Appendix G ERT-Mitigation Branch Organizational Chart G Appendix G ERT-Mitigation Branch Organizational Chart Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix G ERT-Mitigation Branch Organizational Chart Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix H Position Description H Appendix H Position Description Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix H Position Description Position Description Technical Services Branch Community Planner Duties Facilitates the incorporation of mitigation and sustainable development strategies into the impacted communities’ recovery and reconstruction planning process. Provides mitigation and sustainability outreach to the planners within impacted communities. Participates in the development of the Early Implementation Strategy, on the Interagency Hazard Mitigation Team, and in evaluation of the State Mitigation Plan. Knowledge, Skills and Abilities Knowledge Knowledge of general planning principles, practices and procedures, including zoning ordinances, subdivision ordinances and capital improvement planning. Knowledge of principles and practices of sustainable development and how it is incorporated into reconstruction and mitigation strategies. Knowledge of land use planning and its application to hazard mitigation. Knowledge of community development and redevelopment principles and practices, including land economics. Knowledge of FEMA’s pre- and post-disaster mitigation programs (HMGP, NFIP including ICC provisions, FMA, CRS, NEHRP recommended provisions, (Section 409) mitigation planning requirements) as well as other Federal agencies programs (HUD, EDA, SBA) that can provide technical and/or financial assistance for implementing reconstruction strategies. Knowledge of private/non-governmental programs that can support reconstruction and mitigation strategies. Knowledge of FEMA’s technical assistance programs and contract vehicles. Knowledge of socioeconomic and demographic analysis as they apply to local mitigation and reconstruction strategies. Skills Consensus building and team building, communication (verbal and written)/interpersonal skills. Abilities Ability to operate a computer and use MS Office programs. Ability to interact and coordinate multiple and often complex issues with a wide range of technical and program specialists within local, state, regional planning and Federal government agencies. Ability to mobilize on short notice for an extensive period of time; work under stressful conditions; operate in a politically sensitive environment. Ability to accept responsibility, make decisions, establish priorities, and solve problems. Ability to work independently. Ability to analyze damage patterns to identify mitigation opportunities. Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix H Position Description OPERATIONAL CHECKLIST Technical Services Branch Community Planner NOTE: Because tasks are often disaster-specific, they may not be listed in chronological order. Some tasks may need to be accomplished simultaneously. PREDEPLOYMENT Conduct administrative activities [ ] Verify travel plans, accommodations for lodging and rental car. [ ] Secure travel orders and supporting documentation. [ ] Establish specific address location of the DFO with directions to the location. [ ] Obtain estimate of duty tour and any instructions regarding the nature of the mission and specific duty required. [ ] Update answering machine/voice mail to reflect deployed status. [ ] Make necessary personal plans to address extended deployment from home. [ ] Make arrangements for coverage of ongoing job responsibilities. [ ] Collect initial disaster information (field reports, PDAs). [ ] Review past Early Implementation Strategies, IHMT/HMST Reports, past disaster history in same area, and current State Mitigation Plan if one exists. [ ] Review Community Information System (CIS) for community(ies) affected. (Note: this can only be done by FEMA employees; and may only be applicable for flood disasters.) Additional Tasks [ ] [ ] [ ] Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix H Position Description FIELD OPERATIONS Conduct in-processing and administrative activities [ ] On arrival, check in and put on DFO identification badge. [ ] Check in with designated supervisor to establish work assignments. [ ] Identify your tentative work schedule with your supervisor and times for briefings and staff meetings. [ ] Coordinate with the Logistics Liaison to set up your office space at the DFO. [ ] Give your name and phone number to the Logistics Liaison for internal listing. On-going activities [ ] Attend all mitigation staff meetings as requested. [ ] Provide input to Branch Chief for daily situation report. [ ] Continue activities initiated during the Pre-Deployment phase, as needed. [ ] Maintain a daily log of activities and communications, noting after-action items for AfterAction report. [ ] Document mitigation success stories and submit them to the Community Education Branch Chief. [ ] Coordinate with the Technical Services and Program Delivery Branch Chiefs prior to contacting the SHMO regarding state or joint state-FEMA activities. Collect and review background data [ ] Obtain and review state legislation affecting local planning, including provisions regarding post-disaster reconstruction and mitigation. [ ] Determine (i.e., by phone) those ordinances and/or regulations currently in effect in the affected communities, and obtain same. [ ] Review community(ies) general or comprehensive plan, and associated maps o r reports; zoning, subdivision and other land development regulations and/or ordinances. Obtain and review any existing plans that deal with post-disaster recovery and reconstruction. [ ] Identify any state and/or local sustainable development initiatives or non-governmental sustainable development advocacy groups operating in the disaster area. [ ] Obtain and review NFIP information for affected area and jurisdictions (i.e., community standing, policies in force, CRS report, repetitive loss list, state and local mitigation plans, potential substantial damage estimates). Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix H Position Description [ ] Review results of PDAs/damage assessments. Coordinate with the following: [ ] Mitigation Planners (Program Delivery Branch) to participate in Early Implementation Strategy process, and IHMT. [ ] Regional Mitigation Liaison (state procedures, background information, political sensitivities). [ ] Infrastructure Support Liaison and Human Services Liaison regarding coordination of FEMA assistance to support incorporation of mitigation into community’s long-term recovery and comprehensive reconstruction strategy. [ ] Floodplain Management Specialist and Insurance Specialist to determine possible “trouble” areas (i.e., nature of community compliance issues, if any; any “hot” issues that pre-existed the disaster). [ ] Coordinate with others in the DFO to ensure that mitigation strategies developed within the DFO accommodate needs identified within the community’s long-term recovery plan or strategy; participate in the Early Implementation Strategy, IHMT, and other planning activities within the DFO. [ ] DFCO-M to set up a meeting with community planning officials to determine short- and long-term reconstruction and recovery goals where they overlap with mitigation goals and encourage linkage of mitigation objectives with broader sustainable development objectives. [ ] Assist the community with the following activities: · Developing short-term planning/operational strategies that affect the ability to incorporate mitigation and sustainability into longer-term recovery goals. For example, initiating moratoria to facilitate optimal mitigation/reconstruction decision making, decisions involving road and bridge closures; decisions regarding post disaster inspection of homes, decisions regarding re-occupancy of homes that have been substantially damaged (under NFIP definition), decisions regarding obtaining outside assistance (i.e., mutual aid for building officials; state or local chapters of professional organizations such as APA or ASCE) repair/replace/relocation of critical facilities. (Note: this type of meeting is critical to charting the “correct” course for a community, and should be attended by senior DFO staff such as senior Infrastructure and Human Services staff.) · Identifying multi-objective mitigation and sustainability opportunities for longer-tern considerations within locally developed reconstruction plans or strategies (if this has not been done previously by the community). Coordinate the delivery of appropriate DFO technical expertise to assist in evaluations of alternative reconstruction strategies. · Making preliminary decisions regarding alternate reconstruction strategies by providing general program and administrative information on programs that deal with mitigation, planning, and/or reconstruction within FEMA and within OFAs. Coordination with others within the DFO will be necessary. Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix H Position Description · Securing FEMA (i.e. HMTAP) and OFA technical and financial assistance for implementing reconstruction strategies that incorporate mitigation. Assist community in coordinating complex recovery and reconstruction issues among such Federal agencies. · Assembling parcels of land for acquisition/relocation mitigation strategies, or for redevelopment projects that incorporate mitigation strategies. This may entail securing outside technical assistance via FEMA contractor(s), or providing such expertise personally. Additional activities [ ] Serve as a mitigation representative to the FCO’s office for assisting in securing Federal long-term recovery resources. [ ] Serve as Project Officer for technical assistance tasks to outside contractors involving the development of long-term recovery strategies. Additional Tasks [ ] [ ] [ ] DEACTIVATION [ ] Upon deactivation collect and transfer all files and records to the regional office. [ ] Return all equipment to the Logistics Liaison and go-kit contents to go-kit box. [ ] Provide after-action input to designated personnel. [ ] Complete and return to Operations Support all timesheets and vouchers. Additional Tasks [ ] [ ] [ ] Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Associate Director Memorandum I Appendix I Appendix I Associate Director Memorandum: Sustainable Redevelopment Function in Disaster Field Offices, November 1998 Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix I Associate Director Memorandum Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix I Associate Director Memorandum Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix I Associate Director Memorandum Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix I Associate Director Memorandum Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix I Associate Director Memorandum Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix J Associate Director Memorandum J Appendix J Associate Director Memorandum: Continuing the FEMA/State Dialog in Mitigation, January 2000 Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix J Associate Director Memorandum Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix J Associate Director Memorandum Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix J Associate Director Memorandum Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix J Associate Director Memorandum Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix J Associate Director Memorandum This page is intentionally blank Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix K Quotoable Materials on Sustainability K Appendix K Quotable Materials on Sustainability The Wingspread Principles: A Community Vision for Sustainability This appendix contains materials from several sources and is intended to stimulate thinking about what sustainability may mean for different communities, provide ideas about actions that can be taken to enhance sustainability, and be helpful in preparing for meetings and presentations. The following is abstracted from the Wingspread Principles that were developed by attendees of the 1998 Wingspread conference, “Communities in Harm’s Way: A Leadership Dialogue on Designing Disaster-Resistant Settlements,” to help communities and government agencies enhance sustainability in disaster-prone communities. To ensure the safety of people and the livability of communities, resources for disaster planning, mitigation, and recovery should provide for education and encourage the use of innovative approaches that result in positive changes. Resources should be invested consistent with the following principles: Sustainability – Disaster mitigation and recovery resources should be invested to improve the quality of life in the areas of public health and safety, environmental stewardship, and social and economic security. Planning & Incentives – Plans designed to reduce the impact of disasters and to encourage recovery should provide incentives to individuals, the private sector, and government to pursue sustainable development and redevelopment. Partnerships – Individual citizens, the private sector, and local, state, and federal governments should act as partners with shared goals and values to further the capacity of our communities to be self-sufficient. Locally Driven Process – Decisions should be driven by a consensus-based, inclusive process that stakeholders use and trust. The process should identify local sustainability priorities, leading to the investment of pre-and-post disaster resources that will meet those needs, emphasizing the need for local responsibility and self- sufficiency. Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix K Quotable Materials on Sustainability Post-Disaster Long Term Recovery Plan • Designate a recovery team (distinct from the response team) that provides a two-way communications process with the community. • Educate the community and its leaders about sustainable redevelopment and best practices with the assistance of outside expertise, video and electronic resources, and green resource directories. • Evaluate opportunities to build a better, more disaster-resistant, sustainable community than existed before. • Develop a common vision for a sustainable recovery development plan, charge the local planning and design professionals with implementing it, and develop a methodology for on-going communications. • Adopt a model code, post-disaster, that will allow funding programs to upgrade reconstruction. Policy Action Framework I. Education • Policy experts, advocates, government officials, and local elected leaders should help connect sustainable development constituencies with those who work on disaster mitigation and prevention, to better connect both sets of issues and to share information, resources, tools, and ideas. • Sustainable redevelopment and mitigation experts should work to better educate the public, homeowners, and consumers about the benefits of disaster mitigation and prevention in lessening the impact of natural disasters. Information could include specific household prevention tips as well as broad information on the negative consequences of not planning for natural disasters (insurance costs, damage to homes and businesses, as well as to the local economy.) • User-friendly pamphlets, reports, Web sites, and training materials should be developed to promote prevention, planning, and awareness of policies and practices that will make sustainable redevelopment available to more communities. • Foundations, businesses, and all levels of government should support peer-topeer learning about sustainable redevelopment. They should also work to develop champions for sustainable redevelopment among a broad array of constituencies. These champions should help lead their constituencies to further educate, inform, and serve as a resource on these issues. • Following disasters, sustainable redevelopment experts should work within FEMA’s Disaster Recovery Centers and at public meetings to inform interested citizens and community groups about the benefits of sustainable redevelopment. • Create a state/federal/local outreach effort to educate local leaders in disaster- prone communities about sustainable redevelopment, and the cost-effective, cutting-edge technologies they can use to improve their communities during recovery. Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix K Quotable Materials on Sustainability • Conduct an on-going campaign in disaster-prone areas to educate citizens about the concept of sustainable redevelopment and how it can help them recover from current disasters and mitigate future disasters. • Do a life-cycle cost analysis to evaluate investment of sustainable alternatives within disaster-prone communities. • Immediately following a disaster, establish a sustainable redevelopment outreach effort to state and local officials to identify redevelopment priorities and alternatives. II. Planning • Sustainable redevelopment experts should clarify to the public, the roles that local, state, and federal agencies play in helping communities plan for natural disasters. This advance educational effort should help diminish frustration following a disaster by making the public more knowledgeable about where they can find help. • Local communities should create lists of local providers of services, information, and technical training on a broad range of sustainable technologies and practices. These individuals can then be quickly mobilized and hired following a disaster. • Local elected leaders, planners, and community development officials should integrate disaster planning into community planning and sustainable development/community initiatives. • States, counties, and local governments should create local-state recovery teams to work together on disaster-planning, thereby creating partnerships that can be drawn upon in the event of a disaster. • Develop plans and priorities for sustainable redevelopment prior to the occurrence of a disaster, so it is available, and has broad-based consensus, at the time of the next event. This should include a community-based vision for where the community wants to be in the future. • Reconsider existing land use, building codes, and financial policies that stimulate disaster-prone development. III. Incentives/Financing • For communities to qualify for priority funding following disasters, incentives, financing, and funding should be closely tied to performance standards for prevention. • Private sector and economic development agencies should lead the way in promoting disaster planning and sustainable mitigation efforts, given the potential catastrophic effects of disasters to local community economies. IV. Building Local Capacity • State and federal governments should build local disaster-planning capacity by better coordinating existing technical assistance, training, and other programs or activities— in the areas of environmental protection, economic development, community planning, etc. • There is no one-size-fits-all solution; decision-making should move to the most local level of government appropriate to the situation (regional, local, etc.) Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix K Quotable Materials on Sustainability • Local governments should institute management training with an emphasis on institutional quality management that would help build skills for handling emergency situations. • Prepare and disseminate a sustainable development/redevelopment guide and resource book to provide general guidance and points of contact for more information (FEMA’s booklet, Planning for a Sustainable Future: The Link Between Hazard Mitigaion and Livability (FEMA 364), and portions of this guide, as appropriate, should be distributed in the disaster area after an event occurs). • Sustainable redevelopment experts at all levels of government should provide technical assistance, as well as information on case studies of communities that have previously benefited from applying sustainable redevelopment principles before or after disasters. • Communities should create local teams of government agencies and development groups to participate in planning efforts and that can also be quickly mobilized if disaster strikes. • At local and regional levels, train and equip local planning officials in sustainable redevelopment prior to disasters so they can champion the strategy in disaster recovery. • At all levels, instruct outside experts to work closely with, and not against, local planning officials. Find ways to encourage local planners’ ownership in sustainable options. • When outside experts are required in disaster recovery, deploy them early in the process, before local planners have invested time, money and reputation in unsustainable plans. Vision Statements Minnesota Sustainable Developments Initiative • We Minnesotans make commitments and choices to preserve the options future generations will need to secure the quality of life we now enjoy. • We see sustainable development as a positive, fundamental change in the way we define social progress, do business, and protect the environment. • We view the health of our natural environment, the strength of our community, and our economic security as interdependent. • We maintain our quality of life through sustainable use of energy and natural resources, recognizing that population growth, resource consumption, and lifestyle choices determine the options we leave for future generations. • Our communities are places where all citizens enjoy rich opportunities in education, employment, involvement in community, and appreciation of the environment. • Our economy is healthy, diversified, globally competitive, and in harmony with Minnesota’s ecosystems; it provides all citizens with ample opportunity for a fulfilling life. Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix K Quotable Materials on Sustainability • Our national environment is biologically and ecologically diverse and able to provide the resource benefits, products, and services needed for the indefinite future. • We continually work to change our political and economic systems so that they consistently reward economically efficient, socially beneficial, and environmentally sustainable behavior. Sustainable America: Recommendations for Strengthening Communities Community-Driven Strategic Planning: Create a community-driven strategic planning process that brings people together to identify key issues, develop a vision, set goals and benchmarks, and determine actions to improve their community. Collaborative Planning: Encourage communities in a region to work together to deal with issues that transcend jurisdictional and other boundaries. Building Design and Rehabilitation: Design and rehabilitate buildings to use energy and natural resources efficiently, enhance public health and the environment, preserve historic and natural settings, and contribute to a sense of community identity. Community Design: Design new communities and improve existing ones to use land efficiently, promote mixed-use and mixed-income development, retain public open space, and provide diverse transportation options. Community Growth Management: Manage the geographical growth of existing communities and siting of new ones to decrease sprawl, conserve open space, respect nature’s carrying capacity, and provide protection from natural hazards. Creation of Strong, Diversified Local Economics: Apply economic development strategies that create diversified local economies built on unique local advantages to tap expanding markets and technological innovation. Training and Lifelong Learning: Expand and coordinate public and private training programs to enable all people to improve their skills to match future job requirements in communities on a continuing basis. Environmental Economic Development: Capitalize on economic development opportunities from businesses and industries that target environmental technologies, recycling, and pollution prevention to create jobs. Redevelopment of Brownfield Sites: Revitalize brownfields, which are contaminated, abandoned, or underused land by making them more attractive for redevelopment by providing regulatory flexibility, reducing process barriers, and assessing greenfield development to reflect necessary infrastructure costs. Source: President’s Council on Sustainable Development, Sustainable America: A New Consensus, 1996. Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix K Quotable Materials on Sustainability Quotes “Would you tell me, please, which way I ought go from here?” asked Alice in Alice in Wonderland. “That depends a good deal on where you want to get to,” the Cheshire Cat answered.” Lewis Carroll “Then I say the earth belongs to each... to the living:...no generation can contract debts greater than may be paid during the course of its own existence.” Thomas Jefferson ‘‘Tornadoes/floods/natural disasters are natural occurrences. They are acts of nature not inherently catastrophic. They only become disasters when they conflict with people and property. The more development in a hazard area, the more disastrous the consequences.” “Nature has given us fair warning. Powers that sustain life can also destroy. It is up to us to prepare. That is the challenge of living on this dynamic earth.” PBS Special “Living in a man-made landscape, we easily forget that our well-being is rooted in natural systems. Yet all human enterprise rests on the foundation of natural systems that provide a myriad of invisible life-support services. Our connections to these natural systems may be less direct and obvious than those of an eagle or an otter, but we are no less deeply implicated in life’s web. No one has stated this fundamental ecological principle more simply than the early twentieth-century American environmental philosopher, John Muir. ‘When we try to pick out anything by itself, we find that it is bound by a thousand invisible cords... to everything in the universe.”’ Our Stolen Universe “Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it’s the only thing that ever has.” Margaret Mead “When you put your hand to the plow, you can’t put it down until you get to the end of the row.” Alice Paul “We hold the view that the people make the best judgement in the long run.” John F. Kennedy “The greatest sin is to do nothing because you can only do a little.” Edmund Burke “The world we have created today as a result of our thinking thus far has problems which cannot be solved by thinking the way we thought when we created them.” Albert Einstein “Sustainability refers to a very old and simple concept - the ability to keep going over the long haul. Think of it as extending the Golden Rule through time, so that you do unto future generations as you would have them do unto you.” Robert Gilman Edition 1 b November 1, 2000 Rebuilding for a More Sustainable Future: An Operational Framework Appendix K Quotable Materials on Sustainability Cambridge, Massachusetts Sustainable Community Characteristics Economic Security: A more sustainable community includes a variety of businesses, industries, and institutions that are environmentally sound (in all respects); financially viable; provide training, education, and other forms of assistance to adjust to future needs; provide jobs and spend money within the community; and enable employees to have a voice in decisions that affect them. A more sustainable community also is one in which residents’ money remains in the community. Ecological Integrity: A more sustainable community is in harmony with natural systems by reducing and converting waste into nonharmful and beneficial products, and by using environmental resources for human needs without undermining their ability to function over time. Quality of Life: A more sustainable community recognizes and supports people’s evolving sense of well-being, which includes a sense of belonging, a sense of place, a sense of self-worth, a sense of safety, and a sense of connection with nature, and provides goods and services that meet people’s needs both as they define them and as can be accommodated within the ecological integrity of natural systems. Empowerment with Responsibility: A more sustainable community enables people to feel empowered and take responsibility based on a shared vision, equal opportunity, ability to access expertise and knowledge for their own needs, and a capacity to contribute to decision that affect them. 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