to use forms at meetings to help collect information to start this directory as well. 41

42 Before I move on to the types of resources, I d like to take a few questions. 42

43 There are three types of resources money, material, and muscle. All must be available before beginning. Disaster Case Managers must know that these resources are available in the community before he/she can create a rebuild plan with the survivor. This is a photo of a warehouse manager in Minot, North Dakota. A warehouse manager can work with the DCM to let them know what materials they have and how many. This will help the DCM distribute these goods to homes with the most need. 43

44 First I will go over money. With money, you have three tasks before you. Find the money, spend the money, report how you spent it. Disaster Case Managers can work with the LTRG to find out where the money is. 44

45 There is some money that will come relatively easily. 45

46 Finding funding sources can become difficult, so it is wise to go with what you know first. There will probably be some money left from that spontaneous giving that occurred right after the event. Be sure from the beginning, to be in touch with the agency or bank that receives the money to retain a large part of the money to address unmet needs that will emerge later, as the case management process unfolds. If there is a Community Organization Active in Disasters group already present in your area, or a similar group ask if it has retained money from a previous disaster. In some cases that money can be drawn on immediately to start the recovery process. Many community organizations have rainy day funds. Some organizations you know may have these funds available. Other sources include municipal and county governments. These sources may be able to help if they have not expended emergency funds in the preparation and response functions of the disaster. Also take a look at social and faith based organizations that may be able to put up small amounts initially. Even if you are only able to garner small donations, the LTRG can leverage larger donations by referencing these in the future. 46

47 Of course, in a Federally Declared Disaster, there will be large sums of money coming from the Federal Emergency Management Agency to survivors. While this is not money that the LTRG can use for its expenses, it is a huge recovery asset that figures into the total community recovery. Small Business Administration loans are low interest disaster loans available to homeowners, renters, businesses of all sizes and private, nonprofit organizations to repair or replace real estate, personal property, machinery & equipment, inventory and business assets that have been damaged or destroyed in a declared disaster. There are four types available: Home and Personal Property Loans Business Physical Disaster Loans Economic Injury Disaster Loans Military Reservists Economic Injury Loans We don t have enough time to go into detail, but you can visit FEMA.gov for details. 47

48 There are new sources of federal dollars that have recently become available. Many of us already know about Community Development Block Grants that are available to states and then trickle down into communities. Recent re-interpretation of the rules for those grants has allowed governors to designate some CDBG money to disaster recovery. But, it s not such low hanging fruit. The community, probably through the LTRG and its allies will have to get politically involved with the governor and the agencies that write the CDBG grants to advocate to congress that there be disaster specific grants and to the state government to make sure that a percentage of grants is put aside for future disasters. Even reserving a small percentage of CDBG grants each year can result in a very large reserve fund for the future. 48

49 Depending on the area of the country, the type of disaster, and the circumstances, there may be Department of Agriculture money, Farmers Home Administration Money, or other money from other federal departments that may be available even if it is not a disaster receiving FEMA assistance. Community Action Programs or CAPs have winterization programs that can be used for home repairs. A very new program is the new market tax credit. I don t have time to share details, but go to the website listed here to find out more. It s a way by which our private partners can participate with donations of cash or material goods and receive a tax credit for doing so. This is known as the Community Development Financial Institutions Fund. 49

50 The LTRG can also fundraise in the local area. When the disaster is no longer making the evening news, the LTRG still has potential to attract local dollars. However, you need to make sure to tell your story in a compelling way. To attract donors, share what you are doing. Donors are not likely to be compelled to give to you just because you are an organization doing good. So, put a picture on your efforts. Show the need. Show progress, or the progress that can be made if you receive the giver s resources. Challenge the giver not just to write a check but to participate: volunteer, sponsor a work day, donate space to house the case managers, or the donated goods, offer employees an incentive to volunteer on a weekend or a holiday. All these specific ways can grow on a donor. A small donation plus hands-on participation often results in subsequent, larger donations. Here are a few pointers: Tell it as a story, not an organization. Tell about people in the community, not organizations that are present. Put a picture on it, find one that attracts attention. Show the need. Show progress made or to be made. Challenge the audience to participate. Specify ways the audience can participate. 50

51 So, don t draw up a budget that looks like this and give it to potential donors. This just looks like a way to put a bunch of pencil pushers to make work jobs. Again, focus on telling a story. 51

52 Rather, make a budget that looks like this does what? THAT TELLS A STORY. This focuses on the tasks to be completed not YOU, the LTRG. 52

53 Grants and requests don t have to be fancy. Sometimes, those of us in the receiving and spending side of disaster recovery forget that donors give from of a mix of altruistic and corporate reasons. Make sure that donors know that you have a 501(c) 3 or that you have a fiscal agent acting on your behalf that can give certification for tax purposes that is a charitable donation. *PAUSE 53

54 There s an important rule of thumb. You ll get 80% of the money in the first 20% of the disaster recovery time but you ll spend 80% in the last 20% of the recovery So its important to get the word out quickly, to keep the community informed. 54

55 Talk to people you know. Here s one place where it is critically important that your governing body or your resource committee have people on it who can talk to the other people in town who have potential resources to share. Nothing sells a project like one person talking excitedly about a project that the person is involved in, and committed to the recovery. Find someone that shares enthusiasm. 55

56 Many denominations, both those who are a part of the Church World Service family, and others have disaster recovery ministries. And here is a place where you need to leverage local money. Go to local congregations and ask them for a small donation. Then ask them to go to their diocese, association, conference or whatever their judicatory body is and ask that body to match the local congregations donation. Then, in turn, ask that body to contact their national setting to match that money. One Great Hour of Sharing is an example of a possible resource. Donations are made to help individuals and communities around the world who suffer the effects of disaster, conflict, or severe economic hardship. 56

57 Church World Service is not usually a major source of money, but we can sometimes give small grants to help an LTRG with those costs that other donors don t like to give to as much, such as mileage costs for case managers, phone bills, and copier rentals and so forth. Don t hesitate to ask! One of the responsibilities that we have in our Emergency Response Program is to keep in touch with long term recovery groups and communicate with our faith partners as to what is happening with the LTRGs around the country. When national faith groups hear from their local congregations and from us about a worthy project, it helps that denomination know where to devote its hard work and where to send donated dollars. 57

58 Now we get to spend the money! That s the fun part, right? Well, not necessarily. There s always the temptation to just start handing it out. We have 100 homes damaged and we got $100,000 so let s just give everyone $1000. That seems fair, right? Well, it may seem fair but the whole idea behind a LTRG is that the recovery group will focus on those persons and families who will not recover without help. Here are some guidelines for who to help first. Be sure that these are identified and verified unmet needs discussed with the LTRG. Hopefully, LTRG has developed policies. 58

59 Superficially appearing fair, most times isn t really fair at all. The process can go a lot smoother if the case management and construction management work together. It is a good idea to withhold funds until it is discussed with the LTRG. Some of the people that you want to include in the meeting are the Board of Directors, stakeholders and the leaders of each sub-group to maintain transparency. Here are some of the guidelines that you should discuss on how you will be spending the money. The money should only be spent on: Unmet needs specifically identified in the client s recovery plan. For goods and services necessary to meet the identified need Pay vendors or service providers. Be sure that expenses will be reported upon receipt of work, and verify that the work was performed. It is a good idea to check with the client that work was satisfactorily performed. 59

60 As is so often said, The work isn t done until the paperwork is done. Periodically and especially at the end of the recovery, it is important that a complete and verifiable report be made to be distributed among those listed here. Board of Directors Donors to keep them informed and happy about your progress Community agencies who contributed finances or in-kind gifts Relevant government agencies when federal, state, or local government agencies funds were used. 60

61 Earlier, I mentioned that a fundraising budget looks different than an auditable report. As you make your final report, if you ve kept good records, you will be able to report the monetary value of all those in-kind donations, for example, the man power and materials you received, as well as the actual dollars. You will be able to know exactly where and for whom resources were used. Again, confidentiality is important so use some means of reporting projects without giving out particular client information. The spreadsheet should include the points listed here. To maintain transparency, have an outside auditor take a look in the end. 61

62 If you are so lucky that your community was overflowing with donations, and have left over funds here are a few things that you can do with the extra money. Put a little aside for future events, if the donors of those resources are informed and will allow some of their money to be kept. It may be a good idea to use some money to build a sustainable disaster recovery, planning, and mitigation effort in the community. Return pro-rated amounts to those organizations that donated to you so they will have the money to respond to another disaster in another community. It really doesn t do the world of disaster recovery any good to have dozens of small amounts sitting idle in bank accounts around the country that then are inaccessible to other communities in need. 62

63 Now, we will take a look at materials. It is important for a Disaster Case Manager to know what material goods are available to the community for rebuilding. If he or she knows what he or she is working with, then it makes working with the survivor much easier. One of our faith partners is the Adventist Community Service of the Seventh Day Adventist Church. Over the decades, they have become experts in managing donated goods. The following few slides are a donation from the Adventist community and we are indebted to them for sharing this presentation. 63

64 Here are some guidelines to remember when asking for donations. We can help people be generous in the right time in the right way by publishing these guidelines to potential donors. 64

65 While people often want to give things, cash is far and away the best thing to donate. Listed here are why we prefer cash over materials. 65

66 Unsolicited goods can be a challenge for donations management to deal with. It s OK to say NO after thanking the donor for their generosity and directing them to another possible place where they can make that donation. Precious time and man power can be wasted on sorting unneeded goods. Many of us have opened a truck door and seen this. Fortunately, the word is getting out that this kind of donation is seldom useful and often a real problem. BUT, sometimes, you just have to take something you don t really need as a way of educating a donor and cultivating a potential source of more appropriate gifts. 66

67 Again, if you were able to download the notes or if you can later do so, here are some guidelines that will help you with the donated goods. 67

68 Chose a facility that will accept the donated items. Here are some guidelines on what to remember when warehousing goods. This is a real example of what a well organized and properly managed donated goods warehouse looks like. 68

69 From the warehouse, goods are sent to distribution centers closer to the survivors. It is the responsibility of the facility to distribute the items in an organized way. This should be located in a safe place where individuals and families claim what they need when they need it. 69

70 Here is an over-simplified diagram of how donated goods can be distributed. I don t have enough time to share the details of organizing a system, however, the Adventists, as we mentioned earlier, have a lot experience in this area, and they can be called upon when needed. I will post their information at the end of this hour. 70

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