Best Practices Natural Disasters PDF

REPORT #11 Natural Disasters best practices R E P O R T #1 1 Natural Disasters: Preparation & Recovery Planning Guide for Community Association Managers and Officers Published by Foundation for Community Association Research Falls Church, Virginia Acknowledgements We would like to acknowledge the volunteers who contributed to this report: Philip Adams, cmca, pcam Joe Bunting, asla, cmca, ams, lsm, pcam Christine Danielson Isham Amelia A. Hart Sandy Matteson Pearson, lsm, pcam Wendy Murray, cmca Robert Travis, cirms, cpia Peer Reviewers George E. Nowack Jr., esq. Patricia Truax Stewart, cmca Wendy W. Taylor, cmca, ams, lsm, pcam Staff Thomas M. Skiba, cae, CEO, CAI and the Foundation for Community Association Research David Jennings, cae, sphr, Executive Director, Foundation for Community Association Research Jake Gold, cae, Director of Programs, Foundation for Community Association Research Edited by Debra H. Lewin The Foundation for Community Association Research (FCAR) is a nonprofit affiliate of Community Associations Institute, the professional organization representing those who manage, govern, advise, and live in nearly 350,000 common interest communities throughout the United States. The Foundation’s mission is to provide authoritative and reliable research and reports on the operations of the common interest community indus- try and its community associations. This document is intended to provide reliable information regarding the subject matter covered. It is provided with the understanding that the publisher is not engaged in ren- dering legal, accounting, risk management, or other professional services. Readers should consult qualified professionals for appropriate advice on relevant matters. Copyright and Use Permission ©Copyright 2018. Foundation for Community Association Research. 6402 Arlington Blvd., Suite 500 Falls Church, VA 22042 This report may be downloaded for free at foundation.caionline.org or purchased in multiple quantities from the CAI Press Bookstore. The report may be reproduced for use by community association managers, association board members, industry professionals, and community residents without permission, under the following conditions: the document must be reproduced in its entirety, including identifying the publisher and including the use permission statement; the document may not be amended, altered, modified or revised from the original text presented here; the document may not be sold or used for any for-profit purpose. ISBN 978-0-941301-84-8 best practices Contents Section I. Best Practices...................................................................................................1 Section II. Introduction....................................................................................................2 Section III. Planning for Disaster.....................................................................................4 Section IV. Preparing for Disaster....................................................................................9 Section V. Initial Response and Recovery......................................................................14 Section VI. Rebuilding and Resilience...........................................................................18 Section VII. Case Studies...............................................................................................22 Case Study 1: Wildfire.........................................................................................22 Case Study 2: Tornado.........................................................................................25 Case Study 3: Hurricane......................................................................................28 Case Study 4: Flooding........................................................................................33 Section VIII. Appendix: Sample Documents.................................................................36 Sample Document 1: Emergency Management Plan..........................................37 Sample Document 2: Emergency Plan Timeline..................................................55 Sample Document 3: Personal or Family Emergency Kit...................................59 N AT U R A L D I S A S T E R S SECTION 1 Best Practices What are best practices? A best practice is a technique or method that has proven reliably to lead to a desired result or outcome. Business best practices are proven, repeatable, documented, techniques that deliver measurable performance management improvements. These practices are indus- try-based and may be adapted to fit a unique organization or business. Benchmarking is a systematic process used to identify and implement best practices. The term best practice is most common in the fields of health care, government administration, higher educa- tion, business management, and technology. Best practices for community associations Identifying and promoting best practices in the community association industry is a key goal of the Foundation for Community Association Research and its parent organization, Community Associations Institute (CAI). To date, the Foundation has published eleven Best Practices Reports related to operating and managing community associations and common interest ownership com- munities. Topic areas for Best Practices Reports are selected by the Foundation, work- ing with CAI leaders, staff, and members. The Foundation is also working to establish benchmarking criteria for community associations that can assist managers and officers to measure their performance and productivity compared to industry peers. Benefits of benchmarking and using best practices include: improved quality and performance, better planning and evaluation methods, innovative approaches to opera- tions and management, and increased organizational accountability. The Best Practices Reports program provides the following resources for users: function-specific practices that have been documented and verified case studies of community associations that use these best practices identifying rising trends and new industry practices in the topic area What are community associations and why do they need best practices? Since the early 1970s, community associations—which include condominium asso- ciations, cooperatives, homeowner, and property owner associations—have experienced exponential growth. This growth is expected to continue for the foreseeable future in the United States and in other countries. Approximately 20 percent of U.S. housing inventory exists in planned or managed residential communities, generally referred to as common interest ownership communi- ties with some form of community association. CAI estimates that there are more than 342,000 established community associations in the U.S. representing more than 26 mil- lion housing units and more than 69 million homeowners. Community associations are also a growing trend in Europe, Australia, and the Middle East. 1 SECTION 2 Introduction MOST PEOPLE DO NOT FOCUS ON DISASTER PLANNING UNTIL SOMETHING HAPPENS. FOR COMMUNITY A S S O C I AT I O N M A N A G E R S , B O A R D S , A N D P R O F E S S I O N A L A DV I S O R S , P L A N N I N G I S E S S E N T I A L T O E N S U R E T H AT T H E C O M M U N I T Y C A N R E S P O N D Q U I C K LY A N D R E C O V E R E F F I C I E N T LY A F T E R A N AT U R A L D I S A S T E R. No matter what type of disaster occurs—environmental, socio-political, or technologi- cal—community leaders must oversee and lead the recovery process. A comprehensive and current disaster plan is crucial for community resiliency and sustainability. Common characteristics of communities that rebound successfully from a major disaster include a strong desire to recover and rebuild, active networking with local agencies and resources, and a cadre of trained community leaders. Consider what happened in Florida from 1992 through 2004, when Hurricanes Andrew, Opal, Erin, Charlie, and Wilma caused massive destruction in many communi- ties across the state. These storms reinforced the need for strong building codes and their enforcement, and they motivated association leaders to review and revise proce- dures for maintaining common areas and facilities. These disasters identified gaps and weaknesses in state insurance laws and coverage requirements, which led to changes in laws and regulations. This report is a resource to help community association leaders prepare for natural disasters, before and after the disaster occurs. It provides basic information, training resources, checklists, sample documents, and relevant case studies that address disaster planning and response. The goal is to provide information about proven methods—best practices—for pre- paring and responding that will facilitate effective community recovery. These practices were collected from association leaders who have experienced serious natural disasters or other emergencies; they can be modified to suit all communities regardless of type, size, or location. 2 N AT U R A L D I S A S T E R S Every community’s natural disaster preparedness plan should include: Advance planning and drills Resident communication and education Disaster management team preparation Response plans Recovery and restoration activity Financial recovery Long-term change Some Disasters Aren’t Natural This report is focused on natural disasters. Today, however, communities face increas- ing numbers of other disasters, including mass shootings, bombings, biological weapons attacks, hostage incidents, and terrorist activity in public spaces. The Foundation recom- mends that community associations also prepare for non-natural disasters and develop appropriate notification and response plans. We recognize that communities want to prepare for these emergencies, but there are not enough best practices in this field for the Foundation to issue a guide. Nevertheless, we do encourage planning and suggest these resources may be useful: Nationwide Suspicious Activity Reporting (SAR) Initiative https://nsi.ncirc.gov Building Community Trust: Guide for Community Leaders https://nsi.ncirc.gov/documents/BCOT_Final.pdf Communities Against Terrorism https://www.slatt.org Active Shooter Preparedness https://www.dhs.gov/active-shooter-preparedness 3 SECTION 3 Planning for Disaster COMMUNITIES NEED A COMPREHENSIVE DISASTER PLAN T H AT P R O V I D E S A D E TA I L E D G U I D E F O R A S S O C I AT I O N L E A D E R S A N D R E S I D E N T S T O W O R K T O G E T H E R T O P R E PA R E FOR, RESPOND TO, AND RECOVER FROM DISASTER. A detailed disaster plan should be compiled, adopted, and incorporated into the associa- tion’s continuity of operations plan. The disaster plan will identify basic community func- tions and procedures, key responsibilities, and priority tasks that enable the community to function after a natural disaster. Community leaders can start disaster planning by addressing the five W’s: Who—will be effected and who will respond? What—disasters are likely to happen here? Where—do we go during and after the disaster? When—should we notify residents and staff? Why—have we prioritized key response tasks? Best Practice: When drafting or updating a community disaster plan, review the governing documents to make sure the plan addresses all mandatory responsibilities and functions. The Community Disaster Plan The board should appoint a small work group to develop the community disaster plan. (See below for information on organizing a disaster team.) The group should begin by identifying the natural disasters likely to impact the community, essential association functions and services, procedures to catalog and inspect association property, processes for storing vital records, and state and local requirements for disaster preparedness and response. This useful information will be the foundation for developing a comprehensive plan and a training guide for a community disaster team. Consider these questions to develop a new disaster plan or update an existing plan: What disasters or emergencies are most likely to occur in this area? Is the disaster plan thorough and up-to-date? Does the plan comply with state and local government requirements? What primary community services must be maintained after a disaster? Does the association have contracts with local emergency management services? Have staff and residents been trained in emergency response by FEMA, EMS, or the Red Cross? 4 N AT U R A L D I S A S T E R S Are residents informed about the community disaster plan? Does the community conduct drills? Is the association prepared to deliver emergency alerts and warnings to residents? Does the association have plans for on-site sheltering and evacuation? Identify the top three natural disasters likely to occur in your community. Communities on the East Coast might list blizzards, tropical storms, and hurricanes; while communities on the West Coast might include earthquakes, mudslides, and fires; and communities in the Midwest or Plains might list tornados, floods, and ice storms. Mentally walk through each type of disaster and assess how it would affect your community. Consider how the association will provide essential services and functions immediately after a disaster. Identify functions that are essential and those that are lower priority. Determine which community rules must be maintained (for safety and security) and those that can be waived after a crisis. Look at how ordinary communications are handled, and identify alternate ways to communicate when standard systems fail. When the planning team has drafted the community disaster plan, obtained expert review, and presented it to the board for approval, staff should develop implementation timelines and detailed responsibility charts for all activity. It may be necessary to update the association’s continuity of operations plan to reference or include the disaster plan. Give residents information about the plan so they are prepared to act appropriately when disasters occur. Post key information on the community website. Conduct drills and training sessions on a regular basis. Communication and accessibility are key to successful disaster response and recovery. Best Practice: Ask the local police chief, fire marshal, or EMS director to review and critique your community disaster plan. In addition to giving useful input, they can pro- vide training and other resources for your community disaster team. The Community Disaster Team Consider the best way to organize the community disaster committee or team, and decide who should serve on it. An effective community disaster team will include the following: General manager or executive director (chair) Board president (vice chair) Facilities manager Security manager Communications manager Resident relations manager Golf club/course manager Marina manager Village president(s) Senior management staff Others as needed 5 All team members should have an ID or badge to allow easy access to the community during and after a natural disaster. The team should have a code and/or call-tree in place to use in a disaster. When needed, the team should meet in a designated place and begin implementing the community disaster plan. Everyone must understand his or her responsibilities before disaster occurs. Designated backup personnel for key team positions and critical tasks, and make sure backups get appropriate training. Community Emergency Response Team (CERT) Consider organizing a certified Community Emergency Response Team (CERT)—resi- dents and staff who get special training as emergency first responders from FEMA and other agencies. CERT members are knowledgeable about first aid and CPR, commu- nity infrastructure operations, and emergency protocols such as the national Incident Command System and the local emergency operations command center. For informa- tion on CERTs and CERT training, see https://www.fema.gov/community-emergency- response-teams. CERT will be the community’s first line of response after a disaster, especially if municipal and county EMS systems are overwhelmed. The American Red Cross also offers special training and certification for emergency responder volunteers. Contact your local ARC chapter for information. And, make use of your local government and emergency operations center representatives for training and support. Best Practice: Many states and counties provide training, resources, and grants for disaster planning and mitigation. Contact your local emergency operations center to learn what resources are available in your community. Disaster Planning Considerations The disaster planning group should carefully consider the following topics when devel- oping a community disaster plan: Leadership Team Assignments: The plan should clearly define the responsibilities of each team member and specify alternates. Depending on the scope of disaster that is anticipated, the primary leaders may not be available or able to manage the response and recovery. Many disaster situations continue for weeks and months, making it physi- cally impossible for one or two persons to manage all responsibilities. Authority: The disaster plan should provide clear authority for policy decisions and association actions to ensure rapid and effective response. Who will have the authority to act on behalf of the community in a disaster, both internally and externally, and who is authorized to act if that person is not available? There are many decisions to make after a disaster, and the full board may not be able to convene to make these decisions. Facility Operations: Designate an alternate operational site where essential func- tions can be managed after a disaster; this will be especially necessary if the manage- ment office is damaged or destroyed. The alternate operations site should have power, restrooms, computers, printer, and pre-paid cell phones. 6 N AT U R A L D I S A S T E R S Communication: Identify alternate ways to communicate with residents and team members (text alerts, CB radio, floor committees) and evaluate the reliability and redun- dancy of each. Investigate the option for an emergency communications contract with your community’s cable or internet service provider, since conventional telephones lines may go out of service, making the phone tree inoperable. Records Management: Backup key documents, contracts, records, databases, account numbers, and similar information. Cloud storage is the preferred method for business document storage because it allows access by multiple users on various platforms. However, it may be useful for key managers to keep copies of essential documents on a portable USB drive and to store paper copies of important association documents at a secure offsite location. Make sure the disaster team knows how to access association records, and backup key documents regularly. Human Resources: Contract with disaster mitigation services for help with cleanup and debris removal, office relocation, generator, and portable restroom rental. When a disaster occurs, some management staff may be unavailable or additional personnel may be needed. Health and Safety: Make plans for medical assistance, both physical and mental, after a disaster strikes. Maintain contact information for local fire departments, EMTs, and hospi- tal emergency services. Include information on ensuring safety during the recovery period. Community Services: Collect contact information, and keep it updated, for critical community services, such as utilities, shelter locations, road closures, etc. Training: All government entities are required to follow Incident Command System (ICS) rules, the national system for emergency response. Key community staff and vol- unteers should have basic ICS training; for information, see http://www.training.fema. gov/EMIWeb/IS/ICSResource/index.htm. Professional Resources: Disasters affect the community’s financial, legal, security, and insurance needs and programs. Get advice from appropriate counsel and profes- sional advisors, and review the community disaster plan on a regular basis. Disaster Preparedness Tips 1. Develop a strong community disaster plan. Keep it up-to-date and easily accessible. 2. Ensure the disaster plan complies with federal/state/local requirements. 3. Appoint a community disaster team that is ready to act on short notice. 4. Train key staff, volunteers, and residents in basic disaster procedures. 5. Conduct drills regularly with key staff and volunteers. 6. Share critical information with key personnel using apps. 7. Familiarize key staff and disaster team members with the National Incident Management System (NIMS) and the Incident Command System (ICS) national standards for disaster management. 8. Establish good contacts with state/local government emergency management personnel. 9. Develop a personal readiness plan for yourself and your family so they know what to do when disaster strikes your community. 10. Exchange information about related best practices with colleagues. 7 Planning Resources FEMA’s website provides a comprehensive list of disaster categories with protocols for each, including detailed information on what to do before, during, and after the disaster. Find FEMA information at www.ready.gov/natural-disasters. The Department of Homeland Security (DHS) also provides resources to help communities prepare for disasters and respond to emergencies. DHS defines “prepared- ness” as "a continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action to ensure effective coordination during incident response." DHS recommends its National Response Framework as a model for com- munity response to disasters and emergencies. For information, see www.dhs.gov/topic/ plan-and-prepare-disasters. The Appendix includes a sample community disaster plan. This can be used as a model to create a new plan or evaluate an existing plan. For more information on community disaster planning, see: Natural Disasters: How Community Associations Protect Themselves, A Guide for Association Practitioners, CAI Press, 2006. Risk Management: How Community Associations Protect Themselves, Guide for Association Practitioners, CAI Press, 2013. National Center for Disaster Preparedness http://ncdp.columbia.edu/library/preparedness-tools/the-ncdp-model-for-disaster-preparedness Caring for the Elderly During Disasters www.floridahealth.gov/programs-and-services/emergency-preparedness-and-response/documents/ community-based-planning-guide.pdf http://www.1000friendsofflorida.org/building-better-communities/disaster-planning 8 N AT U R A L D I S A S T E R S SECTION 4 Preparing for Disaster MANAGERS CAN HELP COMMUNITY RESIDENTS P R E PA R E F O R D I S A S T E R BY E N C O U R A G I N G AWA R E N E S S , P R E PA R AT I O N , A N D A C T I O N. W H E N A N AT U R A L D I S A S T E R I S I M M I N E N T, A N D I T ’ S T I M E T O I M P L E M E N T T H E C O M M U N I T Y DISASTER PLAN, MANAGERS AND RESIDENTS MUST BE R E A D Y F O R I M P A C T. Community Preparedness Managers play a crucial role in coordinating how community members respond before, during, and after a disaster. A manager usually leads the community’s disaster response team or committee. Many communities conduct disaster simulation drills to encourage resident aware- ness and preparedness. Drills are particularly important in communities with high-rise buildings and communities with older residents. Residents should be aware of the community’s disaster plan and basic evacuation procedures. The association should have a process for updating or confirming residents’ contact information regularly, especially cell phone number, email address, and emer- gency contacts. Residents can participate in community programs that make vital information avail- able to fire, police, and other emergency responders via a card or decal on the front door or window. The American Society of Safety Engineers sponsors the In Case of Emergency program where next-of-kin contact information is stored on a mobile phone. Individual Preparedness Residents should have a personal disaster plan, detailing how they will care for and (if necessary) evacuate family members, children, elderly or disabled persons, and pets. Many local governments have a system to register persons with special needs and pro- vide emergency alerts via text or phone message. The Red Cross and civic organizations offer online resources and onsite training about getting the family and home ready for a natural disaster. Residents should be encouraged to create an emergency records file containing key personal documents, such as driver’s license or passport, birth certificate, immunization and health records, insurance policy declarations, property deeds, bank account infor- mation, and photos of the residence and personal property. This information can be scanned and stored on a USB drive or uploaded to cloud storage. 9 The Appendix provides details on what should be included in a personal or family emergency kit and tips to prepare residences for weather emergencies, which can be shared with residents via the community newsletter or website. Disaster Plan Timeline The disaster plan timeline is the community’s guide to disaster preparation and response. It ensures that priority tasks get done without controversy or consultation. The timeline should specify each task, who is responsible, and the implementation sequence. A sample timeline is provided in the Appendix, which shows how one community prepared for and responded after a hurricane. It provides a useful model for other communities. Most communities conduct drills to make sure their disaster timeline is realistic and replicable. Consider implementing training sessions for staff and key volunteers in these drills. Disaster Timeline Tips Create a timeline spreadsheet to sort activities by date, time, and importance. This will show gaps in the plan or activities that are out of sync. Ensure that tasks are clearly defined. Drills will confirm that the timeline works and expectations are clear. Focus on essential operations. The timeline helps the disaster team know what to do without referring to the continuity of operations plan. Be prepared for the unexpected. Disasters are unpredictable and things happen that require adjustments in the plan and timeline. Brainstorm contingencies. Practice makes perfect. Conduct semi-annual disaster drills with the community disaster team that include unanticipated activity that require adjustments in the timeline. Disaster Simulation Exercises Associations should conduct various drills and exercises that put the community’s disaster plan into practice. These simulation exercises test key procedures, confirm timelines, test internal (community) communication methods, and identify unresolved issues. Conduct community-wide disaster simulation drills designed by emergency manage- ment experts. These exercises should be done at least once a year in all communities and more often in communities that experience frequent natural disasters and weather emergencies. Arrange for a skilled facilitator to manage the simulation exercise and coordinate the critique process. The facilitator can provide specific scenarios to challenge the basic parameters of the plan and reliability of the timeline. The facilitator can also offer rec- ommendations for additional training or equipment. 10 N AT U R A L D I S A S T E R S Steps to Conduct a Disaster Simulation Drill 1. Set the date, time, and disaster to be simulated. 2. Provide necessary materials and equipment to all participants. 3. Explain the process and expected results to participants. 4. Designate a qualified facilitator to manage the exercise. 5. Ask an expert to incorporate “challenges” in the drill. 6. Monitor the response and identify areas of difficulty or confusion. 7. Video record the exercise for evaluation and future training. 8. Discuss and evaluate the drill with the entire team. 9. Debrief all participants after the drill to consider whether changes are needed. Tabletop Exercises Tabletop exercises provide another way to test the disaster plan and procedures. These are small group activities, where participants sit together and respond to or resolve hypothetical situations using the community disaster plan. These exercises measure the team’s ability to execute the plan, work together, and respond to unexpected situations. Tabletop exercises are not as interactive as an actual simulation drill. However, they can be good preparation for—or identify problems before—the actual drill. Best Practice: The association should hold an annual disaster preparedness day to help residents learn about the community disaster plan and practice key functions. Invite local emergency operations center officials to help design the disaster drills and observe the activity. Simulation Resources Many sources provide disaster simulation exercises, including FEMA, state and local emergency management services, and CAI. The FEMA website has a series of exercises that community associations can use to improve their disaster plan and recovery process. The FEMA exercises can be found at: http://www.fema.gov/emergency-planning-exer- cises. Most of these exercises include a PowerPoint presentation with facilitator notes, which can be modified to suit your situation. Other sources for simulation drills and exercises include: https://www.ready.gov/community-preparedness-toolkit http://www.kansastag.gov/AdvHTML_doc_upload/Bldg%20Fire%20Scenario.pdf http://www.ifrc.org/Global/Publications/disasters/all.pdf https://www.cdc.gov/phpr/documents/learn/simulation_lesson.pdf https://www.utah.gov/beready/news/article.html?article=12407 http://www.cof.org/sites/default/files/documents/files/DisasterandRecoveryPlan.pdf 11 Mitigation Mitigation is an integral part of disaster preparation because it reduces damage, recovery time, and expense. During the planning process, community leaders should assess infrastructure vulner- abilities, become knowledgeable about federal and state disaster resources, and identify useful mitigation activity. FEMA recommends three types of mitigation activity for communities to reduce disaster impact: Identify hazards and assess vulnerabilities Minimize damage to critical infrastructure Use and share mitigation best practices Insurance Insurance coverage is a common form of disaster mitigation. Make sure the association’s insurance coverage is up-to-date and comprehensive enough to cover potential damage. Ensure that the information that will be needed to file claims is readily accessible after a disaster. As part of the association’s disaster plan, create a pictorial record (photos or video) of the community, showing infrastructure, residences, common areas, and recreational facilities. This will be helpful to justify damage claims. Best Practice: Insurance coverage is an integral part of an association’s mitigation strategy. Work with your insurance provider to conduct a mitigation review of common elements. Maintenance Good maintenance can provide an effective form of mitigation. For example: Eliminate or reduce fuel for wildfires by cleaning out underbrush, hardscaping com- mon areas, creating fire breaks in wooded areas, and removing dead shrubs and tree branches regularly. Eliminate or reduce potential projectiles in windy areas: keep all trees well-trimmed and store tools indoors, and secure outdoor furniture. Eliminate or reduce water back up and flooding: keep storm drains free of debris and evaluate water flow through retention ponds and sewer systems. Retrofit or upgrade infrastructure items: install underground utility lines, increase sewer capacity, and evaluate electrical systems. Even routine management activities can be part of the association’s mitigation efforts: Stay current: Update resident contact information regularly. Practice: Conduct evacuation drills on a regular basis, especially in high-rise com- munities. Know your residents: identify residents who may need assistance during a disaster, whether due to language barriers, disabilities, lack of transportation, etc. 12 N AT U R A L D I S A S T E R S Use technology: take advantage of the many software programs and phone apps available to improve communication and inspection activity. Stay up to date with changes in building and zoning codes. Ensure access to vital documents during an emergency: Scan utility schematics, floor plans, and construction drawings, and save digital files to cloud storage or on por- table devices. Mitigation activity can save lives and money, and it has a high return for community associations. A 2005 study by the National Institute of Building Sciences (NIBS) deter- mined that, on average, every $1 invested in mitigation saves $4 that would be spent on disaster recovery. (Like an ounce of prevention being worth a pound of cure, a $1 of mitigation is worth $4 of recovery.) This study was conducted by the NIBS Multihazard Mitigation Council to quantify savings (losses avoided) from mitigation activities related to earthquakes, wind, and floods. Two mitigation activities were studied: Project mitigation, which includes physical activity to prevent or reduce damage, such as elevating or relocating structures threatened by flood and strengthening structures to resist earthquakes and wind force. Process mitigation, which includes activity that results in policies, practices, and projects that reduce risk and loss, educate decision-makers, and encourage adopting strong building codes. The study concluded that mitigation is most effective when carried out on a compre- hensive, community-wide, long-term basis. Best Practice: Learn about disaster mitigation resources, including your state or regional mitigation plan, at https://www.fema.gov/hazard-mitigation-planning-contacts. 1 Natural Hazard Mitigation Saves: An Independent Study to Assess the Future Savings from Mitigation Activities, http://www.nibs.org/?page=mmc_projects#nhms 13 SECTION 5 Initial Response and Recovery C O M M U N I T Y L E A D E R S M U S T M A K E D E C I S I O N S Q U I C K LY A B O U T C O M M U N I T Y R E A D I N E S S A N D E VA C U AT I O N A N D B E R E A DY T O I N I T I AT E T H E F I R S T R E S P O N S E T O A D I S A S T E R. When a natural disaster is imminent, key decisions must be made that affect residents, community facilities, and infrastructure. The community disaster plan states how and when these decisions are made and publicized. Managers should follow the disaster plan timeline using information from the National Oceanic and Atmospheric Administration (NOAA), FEMA, and local government sources to make informed decisions. The com- munity disaster team must be alerted and ready to implement the plan. Stay or Evacuate? Whether to shelter in place or evacuate is a critical decision that must be made quickly. The community disaster team should come together, consult local emergency opera- tions center (EOC) advisories, and communicate with residents. Depending on the type and severity of the disaster, the team may recommend that residents shelter in place or evacuate. Be informed about recommendations and orders from local officials and the location and types of shelters. Have a plan to notify residents who need assistance to get to a shelter. Create a text messaging system or automated phone tree to notify residents about evacuation orders and travel routes. Stay in contact with local emergency agen- cies, fire, rescue, and ambulance services during the watch and warning phases. If you shelter in place: Make sure generators are properly ventilated to avoid carbon monoxide poisoning Monitor emergency broadcasts on radio, television, or the internet Keep mobile devices activated to receive emergency messages Have a contingency plan to evacuate If you evacuate: Alert residents via the most efficient methods Facilitate a sequential, orderly evacuation Provide a list of residents with disabilities and special needs to the emergency opera- tions center Advise residents about local shelters and evacuation routes 14 N AT U R A L D I S A S T E R S Recovery When the disaster is over, the community disaster team’s real work begins. This is when the value of planning, training, and emergency drills is most appreciated. Immediately after a disaster, inspect the property and determine if it is safe—both for returning evacuees and those who sheltered in place. If possible, consider storing a golf cart or small vehicle near the entrance to tour the property looking for initial damage and safety issues. Bring phones, cameras, and a recording device on this inspection tour. Contact the local EMS or fire department if you encounter serious damage. As soon as possible after a disaster: Arrange for qualified professionals to inspect all structures, including building entrances, parking garages, elevators, and large windows. Restrict access to buildings with severe damage. Confirm that utilities are functioning safely and report downed power lines Remove debris blocking the entrance, main roads, and parking areas Look for broken pipes, sewer backup, and other water hazards If the management office is destroyed or damaged, advise residents and local gov- ernment of the designated alternate site, phone, and email contacts as soon as possible. It may be necessary to hold a community forum to provide information and answer residents’ questions about restoration, access, security, and other urgent matters. Local authorities will determine when conditions are considered safe to return. Once initial damage assessment is completed, the disaster team should inform evacuated resi- dents when they can return to their homes, and provide a status report to those who sheltered in place. Residents with disabilities may be advised to delay their return until repairs are made and utilities are functioning. Inform residents how and where to contact management, if the office has been relocated. Emergency team members should be available to meet with county emergency operations center and FEMA representatives and enable them to tour the community and collect information on damages and debris removal. If possible, provide a site where residents and staff can meet with FEMA representatives on the premises. Initial Recovery Tasks Secure the entrance and key facilities to prevent injury, vandalism, looting, or mis- chief. Secure and identify areas with damage that cannot be immediately moved (downed trees, power lines, roofing material). Implement a system to notify residents about access to their residence and commu- nity facilities and restrictions or changes in normal procedures. Inspect damaged areas and facilities and develop a priority list for repairs. Take action to mitigate further damage. For example, secure damaged roof with tarps and have the utility company remove downed wires. Create a site map showing damage, and document this with photos or video. Send this information to your insurance agent and ask that an adjuster be assigned as soon as possible. 15 Contact FEMA or local government officials to determine what you must do before removing debris. Consider contacting—before a disaster—local contractors for services such as tree and debris removal, water damage repairs, elevator repair, and utility service restoration. Advise residents when to expect restoration of utilities and other services. Provide the location of the community command center and phone contact if the offices are unusable. Communication Communication is critical to recovering and rebuilding after a disaster. One objective is to provide regular and reliable information to all concerned—residents, staff, contractors, and visitors. This will discourage rumors and misinformation. The community disaster plan should specify that the manager will designate a quali- fied person to manage post-disaster online communications, using the community website and social media. The plan should also address post-disaster communication and identify alternate forms of communicating when phones and the internet are not functioning. Disaster Communication Tips Communicate frequently with residents as the disaster is approaching. Repeat critical messages frequently. Use the community website and social media (such as Facebook or Twitter) to share alerts and updates. Do not give false or misleading information, even if the news is bad. Designate a spokesperson—the disaster team should speak with one voice. Plan to get the community website back online as soon as possible. Download the FEMA app on disaster team members’ phones. Set up a “communication center” where staff and residents can monitor television and internet broadcasts about the disaster and communicate with out-of-town family. After the disaster, provide regular updates on power restoration, water and sewer functionality, trash and debris collection, and community access for those who evacuated. Insurance Claims Make sure the association’s insurance coverage is up-to-date and comprehensive enough to cover potential damage. Take steps to ensure that information needed to initiate insur- ance claims is readily accessible after a disaster. Best Practice: As part of the association’s disaster plan, create a pictorial record (photos or video) of the community showing infrastructure, residences, common areas, and recreational facilities. This will be helpful to justify damage claims. 16 N AT U R A L D I S A S T E R S As quickly as possible after a natural disaster, the community disaster team should document damage and work with management to begin submitting insurance claims. Contact the association’s insurance broker as soon as possible to get information on when claims may be filed and what documentation must be submitted. Be available for site visits and inspections by claims adjustors. Make sure you have an accessible record of recent expenditures for physical plant improvements and repairs to share with the adjuster. Best Practice: The board should require external professional review of association insurance coverage and deductibles at least every two years. Ask the reviewer to recom- mend mitigation activity that can reduce premiums or improve coverage. Insurance Claim Tips Review insurance policies for coverage and deductible information. Report association property as subject to a claim even if the full extent of damage is not yet known. File claims immediately. Ask your insurance provider if an adjuster has been assigned and get his or her con- tact information. Photograph or video record damage before removing debris. Retain damaged property, material, and equipment until it has been inspected and accounted for by the claims adjuster. Keep a written record of all expenses related to the loss, including materials and labor for cleanup and temporary repairs. Keep a file with recent repairs and renovation information to share with the adjustor. Determine whether your policy covers temporary office facilities, generators, por- table toilets, and cell phones in case the association facilities cannot be occupied. 17 SECTION 6 Rebuilding and Resilience RECOVERY AND REBUILDING RESTORE COMMUNITY SYSTEMS AND FUNCTIONS AND RETURN LIFE TO NORMAL FOR MOST RESIDENTS. RESILIENCE IS THE S U S TA I N E D A B I L I T Y T O U S E AVA I L A B L E R E S O U R C E S TO R E S P O N D , W I T H S TA N D , A N D R E C OV E R F R O M A DV E R S E S I T U AT I O N S A N D S I G N I F I C A N T D I S A S T E R S. Depending on the type and severity of the disaster, recovery is usually an incremental and extended process. Recovery resources come from both inside and outside the community. Be informed about all resources available to your community. External Resources Local Government. Regardless of your community location or size, seek recovery assis- tance from the local disaster management agency. Disaster management services may be available from municipal, county, state, or regional sources. Don’t wait for a disaster to occur to make these contacts. These officials can be helpful in creating your community disaster plan, undertaking mitigation activity, and conducting drills and simulation exercises. FEMA. The Federal Emergency Management Agency (FEMA) is part of the U.S. Department of Homeland Security. FEMA assists municipalities, counties and parishes, and states on behalf of the federal government in times of disaster. The National Disaster Recovery Framework, under FEMA, is designed to allow coordination and recovery planning at all levels of government before a disaster, and defines how they will work together to meet the needs of states, local governments, communities, and individuals as they recover following a disaster. Within the Framework, FEMA “develops pre-disaster partnerships with others such as federal agency extension programs, universities, national professional associations, and nongovernmental organizations, to facilitate recovery capacity-building activities and expansion of resources available to communities after a disaster for planning and decision making.” In the United States, disaster response and recovery is a priority service whether the disaster is regional or affects only one community. The National Disaster Recovery Framework establishes coordination structures, leadership roles and responsibilities, and coordinates recovery planning at all levels before a disaster happens. It enables recovery support functions led by designated federal agencies that work with state, county, local, and 18 N AT U R A L D I S A S T E R S private sector groups to assist people impacted by the disaster with housing, financial assis- tance, and health-related services while they coordinate the process to rebuild infrastruc- ture, restore community services, and get people back to work to regain economic stability. FEMA provides assistance to state and local governments to provide community security, debris removal, and emergency repairs to roads, bridges, and related infrastruc- ture. This program also supports hazard mitigation during the recovery process. ICS. ICS, Incident Command Systems, is a "common organizational structure designed to improve emergency response operations of all types and complexities.” The Department of Homeland Security and FEMA have used the ICS for response to and recovery from disasters since 2004. ICS provides a common hierarchy so that people from agencies that do not routinely work together can implement disaster recovery effectively and efficiently. CERT. Experience has shown that following a disaster, a sufficient number of emergency responders may not be available. The Certified Emergency Response Team (CERT) program was created to train community volunteers to meet immediate response needs. Currently, there are approximately 2,500 local CERT teams in the United States. Best Practice: Check to see if your local community has an established CERT. If not, considering having your association sponsor and train one. Get more information about CERTs at https://www.citizencorps.fema.gov/cc/CertIndex.do?submitByState. Disaster Recovery Centers and Services. Immediately after a federal disaster declara- tion, FEMA and local officials will establish a local Disaster Recovery Center, where peo- ple can meet with representatives to get information about available recovery resources and processes. Some communities will have an Essential Services Center, which is like a Disaster Recovery Center but without the federal agency participation. These centers provide two types of assistance to individuals: housing assistance (stipends and help to locate temporary housing) and financial assistance (basic living expenses such as cloth- ing, food, transportation, rent, utility bills, medical care) immediately after the disaster. For information, see www.fema.gov/public-assistance-local-state-tribal-and-non-profit/. Best Practice: Consider offering your community club house or other facility as the site for a FEMA Service Center. You can also provide local EMS officials with a list of resi- dents with relevant training and skills who can help set up the FEMA Service Center after a disaster. For more information, see www.fema.gov/government/grant/pa/index/htm. American Red Cross. The American Red Cross (www.redcross.org) and FEMA have a formal agreement to coordinate activities in times of disaster. The Red Cross provides food, water, shelter, and health and counseling services to people effected by disaster, usually working through local ARC affiliates. Invite a representative from your local Red Cross chapter to meet with your community’s disaster team to learn about Red Cross emergency assistance and training. Some of your residents may be trained Red Cross emergency response volun- teers, and they can be a useful resource in training and initial response to a disaster. 19 Small Business Administration. The SBA offers loans to individuals, small businesses, and nonprofit corporations impacted by a declared disaster. This assistance can include: Home and property disaster loans where renters and homeowners may borrow up to $40,000 to repair or replace items destroyed in a disaster. In addition, eligible homeowners may apply for up to $200,000 to restore their primary residence to its pre-disaster condition. Disaster assistance loans where homeowners, renters, businesses, and private non- profit organizations may get loans to repair or replace real estate, property, equip- ment, and business assets that were damaged or destroyed in a declared disaster. Economic injury loans are made to a small business or nonprofit organization located in a declared disaster area that has suffered economic injury (loss of business income and activity) regardless of whether physical damage to property was involved. Go to www.sba.gov/disaster for information on SBA disaster loan programs. Churches and civic organizations. Other sources of assistance and support after a disas- ter can be found at local church and religious communities that have service ministries and trained volunteers who can help with matters such as stress counseling, transporta- tion, companionship, and in-home visits. There are also many nonprofit civic organiza- tions, such as Rotary, Kiwanis, and Lions Club that provide humanitarian services in their communities. Internal Resources Community security committee. If the association does not have a security committee, this is something the board should consider. Depending on the community’s governing documents and state law, this committee can monitor activity inside the community fol- lowing a disaster, such as watching for looting, trespassing, and vandalism. Be sure to get legal advice on how this committee can act and report suspected fraud, theft, and vandalism to authorities. Trained community volunteers. Volunteers are the lifeblood of every community, and people will want to help with disaster recovery. Ensure that community volunteers get proper training, know the limits of their authority, and work with local EMS, fire-rescue, and police staff. Best Practice: Considering starting a community-based CERT or get residents trained as Red Cross emergency volunteers. This will create a base of community experts to help with disaster response activity. Your local emergency operations center can provide training and tools for the association’s disaster team. 20 N AT U R A L D I S A S T E R S Community Associations Institute. Community managers and leaders can enroll in CAI’s M-100 and M-200 level training classes to learn more about emergency planning and disaster response procedures. These are interactive, instructor-led and web-based courses with downloadable materials. For more information, go to: www.caionline.org/pmdp. Avoid Stress and Encourage Resilience Resilient employees and residents can retain their emotional and social equilibrium after a disaster by taking advantage of useful resources. It is not unusual to feel stress after a crisis. Natural disasters have devastating effects on people’s lives, especially when they cause physical injury, death, major property damage, or loss of home or employment. Most people can deal with post-disaster stress once the recovery process gets underway. However, for some people, stress may linger and affect their ability to deal with neighbors and colleagues. While it is common to experience increased stress and anxiety after a disaster, encour- age residents to pay attention to these warning signs of serious emotional distress:2 Avoiding family, friends, and colleagues Excessive fatigue or lack of energy Constant, unexplained aches and pains Feelings of guilt or hopelessness Excessive smoking, drinking, or drug use Excessive absenteeism from work The Substance Abuse and Mental Health Services Administration Disaster Distress Helpline provides free crisis counseling and support to people experiencing distress after any type of disaster. This confidential crisis service is available to all U.S. residents, and can be accessed by calling 1-800-985-5990 or texting TalkWithUs to 66746. Best Practice: Inform all residents about post-disaster stress, and encourage them to evaluate their stress levels after the disaster. Your local hospital, medical society, or mental health association can provide resources, and FEMA Disaster Recovery Centers provide counselors and social workers to assist disaster victims. 2 https://www.samhsa.gov/find-help/disaster-distress-helpline/warning-signs-risk-factors 21 DISASTER CASE STUDIES case study #1 Wildfire Damage in the Hidden Valley Lakes Association By Sandra Matteson, cmca, lsm, pcam Executive Summary When disaster strikes without warning, prepared community managers make split second decisions that save lives in advance of a fast-moving fire. A list of key takeaways is attached at the end of this case study. Introduction Not all emergencies come with plenty of warning! On September 12, 2015, one of the worst fires in California history damaged or destroyed 1,300 homes and 76,000 acres in northern California in Lake and Napa County. Hidden Valley Lakes Association (HVLA), a community of 6,500 members, suffered damage or destruction to 70 homes. Beloved pets that could not be evacuated were lost. Cherished possessions, including irreplaceable photos and memen- tos, were left behind due to rapid evacuation. Preparation HVLA holds a Firewise Community designation. Offered by the National Fire Protection Association, the USDA Forest Service, the US Department of the Interior, and the National Association of State Foresters, the Firewise Community designation encourages local solu- tions for safety by involving homeowners in taking individual responsibility for preparing their homes from the risk of wildfire.3 HVLA showed its residents how to adapt to living with the potential for wildfire and encouraged neighbors to work together and act before a fire occurred to prevent losses. Each community member had a role to play in protecting themselves and each other from the risk of wildfire. To be prepared, and in accordance with HVLA’s governing documents, the HVLA Environmental Committee (like an Architectural Review or Community Standards Committee) requested that members remove weeds, clutter, and trash near their homes, and store vehicles and firewood away from open yards. Disaster Strikes On Saturday, September 12, 2015, HVLA members found the importance of addressing these issues as the fire moved quickly up the valley fed by high winds moving east toward their properties. An astute security director, Ryan Royal, listening to a police scanner at home, heard about the speed the fire was moving. Realizing that it was moving toward the community, Ryan quickly called community manager, Cindy Spears. They agreed they needed to evacuate certain areas to prevent roadways from being jammed; Ryan instructed his officers to notify residents that the fire was moving quickly, and they should begin evacuation at 4:30 p.m. Security officers quickly circulated throughout the community notifying residents to pack and go as quickly as possible. Security officers stayed to ensure all residents were notified, and at 9:00 p.m. the community’s gates were locked, no one could enter the community. All community offices and recreation areas were secured. 3 http://www.firewise.org/ 22 N AT U R A L D I S A S T E R S The fire struck at approximately 9:30 p.m. On September 13 and 14, the HVLA community and a nearby town were still active fire zones. The California Army National Guard augmented California law enforcement in Lake County before residents were allowed to return to their homes. Recovery On September 15, the County Office of Emergency Services allowed only key staff and a few security personnel back into the community. They quickly learned that many homes had burned to the ground. It became evident that, for the first few days at least, this limited staff would be the eyes and ears of all residents who were waiting nearby or in evacuation centers. Seventy homes were extensively damaged. Staff prepared lists and photographed exterior home damage. With the help of fire fighters, staff entered community facilities to inventory interior damage. Following the disaster, the community lost utility services includ- ing electricity and water. The security and management teams worked with the California Department of Forestry and Fire Protection offices and the county’s Office of Emergency Services to submit a repopulation plan for the community beginning the next day. This was key for the county to allow HVLA members to return. Security officers went on 12-hour shifts, rather than their regular eight-hour shifts to handle the increased workload. Basic utilities services were restored on September 20, eight days following the fire, and residents returned to their homes. At the gate, security provided each resident clean-up instructions, gloves, water, face masks, and garbage bags. Garbage pickup became a critical community service, as residents cleaned out their homes, sifted through fire-damaged belongings, and placed damaged articles at street side. By September 23, the sheriff’s office issued notice that the county landfill would not accept fire debris that had not been tested for asbestos and hazardous chemicals. In addition, the landfill had reached capacity; three fires—the HVLA’s Valley fire plus the Rocky and Jerusalem fires—occurred at the same time. Fire debris had to be shipped out of the county at consid- erable expense. Free cleanup and disposal were available, but residents had to wait considerable time for this service. For residents who hired contractors to remove debris from their lots, it was necessary to test the ash before it could be removed, and the lot itself had to be certified as nontoxic, which required soil tests. Federal and state site-assessment teams located and removed hazardous materials from the burned locations and tested each site for toxic residu- als and asbestos content—all at no cost to the property owners. Neighbors with less damage to their homes volunteered to help neighbors who needed more help. To its credit, the HVLA Club served hot meals to residents and the staff who assisted in the cleanup, often feeding 1,000 people a day. Damage to the common areas and facilities was limited. The HVLA environmental con- trol manager facilitated fire victims’ rebuilding and repairing their homes by prioritizing their applications over all others. Key staff met on a weekly basis with county officials including Office of Emergency Services staff to ensure that all recovery efforts were on track. As of the first quarter 2016, the HVLA community was still in recovery, but not out of the woods. More than 70 percent of the natural plant growth in the area was gone. Only 30 percent of the community has the woods and landscape needed to absorb heavy spring rain, leaving the community very vulnerable to erosion. 23 Key Lessons: Disaster preparation requires planning for an unthinkable event. The Firewise Community designation, combined with regularly reminding community members about fire safety, can mitigate the potential for loss of life and property damage in a fire emergency. “Normal” takes time. Smoke damage affected almost everyone, but was abated within weeks. The psychological effect of seeing neighbors’ damaged properties and losing pets still affects community members and staff long after the event. When residents cannot return to their homes immediately following a disaster, then key staff become the daily communicators about what is going on in the community. Tips: Assign one person to communicate with residents, so the message is consistent. Be honest and forthcoming. Set expectations appropriately so that you do not overprom- ise and under deliver. For example, HVLA residents could not return to their homes until days after the devastation, so asking them to be patient and assuring them that the National Guard was on site keeping things safe, was important. Pets are sometimes beloved family members. When asking residents to make personal disaster plans, remind them to include their pets. Contract for post-disaster services before a disaster occurs. After the disaster, contrac- tors may be unavailable because they’re committed to other clients. Having a contract in place ensures you receive service quickly. After the fire, HVLA needed garbage collection. Having a contract in place with a national disaster mitigation firm made cleanup smoother. Be sure that the contractor and the administrative overseer are FEMA compliant. Vigilant key staff members make a difference. Both the security director and the commu- nity manager were instrumental in alerting members to move quickly to safety. So that roadways are not clogged, evacuate your community in stages, evacuating residents who are impacted first. If law enforcement allows, consider making some two-lane roads one way to facilitate a speedy evacuation. Following the disaster, work closely with the local Office of Emergency Services to ensure that community members are aware of services, procedures, and plans. HVLA worked with the local Cooperative Extension Service and the US Forestry Service to pre- vent significant topsoil erosion in the burned-out wooded areas. 24 N AT U R A L D I S A S T E R S case study #2 Tornado Damage at Villages of Renaissance Master Association By Wendy Murray, cmca Executive Summary This case study illustrates day by day how the Villages of Renaissance Master Association recovered successfully from unconfirmed tornado damage following a hurricane because the board prepared before the event, and the board president was uniquely prepared as both CERT and FEMA certified. A list of key takeaways is included at the end of this case study. Introduction Broward County, Florida, experiences tropical storms on a regular basis. In 2004, three of the five Villages of Renaissance (VOR) graduated the association’s first, Community Emergency Response Team (CERT). The community’s managers and volunteers became the first known CERT team in the city of Miramar, Florida. The VOR community consists of approximately 140 acres with 612 homes, including 258 townhomes, 10 lakes, eight swing gates, swimming pools, pool houses, tennis courts, bas- ketball courts, tot lot, gate/guard house, and an electric cart depot. The community tested its disaster plan in 2004, using real storm threats as test cases to understand how the board and management team would respond. Several tabletop exercises were used to develop the response plans, including simulation testing and drills. The testing identified areas needing improvement and weaknesses in communications. The board and the CERT team revised the plan accordingly. What the VOR did not know was that the plan—because of its tabletop testing—would effectively secure the community following a real disaster. In 2005, five days before Hurricane Wilma clobbered Florida, the VOR community lead- ers monitored the weather forecasts as the “cone of concern” indicated it was headed their way. VOR leaders took the usual precautions to shut off landscape irrigation, test the com- munications plan, order emergency supplies, and secure buildings. They also contacted the county asking for additional help to service all lift stations, provide on-call assistance with communications, and staging anticipated landscape debris. In addition, the manager com- municated with members via emails, website, phone calls, and public postings. The manager contacted the insurance agent, contacted the bank and had checks on hand to pay vendors, and confirmed pre-storm photos were available and stored properly. Hurricane Wilma—the fifth hurricane to hammer south Florida that year—arrived Monday, October 24, 2005, “with surprising strength, leaving the entire region damaged, dark and startled by the ferocity of a storm that many hadn't taken seriously enough,” according to the Sun Sentinel.4 Winds exceeding 125 miles per hour, killed 25 persons, and shattered homes across 150 miles of Florida. During the storm, the board president checked in with municipal emergency manage- ment to confirm the stability of communications and next steps. The devastation caused in the community appeared to be from tornados, which twisted two community gates into corkscrews. Palms were snapped in half 20 feet above the ground. More than 400 downed trees, including specimen Live Oaks, blocked roads and lit- 4 http://www.sun-sentinel.com/news/weather/hurricane/sfl-2005-wilma-story.html 25 tered the grounds. Some trees were just missing. More than 1,200 feet of perimeter hedges were destroyed. Wind speeds were so high that the south side of the buildings were tinted green by the plants driven against them. Electricity was out for approximately two weeks and available only intermittently after that. Response VOR signed a multi-year contract with a preferred vendor well in advance of the disaster. The vendor arrived within one hour after the “all clear” was declared by local authorities. Roadways were open and free and clear of debris within two hours of response because of cooperation with the local municipality. Property cleanup took approximately two weeks; however, pre-assigned, easy-access debris stations allowed items to be removed from community common areas, such as street sides, within seven days. Power was restored within two weeks, but was intermittent for several more weeks. FEMA provided water and ice to victims at city sites. Community staff communicated with residents daily about the best locations for water, ice, and other supplies. Residents received information daily at a designated meeting site—the pool area. This became command central for residents to get help and information. CERT volunteers assessed the community within one hour of the all clear and reported to each other at the designated meeting place. CERT volunteers—having obtained a “special-needs residents list” from the municipality before the disaster, quickly offered transportation, water, and supplies within hours of the disaster. Board, vendors, and CERT volunteers documented the storm’s impact with notes and photographs, thus assisting insurance reimbursements and cleanup efforts. No loss of life occurred, for which the community was thankful. Had this happened, they would have contacted their local 911. Recovery The board worked with city personnel to develop a two-year tree replacement plan, which was accomplished in 12 months. Association reserves were adequate to cover preparation and response; no increase in assessments was needed. The board decided to upgrade certain features during recovery to ensure the community was prepared for future disasters. This was paid for by a special assessment, which resi- dents perceived to be an investment in their community’s financial future. 26 N AT U R A L D I S A S T E R S Insurance paid for repairs to electrical equipment, gates, and buildings. The deductible was recovered from the receipts documenting repairs that exceeded the adjuster’s pro- jected amount. Hedges were replaced using smaller plants that matured in three years. Disaster preparation supplies were replenished. Through regular weekly debriefings after recovery, the CERT volunteers, board, and manager learned important ways they could recover quicker and better the next time a disaster occurred. Lessons Learned: Tabletop exercises allowed the management team to test and train ahead of the disaster. “We reacted in real life as we had trained in the simulations. The real disaster is not the time to be reading the emergency preparedness book. It is the time to act.” Designating areas to stage debris proved beneficial in mitigating loss (surrounding com- munities sustained more damage and landscaping losses). VOR worked with greater efficiency and effectiveness. Pre-disaster contracting ensured that response and clean up times were exceptional. Because of pre-disaster contracts, vendors could work around the clock. FEMA reim- bursements, if they are provided to a community, are only allowed during a specified time after the disaster. Use help from outside the community. In this case, close cooperation and mutual agree- ments with the municipality benefited members. The city’s Emergency Management Coordinator recommended our plan to other communities. Pre-disaster Preparedness Days gave residents, vendors, the board, and manager con- fidence in the disaster plan and its implementation. The plan proved effective in part because expectations and roles had been set before the disaster occurred. Developing storm reserves before the disaster covered all projected phases—including recovery. The US Army Corps of Engineers provides a guide to cleanup costs and offers measures of costs for recent hurricane activity in various locales. This allows communities to measure their cleanup costs against the most recent calendar year damage mitigation costs. Landscaping cleanup was the largest cost and the area most impacted. The board president was a CERT graduate and FEMA professional-development series graduate. Both helped her understand the recovery process and stay ahead of the neigh- boring communities in recovery. 27 case study #3 Hurricane Sandy and the Long Beach Commons Condominium By Robert Travis, CIRMS, CPIA Executive Summary This case study illustrates day by day how the Long Beach Commons Condominium success- fully recovered from Hurricane Sandy because it prepared before the disaster and the board worked closely with the insurance broker in advance. This event took place in October 2012. Introduction The Long Beach Commons Condominium Association, Inc. (LBCC), is a four-unit, single- building condominium in Brant Beach, New Jersey, approximately 82 miles from NYC. LBCC is located on Long Beach Island, a barrier island approximately 750 feet wide. LBCC is one block off the Atlantic Ocean to the east and one block from Barnegat Bay to the west. At the time of Hurricane Sandy, all LBCC units were unoccupied by their owners, and none was available for seasonal rental. LBCC consists of one two-story, pitched-roof, frame building with two units (1 and 2) on the first floor with patios, and two units (3 and 4) on the second floor with decks. Constructed in 2006, the building is approximately 3,000 square feet, elevated 36 inches by a masonry crawl space. LBCC also includes a stairway to the second floor, walkways, a parking lot for nine vehicles, two exterior showers, a storage shed, exterior storage areas, and a picnic area with table and landscaping. Preparation On Tuesday, October 23, 2012, the European Centre for Medium-Range Weather Forecasts (ECMWF) correctly predicted that Tropical Storm Sandy, which had formed the day before, would make landfall in New York and New Jersey on October 29, 2012. Unofficially named Superstorm Sandy after its arrival, no one could have predicted that Sandy would be: The deadliest hurricane in 2012 with at least 233 fatalities and 21 individuals missing. Eight countries would experience fatalities including 157 deaths in the U.S. The most destructive hurricane in 2012 and the second costliest hurricane in U.S. history. Total damage would be just over $75 billion. Highest winds were 115 mph when Sandy made landfall in Cuba as a Category 3 hurri- cane. Sustained winds exceeded 80 mph when the storm made landfall near Brigantine, NJ just south of Long Beach Island and LBCC. The largest Atlantic named storm on record as measured by a wind diameter of 1,150 miles. Responding to the ECMWF report for landfall, the LBCC vice president sent an email to his fellow board officers (president, secretary, and treasurer) to be mindful of this storm’s development. The board had developed this notification system in 2009, and it had been used several times before Hurricane Sandy. 28 N AT U R A L D I S A S T E R S Two days later, on Thursday, October 25, 2012, Hurricane Sandy struck Cuba, and the LBCC board decided, through email, to secure the units and premises at LBCC, which were vacant, in case the hurricane made landfall in New Jersey. The president volunteered to do the work. On Friday, October 26, 2012, Cape May and Ocean counties advised residents of barrier islands (including Long Beach Island) to evacuate inland by Sunday, October 28, 2012. The president arrived at the condominium at approximately 1:00 p.m. and placed propane grills and picnic tables in the association’s storage shed. The president placed all other outdoor furniture and accessories, belonging both to LBCC and his neighbors, in his condominium unit. The president also tied the outdoor shower doors open to minimize wind damage. Recovery On Monday, October 29, 2012, in the early morning, Hurricane Sandy moved ashore near Brigantine, NJ, just south of Long Beach Island and LBCC. Although Sandy lost its hurricane status shortly after landfall, its arrival, combined with a high tide, barometric pressure, and a winter storm coming in from the north, presented huge problems for Long Beach Island. LBCC sustained minimal wind damage, but the rising tide and storm surge caused flooding from the western Barnegat Bay. This flooding was caused by the combination of tides, barometric pressure, and wind pushing even more water into the bay. It enveloped Brant Beach and rose to 42 inches around the LBCC building. From his permanent residence in Northeastern Pennsylvania, the president watched the property through an internet camera broadcast from a nearby yacht club’s rooftop. He immediately called the National Flood Insurance Program/ Travelers Insurance to make a flood insurance claim, explaining that he had seen the LBCC property being overtaken by flood waters. He also called the association’s insurance broker, Scottsdale Insurance, to make a wind/flying object claim, which he witnessed—again via the camera feed. Both claims were made well before the storm left the island. Late in the evening, Ocean county officials limited access to Long Beach Island to emer- gency service vehicles only—indefinitely. Residents were not allowed on the island. Two days later, on Wednesday, October 31, 2012, Scottsdale Insurance confirmed that the claim had been received and provided the claim number and claim adjuster information to the president. The president called the claim adjuster and arranged to meet as soon as homeowners and adjusters were allowed back onto the island. Five days later, the president had the same experience with NFIP/Travelers Insurance. Two weeks after the event, on Monday, November 12, 2012, Ocean county allowed lim- ited access to Long Beach Island for owners, adjusters, and contractors. No overnight stay was permitted as there still was no water, sewer, electric, or gas service on the island. Fifteen days after the event on November 15, 2012, the president met onsite with both claims adjusters, the vice president met the association’s plumber, and the treasurer met with a restoration company. Early the same day, the president, vice president, and their spouses met onsite. Since the vice president was entrusted with keys to all four units and written consent to enter, they began their inspections. They quickly ascertained that wind damage appeared to be minimal—mostly affecting windows and door screens. Flood damage was substantial. The worst damage was to the first-floor bayside unit and the building’s crawl space. Damage to the first-floor oceanside unit was not as extensive. Uninsured damage to the common areas was unexpectedly high: mud covered patios and walkways and destroyed ground lighting and landscaping. Fences were damaged. The parking lot gravel surface and seven of the nine parking-area wheel stops had been washed away. With the unit owner’s permission, the inspectors removed wet area rugs and furnishings from the first-floor bayside unit. 29 By 10:00 a.m., the association’s plumber arrived and was assigned the following jobs after providing estimates that were accepted by the president and vice president: Crawl space–remove damaged insulation under units 1 and 2 and dehumidify/dry the crawl space. Repair or replace common area hot water heater, apply anti-fungal/anti-mold treatments, and replace insulation. Repair structural damage to the unit’s laundry room. Winterize–not knowing when gas (heat) would be available or when owners could return, the owners agreed to winterize the building—a practice not normally done. Disconnect the gas line–the idea was to avoid an explosion until the gas company indi- cated it was safe to reconnect. At noon, the representative from the restoration company arrived and reviewed the damage to unit 1 and developed an estimate for restoration. At 1:00 p.m. the claims adjuster arrived, and after carefully inspecting the building’s exte- rior, verbally advised the president that the damage did not exceed the policy’s deductible. The association would receive a denial letter in the next week or so. At 3:00 p.m. the NFIP/Travelers claims adjuster arrived. After carefully inspecting the building’s exterior, units 1 and 2, and the crawlspace, the adjuster wrote up a detailed, pre- liminary estimate for $88,374.12. A formal estimate would follow in the mail. At 6:30 p.m. after comparing the flood adjuster’s estimate to the restoration company’s estimate, the president called the restoration company and negotiated a new estimate, which they emailed that evening. The restoration company started work the following day. Two weeks and four days following the event, on Friday, November 16, the restoration company began work on unit 1—the most severely damaged unit. The work included drying the unit, tearing out damaged drywall and insulation, removing damaged appliances, cabine- try, and duct work. Unit owners were responsible for removing personal property. The board appointed the treasurer to secure three general construction quotes to repair unit 1 and three electrical quotes to replace the electrical wiring for the entire first floor. Three weeks and one day following the event, on Tuesday, November 20, the presi- dent received the NFIP/Travelers formal estimate of $88,374. Although the estimate had to be approved by both the NFIP and Travelers Insurance, the association requested a $20,000 advance. Four weeks and four days after the event, on Friday, November 30, 2012, the natural gas provider advised the vice president that the natural gas line could be reconnected. Since this was the last of the utilities reconnected in Brant Beach, the moratorium on overnight stays was lifted. That day the plumber reconnected the gas line, de-winterized the building, and restored heat to all four units. On this day, the board agreed to a monthly special assessment for 2013 to cover insur- ance deductibles and common assets that were not insured. The next day, on Saturday, December 1, 2012, the president detected gas odor. The gas company fixed the leak immediately and replaced all the building registers. In addition, the restoration company completed its work. Four weeks and two days after the event, on Tuesday, December 4, the association received Scottsdale Insurance’s written denial, indicating the claim was less than the $5,000 deductible. 30 N AT U R A L D I S A S T E R S More than two months after the event, for the balance of December 2012, the treasurer attempted to secure quotes for reconstruction and repair but found it difficult as larger jobs were consuming all the local contractors’ time. The president also spent this month trying to determine the status of the approval on the flood adjuster’s formal estimate. Every query on this was answered with “its pending.” The president was also trying to find out the status of the $20,000 advance, since he had been informed it was approved and that he should receive it any day. Ten weeks and 4 days after the event, on January 11, the LBCC secretary visited her unit for the first time since November 18, 2012, and discovered an express mail envelope on her kitchen table containing the $20,000 advance from NFIP/Travelers. The check was deliv- ered to the secretary’s unit instead of the association’s mailing address on November 24, 2012. The envelope had been left between the storm door and main door. The association’s plumber found it and put it on the kitchen table where it remained until January 12, 2013. The mystery of the $20,000 advance was finally solved. The next day, the secretary express-mailed the check to the treasurer, who deposited it in the association’s checking account; outstanding contractor invoices could now be paid. The president also notified the flood claims adjuster of the proper address to use in the future. Two days later, on Monday, January 14, the president was advised by the flood claims adjuster that NFIP and Travelers Insurance had finished their review of the formal estimate and had agreed that the approved final amount for the claim had been adjusted upwards to $89,879.25. A check for $64,879.25 (minus the $20,000 advance and $5,000 deductible) was received January 21, 2013, and deposited January 24, 2013. Thirteen weeks and three days after the event, on Thursday, January 31, 2013, the trea- surer announced via email to his fellow board members that all the required quotes for the general contacting work and the electrical work would soon be in hand. The board authorized the treasurer and the president to review the quotes and award the contracts. Fifteen weeks and 6 days after the event, on Sunday, February 17, the president and trea- surer awarded contracts. The treasurer notified both the general contractor and electricians of their winning bids, and work began the following day. The goal was to have all the work completed by Memorial Day, Monday, May 27, 2013. Seven months after the event, on Sunday, May 26, 2013, the LBCC annual membership meeting was held. Hurricane Sandy storm damage and claims were reviewed. Although a Certificate of Occupancy had been issued for unit 1 on that Friday, several “punch list” items had to be completed. Exterior lighting replacement was still outstanding, and the president was assigned to follow up. The vice president volunteered to address the other repairs still needed that were not insured. Lastly, it was agreed by all to end the monthly special assess- ment after the August 2013 payment, when it was believed, adequate funds would have been collected to deal with all the uninsured expenses. Eight months and nine days after the event, on Saturday, July 6, the last punch list item was completed by the general contractor. One year and eight months later, in the summer of 2014, the last uninsured repair was completed when landscape plantings and parking lot surface stones were installed. The building, decks, patios, and walkways were power washed in August 2015. The build- ing’s foundation was repaired and painted in 2016. 31 Key Lessons Learned: Plan to secure and protect common areas and unit owner possessions prior to an event. Do not delay filing claims. This allows carriers to respond as quickly as possible. Make decisions by group emails immediately following a disaster, to conduct business without lengthy meetings or extended phone calls. Check your state statutes and your community’s governing documents to ensure that both allow this. Deal with adjusters and contractors who are honest and businesslike, and always hold yourself accountable for honesty and businesslike behavior. Understand that things sometimes go wrong. Make no ultimatums, no requests for special treatment, and do not berate adjusters and contractors when things do not work out according to plan. Be flexible. Meet face-to-face with adjusters and contractors onsite—whenever possible—and show appreciation for their efforts with more than words (a cup of coffee and a cookie can go a long way). Be patient and do not allow missed deadlines to derail the process. Keep the end in mind, with flexibility. Do not panic or settle for a second-rate contractor when preferred contrac- tors are “impossible” to find. Before the event occurs, plan well. For example, have at least one board member hold keys for all units. This has now been improved for LBCC by using a concealed onsite exterior combination safe to hold these keys. Ensure that you keep contractors’ costs in line with adjuster’s final formal estimate. Board members should work as a team, dividing responsibilities and not stepping on each other’s toes. Disasters test the mettle of even the best boards, but committed collabora- tion will achieve the best result. Steel yourself. It takes longer than you think to get utilities back on line. It takes longer than you think to return to your home following the disaster. 32 N AT U R A L D I S A S T E R S case study #4 Torrential Rain and Flooding at Stonewall Manor Association By Philip Adams Executive Summary This case study indicates how the Stonewall Manor Unit Owners Association successfully recovered from severe flooding during torrential rain in 2004. Introduction Tropical Storm Gaston dropped 12.6 inches of rain in the Richmond, Virginia, area in less than eight hours on August 29, 2004. Storm sewers were unable to contain the water, and areas flooded where no river or creek was near. Emergency The backup of storm sewers flooded 23 first-floor units at Stonewall Manor Unit Owners Association. Located in northern Henrico County, Stonewall Manor is situated next to J. Sargent Reynolds Community College and is bordered on one side by a creek. Although the creek overflowed its banks during Gaston, no buildings flooded. The true culprit in this storm was storm drains located at the bottom of community stair wells and common areas. Stonewall Manor has 407 homes and more than half are triminiums. The triminium is a building with three units—a garden-style unit on the ground level and two townhouse-style units above. The 23 homes that flooded were the garden-style triminium units. These homes are accessible by a short series of steps down into the homes. The unit fronts are partially subterranean with a front foyer overhang and a full, walk-out rear door. There is a small floor drain at the bottom of the front steps, and it was these drains that were overwhelmed by Gaston. In many instances, the water collected at the front drain, rose over the front door- step, and eventually washed through the units and out the back doors. The community manager saw many homes with so much water that household articles were floating indoors before the water dissipated. Sadly, several of these 23 homes had been flooded the year before when Hurricane Isabel struck Richmond, but the worst damage by far came from Tropical Storm Gaston. Response: The community manager and onsite manager surveyed and made notes concerning the damage. The community manager advised the insurance company and the board of the extent of the damage. The community manager contacted an emergency water-extraction company and received a commitment to handle the extraction for all 23 homes. (Later, another contrac- tor was used to help facilitate and expedite the extraction efforts.) Every affected resident was provided a flyer that explained what was covered under the condominium policy and what needed to be reported to the owner’s insurance company. 33 Homes were prioritized according to the extent of damage and the amount of difficulty in accessing all spaces. The scope of work for each unit was provided by the insurance company, and three different contractors were hired to speed up the repairs and allow for repairs in more than one unit at a time. Although water extraction was coordinated as quickly as possible in all 23 homes, the least damaged homes were repaired first and the more damaged homes waited until more crews were available. The community manager and onsite manager coordinated scheduling and access for all 23 homes with the residents. Managers worked diligently to keep people informed and keep work moving ahead. The first goal was to extract the water and the second was to ascertain damage to the unit. Owners were instructed to contact their own insurance companies for personal property and modifications. The association’s policy did not provide overnight lodging for residents during this time. They either had that coverage through their own policy or they stayed in their units. The association allowed residents to leave damaged items in a community dumpster and encouraged grounds employees to assist with debris removal. The community manager met with each homeowner before paying the final invoice and ensured that the scope of work had been met and that residents were satisfied. Recovery The community exhibited great neighborhood spirit as neighbors assisted other neighbors during this time. Some owners without hotel coverage stayed with their neighbors, and it appeared that the project went well for the most part. The most challenging activities were communicating about insurance coverage and coordinating schedules. The board monitored the process and handled issues related to insurance coverage through the condominium. The board offered free labor from the community’s grounds employees to assist with removing debris and delivering discarded items to the grounds dumpster. All 23 homes were monitored for access and progress by contractors in returning the homes to builder condition. Repairs continued for a period of six to eight weeks for most units and were all completed according to the extent of damage. The most damaged homes were completed within a ten to twelve-week time frame. All repairs were completed by Thanksgiving of 2004. The board purchased two portable electric pumps that residents could borrow in the event of a heavy rain. The board encouraged residents to add sump pumps to their front foyers and obtained a special price from a community plumber. Several unit owners added the sump pumps and have not experienced this issue again. 34 N AT U R A L D I S A S T E R S Each spring, the newsletter includes reminders about the potential for flooding and the need for sump pumps in the ground-level units. The newsletter has also provided infor- mation about the need for a rider for storm sewer backup on the homeowner’s personal insurance policy. The condominium association carries this coverage as well. Both the onsite manager and the community manager were recognized at the annual meeting for going above and beyond the call of duty in the response and recovery from Tropical Storm Gaston. Key Lessons Learned: The entire community through its board of directors offered assistance—including mon- etary assistance—to the approximately 5 percent of homes affected by the disaster. Disaster brings residents together. In this instance, owners without insurance coverage for hotel stays were offered places to stay with neighbors. Property values are integral to the entire community. Knowing that one hard-hit area affects the entire community, the manager fostered spirit to complete repairs within weeks of damage occurring. By purchasing items together, the community could buy in bulk, receiving discounts. Be careful, do not buy in bulk unless your community has appropriate storage for bulk items. 35 APPENDIX Sample Documents Sample Document 1: Emergency Management Plan Sample Document 2: Emergency Plan Timeline Sample Document 3: Personal or Family Emergency Kit Special thanks to the board and management staff at Amelia Island Plantation Community Association in Florida for sharing their emergency management plan and timeline. While every community plan will have information specific to its location and likely natural disasters, this plan provides a useful model of what a complete association disaster or emergency plan should cover. 36 N AT U R A L D I S A S T E R S SAMPLE DOCUMENT 1: Amelia Island Plantation (AIP) Community Association Emergency Management Plan CONTENTS I. Introduction.....................................................37 VIII. Appendices.....................................................42 II. Emergency Management Plan’s Purpose.......38 A. CMT Members and Contact Data...........42 III. Crisis Management Team’s (CMT) Decision B. Nassau County Evacuation Centers........42 Making Authority.............................................38 C. Evacuation Routes...................................43 A. Member Responsibilities.........................39 D. Checklists.................................................44 IV. Responsibilities of CMT Members.................39 E. Emergency Contact Info—Nassau County, A. CMT Chairman.........................................39 State and Federal Agencies.....................44 B. Director Security/Incident Coordinator....39 F. Evacuating Persons with Special Needs...44 V. AIP Crisis Operations Center, G. Nassau County Emergency Purpose and Location.....................................40 Activation Levels......................................44 VI. Activation Levels: Preparation, H. Disaster Specific Background..................45 Watch, Warning, Evacuation...........................40 1. Hurricanes........................................45 A. Advisories and Preparation......................40 2. Flooding...........................................46 B. Watch.......................................................40 3. Tornadoes.........................................47 C. Warn

Best Practices Natural Disasters PDF

Document Details

Tags

Related

Summary

Full Transcript

Upgrade to continue