Disaster June 4, 2018 CCI Summer Conference Who We Are: The - - PowerPoint PPT Presentation

What Every County needs to Know to Recovery from a Disaster

June 4, 2018

CCI Summer Conference

Who We Are:

The Preparedness and Disast er Timeline

The Element s of Emergency Management

Responsibilit ies

Response & Recovery begins and ends at the local level

CRS §24-335-7078

• Each county shall maintain a disaster agency or participate in a local or interj urisdictional

disaster agency which, except as otherwise provided under this part 7, has j urisdiction over and serves the entire county.



Each local and interj urisdictional disaster agency shall prepare and keep current a local

• r interjurisdictional disaster emergency plan for its area.

 The local or interj urisdictional disaster agency, as the case may be, shall prepare and

distribute to all appropriate officials in written form a clear and complete statement of

the emergency responsibilities of all local agencies and officials and of the disaster chain of command.

Assume or Delegat e Responsibilit y

• A Delegat ion of Responsibilit y – Example Language
• The County Administrator shall not fail to have an extensive Emergency Preparedness and

Disaster Recovery process in place for improving coordination and strengthening relationships among all emergency management partners including Federal, S tate, and local governments, voluntary disaster relief organizations, and the private sector to meet basic human needs and restore essential government services following disaster.

• The Administrator shall not fail to have adequate plans to prevent, respond to, and

recovery from disaster-emergencies and shall maintain an Emergency Operations Plan, Recovery Plan, Debris Management Plan, Disaster-Emergency Financial Policies, and local Hazard Mitigation Plan.

3 Key Local Disast er-Emergency

Aut horit ies

• Emergency & Disast er Aut horizat ions
• Incident Delegat ion of Aut horit y
• Finance Policies

 Routine Finance Policies  Emergency Response Policies

• A Challenge: Long Term Recovery when Federal

Funds are Involved

The Overlay

Local Cont rol S t at e Assist ance Federal Assist ance

The 5 Plans you need

• Local Regional Emergency Operations Plan
• Recovery Plan
• Debris Management Plan
• Local Hazard Mitigation Plan
• Disaster-Emergency Financial Plan

Emergency Operat ions Plan

Talk t o your Emergency Manager! Pract ice!

Why You Need a Recovery Plan

• Disaster recovery begins and ends at the local level.
• A successful recovery depends heavily upon local planning, local

leadership, and the whole community of stakeholders with an interest in recovery

• Recovery begins with pre-disaster preparedness, mitigation, and recovery

capacity building.

• Ad hock efforts after a significant disaster will delay the return to a stable

community.

• Pre-disaster recovery planning promotes a process in which the whole

community is fully engaged, ensuring that recovery priorities and activities are realistic, well planned, and clearly communicated.

• Having an adopted plan and leadership in place is critical to a successful

recovery.

What a Recovery Plan Will do for You

• Establish clear leadership roles.
• S

peed identification of local recovery needs and resources and ultimately reduce costa and disruption.

• Improve public confidence.
• Avoid the often difficult ad hoc process of responding to post -

disaster roadblocks.

• Gain support from community partnerships to support

individuals, businesses and organizations.

• Improve stakeholder and disaster survivor involvement.
• Maximize Federal, S

tate and private-sector dollars through early and well defined priorities.

• Maximize opportunities to build resiliency and risk reduction

into rebuilding.

S t eps t o Developing a Recovery Plan

• 1. Form a Collaborative Planning Team
• 2. Understand and Define the S

ituation

• 3. Determine Goals and Obj ectives
• 4. Develop the Plan

5 Prepare, Review, and Approve the Plan

• 6. Implement and Maintain the Plan

Why You Need a Debris Management Plan

S

• urce: FEMA 325, Public

Assistance Debris Management Guide, July 2007

Why You Need a Debris Management Plan

Human Cost of Debris –

• Victims seeing the debris of their possessions

and homes is disheartening.

• Families and business may not be covered by

insurance.

• The sense that recovery from a disaster has

begun will begin with the removal of debris.

Why You Need a Debris Management Plan

Economic Cost of Debris-

• The cost of debris removal may be the

largest cost of recovery.

• The cost of debris removal can bankrupt a

community.

• Many business will not be fully operational

until debris has been removed.

Why You Need a Debris Management Plan Public Relations –

• You do not want media shots of people

standing around looking dazed searching for their possessions.

• Local newspapers will find delays to respond

as good copy.

• You need a plan to address how you will keep

your citizens, your staff and media informed.

What a Debris Management Plan will Provide

• Establish Leadership and Responsibility
• S

ave valuable time and resources

• Provide for efficient and effective decision –making
• Boosts community’s resilience and ability to recover
• Prepare the community for coordination with federal and

state partners.

• Provide a framework for complying with federal and state

regulations

• Decision made on the fly may not be good decisions
• Potential for federal share increase
• Aids in long-term recovery
• Assure the health and safety of the public and recovery

workers

Crit ical Debris Issues

Critical Debris Issues

• Types of hazards
• Forecasted quantities and types of debris
• Collection, storage, reduction, and disposal
• Responsible agencies
• In-house capabilities
• Contracted work
• Environmental and historic / cultural resources
• Requirements for FEMA funding

Public Assist ance Pilot Program –Debris Removal

Advantages to be Accepted into Pilot Program

• Reimburses base and overtime wages for the

employees of state, local and tribal governments

• One-time incentive of two (2) percent increase

cost share for first 90 days of debris removal;

• The use of a sliding scale for determining the

federal share for removal of debris based on the time it takes to complete debris removal; and,

• The use of program income from recycled debris

without offset to the award amount .

Procurement

• Procurement: Embrace Federal regulation 2 CFR

200 S ections 318-328 and 333

• 318 General: use own procurement procedures; written

standards of conduct; use value engineering; award contracts

• nly to responsible contractors; avoid duplication of items.
• 319 Competition
• 320 Methods of Procurement: micro-purchases; small purchases;

procurement by sealed bid; non-competitive proposals for architectural and engineering services.

• 321 Contracting with small and minority businesses, woman’s

businesses and labor surplus area firms.

• 322 Procurement of Recovered Materials

Procurement

• 323 Contract Cost or Price Analysis: Make independent

estimates before receiving bids or proposals

• 324 Must make bid specification available upon request.
• 325 Bonding Requirements
• 326 Required Federal Contract Provisions
• 327 Financial Reporting: Quarterly reports on proj ect progress

and expenditures

• 328 Monitoring and Reporting
• 323 Contract Cost or Price Analysis: Make independent

estimates before receiving bids or proposals.

• 333 Retention of Records

Time and Record Keeping

• Each S

ubrecipient is responsible for maintaining grant records and provide them to Federal grant funding agencies when requested.

• Each grant S

ubrecipient needs to assign staff to create a system to track and assure all needed records are acquired.

• The most common cause of delays in the reimbursement of expended funds is the result
• f incomplete records.
• Common categories of documents to be collected include:
• Employee Pay Classifications
• Fringe Benefit Breakdown for Employees by Department
• Payroll Policies
• Payroll Reports/ Proof of Payment
• Timesheets/ time Detail Reports
• Contracting and Procurement
• Operating Budget
• Documented Cost Incurred
• Donated Resources
• Financial Management Policies & Procedures
• Fiscally Constrained or Area of Economic Concur Classification

Time and Record Keeping

• Insurance Documentation
• Proj ect Expense Tracking
• Record of Expenses Paid
• Request for Public Assistance
• Travel/ Per Diem Reimbursement Policies
• Activation of Emergency operations Center
• Approved Local Mitigation S

trategy/ HMP & LMS

• Comprehensive Emergency Management Plan
• Memorandums of Understanding & Agreements
• Mission Resource Requests
• Public Assistance Administrative Plan
• S

tatewide Mutual Aid Agreement and Invoices from assisting Agencies

• Contract Oversight and Monitoring
• Equipment Records
• Public Works & Engineering
• Natural Resources & Conservation

Cont ract s

Acceptable Contracts

• Unit Price
• Lump S

um Limited Use Contracts

• Piggy Back
• Time - and – Materials

Prohibited Contracts:

• Cost Plus Percentage of Cost Contracts
• Contracts to debarred or suspended contractors

Cont ract s

• Pre-drafted contracts – Applicants may draft a contract prior to

a disaster event. Once the extent of the disaster is known, the contract can then be finalized with the appropriate scope of work and advertised in a timely manner

• Pre-qualified contractors – Typically, contractors must meet

minimum requirements, such as insurance, bonding, and licensing, prior to being awarded a contract by an applicant. Applicants may advertise a Request for Qualifications (RFQ) for contractors

• Pre-event contracts – The applicant may choose to solicit bids

and award contracts in non-disaster times. This allows time for a deliberate procurement process and gives applicants flexibility in mobilizing the appropriate resources in anticipation

• f an event.

Reimbursement

• Federal grant payments are not made up front.
• All grants administered by the S

tate are processed through EMGrants Pro.

• Depending upon the program, you should anticipate and plan

accordingly that it will take considerable time for the S tate and Federal agencies to review reimbursement requests.

• Reimbursement of funds for a proj ect may be denied if a

S ubrecipient did not:

• comply with the scope of proj ect;
• comply with 2 CFR 200 regulations;
• provide adequate records of expenses and timesheets
• There will be expenses not covered by grants, S

ubrecipient must have a disaster reserve fund to cover unfunded expenses.

Hazard Mit igat ion Planning

The Escalat ing Incident

OVERVIEW

IMT 101 Type III IMT Today’s Capability

Five State-Certified Teams

TODAY’S CAPABILITY

• Five State-Certified Teams
• IMTs Formed in 2000s
• State-Certified 2012 & 2017
• Statewide Coverage
• 400+ Members Statewide
• 5 Regional Response Areas Statewide
• Statewide Mobilization Capability
• 2-Hour Response Window
• Self-Sufficient for 72 Hours
• Local Knowledge & Expertise
• Local & Regional Resources
• IMT Investment Early = Savings Long-term
• “IMTs At Their Best, on Your Worst Day”

IMT Capabilit ies

Type 5

The incident can be handled with one or two single resources locally.

Type 4

The incident is usually limited to one operational period in the control phase.

Type 3 The incident needs exceed local capabilities, manages initial action incidents with a significant number of resources, an extended attack incident until containment or control is achieved, or an expanding incident until the transition to a Type 1 or 2 IMT. Type 2 The Incident extends beyond the capabilities for local control and is expected to go into multiple operational periods. May require the response of resources out of the area, including regional and/or national resources to effectively manage the

• perations.

Type 1 The incident is the most complex, requiring national resources for safe and effective management and operation.

6

RECENT TEAM ACTIVATIONS

• Sept. 9, 2017: 22 person Team Deployed to Hurricane

Irma

• March 2018 Midway Fire, El Paso County: 3 IMT

Members

• April 2018 Statewide Fires:
• 117 Fire, El Paso County - 4 IMT Positions

Deployed

• Badger Hole Fire, Baca County - Boulder IMT for 4

days

Resources for Local and State-Certified IMTs

• Contact your County Emergency Manager!
• DHSEM Regional Field Manager
• DHSEM IMT Program Manager

Stay Tuned for CCI 2019 – Full IMT Briefing!

Complex Incident s from 30,0000 feet

Federal Disast er Assist ance

• Other Federal entities that

provide funding:

• S

mall Business Administration

• Housing and Urban

Development

• U.S

. Department of Agriculture

• Federal Highway

Administration

• Other Programs
• FEMA Programs:
• Individual Assistance
• Public Assistance
• Hazard Mitigation
• National Flood

Insurance Program

The Federal Part nership

FEMA Public Assist ance

Disaster Event Preliminary Damage Assessments Declaration Applicant Briefings Request for Public Assistance Kickoff Meeting Complete Project Worksheets Project Obligation State Grant Agreements / Purchase Orders Issued Request for Reimbursement Scope Changes (if applicable) Closeout

Hazard Mit igat ion Assist ance

Audit s

• Federal requirements (2 CFR 200.501)
• Non-federal entity that expends $750,000 or more

during their fiscal year in federal awards must have a single or program-specific audit conducted that year

• S

ingle audit / program specific audit

Audit s

Colorado Audit Findings

• Most common findings:
• Non competitive contracting practices
• Failure to include required contract provisions
• Failure to solicit bids directly from small / minority /

women-owned firms

• Improper contracts
• Improper accounting practices
• Insurance / duplication of benefits
• Unreasonable rates & unsupported time
• Lack of documentation

Document at ion

• Before the disaster, put systems in place to be

prepared to document all costs

• Does your j urisdiction have?

Material Summaries Timesheets Equipment Logs Existing Contracts Codes and Standards Insurance Policies Equipment Usage Policy and Rates Inventory Logs Labor Policy Procurement Policy Documentation Procedures Departmental Coordination Processes Emergency Declaration Process Plans

Recovery

2 CFR 200 Uniform Grant Guidance

200.319 Competition

• Must assure all procurement transactions are conducted in a manner providing full and
• pen competition. Procurement of goods and services shall not:
• Place unreasonable requirements on firms in order to qualify;
• Require unnecessary experience and excessive bonding;
• Allow noncompetitive pricing practices between firms or between affiliated

companies;

• Allow noncompetitive contracts to consultants that are on retainer contracts;
• Award contracts creating organizational conflicts of interest;
• Specifying only a ‘‘brand name’’ product instead of allowing ‘‘an equal’’ product to be
• ffered and describing the performance or other relevant requirements of the

procurement

• Any arbitrary action in the procurement process.

The Value Proposit ion

• Working Together
• County Team
• S

tate Team

• Office of the Governor
• Key S

tate Agencies

• Division of Fire Prevent ion & Cont rol
• Colorado Depart ment of Local Affairs
• Colorado Office of Emergency Management
• CDOT

Request ing S t at e Assist ance

S t at e Field Assist ance: DHS

EM Regional Field Managers and DOLA Regional Managers

The Execut ive Order defines

Colorado’s response and recovery assistance.

Colorado Disast er Emergency Fund

• Colorado S

tatute 24-33.5-706 provides funds to meet disaster emergencies.

• Funds generally used to meet Federal grant matching

requirements and temporary disaster recovery personnel.

• Initiated by Governor Executive Order specific to S

tate and Federal declared disasters.

• The Executive Order specifies the conditions for use of

the funds.

• Funds are not assured, they are available at the

discretion of the Governor and availability of funds.

Changes in EM

The Value Proposit ion

• Working Together
• County Team
• S

tate Team

• Office of the Governor
• Key S

tate Agencies

• Division of Fire Prevent ion & Cont rol
• Colorado Depart ment of Local Affairs
• Colorado Office of Emergency Management
• CDOT

Thank You!