+ What are some Key Resources I could read to learn more?

• Guidance on how to determine whether external agencies align with local agencies and organizations can be found in APA’s Planning for Post-Disaster Recovery and Reconstruction.
• Colorado Springs Disaster Recovery Plan.
• National Voluntary Organizations Active in Disasters Long Term Recovery Manual.
• National Disaster Recovery Framework (NDRF).
• Tapping into Nontraditional Community Partners for Emergency Management.

+ How should our long-term community recovery organization solicit donations for the disaster recovery effort?

Access to recovery resources is typically greatest in the early days and weeks of the disaster response even though these resources are required for long-term activities. The National Voluntary Organizations Active in Disasters (NVOAD) Long-Term Recovery Planning guide states that the most effective guidelines for soliciting donations include:

• Identifying immediate needs and projecting future needs to ensure that solicitations enable materials to arrive when they are best used.
• Determining exactly what is needed and the circumstances under which donations will be received.
• Communicating information about how and when to donate funds or materials to the public clearly and concisely.
• Educating the media, churches, and civic groups as to the exact nature of materials, funds, or skills needed.
• Identifying an organization to manage the receipt, warehousing, and distribution of material or professional service donations.
• Cash resources are always best; feel confident in requesting monetary contributions if that is an identified need. Cash allows the recovery organization to purchase exactly what is most urgently needed and helps to stimulate the local economy.

+ Who should our community consider partnering with?

Partners to consider engaging include:

• Government agencies (all levels and disciplines)
• Community councils (e.g. Local Planning Councils (e.g., Citizen Corps Councils, Local Emergency Planning Committees), chambers of commerce, etc.)
• Community volunteer centers that are active during non-disaster times are valuable partners in disaster-related volunteer and donation management efforts because they are already recognized by community members.
• The Colorado Donations and Volunteer Coordination Teams (DCT and VCT, together with the DVCT), through DHSEM, can provide state-level coordinating and facilitating of unaffiliated volunteers and unsolicited or undesignated in-kind donations from the general public and private sector.
• The Colorado Donations and Volunteer Management Network (CDVMN), consisting of potential donors, credible relief groups/organizations, and government emergency management agencies, can help to connect potential donors/volunteers with relief agencies through the CDVMN Portal (also known as ‘Aidmatrix’).
• Faith-based organizations
• Individual citizens
• Community leaders (e.g., representatives from specific segments of the community, including seniors, minority populations, individuals with functional and access needs, and non-English speakers)
• Disability services
• School boards and higher education institutions
• Local Cooperative Extension System offices
• Animal control agencies and animal welfare organizations
• Surplus, hardware, and big-box stores
• Small, local retailers
• Supply chain components, such as manufacturers, distributors, suppliers, and logistics providers
• Home care services
• Medical facilities
• Advocacy groups
• Media outlets
• Public transportation systems and airports
• Utility providers

+ What are common responsibilities for RSFs?

Although each RSF has individual and unique responsibilities, several responsibilities are common among all RSFs. These include:

• Identifying critical areas;
• Prioritizing projects within their respective area of responsibility;
• Supporting vulnerable populations;
• Sharing information with other RSFs and the EOC;
• Maintaining situational awareness across RSFs;
• Tracking and managing resources assigned to them;
• Providing safety information to assigned resources;
• Data collection and tracking; and
• Maintaining effective internal communication.

+ What are some RSF leadership tasks?

RSF leadership should ensure the following is done:

• Inventory resources and capabilities and identify outstanding needs;
• Identify, and address, resource procurement challenges;
• Train staff in recovery roles and responsibilities in coordination with the OEM;
• Brief supporting agencies and organizations to ensure that mobilized Supporting Agency staff within each RSF have up-to-date situational information and assignments;
• Identify additional or extraordinary funding needs;
• Maintain documentation in coordination with the Finance/Admin Section;
• Provide information and updates through the recovery planning cycle established by the recovery manager;
• Maintain compliance with applicable legal requirements; and
• Ensure the health safety and welfare of recovery staff through communication with the safety officer and logistics staff.

+ What are some RSF guiding principles?

RSFs can establish guiding principles to address how recovery objectives are managed within the RSFs. Examples include:

• RSFs and other sectoral groupings of stakeholders operate according to Incident Command System (ICS) principles inclusive of unity of command; chain of command; management by objectives; an appropriate span of control; common terminology; and proper accountability of resources.
• To the degree applicable, participating stakeholders employ normal day-to-day operating and reporting procedures.
• Lead and supporting agencies establish internal communications and information exchange protocols to ensure awareness and transparency.
• Assets available to any recovery function will be made available to support city- or county-wide recovery activities in coordination with overall recovery management structures.