HomeMy WebLinkAboutResolution No. 2025-36COUNTY COUNCIL
COUNTY OF KAUA'I
No. 2025-36
RESOLUTION ADOPTING THE COUNTY OF KAUA'I PRE-DISASTER
RECOVERY FRAMEWORK
WHEREAS, the County of Kaua'i has experienced a range of disasters
from devasting island-wide tropical cyclones to localized yet still impactful
wildfires, flooding, high surf, and wave events; and
WHEREAS, the risk of disaster events is increasing under a changing
climate; and
WHEREAS, the Intergovernmental Panel on Climate Change (IPCC)
2023 Report on Climate Change shows human activities, principally through
emissions of greenhouse gases, have unequivocally caused global warming,
with global warming likely to reach or surpass l.5°C between 2021 and 2040;
and the State of Hawai'i declared a Climate Emergency (SCR 44) in 2021 and
identified urgent and coordinated action at all levels of government as
essential to mitigate greenhouse gas emissions and adapt to the impacts of
climate change; and
WHEREAS, the County ofKaua'i is already experiencing the first-hand
impacts of climate change-including sea level rise, more frequent and
intense storms, flooding, wildfires, and coastal erosion-and will continue to
face increasing climate-related disasters, as seen in the devastating
April 2018 floods that isolated communities on the North Shore and South
Kaua'i and caused over $180 million in damages; and
WHEREAS, disaster response and recovery operations will begin and
end at the local level with the County of Kaua'i as primarily responsible for
post-disaster operations; and
WHEREAS, the County ofKaua'i has a regularly updated and routinely
practiced Emergency Operations Plan that is activated to guide disaster
response, the transition to disaster recovery has thus far remained undefined;
and
WHEREAS, the speed and manner in which disaster recovery efforts are
activated and undertaken can either lengthen or shorten a community's ability
to recover; and
WHEREAS, successful disaster recovery in any community will be
contingent on frequent and thoughtful community engagement, shared
information about the recovery process and available resources, and input
from community members before and after a disaster occurs; now, therefore,
1
BE IT RESOLVED BY THE COUNCIL OF THE COUNTY OF KAUA'!,
STATE OF HAWAI'I, that the Council hereby adopts the May 2025 Kaua'i
County Pre-Disaster Recovery Framework (PDRF), a comprehensive,
all-hazards framework to guide action and decision-making in order to
expedite the County's recovery process.
BE IT FURTHER RESOLVED, that the County of Kaua'i Emergency
Management Agency (KEMA) will be responsible for safeguarding, handling,
transmitting, and storing the PDRF, and the Office of the Mayor, in conjunction with
KEMA, shall direct the Planning Department when to update the PDRF.
BE IT FURTHER RESOLVED, that when appropriate, the County of Kaua'i
Planning Department will convene the Recovery Working Group (RWG), established
in 2024 to develop the PDRF, with support from with the Office of the Mayor, the
Office of Economic Development, and KEMA as the pre-disaster recovery
preparedness coordination body to review and update the PDRF as needed and report
on the status of ongoing actions identified in the PDRF to the Council.
BE IT FURTHER RESOLVED, that this Resolution shall take effect upon its
approval.
Introduced by:
MEL RAPOZO
(By Request)
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HANDLING INSTRUCTIONS
This document, including all associated appendices, attachments, and supplemental documents, is entitled the
County of Kaua'i Pre-Disaster Recovery Framework (PDRF). The County of Kaua'i Emergency Management Agency
(KEMA) will be responsible for safeguarding, handling, transmitting, and storing the PDRF in accordance with
appropriate security directives. The County of Kaua'i Planning Department will be responsible for updating the
PDRF in coordination with the Office of the Mayor and KEMA. The Office of the Mayor, in conjunction with KEMA,
shall direct the Planning Department when to update the PDRF. The Planning Department will transmit updated
versions of the PDRF to the KEMA for safeguarding and distribution. Reproduction of this document, in whole or
in part, without prior approval from the County of Kaua'i Emergency Management Agency is prohibited.
Questions or concerns related to this document should be directed to the following:
County of Kaua'i Emergency Management Agency
3990 Kaana Street, Suite 100
Lihu'e 96766
Phone: (808) 241-1800
kema@kauai.gov
This report is funded by a grant/cooperative agreement from the National Oceanic and Atmospheric
Administration, Project A/AS-41; which is sponsored by the University of Hawaii Sea Grant College Program,
SOEST, under Institutional Grant No. from NOAA Office of Response and Restoration and Sea Grant, Department
of Commerce grant# NA22OAR4170146. The views expressed herein are those of the author(s) and do not
necessarily reflect the views of NOAA or any of its subagencies. UNIHI-SEAGRANT-4973.
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Cou 11ty of Kaua'i Pre-Disaster Recovery Framework 1
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SECURITY DIRECTIVE
The information contained here is considered sensitive but unclassified. Therefore, distribution is restricted to
County personnel with a need to know.
This document is UNCLASSIFIED//FOR OFFICIAL USE ONLY (U//FOUO). It contains information that may be exempt
from public release under the Freedom of Information Act (5 U.S.C. 552). It is to be controlled, stored, handled,
transmitted, distributed, and disposed of in accordance with U.S. Department of Homeland Security policy relating
to FOUO information and is not to be released to the public, the media, or other personnel who do not have a
valid need to know. Not for public release. This document is FOUO. Limit dissemination to County officials; public
safety representatives; and designated local, state, federal, tribal, and military officials with a need to know.
County of Kaua·1 Pre-Disaster Recovery Framework ii
FRAMEWORK REVISION HISTORY
DATE UPDATE NAME
----
County or ~aua'r PI-e-D1saster Recovery Framework i ii
RECORD OF DISTRIBUTION
PROVIDED TO DESCRIBE
(NAME, DATE PROVIDED: MODE OF CONTENT NOTES:
DEPARTMENT): DISTRIBUTION: PROVIDED:
County of Kaua'i Pre-Disaster Recovery Framework iv
ACRONYMS AND ABBREVIATIONS
Term Definition
CDBG-DR Community Development Block Grant -Disaster Recovery
CFR Code of Federal Regulations
DUR Department of Labor & Industrial Relations
EMAP Emergency Management Accreditation Program
EOC Emergency Operations Center
ESF Emergency Support Function
FEMA Federal Emergency Management Agency
HDLNR Hawai'i Department of Land & Natural Resources
HDOE Hawai'i Department of Education
HDOH Hawai'i State Department of Health
HDOT Hawai'i Department of Transportation
HI-EOP State of Hawai'i Emergency Operations Plan
HUD Housing and Urban Development
IA Individual Assistance
ICS Incident Command System
KEDB Kaua'i Economic Development Board
KEMA Kaua'i Emergency Management Agency
KIUC Kaua'i Island Utility Cooperative
KOED Kaua'i Office of Economic Development
KVB Kaua'i Visitors Bureau
LDRM Local Disaster Recovery Manager
LIH U"hu'e Airport
NDRF National Disaster Recovery Framework
NIMS National Incident Management System
OED Office of Economic Development
PA Public Assistance
PDRF Pre-Disaster Recovery Framework
RCC Recovery Coordination Committee
RSF Recovery Support Function
SBA Small Business Administration
USDA US Department of Agriculture
County of Kaua'i Pre-Disaster Recovery Framework \
ACKNOWLEDGMENTS
The development of the County of Kaua'i Pre-Disaster Recovery Framework (PDRF) was a stakeholder-driven
effort with public and private sector organizations providing input. Contributing organizations include the
following:
■ County of Kaua'i Emergency Management
Agency
■ County of Kaua'i Planning Department
■ County of Kaua 'i Housing Agency
■ County of Kaua'i Agency on Elderly Affairs
■ County of Kaua'i Department of Parks and
Recreation
■ County of Kaua'i Office of the Mayor
■ County of Kaua'i Information Technology
Division
■ County of Kaua'i Department of Human
Resources
■ County of Kaua'i Department of Water
■ County of Kaua'i Office of Economic
Development
■ County of Kaua'i Office ofthe County
Attorney
■ County of Kaua'i Transportation Agency
■ County of Kaua'i Public Works Department
■ County of Kaua'i Department of Finance
■ County of Kaua'i Fire Department
■ Kaua'i Chamber of Commerce
■ Kaua'i Pacific Missile Range Facility
■ University of Hawai'i Sea Grant College
Program
■ Kaua'i Island Utility Cooperative
■ State of Hawai'i State Department of Health
■ State of Hawai'i Behavioral Health Services
Administration
■ State of Hawai'i Department of
Transportation-Highways
■ State of Hawai'i Department of
Transportation-Harbors
■ State of Hawai'i Department of Education
■ State of Hawai'i Department of Land and
Natural Resources-Land Division
■ State of Hawai'i Department of Land and
Natural Resources-Division of Forestry and
Wildlife
■ State of Hawai'i Department of Land and
Natural Resources-Division of Aquatic
Resources
■ Spectrum Communications
■ Hawaiian Telcom
■ Verizon
■ AT&T
■ Office of the Governor Recovery &
Resiliency Branch
■ State of Hawai'i Department of Hawaiian
Home Lands
■ Hawai'i State Office of Hawaiian Affairs
■ Kaua'i Visitor's Bureau
■ Hawai'i State Department of Agriculture
■ University of Hawai'i Sea Grant College
Program
■ 'Aina Alliance
County of Kaua'i Pre-Disaster Recovery Framework vi
TABLE OF CONTENTS
HANDLING INSTRUCTIONS ............................................................................................................................... 1
SECURITY DIRECTIVE ..................................................................................................................................... .11
FRAMEWORK REVISION HISTORY .................................................................................................................. 111
RECORD OF DISTRIBUTION ........................................................................................................................... IV
ACRONYMS AND ABBREVIATIONS ................................................................................................................. V
ACKNOWLEDGMENTS .................................................................................................................................. VI
1. INTRODUCTION ................................................................................................................................. 1
1.1 Purpose .......................................................................................................................................................... !
1.2 Scope ............................................................................................................................................................. 2
1.3 Core Values .................................................................................................................................................... 2
1.4 Situation ........................................................................................................................................................ 2
1.4.1 Background ....................................................................................................................................... 2
1.4.2 Threats and Hazards ......................................................................................................................... 3
1.4.3 Economic Vulnerability ..................................................................................................................... 3
1.4.4 Social Vulnerability ........................................................................................................................... 4
1.5 Assumptions .................................................................................................................................................. 4
1.6 Goals .............................................................................................................................................................. 5
•.· .
1. 7 Leg.al 'Authorities and References ....................................................................................... :: .. ' ....................... 5
2. RECOVERY FUNDAMENTALS ............................................................................................................... 6
2.1 Recovery Continuum ..................................................................................................................................... 6
2.2 Primary Recovery Activities By Phase ........................................................................................................... 8
2.2.1 Preparedness Phase ......................................................................................................................... 8
2.2.2 Short-Term Recovery ........................................................................................................................ 8
2.2.3 Intermediate Recovery ..................................................................................................................... 9
2.2.4 Long-Term Recovery ......................................................................................................................... 9
3.0 CONCEPT OF OPERATIONS ............................................................................................................... 10
3.1 Framework Activation ................................................................................................................................ 10
3.2 Transitions .................................................................................................................................................. 10
3.2.1 Response to Short-Term Recovery ................................................................................................ 10
3.2.2 Short-Term Recovery to Intermediate Recovery .......................................................................... 11
3.2.3 Intermediate Recovery to Long-Term Recovery ........................................................................... 11
3.3 Recovery Tiers ............................................................................................................................................ 13
3.3.1 Short-term Recovery ..................................................................................................................... 13
3.3.2 Intermediate Recovery .................................................................................................................. 13
3.3.3 Long-term Recovery ...................................................................................................................... 13
4. GOVERNANCE AND COORDINATION ................................................................................................. 14
4.1 Organizational Structure ............................................................................................................................ 14
County of Kaua'i Pre-Disaster Recovery Framework vii
4.2 Local Disaster Recovery Manager .............................................................................................................. 15
4.2.1 Roles and Responsibilities ............................................................................................................. 15
4.2.2 Suggested Qualifications ............................................................................................................... 16
4.2.3 Appointment, Direction, and Control.. .......................................................................................... 16
4.3 Executive Council ........................................................................................................................................ 16
4.4 Recovery Program Units ............................................................................................................................. 16
4.5 Recovery Coordination Committee (RCC) .................................................................................................. 16
4.6 Tiered operations ....................................................................................................................................... 17
4.7 Recovery Support Functions (RSFs) ............................................................................................................ 18
4.8 Partner Agencies ........................................................................................................................................ 19
4.9 Planning Support Matrix ............................................................................................................................. 22
5. MANAGING RECOVERY FINANCES .................................................................................................... 23
5.1 Local ............................................................................................................................................................ 23
5.1.1 Administration ............................................................................................................................... 23
5.1.2 Funding .......................................................................................................................................... 23
5.2 State and Federal. ....................................................................................................................................... 23
5.2.1 Funding .......................................................................................................................................... 24
6. ONGOING ACTIONS ........................................................................................................................... 24
6.1 Stakeholder Engagement ........................................................................................................................... 24
6.2 Disaster Recovery Working Group ............................................................................................................. 26
6.3 Framework Maintenance and Updating .................................................................................................... 26
APPENDICES
APPENDIX A: RECOVERY SUPPORT FUNCTIONS (RSF) ANNEXES
RSF 1: Community Planning, Permitting, and Land Use
RSF 2: Economic Recovery
RSF 3: Health & Social Services
RSF 4: Housing
RSF 5: Infrastructure Systems
RSF 6: Natural & Cultural Resources & Historic Preservation
APPENDIX B: RECOVERY TRANSITION PLAN TEMPLATE
APPENDIX C: RECOVERY IMPLEMENTATION CHECKLIST
Task A.1: Establish Recovery Management Organ izational Structure
Task A.2 : Track Disaster-Related Costs, and Compile Documentation
Task A.3: Gain Situational Awareness
Task B.l: Determine Desired End State
Task B.2: Establish Disaster Recovery Center(s)
Task B.3: Keep the Public Informed
Task 8.4: Apply for Disaster Assistance Funding and Identify Alternative Resource Opportunities
Task C.1: Demobilize Recovery Operations and Transition to Steady State
APPENDIX D: STATE AND FEDERAL FISCAL RESOURCES
County of Kaua'1 Pre-Disaster Recovery Framework viii
1. INTRODUCTION
1.1 PURPOSE
Response and recovery operations will begin and end at the local level. Local governments are primarily
responsible for post-disaster operations, and recovery will occur at the direction of the local community. To
effectively navigate the complexities of long-term disaster recovery, the County of Kaua'i officials have developed
the following framework.
The County of Kaua'i Pre-Disaster Recovery Framework {PDRF) is a comprehensive, all-hazards framework for
managing recovery efforts within the County of Kaua'i. The plan is a consolidated reference to guide action and
decision-making in order to expedite the county's recovery process.
This PDRF acknowledges a significant emergency or disaster may overwhelm local resources. Assistance may be
provided by the state upon the local government's request. Federal assistance may be supplemental when
requested by the state. The framework describes the coordination required to effectively utilize and integrate
state and federal assistance.
The ultimate strength of a community's recovery is correlated to the recovery planning conducted throughout the
islands prior to the occurrence of an incident. However, the PDRF is intended to serve as a guide for successful
community recovery by identifying and consolidating actions and decisions to facilitate and expedite recovery in
the County. This framework will be used to guide recovery efforts and assist with the delegation of responsibility
post-disaster. Using this and supplementary operational plans, the County of Kaua'i and stakeholders will work to
restore impacted communities, businesses, and infrastructure effectively and efficiently.
The purpose of this framework is to provide recovery leadership (e.g., Executive Council, Recovery Coordination
Committee [RCC] members, and Recovery Support Functions {RSFs) lead) with planning considerations and tools
for conducting recovery operations in the County of Kaua'i.
-PREPAREDN t;SS
OJUiOiNG
Figure 1: Recovery Timeline
Notion.JI Disaster Recov-=ry
Frnmework (NDRF)
County of Kaua'1 Pre-Disaster Recovery Framework l
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1.2 SCOPE
The PDRF applies to the County of Kaua'i in coordination with its districts, islands, and partners in the public,
private, and nonprofit sectors. It identifies tasks for key agencies and organizations, as well as for agencies
assigned to RSF roles.
The PDRF is not a tactical plan or field manual. It provides a scalable and flexible framework for organizations and
provides decision-making tools that may be effectively deployed against unknown and unpredictable threats.
The concepts and principles of the plan may apply to any incident, whether natural or human-caused, resulting in
the need for recovery operations. The PDRF may be activated regardless of whether a governor's State of
Emergency or Presidential Disaster Declaration is issued. Additionally, it is not required that all components of the
plan be activated at once; the activation level is subject to change with the severity of the incident.
1.3 CORE VALUES
To set a foundation for success, this PDRF establishes the following core values for the County of Kaua'i:
• Civil Rights and Liberties
• Climate Resilience and Sustainability
• Collaboration
• Community Health
• Economic Vitality
• Environmental and Cultural Preservation
• Equity and Diversity
• Historic Preservation
• Innovation
• Participation and Communication
• Resilience and Sustainability
1.4 SITUATION
Multiple natural and human-caused hazards threaten the Island of Kaua'i. Potential hazards are described in the
County of Kaua'i Multi-Hazard Mitigation and Resilience Plan, 2020 Update, and the Kaua'i Climate Adaptation
Plan. Disasters often exacerbate a community's existing challenges, making recovery operations longer and more
complex .
This section includes a brief assessment of the County of Kauai 's demographics, and existing capabilities, and
identifies threats and hazards of concern that could result in future recovery operations.
1.4.1 Background
The State of Hawai'i consists of eight major islands (Kaua'i, Ni'ihau, O'ahu, Maui, Moloka'i, Lana'i, Kaho'olawe,
and Hawai'i) and 124 small islands, reefs, and shoals (the Northwest Hawaiian Islands). The islands are divided
into five counties-Kaua'i, City & County of Honolulu (O'ahu), Maui, Kalawao, and Hawai'i. Kaua'i is northwest of
O'ahu, separated by the Kaua'i Channel. Known as the Garden Isle, Kaua'i is the northernmost and geologically
oldest of the major Hawaiian Islands.
ISLAND OF KAUA'! -The County of Kaua'i includes the islands of Kaua'i and Ni'ihau. The County of Kaua'i includes
Ni'ihau Island (nearly 70 square miles) and the tiny uninhabited islets of Ka'ula and Lehua. The State of Hawai'i
County of Kaua'1 Pre-Disaster Recovery Framework 2
Department of Forestry and Wildlife owns Moku'ae'ae, which is due east of Kilauea lighthouse. These islands are
volcanic in origin, although there are currently no active volcanoes in this county. The circular island of Kaua'i rises
3 miles from the ocean floor and is roughly 550 square miles (County of Kaua'i, 2015). In the center of the island
are Kawaikini Peak, rising 5,170 feet, and Mount Wai'ale'ale, rising 5,080 feet. Mount Wai'ale'ale is one of the
rainiest spots on earth, with an average of 460 inches of rain a year. Many streams flow from these mountains to
the sea through canyons in the volcanic rock. The Wailua River is the state's only navigable waterway. Rugged
cliffs along the northwestern coast make it impossible to build a road around the whole island. Along its 90 miles
of shoreline, Kaua'i has more beaches per mile than any other island in the Hawaiian chain.
The island of Kaua'i has a land area of 552.3 square miles and is the fourth largest of the main islands. Lihu'e,
located on the east side, is the county seat and commercial center. Kapa'a, just north of Lihu'e, is the largest town
on Kaua'i. Lihu'e Airport (UH) is the only commercial airport on Kaua'i. There is a military airfield at the Pacific
Missile Range Facility, Barking Sands, and a general aviation airport, Port Allen (PAK). Nawiliwili Harbor, just
outside Lihu'e, is the primary port. Port Allen, on the south coast, handles liquid-bulk cargo.
Nl'IHAU -The island of Ni'ihau, located 17.5 miles southwest of Kaua'i, is the smallest inhabited Hawaiian Island
with a land area of 69.5 square miles. The island has been privately owned by the Robinson family since 1864.
Ni'ihau is generally off-limits to all but relatives of the island's owner, U.S. Navy personnel, government officials,
and invited guests. It is the eroded remnant of a shield volcano. Ni'ihau is semi-arid with a dry climate, although
several lakes provide fresh water (Smithsonian, 2013; County of Kaua'i, 2015; Summit Pacific, 2017). More than
60 percent of the county's land area is designated as natural land, and nearly 28 percent (98,917 acres) is presently
being used for agriculture. Based on County tax parcel data, there are 34,695 buildings in the county, with an
estimated total replacement value (for the building structure and contents) is $20.4 billion. Residential buildings
make up 94 percent of the total. The U.S. Census Bureau 1 estimates the County's total resident population at
72,293 as of July 2019. The 2018 County of Kaua'i General Plan projects a population of 88,013 by 2035.
1.4.2 Threats and Hazards
The following hazards are identified in the Kaua'i Multi-Hazard Mitigation and Resilience Plan, 2020 Update as
hazards of concern and are hazards likely to require recovery operations in the County of Kaua'i. The following
threats were identified to be additional hazards of concern during the development of the PDRF that can cause
tremendous damage to native plants, and birds and cause massive erosion, which can harm nearshore marine
systems; Rapid Ohia Death, Coconut Rhinoceros Beetle, mosquitos, feral cats, and hooved animals.
■ Tropical Cyclone and Other High Winds
■ Wildfire
■ Climate Change
■ Inland Flood
■ High Surf, Coastal Flood and Erosion
■ Tsunami
■ Landslide
■ Dam Failure
■ Earthquake
1.4.3 Economic Vulnerability
Kauai's median household income is typically less than the state average, so many residents work multiple jobs,
supplement income with homegrown food or cottage industries, and have long work commutes from
1 U.S. Census Bureau
County of Kaua'i Pre-Disaster Recovery Framework 3
neighborhoods with affordable housing (County of Kaua'i Vulnerability and Equity Analysis 2, 2022). County of
Kauai's economic engine will likely be heavily impacted following a disaster:
• Median household income was $107,000 in 2022.
• 7.5 percent of all families and 20.4 percent of individuals had income that fell below the poverty line in
2017-2021.
• Based on U.S. Census data, the County's economy is strongly based in the accommodation and food service
sector, followed by the health care and social assistance industry. Food and agriculture, sustainable
technologies, sport and recreation, and arts and culture follow in a number of private sector jobs.
1.4.4 Social Vulnerability
Some populations are at greater risk from hazard events because of decreased resources or physical abilities.
People living near or below the poverty line, the elderly, individuals with disabilities, women, children, ethnic
minorities, and renters all experience, to some degree, more severe effects from disasters than the general
population. These vulnerable populations may vary from the general population in risk perception, living
conditions, access to information before, during, and after a hazard event, capabilities during an event, and access
to resources for post-disaster recovery. Indicators of vulnerability-such as disability, age, poverty, and minority
race and ethnicity-often overlap spatially and often in the geographically most vulnerable locations. The
following population segments within the County of Kaua'i may be more susceptible to the short and long-term
effects of a catastrophic disaster:
•
•
•
•
•
1.5
22 .5 percent of the County's population is 65 or older, higher than the state average of 17.3 percent .
32.2 percent of the over-65 population has disabilities of some kind .
6. 7 percent of the over-65 population has income below the poverty line .
21.2 percent of the population is 18 or younger, about the same as the state average of 21.7 percent .
Children under th~ age of 18 account for 21.6 percent of individuals who are below the poverty line .
ASSUMPTIO NS
The following assumptions were considered in the development of this plan:
• This framework can be activated with or without a Presidential Disaster Declaration .
• The County of Kaua'i will need assistance from surrounding islands, the State of Hawai'i, non-governmental
partners, and the federal government to recover from a disaster.
• The County of Kaua'i integrates issues related to planning for people with all identified access and
functional needs into all emergency plans.
• Existing local, state, and federal laws and regulations will play a role in disaster recovery operations and
decision-making.
• An emergency may occur at any time and may affect single or multiple jurisdictional areas. Some incidents
will occur with enough warning to allow for activation and preparation prior to the onset of emergency
conditions. Other incidents will be no-notice incidents that occur without warning.
• All incidents begin and end locally, and county authorities maintain operational control and responsibility
for emergency activities within their districts unless otherwise superseded by statute or agreement; Local
2 KCAP VE 22 0802 Clean.pdf (kauaiada ptation.com l
County of Kaua'1 Pre Disaster Recovery Framework .;
districts may request resources from the state to support the response to an incident, but the state may
be unable to satisfy all emergency resource requests during a major emergency or disaster.
• If the resource needs of an incident exceed county capabilities, federal assistance may become available
for disaster response and recovery operations under the provisions of the Stafford Act, Public Law 93-288,
as amended; Incidents in Hawai'i may occur simultaneously with incidents on the U.S. mainland,
constraining resources available and slowing or reducing the amount of outside assistance available to
support the state;
• County departments and PDRF partners will develop and maintain the necessary plans, standard operating
procedures, contracts, and memorandums of understanding to execute emergency responsibilities
assigned by the framework.
• County employees tasked with emergency duties who live and work within the affected area may be
personally impacted by the incident and unable to report to work.
1.6 GOALS
The overarching goals for this framework include:
• Outlining an organizational construct for local, state, and federal recovery coordination in the County of
Kaua'i.
• Defining critical roles, priorities, and objectives of key recovery partners and a mechanism to engage
identified partners.
■ Integrating the overarching recovery program into existing and future plans; and
• Profiling available recovery resources wi_thin the County and across external partners.
■ Integrating the importance of mental health issues and solutions to meet the needs of the County.
• Integrating and addressing mobility challenges and needs for the County.
1. 7 LEGAL AUTHORITIES AND REFERENCES
This PDRF does not supersede the plans, policies, or procedures of the County or partnering agencies. This
framework has been developed in accordance with:
County of Kaua'i
■ Kaua'i County, HI County Code Title II of County Code Organization and Administration, June 2023
• Kaua'i County, HI County Code Title IV County Planning and Land Development, June 2023
• Kaua'i County, HI County Code Title V Building and Construction Regulations, June 2023
■ Kaua'i County, HI County Code Title VIII Public Health, Safety and Welfare, June 2023
State of Hawai'i
■ Hawai'i Revised Statutes 127 A-Emergency Management
• Hawai'i Revised Statutes 128A-Homeland Security
■ Administrative Directive VIII -Public Health, Safety & Welfare
• Administrative Directive 15-01 under Governor lge, AD No. 23-02 under Governor Green, Emergency
Management Preparedness Requirements for Departments
• State of Hawai'i Comprehensive Emergency Management Plan, February 2022
• State of Hawai'i Emergency Operations Plan (HI-EOP}
■ State of Hawai'i Distribution Management Plan Version 3 (DMP), September 2022
County of Kaua'1 Pre-Disaster Recovery Framework r)
Federal
■ National Incident Management System (NIMS}, as per Homeland Security Presidential Directive/ HSPD-5.
■ Federal Civil Defense Act of 1950, PL 920.
■ Disaster Relief Act of 1974 (as amended}, PL 93-288.
■ Housing and Urban Development Act of 1977(PL 95-128}; of 1969 (PL 91-152); of 1968 (42-USC 4201-4128).
■ Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, as amended
■ Flood Control and Coastal Emergency Act, PL 84 -99
■ Emergency Management and Assistance, Code of Federal Regulations (CFR} 44
■ Post-Katrina Emergency Management Reform Act of 2006
■ Homeland Security Act of 2002
■ Federal Land Policy & Management Act of 1976, 43 USC 1701
■ Flood Disaster Protection Act of 1973, (as amended} PL 93 234
■ National Flood Insurance Act of 1968, PL 90-448, as amended
■ USA Patriot Act PL 107-56, USA Patriot Act, October 2001 (as amended}
■ Pandemic and All-Hazards Preparedness Reauthorization Act of 2013 , PL 113-5
■ Pets Evacuation and Transportation Standards Act of 2006
■ Americans with Disabilities Act of 1990, as amended
■ National Dam Inspection Act of 1972, PL 92-367
■ Dam Safety Act of 2006, PL 109-460 (pending reauthorization}
2. RECOVERY FUNDAMENTALS
2.1 RECOVERY CONTINUUM
The recovery process is best described as a sequence of interdependent and often concurrent activities that
progressively advance a community toward a successful reestablishment of normal operations. The symbiotic
relationship of recovery efforts means effective preparedness and mitigation planning should lighten the burden
of recovery. Similarly, the recovery phase often identifies areas of community vulnerability that can be addressed
in future preparedness and mitigation efforts. Decisions made, and priorities set, by the community early in the
response and recovery process have a cascading effect on the nature and speed of the recovery progress. Figure
2, below, identifies the recovery phase and its relationship to prior phases of planning, preparedness, and disaster
response .
County of Kaua·, Pre-Disaster Recovery Framework 6
PREPAREDNESS
ONGOING
PREPAREDNESS
ONGOING
I PREcDISASTERPREPAREDNESS
Examples indude: I • Pre-disasler reoovery planning
Migalion planning and
implemerlliiion
• Coolmriy capaciy-and
resience-blilcfmg
• Conducing disaster preparedness
exercises
Pamershipb1tilg
~ proix:ols in disasler
plans t>r services b meet fie
emaiOllal and helllh care needs
of adulls and Cilidren
Figure 2. Recovery Continuum
I
SHORT-TERM
DAYS
SHORT-TERII RECOVERY
Examples include:
Mass care/stlelieling
• Prowteinlegrale<I mass careand
emergency services
Debris
• Clear primary lransporlaion
roules
Business
• Eslabish temporary or inielin
infraslruclure b ~port business
roopenings
Emcionallpsytlll
• ldenily adi.ts and Cilidren who
benew: from COlll'IS8ing or
behavioral ~ services and
beginfreatnenl
Pubi: healh and healh care
• Provicle emergency and lemporary
me<flCBI care and eslallish
appropriale surveiance protx:ols
~ aciviies
• Access and uncersland risks and
V1Aneralliies
IHTERIIEDIATE
WEEKS-IIONTHS
INTERIIEDIATE RECOVERY
Examples irldlKle:
Housi'lg
• Provile acressiJle nerin
houssigsoli.ia!ls
• Dellris/infraslruclilre
llliale debris removal
• Plan imlediale inlraslrudure
repair and resbraion
Buswiess
Sl.lpportreeslallishmenl of
!Jusinesses where appropriale
SUppo!I Ille esalJislmelt of
business reoowry one-stip
cerE!S
• Emomal'psythological
• ~~networts br
ongoing care
• Pubic llealih and llealih care
• Ensure COliiru'y of care lhrough
~rary !aciiies
Migai:ln acMies
• lntlrm COlllllll1iy members of
opporimlies kl buid back
stronger
LONG-TERM
MONTHS-YEARS
LONG-TERM RECOVERY
Examples indtKJe:
Housing
• Develop permanent hoosing
soluions
ln1raslroclure
• Rebrad irlfl'aslrudure t> meet
Mure COlllllriy needs
BIISiness
lmplemeni econonic
reviaizaiiOII slralegies
Facitlil fl.rldilg t> business
reblti'lg ~· • Folow-upilr ~
coonseing, bellaroral healh,
case management services
Nlic healih and healitl care
• Reesla:blshment of disn.1/Ed
heal! care facilies
• Migaionacfvies
lmplemert llligaiion
Slralegies
Cou~ty of Kaua', Pre-Disaster Recovery Framework 7
2.2 PRIMARY RECOVERY ACTIVITIES BY PHASE
This section provides an overview of primary recovery activities by phase . The lists of tasks below are not intended
to be all-inclusive . Additional activities may be required based on the disaster. Recovery Support Functions (RSFs)
-specific activities are identified in the RSF Annexes. Table 1 below identifies the recovery activities within each
phase .
Table 1: Recovery Activities by Phase
Preparedness Short-Term Recovery Intermediate Recovery Long-Term Recovery
• Conduct pre-disaster • Assess the impact of the • Continue to Identify, • Continue to identify,
recovery planning incident request, and direct request, and direct
resources necessary to resources necessary to
conduct recovery work toward the
operations community's desired end
state
• Build community capacity • Determine the desired • Support the re-• Implement mitigation and
and resilience end state of recovery establishment of services revitalization strategies
operations across all sectors
• Establish Partnerships • Provide integrated mass • Provide information to • Continue to provide
care and emergency the affected population information to the
services about disaster-related affected population about
assistance disaster-related
assistance
• Identify and provide • Address immediate • Continue to track
public education needs to environmental health and disaster-related recovery
support recovery safety concerns costs
operations
• Conduct training and • Identify, request, and
exercises on disaster direct resources
recovery necessary to conduct
recovery operations
2.2.1 Preparedness Phase
Preparedness is ongoing. This phase ends when an incident occurs that requires recovery operations. This phase
includes activities that take place prior to an incident that would necessitate recovery operations. This phase
consists of the following major tasks:
• Conduct pre-disaster recovery planning .
• Build community capacity and resilience.
• Establish partnerships.
• Identify and provide public education needs to support recovery operations.
• Conduct training and exercises on disaster recovery.
2.2.2 Short-Term Recovery
Short-term recovery begins when an incident occurs. This phase ends when the short-term recovery objectives
are met. The short-term recovery phase is part of response operations and includes activities immediately
following the incident to save lives, protect property and the environment, and mitigate the threat. This phase
consists of the following major tasks:
County oF Kaua'1 Pre -Disaster Recovery Framework 8
• Assess the impact of the incident.
• Determine the desired end state of recovery operations.
• Provide integrated mass care and emergency services.
• Address immediate environmental health and safety concerns.
• Identify, request, and direct resources necessary to conduct recovery operations.
• Track disaster-related recovery costs.
2.2.3 Intermediate Recovery
Intermediate recovery begins sometime during short-term recovery. This phase ends when the intermediate
recovery objectives are met. This phase consists of the following major tasks:
• Continue to Identify, request, and direct resources necessary to conduct recovery operations.
• Support the re-establishment of services across all sectors.
• Provide information to the affected population about disaster-related assistance.
• Continue to track disaster-related recovery costs.
2.2.4 Long-Term Recovery
Long-term recovery follows intermediate recovery and may continue for months to years. This phase ends when
the community has reached self-sufficiency, sustainability, and resiliency. This phase consists of the following
major tasks:
• Continue to Identify, request, and direct resources necessary to work toward the community's desired end
state.
• Implement mitigation and revitalization strategies.
• Continue to provide information to the affected populations about disaster-related assistance.
County of Kaua·1 Pre-Disaster Recovery Framework '-l
3.0 CONCEPT OF OPERATIONS
3.1 FRAMEWORK ACTIVATION
This PDRF is designed to be activated during the response phase of an emergency or disaster to coordinate
recovery efforts as quickly as possible . Activation of this framework may require the appointment of a Local
Disaster Recovery Manager (LDRM). When the County of Kaua'i Emergency Operations Center (EOC) is activated
to Level 3 : Full Activation, the County of Kaua'i Mayor (or designee) in coordination with the KEMA Administrator
and Director of Planning will activate the PDRF and consider the appointment of an LDRM but may decide not to
appoint one given the specific circumstances of the emergency. Additionally, the Mayor (or designee) may elect
to appoint an LDRM at his/her discretion regardless of the EOC activation level.
Not all incidents will require activation of this PDRF. Some emergencies may be handled in the response phase
without further implications that would require enhanced coordination of recovery operations. The activation
protocol outlined in this section establishes a standard process and is not intended to supersede common-sense
decision-making by the County of Kaua 'i leadership based on their experience and the specific impacts of the
current incident.
3.2 TRANSITIONS
The intent of all PDRF activities is to improve the community's ability for intermediate and long-term, and a more
resilient recovery . Implementation of these activities, however, may occur pre-disaster, during the short-term
recovery phase, during the intermediate recovery phase, or carry over to the long-term recovery phase . Re·covery
continues until the islands of the County of Kaua'i have reached their recovery end-state and all state and federal
grant programs used to fund recovery have closed and their audits have been completed. This may occur at any
phase of the recovery continuum, depending on the severity of the damages. The PDRF covers activities that
transition from the short-term recovery phase into the intermediate recovery phase and then into the long-term
recovery phase.
The PDRF is intended to be a countywide plan providing for coordinated short-term, intermediate, and long-term
resilient recovery implementation across island boundaries. The phases of recovery defined by FEMA's National
Disaster Recovery Framework (NDRF) are described below.
3.2.1 Response to Short-Term Recovery
The transition from response to short-term recovery operations is a gradual process that consists of actions
dictated by the specific impacts and circumstances of the disaster. Both response and short-term recovery
operations are led by the County of Kaua'i Emergency Management Agency. As response activities in the EOC
begin to wind down , operations are transferred to the LDRM. Recovery activities will gradually increase as
response activities decrease. The transition to short-term recovery is complete when the EOC closes and all
disaster-related operations are managed by the LDRM. During the transition from response to short-term
recovery , damage assessment typically begins. Damage assessment is a critical part of Kaua'i County's response,
continuity operations, and transition to recovery . The Kaua 'i County Emergency Management Agency is the lead
department for overseeing the damage assessment process for Kaua'i County. Damage assessment is also the
responsibility of Kaua'i County and representatives of all districts must participate in damage assessment
activities. The Emergency Management Administrator functions in a pivotal role providing coordination,
organization, and leadership in initiating damage assessment activities. Kaua'i County utilizes local staff to conduct
initial damage surveys and also has a public ArcGIS survey tool that is turned on so residents of Kaua'i County can
County of f<aua'1 Pre-Disaster Recovery Framework 10
directly report damages to the county via the on line application. Kaua'i County also coordinates with State officials
when additional damage assessment personnel are needed.
See also Appendix C: Recovery Implementation Checklist and Appendix D: Response to Recovery Transition
Considerations for additional damage assessment information.
3.2.2 Short-Term Recovery to Intermediate Recovery
This period is usually measured in weeks to months after the disaster. During this stage, sizable portions of the
population may still be living in temporary housing and critical infrastructure has been partially restored. As a
jurisdiction transitions to this phase, the activation of the Recovery Coordination Committee (RCC) may be
necessary and emergency support functions (ESFs) will start to transition to RSFs.
3.2.3 Intermediate Recovery to Long-Term Recovery
The transition from response to short-term recovery and then to long-term recovery is gradual and often
indistinguishable. Many actions will commence immediately after the disaster and continue for months and years.
For example, lifesaving actions may be resolved quickly after the disaster, while public information and
engagement activities, will remain paramount in all phases. During the post-disaster recovery, public, private, and
nonprofit organizations are developing immediate and long-term strategies to rebuild a thriving, resilient, and
disaster-resistant community.
The transition from intermediate to long-term recovery operations is also a gradual process that will depend on
the specific circumstances of the disaster. Long-term recovery operations are led by the LDRM. The transition to
long-term recovery operations is complete when a post-disaster recovery strategy has been developed.
Figure 3 below illustrates how activities transition from the response phase and short-term recovery to
intermediate recovery and then to long-term recovery if required. For response and the short-term recovery
phase, the EOC is activated and performs the role of the coordinating structure overseeing the response and short-
term recovery through ESFs. For the intermediate recovery phase, an LDRM is assigned, the PDRF is activated, and
the Recovery Coordination Committee is activated to coordinate recovery activities through the RSFs. Once the
County Mayor, in coordination with the KEMA Administrator, decides long-term recovery is required, then the
current LDRM (KEMA Administrator) will transition to the long-term LDRM. The planning for long-term recovery
occurs when the Recovery Coordination Committee is still activated. During the PDRF activation, the RSFs will have
already established their long-term priorities. Examples include phased reconstruction of damaged areas,
resumption and retention of major employers, reconstruction of damaged or destroyed homes, restoration of
damaged public facilities and infrastructure, healthcare system restoration, and environmental contamination
cleanup.
County of Kaua'1 Pre-Disaster Recovery Framework 11
PREPAREDNESS
ONGOING
Guiding Pia,
Polley-Lewi 0.cislon Makers
Coordinating 9>dy
Orgailzation
SHORT-TERM RECOVERY
Emergency Operations Plat
County Ma)')'
Emergency Operlllons Qm1tr
Emergency Support Functions
ESF 1 -Tra,sportlllon
ESF2 -Commu,~ations
ESF3 -Public Woltls & Engineering
ESF 4 -F1111ftgh1ing
ESF 5 -infcrrration & Planning
ESF 6 -Mass Cara, Emergency Aseistance,
Housing and M.lman Servloas
ESF 7 -Logistics '-'!ml & Resource Support
ESF 8 -Public Hulh & Medical S.rvlc•
ESF9 -Search & Rascue
ESF10 -Oil & HAZMAT Rospon•
ESF 11 -Agricultu19 & Natural Roa,urces
ESF12-Enargy
ESF13-l\lbllc S.faty& S.curity
ESF16-Rnanc:e
ESF 20 -Mlita,y Support
INTERPtEDIATE RECOV ERY
Pre-Olsasbr Roc°""ry Franowork
County Ma)')'
Emergency Ma,agerrant Director
ancl'or Admlnlslut>r
LDl"1 (TBD)
Recova-y Support Fune lions
RSF1 : Conunmlty Planning
RSF 2: &:onomlc Racove,y
RSF 3: H•llh & Social Sr.lees
RSF 4: Housing
RSF 5: Infrastructure Syst&ms
RSF 6: Natural Remurc• aid
Cultural Rosoun:H & Historic
Prt•rvatfon
LONG -TER M RE COVERY
Pre-Dl•sta" Racowry Franework
County Ma)')'
EmergencyMalagBl1'8nt Diractor
and'or Admlnlttramr
LD1"1 (TBO)
Recovery Suppori. Functions
RSF1: Community Planning
RSF 2: Economic Recovery
RSF 3: Health & Social Snces
RSF 4: Housing
RSF 5: Infrastructure Syst&ms
RSF 6: Nltural Rea,urcm a1d
Cultural Rosoun:as & Hlllx>rlc
Pte•rvat:lon
Figure 3. Recovery Continuum -Plans, Organizations, and Structures by Phase
The RSFs are established functional groups responsible for carrying out recovery assignments . If the decision is
made to transition RSFs for long-term recovery operations, it signifies that progress has been made returning the
county to a state of normalcy. Recovery issues that remain will require ongoing communication and coordination
among the County departments, non-profit organizations, and private sector partners; to the extent that normal
operations are put on hold to focus entirely on recovery. Moving forward, the operations and activities of the
Recovery Coordination Committee and RSFs will be more informal and flexible based on the needs of the County
and the County Mayor.
Recovery cannot wait until those occupied with response and short-term recovery activities have time and space
to start thinking about recovery. A discrete and well-resourced recovery focus, operating at the same time as
response activities, is established to ensure communities transitioning out of response are positioned to find
themselves ahead of the curve in organizing and planning for major reconstruction and redevelopment necessary
for recovery. The processes used for facilitating recovery are more flexible, context-based based, and collaborative
in approach than the task-oriented approach used during the response phase of an incident. Recovery processes
should be scalable and based on demonstrated recovery needs.
To accommodate the changing needs of the response and recovery environments, it is essential to adjust the
organizat ional structures and decision-making mechanisms, which will drive actions through each of the recovery
phases. Figure 3 above illustrates the transition of the ESFs to RSFs and the EOC to the Recovery Coordination
County of Kaua·, Pre-Disaster Recovery I rarnework 17
Committee and then to the LDRM for long-term recovery. The one constant throughout this entire continuum is
the County Mayor, in coordination with the KEMA Administrator, who is ultimately responsible for all recovery
operations.
The transition occurs in the EOC when the objectives and priorities of the EOC partners shift from addressing life
safety tasks to restoring the community to normal. The RSFs will determine short and long-term priorities and
provide guidance for restoration of their areas to include critical community functions, services, vital resources,
facilities, programs, and infrastructure. Examples of this include reopening schools, restoring the electrical grid,
and providing residents with the necessary assistance to resume a normal life. Continual coordination is
imperative to address ongoing recovery needs which include housing assistance, individual assistance, and unmet
needs 3.
While there is no clear line of differentiation between the response/Short-Term recovery phases and the
Intermediate and Long-Term Recovery Phases, there are general activities that begin to occur in response that
signify the start of intermediate recovery. When lifesaving response operations are concluding, recovery decisions
begin to dominate the focus of all organizations, agencies, and community stakeholders. Command, control, and
resource coordination transitions to serve extended disaster survivor needs, engage in resilient redevelopment
and reconstruction activities, and coordinate with Federal and State agencies to manage disaster assistance.
3.3 RECOVERY TIERS
Recovery tiers (short-term, intermediate, long-term) are provided as an example. KEMA may elect to utilize these
tiers or modify them to meet its needs.
3.3.1 Short-term Recovery
This phase of recovery addresses the health and safety needs beyond rescue, the assessment of the scope of
damages and needs, the restoration of basic infrastructure, and the mobilization of recovery organizations and
resources including restarting and/or restoring essential services for recovery decision-making4 . This stage is
measured in days. Examples of short-term recovery include debris removal, temporary re-location of displaced
residents, immediate restoration of services, and temporary financial assistance. These activities are coordinated
through the EOC by the ESFs and are included in response activities.
3.3.2 Intermediate Recovery
This phase of recovery involves returning individuals, families, critical infrastructure, and essential government or
commercial services to a functional, if not pre-disaster, state. Such activities are often characterized by temporary
actions that provide a bridge to permanent measures 5.
3.3.3 Long-term Recovery
This phase of recovery continues for months or years and addresses complete recovery and revitalization of the
impacted area, rebuilding or relocating damaged or destroyed social, economic, natural, and built environments,
and a move to self-sufficiency, sustainability, and resilience 6. This phase may be guided by the PDRF which would
be activated by the KEMA Administrator, in coordination with the County Mayor, as determined necessary. The
3 EMAP 4.6.4
4 NDRF, September 2011, pp 81-82.
5 NDRF, September 2011, pp 81-82
6 NDRF, September 2011, pp 80.
County of Kaua'i Pre-Disaster Recovery Framework 13
The Recovery Coordination Committee will remain active if the processes, system, and decision-making structures
are needed to ensure continuing, integrated, participatory, consensus building.
4. GOVERNANCE AND COORDINATION
This section will describe the governance and coordination framework for the County's recovery effort. The
organizational structure will be flexible and scalable to adapt to a disaster at any tier. Those nuances (how the
organizational structure will grow/contract at different tiers) will be discussed in this section as well as any powers
and limitations of powers the RCC or other recovery staff may have during recovery activities.
The structure will recognize that many entities play a role in disaster recovery and do so in an autonomous way.
Therefore, to maximize each resource and provide the most far-reaching wrap-around services, activities must be
coordinated. This structure should demonstrate how the County plans to engage the entire community in disaster
recovery, including individuals, the public, private, non-governmental, and non-profit sectors, to:
• Coordinate public sector, private sector, non-profit organizations, and community-based recovery efforts.
• Leverage whole community resources in the most efficient way possible.
• Ensure affected community members have a voice in recovery decisions.
• Use a coordinated message (distributed by all entities) to represent disaster recovery activities to the public
and external stakeholders, such as the state or federal government.
4.1 ORGANIZATIONAL STRUCTURE
Recovery operations are coordinated through the Local Disaster Recovery Manager (LDRM) in coordination with
the Executive Council and the Recovery Coordination Committee (RCC), which is established after a disaster has
occurred. The Local Disaster Recovery Manager in coordination with the Executive Council, provides leadership
and ave rs ight of recovery operations th rough severa I sub-units, see Figure 4 -Recovery Organizational Structure.
The Local Disaster Recovery Manager, in coordination with the Executive Council, also provides direction to the
Recovery Coordination Committee which is comprised of the Coordinating Agencies identified in each of the RSFs .
The RSFs are an organizational tool developed by FEMA to enhance interagency coordination and collaboration.
In general, RSFs facilitate problem-solving, improve access to resources, and foster coordination among all levels
of government, nongovernmental partners, and stakeholders. RSFs are discussed in further detail later in this
framework.
County of Kaua'1 Pre-Disaster Recovery Framework 14
Figure 4: Recovery Organizational Structure
Local Disaster
Recovery Manager
Executive Council
(County Mayor, Director of
Planning, KEMA, Other
Officials) Recovery Program Units
Recovery
Coordination
Committee
(RSFs)
4.2 LOCAL DISASTER RECOVERY MANAGER
4.2.1 Roles and Responsibilities
Planning Unit
Fimmci.:11 & Gnmts
M~m f"igerrit:111 U11it
-
Joint Information
System
KEMALiaison
FEMA encourages the appointment of an LDRM to serve as the central manager for all recovery coordination
activities for the jurisdiction. 7 The LDRM is responsible for leading the coordination of government-led recovery
efforts with an emphasis on resilience and sustainability. The LDRM will be charged with ensuring an inclusive
recovery process that integrates local, regional, state, and federal resources to support the community as it
develops long-term redevelopment plans and strategies.
Specific responsibilities of the LDRM include:
■ Leads the Recovery Program.
■ Determines which RSFs are necessary.
■ Serves as the main point of contact for state and local recovery partners
■ Briefs local elected officials and community leaders
■ Facilitates the development of a post-disaster recovery strategy
■ Encourages collaboration among government, nongovernment, private sector, and community-based
partners
■ Provides a long-term commitment to the recovery process
■ Ensures inclusiveness in the community recovery process, including persons with access and functional
needs, low-income, and non-English speaking populations.
7 Per the National Disaster Recovery Framework (NDRF), Second Edition -htt ps://www.fema.gov/media-librarv -
data/1466014998123-4bec85 50930f774269e0c5968b 120ba2tNational Disaster Recovery Framework2nd.pdf
County of Kaua'i Pre-Disaster Recovery Framework 15
4.2.2 Suggested Qualifications
With the above roles and responsibilities in mind, suggested qualifications for the person appointed to serve as
LDRM include:
• Management and leadership experience
■ Public administration experience
• Community planning/development experience
■ Ability to speak on behalf of the chief elected official
■ Relationships with local leaders
■ Strong communication skills
4.2.3 Appointment, Direction, and Control
The County Mayor, in coordination with the Director of Planning and KEMA Administrator, will be responsible for
appointing the LDRM. The LDRM will be appointed as the incident dictates. Because the function of the EMA is to
provide and maintain emergency response coordination, the LDRM should come from a different entity. The LDRM
should be chosen from an agency/department/organization with relationships with the County and who meets
the suggested qualifications noted above.
The LDRM reports to and takes direction from the County Mayor (or designee). The LDRM also coordinates and
communicates with the Executive Council during recovery operations.
4.3 EXECUTIVE COUNCIL
The Executive Council is comprised of the County Mayor, KEMA Administrator, Director of Planning, and other
officials as needed. The Executive Council provides policy guidance as well as other executive-level guidance
throughout the recovery operations.
4.4 RECOVERY PROGRAM UNITS
The scope, scale, and composition of the Recovery Program staff will be determined post-event by the LDRM. The
Table 2: Recovery Program Units outlines positions and units within the Recovery Program that may be staffed
at the discretion of the LDRM.
A lead agency for each unit or position is also identified. This lead agency is responsible for providing at least one
person to staff the respective unit or position and will serve as the coordinator. Table 2: Recovery Program Units
provides the lead agency and describes the responsibilities for each unit.
4.5 RECOVERY COORDINATION COMMITTEE (RCC)
The Recovery Coordination Committee (RCC) is comprised of the Coordinating Agencies identified in each of the
RSFs and is responsible for managing all RSF priorities, strategies, and members while balancing whole-community
values. Both coordinating and supporting partner agencies are responsible for implementing strategies set by the
RCC within their respective RSFs. The makeup of the RSFs in the RCC may vary based on the specific impacts of
the disaster and the needs ofthe community. Not all RSFs will need to be activated for every disaster. The LDRM
is responsible for activating the RCC as well as the RSFs.
The scope, scale, and composition of the RCC staff will be determined post-event by the LDRM. The table below
County of Kaua·, Pre-Disaster Recovery Framework 16
outlines positions and units within the RCC that may be staffed at the discretion of the LDRM.
A lead agency(ies) for each unit or position is also identified. This lead agency will be responsible for providing at
least one person to staff the respective unit or position and will serve as the coordinator. Table 2 -RCC Units
provides the lead agency and describes the responsibilities for each unit.
Table 3: Recovery Program Units
Unit Lead Agency(ies} Description
Planning Unit
Financial and
Grants
Management
Unit
Legal Advisory
Unit
Policy and
Legislative Affairs
Unit
Joint Information
System (JIS)
KEMA Liaison
■ KEMA
■ Planning Department
■ KEMA
■ Finance
■ County of Kaua'i
Housing Agency
■ Legal Services
■ County Mayor's
Office
■ County Mayor's
Office
KEMA
4.6 TIERED OPERATIONS
The Planning Unit is responsible for the development and implementation
of the County Recovery Strategy. Planners will be appointed by the LDRM
from existing County departments, agencies, private consulting partners,
and new hires.
The Financial and Grants Management Unit is responsible for financial
tracking, procurement systems/controls, and establishing protocols for
recovery grants management. Specifically, this unit will lead all grant
program operations including the Housing and Urban Development (HUD)
Community Development Block Grant -Disaster Recovery (CDBG-DR)
program, and FEMA's Public Assistance {PA), Individual Assistance (IA), and
Hazard Mitigation programs. Finance and Grant Management Unit
members will be appointed by the LDRM from existing County
departments, agencies, private consulting partners, and new hires.
The Legal Advisory Unit is responsible for supporting each RSF to navigate
legal requirements to facilitate recovery operations. Legal Advisors will be
appointed by the LDRM from existing County departments and private
consulting partners.
The Policy and Legislative Affairs Unit is responsible for forwarding new (or
amending existing) policies and legislation to facilitate recovery. This unit
is also responsible for protecting public interests and advocating on behalf
of the public throughout the recovery process. Policy and Legislative
Affairs members will be appointed by the LDRM from existing County
departments, agencies, and private consulting partners.
The JIS is responsible for leading media monitoring and relations, rumor
control, and messaging for the recovery effort. This unit will accommodate
whole-community communication strategies to reach all community
members including vulnerable populations, individuals with access and
functional needs, and persons with limited English proficiency. JIS
members will be appointed by the LDRM from existing County
departments, agencies, and private consulting partners.
The KEMA Liaison maintains continuity and leverages pre-event planning
to support a smooth recovery process. The Liaison will be appointed by the
LDRM in consultation with the KEMA Administrator.
The organizational structure in the sections above represents a worst-case scenario, requiring full activation of
the PDRF. Consistent with the principles of the National Incident Management System (NIMS), this organizational
structure is scalable and flexible based on the specific impacts of a disaster. Table 3 -Organizational Structure
by Recovery Tier outlines minimum staffing recommendations at each ofthe recovery tiers.
County of Kaua'i Pre-Disaster Recovery Framework 17
Table 4: Organizational Structure by Recovery Tier
Localized Recovery Large-Scale Recovery
LDRM Yes Yes
Recovery • Planning Unit • Planning Unit
Program • Joint Information System (JIS) • Financial and Grants Management Unit
• KEMA Liaison • Legal Advisory Unit
• Policy and Legislative Affairs Unit
• Joint Information System (JIS)
• KEMA Liaison
Recovery ■ Limited RSFs • Likely all RSFs
Coordination
Committee
4. 7 RECOVERY SUPPORT FUNCTIONS (RSFS)
To effectively coordinate recovery efforts, FEMA developed RSFs to facilitate problem-solving, improve access to
resources, and integrate sustainability across all levels of government, private stakeholders, and nonprofit
partners. The RSFs adopted by this framework are described in Table 4 -County of Kaua'i RSFs.
Table 5: County of Kaua'i Recovery Support Functions
Recovery Support Coordinating
Function Agency(ies) Description
1-Community Planning,
Permitting, and Land
Use
2 -Economic Recovery
3 -Health and Social
Services
4-Housing
5 -Infrastructure Systems
■ KEMA
• Planning Department
• County Office of the
Mayor
• County of Kaua'i Office of
Economic Development
■ County of Kaua'i Office of
the Mayor
■ Hawai'i State
Department of Health
■ Hawai'i State
Department of Education
• County of Kaua'i Housing
Agency
■ County of Kaua'i Planning
Department
• County of Kaua'i Public
Works Department
Supports and empowers impacted communities to recover
effectively, make recommendations, and take advantage of
post-disaster opportunities. Specific responsibilities include
developing a community engagement plan, permitting, land
use activities, and leveraging whole-community resources.
Facilitates economic revitalization to reestablish economic
recovery for the County. Specific responsibilities include
presenting goals and strategies to sustain and expand the
County's economic opportunities and engaging essential
private sector partners to restore jobs, services, and revenue
generation.
Focuses on the services necessary to support a healthy
community. Specific responsibilities include ensuring access
to health care, behavioral health services, shelters, food
banks, schools, and childcare while restoring, continuing,
and optimizing systems for the whole community.
Establishes a priority-based Housing Recovery Strategy to
facilitate access to interim and long-term housing solutions.
Specific responsibilities include identifying resources across
public and private sectors and designing, restoring,
inspecting, and financing housing projects.
Develops a coordinated Infrastructure recovery strategy to
restore services in the short, medium, and long term.
Specific responsibilities include the restoration of roads and
bridges as well as public transportation, gas,
communication, water, and electric systems.
Co,inty of Kc1ua'1 Pre-Disaster Recovery Frarne1,,;ork 2.8
Recovery Support Coordinating
Function Agency(ies) Description
6 -Natural and Cultural
Resources & Historic
Preservation
■ County of Kaua'i Parks &
Recreation Department
■ Hawai'i State
Department of Land and
Natural Resources
4.8 PARTNER AGENCIES
Preserves historic, cultural, and natural resources across the
County and influences policies, plans, and regulations to
govern the ongoing development of recovery projects of the
County's residential, commercial, public, and private spaces.
Specific responsibilities include protecting, conserving, and
utilizing resources essential to the island's character and
quality of life while balancing the rights of private
landowners and the County's vision for recovery.
Preserves historic and cultural resources across the County.
The implementation of a successful recovery operation is dependent on effective coordination across the full
spectrum of participating stakeholders. Table 5-Recovery Partners outlines a list of key partners in recovery and
identifies the RSF(s) in which the agency would be involved. Agencies, departments, and organizations are
designated as either coordinating (C) or support (S).
Coordinating agencies coordinate activities at the community level within their functional area including
developing plans and conducting incident operations. The coordinating agency remains the same regardless of
the recovery tier. Support agencies bring specific capabilities, expertise, and resources to the functional area.
Support agencies may be requested depending on the recovery tier and the specific impacts of the disaster.
The purpose of this table is to guide stakeholders through the recovery process and to highlight their potential
level of involvement. The following list is not all-inclusive, and its content is subject to change in order to reflect
the realities of the event.
Table 6. Recovery Partners
Office of the Mayor C C s s s s
KEMA C s s s s s
Planning Department C s s C s s
Office of Economic Development s C s
Housing Agency s C
Public Works Department
• Wastewater Division s s C
• Engineering Division
County Partners Kaua'i District Health Department s s
Department of Human Services s
Office of the County Attorney s s s s s s
Department of Parks & Recreations C
Planning Department (Regulatory Permit Division) s
Planning Department (GIS) s s
Planning Department (Long Range Planning s Division)
County of Kaua'i Pre-Disaster Recovery Framework 19
Agency/Department
Recovery Support Function ---Real Property Tax Assessment (as well as GIS
support as related to real property tax s s
assessment)
Agency on Elderly Affairs s s
Vet Center s s
Police Department s
Hospitals s
Economic Opportunity, Inc. s
Transportation Agency s s
Solid Waste Division s
East and West Soil and Water Conservation s s Districts
Information Technology Division s
Department of Water s
Kaua'i Complex Area Office (DOE) s
State of Hawai'i Behavioral Health Services C Administration
State of Hawai'i State Department of Health s s s
State of Hawai'i Department of Education C s
Hawai'i Emergency Management Agency s s s s s s
Hawai'i Department of Hawaiian Home Lands s s s s (DHHL)
Hawaiian Homes Commission s s
Hawai'i Office of Planning & Sustainable s s Development
FEMA s s s s s s
Ko'olauloa Health Center s
State, and Federal State of Hawai'i Department of Labor and s Partners Industrial Relations
State of Hawai'i Department of Business, s Economic Development & Tourism
Kaua'i Economic Development Board s
Kaua'i Community College s s
Private Schools s
State of Hawai'i State Department of Human s s s Services
State of Hawai'i Child Support Enforcement s Agency
State of Hawai'i Department of Health, Kaua'i s District Health Office
State of Hawai'i Department of Health, Alcohol s
County of Kaua'1 Pre-Disaster Recovery Framework 10
Agency/Department
Recovery Support Function
__ .......
and Drug Abuse Division
State of Hawai'i Environmental Planning Office s
US Army Corps of Engineers (Honolulu District) s s
State of Hawai'i Department of Land and Natural s s C Resources
State of Hawai'i Department of Transportation -s s Highways
State of Hawai'i Department of Transportation
• Airport Division s
• Harbors Division
US Department of Agriculture (USDA) Natural s s Resource Conservation Services
State of Hawai'i Historic Preservation s
US Department of Agriculture s
US Fish and Wildlife s
State of Hawaii Department of Forestry and s s s Wildlife
Department of Labor & Industrial Relations (DUR) s
Veterans Center s s
Haena State Park s
Hawaiian Telcom s s
Kaua'i Island Utility Cooperative s s
Verizon s s
Spectrum s s
Kaua'i Visitors Bureau s s
American Red Cross s s s
Kaua'i Chamber of Commerce s s
Kaua'i Visitors Bureau s
Other Partners Community Business Associations s
(nonprofits, Faith-Based Organizations s s
NGOs, etc.)
Kaua'i Independent Food Bank s
Hawai'i State Food Bank s s
Legal Aid Society of Hawai'i s
Hawai'i Gas s
Kaua'i Historical Society s
Kaua'i Economic Development Board s
Community Business Associations s
Hawai'i Health Systems Corporation (HHSC) s
Hawai'i Pacific Health (HPH) (Wilcox Memorial s
County of Kaua'1 Pre-Disaster Recovery Framework 21
RSF 1: Community Planning, Permitting,
and Land Use
RSF 2: Economic Recovery
RSF 3: Health & Social Services
RSF 4: Housing
RSF 5: Infrastructure Systems
RSF 6: Natural and Cultural Resources &
Historic Preservation
4.9 PLANNING SUPPORT MATRIX
C-Coordinating
S-Support
The County of Kaua'i recovery planning partners have an extensive inventory of plans that address a variety of
recovery challenges. The purpose of this table is to guide recovery leaders to relevant documents, provide
background information, highlight key stakeholders, and support decision-making. Table 7 -Plan Matrix is not
all-inclusive, and its content is subject to change to reflect the realities of the event.
Table 7. Plan Matrix
Plan Recovery Support
Function
D 2 3 4 5 D
Emergency Operations Plan X X X X X X
Debris Management Plan X
Hazard Mitigation and Resilience Plan X X X
Integrated Solid Waste Management Plan X
County of Kaua'i General Plan X X
Community Plans X X
Kaua'i Climate Adaptation and Action Plan X X X
Hawai'i Department of Hawaiian Home Lands General Plan X
Hawai'i Department of Hawaiian Home Lands Island Plan X
Hawai'i Department of Hawaiian Home Lands Regional Plans
• Anahola Regional Plan Update 2021-2022
• Anahola Regional Plan, Kamalomalo'o, Anahola, Moloa'a (June 2010)
• Anahola Town Plan HHC Submittal (July 2009)
• Anahola Storybook X
• Anahola Bubble Plan
• Anahola Illustrative Plan
• Wailua Regional Plan (December 15, 2009)
• West Kaua'i Regional Plan
'Aina Alliance
• Building Back Better: Pre-Disaster Framework for Anahola, Kaua'i X X X X X X
2025
RSF 1: Community Planning, Permitting, and Land Use RSF 2 : Economic Recovery
RSF 3: Health & Social Services RSF 4: Housing
RSF 5: Infrastructure Systems RSF 6: Natural & Cultural Resources & Historic Preservation
County of Kaua'i Pre-Disaster Reco very Framework 22
5. MANAGING RECOVERY FINANCES
This section describes the County of Kauai's ability to access necessary funds to execute recovery priorities, make
the desired repairs, and implement mitigation actions. Because of the increased complexities of managing
recovery finances during large-scale recovery efforts, financial management procedures should be separated into
two recovery categories consistent with the recovery tiers outlined above and described in the sections below.
5.1 LOCAL
During localized recovery operations, finances will be led by the County Finance Department and managed by
individual departments. Financial management and record keeping will follow the established guidelines set forth
in applicable County law, procedures, and policies.
Administrative responsibility, including finances, begins at the county and local jurisdictional level. County and
local personnel will be the first to initiate recovery operations. The sections below describe the logistical
requirements needed to support recovery finances and the process the County can use to file for possible
reimbursement of funds expended in the recovery effort.
5.1.1 Administration
The role of financial administration is to establish a records management system to collect and manage all
documentation necessary for financial assistance and reimbursement. Tasks to be accomplished include:
■ Billing and invoices
■ Emergency budget
■ Tracking expenses
■ Labor and equipment timesheets and summaries
■ Personnel policies
5.1.2 Funding
Funding for recovery operations can come from a variety of sources. The initial funding source is the County's
budget, utilizing existing departmental funding. As the recovery operations continue, the Finance Department
may begin to utilize the budgeted Disaster Trust Account to support departmental needs. Additional County
funding may be requested from the County Council via a money bill. Federal funding is generally not expected for
a recovery effort for weeks or months into the recovery operations.
5.2 STATE AND FEDERAL
Funding for post-disaster recovery and redevelopment projects is available both before and after a disaster occurs.
Regardless of the type or quantity of resources considered for a project, it is important to identify all the potential
resources, programs, and stakeholders that may be applicable for use in the post-disaster planning process.
Proactive partnering with these funding organizations will provide County staff with an understanding of the
organization's policies, timelines, funding uses and restrictions, types of aid, and recipient and project eligibility.
Many funding programs may have local match requirements, which can include in-kind services. In certain cases,
funding organizations might allow waivers of certain criteria or allow creative financing solutions depending on
the type or magnitude of the disaster, so it is recommended to ascertain whether these options exist. There are
numerous sources for governmental and non-governmental disaster relief programs and private donations that
County of Kaua'1 Pre-Disaster Recovery Framework 23
can support post-disaster recovery. See Appendix D: State and Federal Fiscal Resources for a listing of available
state and federal fiscal resources. County of Kaua'i staff should continue to familiarize themselves with potential
funding programs, organizations, and requirements. The County should also keep in mind existing staff levels and
capabilities and remember that depending on the workload faced following a disaster, extra staff may be needed
to help manage grants or loans once received.
Large-scale recovery will require specialized financial management potentially beyond the existing capacity of the
County. The Finance Department may require additional assistance in the form of staff augmentation and/or
support from subject matter experts with knowledge, skills, and abilities navigating federal cost reimbursement.
Specific responsibilities to be considered include:
■ Grant application development and planning
■ Needs assessments
■ Cost capture and/or estimation
■ Regulatory and legal compliance
■ Record keeping and documentation
■ Financial tracking (disbursements and other accounting)
■ Approval processes
■ Reporting
■ Attention to time limitations and completion/extension/request deadlines
■ Audits
5.2.1 Funding
Funding for large-scale recovery operations can come from a variety of sources. The initial funding source is the
County's budget, as explained above. Funding may also be obtained through nonprofit organizations or other
partnerships . Large-scale recovery operations may also have the support of multiple federal funding streams
including FEMA's PA and IA programs, as well as HUD's CDBG-DR Program, the Small Business Administration's
Disaster Loan Program, or other funding programs.
6. ONGOING ACTIONS
6.1 STAKEHOLDER ENGAGEMENT
Successful long-term disaster recovery in any community will be contingent on frequent and thoughtful
community engagement, shared information about the status of recovery and available resources, and input from
community members before and after a disaster occurs.
Community disaster recovery visioning workshops, conducted in Ana ho la in 2024, provided an opportunity for the
community to consider disaster response and recovery to three scenarios: (1) Wildfires, (2} Floods, Tsunamis, and
Sea Level Rise, and (3) Hurricanes. The workshops included situational awareness education for each scenario,
visioning exercises on a "recovered community" considering climate change and taking into account social equity,
mapping exercises, discussion of vulnerable infrastructure, buildings, homes, etc. and options for rebuilding,
including relocation, after a disaster.
Post-disaster, the community must be engaged in establishing the direction and priorities for recovery activities.
A disaster-specific community planning and engagement strategy will depend on, and be influenced by, the type
of event, the level of damage, and the affected areas. The strategy should reflect the geographical, cultural, and
economic diversity of the area affected. A transparent process will be the hallmark of the strategy and all recovery
County of Kaua I Pre Disaster Recove1y r ramcvvork 2.-1
operations. Community planning and engagement in recovery will leverage established groups, including but not
limited to neighborhood councils and associations, Council districts, business improvement areas, neighborhood-
based schools, community-based organizations, and the County's legislature. The Recovery Coordination
Committee/RSFs and Local Disaster Recovery Program Manager are collectively tasked to work across government
and community lines to plan for, and make timely recommendations in support of, the recovery operations and
priorities. The Community Planning, Permitting, and Land Use RSF (RSF 1) will support each RSF through
communication with the community and execution of the community planning and engagement strategy. The
community, under the leadership of 'Aina Alliance, developed a report titled: "Building Back Better: Pre-Disaster
Framework for Anahola, Kaua'i 2025." This can be used as guidance for recovery activities in Anahola and as a
model for other communities to develop their own frameworks.
Post-disaster, a "whole-community" engagement is encouraged when making significant decisions during
intermediate and long-term recovery that will directly affect community members and meaningfully shape the
future of the community. Immediate recovery decisions will be made with less consultation to ensure recovery is
initiated and progresses at a visible pace. The County of Kaua'i values the voice of the residents and will find ways
to ensure inclusion in the process.
County of Kaua'i Pre-Disaster Recovery Framework 25
6.2 DISASTER RECOVERY WORKING GROUP
The Recovery Working Group (RWG), established in 2024 to develop the PDRF, will serve as the pre-disaster
recovery preparedness coordination body. The RWG is a multi-stakeholder body led by the Department of
Planning in coordination with KEMA and the Mayor's Office. The RWG is composed of County and State agencies,
quasi-government agencies, non-governmental organizations, and the private sector. The RWG will meet at least
annually. Key pre-disaster recovery functions of the RWG include:
■ Meeting on an annual basis to review the PDRF
■ Participating in events to exercise the PDRF
■ Identifying revisions needed to update the PDRF
■ Participating in community disaster recovery visioning workshops
Post-disaster, recovery will be governed in accordance with the recovery management organization and local
disaster recovery manager as outlined in the Governance and Coordination section of the PDRF .
6.3 FRAMEWORK MAINTENANCE AND UPDATING
The County of Kaua'i Emergency Management Agency (KEMA) will be responsible for safeguarding, handling,
transmitting, and storing the PDRF, and the Office of the Mayor, in conjunction with KEMA, shall direct the
Planning Department when to update the PDRF. Participating agencies and appropriate private and public
partners will maintain their respective plans, policies, or procedures. These partners should provide electronic
copies of their plans to KEMA.
The PDRF will be reviewed and updated on a regular basis. The PDRF will be updated when significant
organizational or procedural changes have been made. Ideally, the PDRF will be updated to incorporate changes
identified during disaster response and recovery exercises. Any activation of the plan will require a formal after-
action review process to determine whether plan adjustments are necessary. The RWG will be consulted during
framework maintenance and updates. The PDRF will also be updated in response to specific findings from
exercises and drills.
County of Kaua'1 Pre-Disaster Recovery f rarnework 26
APPENDICES
This framework includes the following Appendices:
• Appendix A: RSF Annex Frameworks (1 per RSF) -Each RSF Annex describes the RSF, identifies its mission
and guiding principles, identifies roles, responsibilities, and areas of expertise for lead and supporting
agencies, outlines a general organizational structure and concept of operations, and identifies resources
of the RSF to be used in recovery operations.
■ Appendix B: Recovery Transition Plan Template -This appendix provides a template for a recovery
transition plan to be used as an operations transition from response to short-term recovery, and from
short-term recovery to long-term recovery.
• Appendix C: Recovery Implementation Checklist -This job aid includes considerations for recovery
leadership as they work through the recovery process.
• Appendix D: State and Federal Fiscal Resources
County of Kaua', Pre-Disaster Recovery Framework
APPENDIX A: RECOVERY SUPPORT FUNCTIONS (RSF)
ANNEXES
Appendix A includes all 6 RSFs (one per RSF) Annexes . Each RSF Annex describes the RSF; identifies its mission and
guiding prindples; identifies roles, responsibilities, and areas of expertise for lead and supporting
agencies/partners; outlines a general organizational structure and concept of operations; and identifies resources
of the RSF to be used in recovery operations.
County of Kaua'1 Pre-Disaster Recovery Framework Append 1x A
RSF 1: COMMUNITY PLANNING, PERMITTING & LAND USE
This Recovery Support Function (RSF) Annex supplements the Kaua'i Pre-Disaster Recovery Framework (PDRF) by
providing additional context for coordinating and supporting agencies identified as part of RSF 1 -Community
Planning, Permitting & Land Use.
INTRODUCTION
This section describes RSF 1 -Community Planning, Permitting, and Land Use, outlines the mission and guiding
principles of the RSF, and identifies linkages to the response phase of a disaster.
Description
The Community Planning RSF is responsible for identifying, assessing, and providing resources in support of post-
disaster community planning, permitting, and capacity building in the impacted areas. The RSF is a critical partner
to infrastructure and utilities restoration for environmental permitting needs. The Community Planning RSF is the
lead community engagement team, designing the messaging and structure of engagement to ensure the
community is informed, heard, and actively participating in recovery efforts. Along the recovery process, there
will be varying aspects of community notification, community input, and community engagement. The
Communications Team in coordination with the Mayor's Office Public Information Officer (PIO), will support the
Community Planning RSF in the dispersion and outreach of communications to the various community partners.
As defined in the Kauai Pre-Disaster Recovery Framework, RSF 1-Community Planning, Permitting, and Land Use
supports and empowers impacted communities to recover effectively, make recommendations, and take
advantage of post-disaster opportunities. Specific responsibilities include developing a community engagement
plan, leveraging whole community resources, and supporting countywide priorities. The Communications Team,
in coordination with the Mayor's Office PIO, will support the Community Planning RSF in the dispersion and
outreach of communication to the various community partners.
Recovery Responsibilities
1. Conduct an assessment and community engagement to determine if redevelopment is feasible/desired
by the community and impacted stakeholders.
2. Ensure the design of sustainable and resilient spaces that consider environmental changes and potential
future challenges.
3. Incorporate innovative solutions that promote community well-being and economic vitality.
4. Organize public meetings to discuss and identify redevelopment plans (if determined feasible in the
assessment conducted early on in the recovery process), gather feedback, and answer queries.
5. Develop and implement a community engagement plan.
6. If redevelopment is prioritized, help develop a redevelopment strategy by conducting master planning for
the redevelopment site(s) while ensuring stakeholder and community involvement.
Operational Areas
• Urban Planning
• Zoning
RSF 1: Community Planning, Permitting, and Land Use I
• Land Use
• Community Outreach, Input and Engagement
• Permitting
M ission and Guiding Principl es
Mission: To support and build recovery capacities and community planning resources needed to effectively plan
for, manage, and implement disaster recovery activities in large, unique, or catastrophic incidents.
RSF 1-Community Planning, Permitting, and Land Use is guided by the following principles:
• Promote unified recovery efforts
• Ensure appropriate land use for recovery
• Support an efficient and effective permitting process
• Identify funding and resource opportunities to support recovery efforts
• Encourage community participation and engagement
• Focus on long-term recovery efforts and risk-reduction opportunities
• Engage all stakeholders in a holistic approach to address needs
• Establish pre-disaster risk assessment (old power poles, fire risk, etc.).
• Establish pre-disaster cross-functional communication paths in coordination with KEMA: (Satellite
phone availability in case of cell tower outages).
Response Linkages
Localized emergencies include incidents that require an ongoing coordinated effort across emergency support
functions during the response phase and then transition into recovery support functions for the recovery efforts.
The transition from response to recovery begins once the localized emergency is declared under control, or any
immediate threat to life safety has been addressed and extends until enhanced coordination is no longer needed.
Incidents at this level have community-level implications, including but not limited to:
• Impacts on local businesses, resulting in the suspension of operations for a period of days to weeks to
months.
• Physical damage to infrastructure, resulting in the disruption of services for a period of days to weeks to
months.
RSF 1 will need to coordinate with the following Emergency Support Functions (ESFs) during the transition to the
recovery phase to ensure a successful transition:
• ESF 1-Transportation
• ESF 2 -Communications
• ESF 3 -Public Works and Engineering
• ESF 5 -Information & Planning
• ESF 7 -Logistics Mgmt. & Resource Support
R OLES AND RESPONSIBILITIES
This section outlines the roles and responsibilities of each coordinating and supporting agency within RSF 1 -
Community Planning, Permitting, and Land Use.
RS= 1. Con,rnun1ty Planning, Perrn1tt1ng, and Land Use :!
Coordinating Agenci es
The Kaua'i County Planning Department, Kaua'i Emergency Management Agency, and the Kaua'i Office of the
Mayor are identified as the coordinating agencies for RSF 1-Community Coordination and Capacity Building and
are responsible for coordinating RSF activities at the community level.
Supporting Agencies
Several organizations are identified as providing support to RSF 1 -Community Planning. Permitting, and Land
Use. Support agencies bring specific capabilities, expertise, and/or resources to the RSF. Table 1 RSF Agency Areas
of Expertise below outlines the specific area of expertise that each organization brings to the RSF .
Table 1. RSF Agency Areas of Expertise
Organization
Lead Coo rdinating Ag encies Area of Ex~rtlse
Provides oversight for long-term recovery
County of Kaua'i Planning Department operations concerning zoning and special
management area rules and regulations that
control land use in the County
Kaua'i Emergency Management Agency Provides support and coordination for recovery
operations at the local level.
Provides the vision for recovery efforts and
County of Kaua'i Office of the Mayor addresses policy changes needed to support
recovery operations.
Sup po rtin g Coun ty Partners Ar ea of Ex pertis e
Provides oversight for long-term recovery
Planning Department operations concerning permitting, zoning, and
• Regulatory Permit Division special management area rules and regulations
that control land use in the County.
Planning Department Community, town, and transportation planning;
land use policy; long-range growth and • Long Range Planning Division development --
Provides oversight for long-term recovery
Information Technology and Real Property operations.
• Geographic Information Systems (GIS) GIS provides services to capture, store,
manipulate, analyze, manage, and present spatial
or geographic data for recovery operations
Public Works Department
• Wastewater Division Provides oversight for building permits.
• Engineering Division
Supporting Regional , Sta te , an d Fe de ral Area of Expertise Part ners
Federal Emergency Management Agency Provides guidance on recovery operations and
grant programs available for government, {FEMA) individual, and small business applicants.
16f-J • Community Planning, l"'errnitt1ng, and Land Use 3
Organization
Provides support and coordination for recovery
Hawaii Emergency Management Agency operations and serves as an intermediary
between the County and FEMA .
Hawai'i State Department of Health Manages and supports health intervention
programs and promotes healthful living
Provides protections for vulnerable members of
Hawa i'i State Department of Human Services the County 's population and provides insight into
available programs and providers within the
County.
Hawai'i State Department of Land and Natural Provides conservation district permitting and
other coordination with community Resources planning/natural resources management issues.
Hawai'i Department of Hawaiian Home Lands Manages Hawaiian Home Lands Trust (HHLT)
{DHHL) lands, water, and related resources, and develops
and delivers lands for award to beneficiaries.
Provides central direction and cohesion in the
Hawai'i Office of.Planning & Sustainable allocation of resources and effectuation of state
Development activities and programs, and effectively addresses
current or emerging issues and opportunities.
Hawaiian Homes Commission Management of the extensive land trust.
Supp ort ing Ot he r Partn ers (N onprofits, Area of Exp erti se Non government al Organizations [NGOsJ, etc.)
Provides support and coordination for
Hawaiian Telcom communications, including internet access,
wireless, and data transmission services for the
County .
Kaua'i Island Utility Cooperative Provides information on impacts to the electric
power system and addresses necessary repairs .
Verizon Provides information on impacts to the cellular
services and addresses necessary repairs .
Provides information on impacts to the cable TV,
Spectrum mobile, and phone services and addresses
necessary repairs .
Kaua'i Visitors Bureau Provides advocacy and assistance to local visitors
Manages shelters when activated, assists with I American Red Cross childcare needs, and provides support for mental
and behavioral health programs.
ORGANIZATION
RSF 1-Community Planning encompasses a vast subject matter area . As such, sub -groups, working, groups, task
forces, or other organizational structures are needed within the RSF. These sub-groups may be activated
depending on the specific impacts of the disaster and varying community needs. Table 2 RSF Sub-Groups
summarizes examples of potential sub-groups and their purpose (not an exhaustive list). Ad hoc groups may be
needed to fully address community recovery needs.
RSF 1: Community Planning, Permitting, and Land Use 4
Table 2. RSF Sub-Groups
Sub-Group Name Sub-Group Lead Purpose
Coordinate efforts to engage the community in
Community Outreach TBD the recovery planning process and keep the
community informed about recovery progress
and redevelopment strategies.
Organize and monitor county-wide recovery
Recovery Coordination TBD efforts to best utilize resources and meet
community goals and objectives
Permitting for County Coordinate efforts for expedited and efficient
Facilities TBD permitting for County facilities throughout
recovery operations.
C:ieneral Zoning Permits -TBD Coordinate efforts for General Zoning Permits -
Class 1 Class 1 throughout the recovery operations.
Building Permits TBD Coordinate efforts for building permits.
Permitting for Non-Coordinate efforts for permitting non-
Conforming TBD conforming development for an efficient
Development process throughout recovery operations.
Special Management Coordinate efforts to manage SMA development
Area Development (SMA) TBD due to more complicated zoning and permitting
requirements throughout recovery operations.
Coordinate efforts to engage the community in
Redevelopment Strategy TBD the redevelopment strategies and keep the
community informed about recovery progress
and redevelopment strategies
CONCEPT OF OPERATIONS
This section outlines the process for activating the RSF and any sub-groups and identifies how the RSF will
communicate and share information, establish priorities, make decisions, and track progress during recovery
operations.
Activation
RSFs are activated at the direction of the Local Disaster Recovery Manager {LDRM) and the Recovery Office. Upon
notification to the coordinating agency(ies) the RSF is activated, coordinating agency(ies) determines which
supporting organizations need to be activated. RSF coordinating agency(ies) are also responsible for identifying
which sub-groups to activate. The need for supporting agencies and sub-groups is continually evaluated
throughout the recovery process.
Coordinating agencies coordinate an initial conference call and/or face-to-face meeting with supporting
organizations as soon as possible. During this initial meeting, RSF partner agencies discuss preliminary information
about disaster impacts and community needs and identify an appropriate operational tempo for the short term.
In the Operational Tools section of this RSF, are a sample conference call agenda, pre-scripted messages, and an
execution checklist for RSF 1 to assist in the activation, coordination, and conducting of the RSF activities
throughout the recovery process.
RSF 1: Community Planning. Permitting, and Land Use S
Internal Comm un ication and Information Shari ng
RSF partner agencies communicate and share information continuously throughout the recovery process. Each
RSF determines the best method(s) for communication and information sharing based on the specific impacts of
the disaster and available resources. The following options are used by the RSF to share information :
• Regular meetings and/or conference calls
• Web Based Crisis Management System
• SharePoint or other on line file -sharing service
Establishing Priorities
Priorities come from a variety of sources during disaster recovery , including existing plans and strategies, as well
as policy decisions and directives . This also includes the General Plan and relevant community plans for the areas,
and these plans will impact or guide any redevelopment strategy identified. While priorities may vary based on
the specific impacts of a disaster, developing a list of priorities before a disaster occurs can aid decision-making
after a disaster when resources may be limited, and t ime is of the essence .
Countywide RSF priorities are established based on the following considerations :
• Determining the recovery end-state (e.g., what should the community look li ke?)
• Improving or maintaining clear resource tracking through the county web page
• Establish county agencies as a liaison for local communities and with state and federal government
• Identification of community-based disaster debris locations
• Ensuring conformity with existing codes to "build back better" (i.e., shoreline setbacks, floodplain
regulations , the sea level r ise flood district, etc.)
Deci sion -Making
Although some priorities can be set pre-disaster, decisions are required after a disaster based on identified needs
in the County of Kaua'i community. In the post-disaster environment, decisions are made to allocate limited
resources. Additionally, RSF 1 -Community Planning, Permitt ing, and Land Use considers ways to balance the
pressure to accomplish objectives quickly, with the opportunity to build the community back in a more resilient
way . The process of decision-making is coordinated with the Local Disaster Recovery Program Manager, Executive
Council, and the Recovery Coordination Committee to ensure a coordinated and responsive collaboration.
Pro g ress Tra c king
RSF 1 -Community Planning, Permitting, and Land Use must ensure it tracks progress to monitor how well the
County is recovering from a disaster. While some objectives may be achieved quickly after a disaster, others
progress more slowly.
Examples of methods that may be used to track progress include:
• Quality record-keeping
• Community feedback mechanism that includes , identification of community-based liaisons to relay
information on what is happening in each area of the island and outreach and engagement.
• Perm it review progress tracking
RSF l: Community Planning. Perrn1tt1ng, and Land Use 6
Community Eng agement
Community engagement is vital to a successful recovery effort. RSF 1-Community Planning, Permitting, and Land
Use works with public, private, and non-profit partners as well as members of the whole community. New groups
emerge and existing groups take on expanded roles to meet community needs during disaster recovery. RSF 1-
Community Planning, Permitting, and Land Use continually identifies new partners to provide information, subject
matter expertise, funding, and other resources after a disaster to reduce duplication of effort and encourage
coordination and cooperation.
The following strategies are identified to engage the whole community in the recovery process and keep the
community informed:
• Meetings
• Social media (e.g., Facebook)
• Radio
• News
• Community organizations (to include faith-based and schools)
• GIS data to target certain groups for messaging
• Flyers and advertisements for those populations that do not have access to electronic media
• Provide ASL Interpreters at all press conferences
• Door-to-Door outreach
• Closed captioning for social media posts
• Outreach via established community events such as Waimea Town Celebration, Rice Street Block
Party, etc.
• Stand up locations within the disaster zone(s) and include all of the relevant agencies as a one-stop-
s hop for those impacted (non-profit organizations, FEMA, Red Cross, etc.)
INFORMATION COLLECTION PLAN
Specific strategies for recovery are developed based on information gathered regarding the effects of the disaster
on the community. The essential elements of the information listed below are critical for RSF 1 -Community
Planning, Permitting, and Land Use to understand the impacts of the disaster on its specific community sector,
and to best allocate resources. Obtaining this information quickly after a disaster should be prioritized.
The following essential elements of information allow the RSF to determine priority actions during recovery:
• Legal information, to include any policy or regulation guidance and interpretation for long-term
recovery operations.
• Needed resource availability and affordability
• Tax and budgeting impacts on the County.
• Geographic impacts of the disaster
• Highly vulnerable communities/unmet needs
• Available assistance programs
• Multi-level government policies (executive orders at the local and State level)
• Availability of community gathering places such as neighborhood centers, schools, churches, etc ..
RSf' 1: Community Planning, Permitting, and Land Use 7
• Identify fire risk areas
• Identify areas with greatest shoreline/beach erosion
• Results of damage assessments
RESOURCES
Table 3 Resources for Recovery below outlines existing local, regional, state, and federal programs that may be
leveraged for funding, subject matter expertise, or other resources during disaster recovery operations . This is not
an exhaustive list. Some programs listed are specific to disaster recovery, and other programs are steady-state
but can be applied in the post-disaster environment.
Table 3. Resources for Recovery
Program Name Description Responsible Administrator
Supports states, local
communities, tribes, and
territories as they undertake
hazard mitigation projects
reducing the risks they face from
disasters and natural hazards.
Building Resilient
BRIC is a new FEMA pre-disaster
hazard mitigation program that
Infrastructure Communities replaces the existing Pre-Disaster FEMA
(BRIC} Mitigation (PDM} program and is a
result of amendments made to
Section 203 of the Robert T.
Stafford Disaster Relief and
Emergency Assistance Act
(Stafford Act) by Section 123 of
the Disaster Recovery Reform Act
of 2018 (DRRA).
Community Development Assist with long-term U.S. Housing and Urban
Block Grants (CDBG) redevelopment initiatives (broad
applicability)
Development (HUD)
Assist with recovering from
CDBG-Disaster Recovery (DR)
Presidentially declared disasters;
focus on rebuilding affected areas HUD
and providing crucial seed money
to start the recovery process.
Provides a unique and significant
opportunity for grantees to use
the assistance in areas impacted
CDBG-Mitigation (MIT) by recent disasters to carry out HUD
strategic and high-impact
activities to mitigate disaster risks
and reduce future losses. Funds
enable grantees to mitigate
RSI-1: Co mm u nity Planning, Permitting. and Land Use 8
Program Name Description Responsible Administrator
against disaster risks, which at the
same time allows grantees the
opportunity to transform state
and local planning.
Provides federal funds available
through the Flood Mitigation
Assistance (FMA) grant program
to states, local communities,
tribes, and territories (SL TTs) to
reduce or eliminate the risk of
repetitive flood damage to
Flood Mitigation Assistance buildings and structures insured FEMA
under the National Flood
Insurance Program (NFIP). The
FMA grant program strengthens
national preparedness and
resilience and supports the
mitigation mission area through
FEMA's strategic goal of building a
culture of preparedness.
Funding for individuals following a
Presidentially declared disaster to
Individual Assistance (IA)
address housing (temporary,
repair, replacement, and FEMA
Program
semi/permanent housing
construction) or other needs
(personal property, etc.).
Grant assistance to support
community recovery from major
Public Assistance (PA) Program
disasters for debris removal, life-
FEMA
saving emergency protective
measures, and restoring public
infrastructure.
ANTICIPATED CHALLENGES
Despite comprehensive pre-disaster recovery planning efforts, some challenges are expected during the recovery
process. The RSFs should consider these challenges early in the disaster recovery process, as well as strategies to
address them. The following challenges are recognized by RSF partners in advance:
• Communications
• Lawsuits
• Push back on Executive Orders
-----
RSf J. Community Planning, Permitting, and Land Use 9
• Ensuring relevant information is shared with RSFs
• Weather (seasonal impacts may hinder recovery efforts)
• Differing needs and priorities among communities and partners
• Funding streams may have a variety of limitations that may not be understood by applicants
• Maintaining local leadership and autonomy with numerous state and federal partners involved
• Obtaining and maintaining public trust
• Ensuring communications are accurate and easy to understand
• Effectively reaching hard-to-reach populations (geographic or socio-economic factors)
• Maintaining a unified command
• Maintaining local leadership and autonomy may not be an option
• Developing a strategy for prioritizing recovery tasks
• Identifying and addressing burnout/mental health issues for those responsible for response and
recovery operations (especially when they have been personally impacted by the event)
REVISION PROTOCOL
The Kaua'i County Planning Department, Kaua'i Emergency Management Agency, and the Kaua'i Office of the
Mayor facilitate updates to this RSF on an annual basis, concurrently with updates to the Kaua'i PDRF. Participating
agencies and private and public partners continue to maintain their respective plans, policies, or procedures.
Additionally, this RSF may be updated in response to specific findings from exercises and drills, or real-world
activation of the RSF.
RSF OPERATIONAL TOOLS
RSF-1 Coordination Meeting Agenda
Once RSF-1 has been activated, the Coordinating Agency(ies) will convene virtual or in-person meetings to discuss
the aspects of recovery operations relevant to the objectives, goals, and priorities outlined in this RSF .
The Coordinating Agency(ies) (or designated Supporting Agency[ies]) will be responsible for distributing and
completing the following agenda for each Coordination Meeting that takes place throughout short-and long-term
recovery operations.
Pre-Scripted Messaging Temp/ates
Each RSF will be provided with pre-scripted messaging templates. These templates will be modified and
disseminated by the Coordinating Agency(ies). The messaging templates are intended to facilitate regular and
concise communication with Supporting Departments/Agencies. There are four templates included, which will
accomplish the following:
• Notifying Supporting Agencies to stand by for recovery operations
• Activating Supporting Agencies for recovery operations
• Notifying Supporting Agencies of recovery meetings or conference calls
• Explaining the process and deadlines for submitting public information release requests to RSF-1
RSF 1· Community Planning, Perrrntting, and Land Use 10
Execution Checklist
The Execution Checklist is intended to serve as a reference for the RSF-1 Coordinating Agency(ies) by listing specific
action items that need to be accomplished during recovery operations. The Coordinating Agency(ies) may
delegate responsibility for completing these tasks to Supporting Agencies, as appropriate.
RSF 1: Community Planning, Permitting, and Land Use 11
ATTACHMENT 1: RSF-1 COORDINATION MEETING AGENDA
--
RECOVERY COORDINATION MEETING AGENDA
County of Kaua'i
-·----
Date : _______ _ Location or Call-in #: ----------
Time: ______ _
1. Introductions and _Roll Call
Name : ________ (Kaua'i Planning Dept.)
Coordinating Agency(ies} Name : (KEMA)
Name: (Kaua'i Office of the Mayor)
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency : ______________ _
Name/Agency : ______________ _
Supporting Agencies
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
I6r 1· Comrrun1ty Planning, Pcrrrntt1ng. and Land Use 12
.2. Event Details
Are there any requests for information, updates,
or recommendations from the local disaster
recovery manager (LDRM)?
• Which Recovery Support Function (RSF) is
responsible for completing the action?
Are there inactive RSFs that need to be mobilized
to assist with recovery?
• Economic Recovery
• Health and Social Services
• Housing
• Infrastructure Systems
• Natural & Cultural Resources and Historic
Preservation
Which pieces of available information should be
communicated to RSFs 2-6 (if activated) to
support their operations?
Are there emergency ordinances or policies that
have been activated (or need to be activated) for
this event? Consider policies at each level:
• Jurisdictional
• State
• Federal
What are the current challenges associated with
the event? Consider:
• Resource shortages
• Unmet needs
• Lack of infrastructure/ supporting
systems
• Logistical requirements
• Lack of information
Identify existing resource requests (submitted by
Coordinating Agencies of RSFs 1-6):
• Within RSF-1
• From RSFs 2-6
----------
, .
RSI= 1. Community Planning, Perrrntting, and Land Use 13
How should the resource requests identified
above be prioritized?
• Ensure resource requests align with pre-
established recovery priorities.
• Refer to the vision and goals described in
the PDRF.
What are the RSF's primary objectives at this
point?
• Who is responsible for accomplishing
these tasks?
What aspects of recovery operations need to be
communicated to the public?
• Who is responsible for crafting the
message?
• Who is responsible for disseminating the
message?
• How will the message be delivered?
• Are there requests from RSFs 2-6 to issue
public information?
o Review and approve public
information requests.
Note: Messaging may be jurisdiction-dependent.
What needs to be communicated to the LDRM at
this time?
-----• -----= -_ -----= -=--. . -. --
4. ·Next Conference tall / 'Atijourn • .
-.. -~ ----• •.L --'-' • ------
Date : _______ _ Location or Call -in#: _________ _
Time: _______ _
RSF 1: Community Planning, Perrn1tt1ng, and Lane Use 14
ATTACH MENT 2: PRE-SCRIPTED MESSAGING TEMPLATES
Notification to Supportin g Age ncies: Sta nd by
To be sent by: RSF-1 Coordinating Agency(ies)
Community Planning (RSF -1) Supporting Agencies,
You are receiving this email because the County of Kaua'i [HAS EXPERIENCED/IS EXPECTED TO EXPERIENCE] a
disaster severe enough to warrant the activation of the county's Pre-Disaster Recovery Framework (PDRF).
At this time, no action is required on your part. However, if the PDRF is activated, your Recovery Support Function
(RSF) may be activated as well . During recovery operations, you will be expected to coordinate with agencies and
organizations within your RSF to accomplish recovery priorities and objectives . Some of these objectives are
already outlined in the PDRF while others will be communicated or decided at the time of the incident.
Your general responsibilities as a Supporting Agency include:
• Participating in RSF-specific (all stakeholders) meetings or conference calls .
• Reporting on the progress of recovery planning and achievement of priorities and objectives.
• Providing advocacy for key recovery programs .
• Providing high-level subject matter expertise during planning processes.
• Conducting damage and needs assessments and reporting the results to the Coordinating Agency(ies).
• Sharing information about programs, funding, and projects to support countywide recovery according to
the goals and visions outlined in the PDRF.
The County of Kaua'i Emergency Management Agency will continue to monitor the event. If the PDRF is activated ,
you will receive addit ional correspondence with further instructions. If you have any follow-up questions, you may
contact :[INSERT CONTACT INFO].
Thank you,
(INSERT AGENCY NAME],
Coordinating Agency(ies) for RSF-1
------
RSF l. Community Planning, Perm1tt1ng, and Land Use 15
Notification t o Supporting Agencies: RSF-1 Activated
To be sent by: RSF-1 Coordinating Agency(ies)
Community Planning (RSF-1) Supporting Agencies,
At this time, the County of Kaua'i PDRF has been activated. The local disaster recovery manager (LDRM) has
subsequently activated RSF-1 to support and coordinate recovery operations .
Due to the severity of [INSERT EVENT NAME], we will be convening a Coordination Meeting to identify unmet
needs, resource shortages, and priorities for recovery. Your role in this process is critical for obtaining clarity
about the severity of the disaster and efficiently recovering from [INSERT EVENT NAME].
Please plan to attend the Coordination Meeting, which will be held from [INSERT TIME] on [INSERT DATE]. You
can join the conference call by dialing [INSERT PHONE NUMBER].
If you require additional assistance, please contact [INSERT NAME AND CONTACT INFORMATION].
Thank you,
(INSERT AGENCY NAME],
Coordinating Agency(ies) for RSF-1
Notification to Supporting Agencies: Follow-up Coordination Meeting
To be Sent by: RSF-1 Coordinating Agency(ies)
Community Planning (RSF-1) Supporting Agencies,
We will be convening a Coordination [CALL/MEETING] to identify unmet needs, resource shortages, and priorities
for recovery and redevelopment. Your role in this process is critical for balancing resource requirements,
managing public expectations, and efficiently recovering from [INSERT EVENT NAME].
Please plan to attend the Coordination [CALL/MEETING], which will be held from '[INSERT TIME] on [INSERT DATE].
[IF CONVENING MEETING: The meeting will be held at: INSERT ADDRESS, ROOM NO.). [IF CONVENING
CONFERENCE CALL: You can join the conference call/meeting by dialing: INSERT PHONE NUMBER].
If you require additional assistance, please contact [INSERT NAME AND CONTACT INFORMATION].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency(ies) for RSF-1
RSI-1· Community Plan11111g, Perrrntt1ng. and Land Use 16
Notification to All Coordinating Agencies: Public Information Rel ease Process
To be sent by: RSF-1 Coordinating Agency(ies)
County of Kaua'i Coordinating Agencies,
To ensure public information releases are unified, accurate, and trustworthy, the following process for submitting
public information release requests will be followed :
1. Requests for public information releases will be submitted first to your RSF 's Coordinating Agency(ies).
The Coordinating Agency(ies) will review and approve these requests , as well as assign priority, if
necessary. Requests should include the following information:
a. Name of requesting agency/organization
b. Intended audience (e.g., entire county, municipalities, government employees)
c. Priority level (i.e., low, medium, high)
d. Desired method of sharing (e.g., county website, news broadcast, social media post)
e. Content of message (including deadlines, locations, contact information, websites, etc .)
2 . The Coordinating Agency(ies) will submit the approved requests to RSF-1, who will determine a strategy
for releasing the information and coordinate with the appropriate jurisdictions' public information
officer(s) to release the message .
RSF-1 has established the following public information release schedule. '[INSERT INFORMATION ABOUT THE
RELEASE SCHEDULE/DEADLINES].
Thank you,
(INSERT AGENCY NAME],
Coordinating Agency(ies) for RSF-1
-------------
RSI 1: Community Planning, rerrn1tt1ng, and Land Use 17
ATTACHMENT 3: EXECUTION CHECKLIST
--
Preparedness Actions (Ongoing}
(81 Coordinate with the County of Kaua'i Emergency Management Agency to initiate regular
coordination among the Core Planning Team (all stakeholders) and report progress in achieving
Recovery Support Function (RSF) objectives outlined in the Pre-Disaster Recovery Framework
(PDRF). These meetings should be convened biannually, at minimum.
(81 Assist the County of Kaua'i Emergency Management Agency with planning and leading annual
training on and exercising the PDRF. This may be accomplished by assisting with event
planning, providing space for the event, or developing exercise scenarios.
(81 Assume ownership of RSF-1 roles and responsibilities. Actively participate in recovery and
planning and training events and exercises throughout the year.
(81 Communicate pre-determined recovery priorities with the public. Solicit feedback from the
community about these priorities and ensure that necessary revisions to the PDRF are made.
(81 Review and seek comprehension of the recovery goals of each RSF and the vision and goals
outlined in the PDRF. Identify and highlight potential conflicts for discussion during regular
coordination with the Core Planning Team (all stakeholders).
Activation Actions
(81 Notify RSF-1 Supporting Agencies when the Recovery Planning Task Force has been activated
using the pre-scripted messaging templates in the RSF-1 Appendix.
(81 Evaluate the need for activation of RSFs 2-6 and make recommendations to the local disaster
recovery manager (LDRM).
~ Initiate the RSF-1 Coordination Meeting.
(81 Ensure pre-determined recovery priorities and objectives have been identified and
communicated with the public.
Operational Actions
(81 Moderate discussion and record notes and action items described during the Coordination
Meetings.
(81 Coordinate with the County of Kaua 'i Emergency Management Agency to establish a process
for submitting recovery documentation for secure storage. Communicate processes for
transmission and storage of documents to RSFs 2-6 .
~ Establish a press release schedule. Tailor and disseminate the pre-scripted messaging template
to all RSFs. Send reminders as frequently as necessary to ensure proper protocol is upheld.
til Coordinate the release of public information on behalf of all RSFs. Ensure publicly released
messages are not in direct opposition with agencies and/or RSFs.
tiJ Collaborate with the LDRM and RSFs 2-6 to develop a strategic plan for recovery operations.
The plan should highlight recovery priorities, specific projects, and desired outcomes and
assign responsibility for the completion of each project.
tiJ Provide situational reports (verbally or by email) to the LDRM .
RSF 1. Community Planning, ?enrnttrng, and Land Use IS
~ Review post-disaster recovery actions/projects submitted by RSFs 2-6. Identify overlapping
initiatives, funding, and priorities to establish partnerships and strengthen community-wide
partnerships (i.e., link efforts from separate silos).
~ Follow up with Supporting Agencies to gather information, ensure completion of recovery
objectives, or provide relevant progress reports or updates about recovery operations.
~ Communicate the importance of documenting decision-making, financial operations, and
project-specific details associated with recovery and redevelopment to RSFs 1-6.
~ Assign responsibility for operational objectives, as appropriate.
~ Review requests for resources, adjudicate conflicting requests, and make recommendations to
the LDRM.
~ Actively share information with groups within the recovery organizational structure.
~ Validate proposed recovery actions with the vision and goals established in the PDRF before
approval. Suggest revisions to the approach, scope of work, timeline, and funding that will align
the actions to the PDRF.
~ Support the LDRM and Core Planning Team (all stakeholders) in determining the timelines by
which resources need to be identified so that they can be included in planning documents,
funding cycles, and budget or appropriations requests.
~ Identify and track the resolution of gaps and conflicts in state and federal planning
requirements and recovery assistance programs,
~ Develop a disaster-specific strategic recovery plan in coordination with the County of Kaua'i
Emergency Management Agency. Support ongoing review, evaluation, and maintenance of
this strategy. Examine and recommend resolutions to issues that may impede recovery within
the context of community planning.
~ Notify RSF-1 Supporting Agencies of additional Coordination Meetings using the pre-scripted
messaging templates in the RSF-1 Appendix.
Demobilization Actions
~ Obtain approval from the LDRM to demobilize the RSF.
~ Participate in after-action reporting. Provide feedback to support future revisions to the PDRF.
~ Collect and store all completed forms and consult with the County of Kaua'i Emergency
Management Agency for the appropriate storage location, if appropriate.
RSF 1: Community Planning, Permitting, and Land Use 19
RSF 2: ECONOMIC RECOVERY
This Recovery Support Function (RSF) Annex supplements the Kaua'i Pre-Disaster Recovery Framework by
providing additional context for coordinating and supporting agencies identified as part of RSF 2 -Economic
Recovery .
INTRODUCTION
This section provides a description of RSF 2 -Economic Recovery, outlines the mission and guiding principles of
the RSF, and identifies linkages to the response phase of a disaster.
Description
Economic recovery is a key link to restoring the necessities of jobs and housing . The Economic Recovery RSF should
develop strategies to restore economic activity, as well as the housing services, and functions addressed in RSF 4
Housing as well as in the other RSFs.
As defined in the Kaua'i Pre-Disaster Recovery Framework, RSF 2 -Economic Recovery facilitates economic
revitalization to reestablish community-level autonomy. Specific responsibilities include presenting goals and
strategies to sustain and expand the County's economic opportunities and engaging essential private sector
partners to restore jobs, services, and revenue generation.
Recovery Res ponsib il iti es
• Support the development of local and private sector economic plans .
• Provide or coordinate financial and technical assistance to businesses that have been impacted by the
disaster.
• Assist in economic damage assessment.
• Support individual economic recovery through workforce development activities .
Operational Areas
• Economic Development
• Small Businesses
• Private Industry and Business Sectors
• Workforce Development
• Finance and Insurance
• Non-Profit Sector
Mission and Guiding Principles
Mission: Integrates the expertise of the local government to help the local and private sector sustain and/or
rebuild businesses and employment and develop economic opportunities that result in sustainable and
economically resilient communities after a large-scale and/or catastrophic incident .
RSI 2 C:conom1c Recovery I
RSF 2 -Economic Recovery is guided by the following principles:
• Recover, maintain, and increase the tax base.
• Increasing technology-based skills for the workforce that will drive long-term prosperity on the island.
• Identify partnerships between the public sector, private sector, and institutions of higher education.
• Recognize that tourism is a driver of the economy.
• Recruit new businesses to the island.
• Redefine and re prioritize local government services and systems.
• Ensure public trust in government support and activities.
• Strengthen the cooperation between all agencies and community partners.
Response Linkages
Localized emergencies include incidents that require an ongoing coordinated effort across emergency support
functions during the response phase and then transition into recovery support functions for the recovery efforts.
The transition from response to recovery begins once the localized emergency is declared under control, or any
immediate threat to life safety has been addressed and extends until enhanced coordination is no longer needed.
Incidents at this level have community-level implications, including but not limited to:
• Impacts on local businesses, resulting in the suspension of operations for a period of days to weeks to
months.
• Physical damage to infrastructure, resulting in the disruption of services for a period of days to weeks to
months.
RSF 2 will need to coordinate with the following ESFs during the transition to the recovery phase to ensure a
successful transition:
• ESF 5 -Information and Planning
ROLES AND RESPONSIBILITIES
This section outlines the roles and responsibilities of each coordinating and supporting agency within RSF 2 -
Economic Recovery.
Coordinating Agencies
The Kaua'i County Office of Economic Development and the Kaua'i County Office of the Mayor are identified as
the coordinating agencies for RSF 2 -Economic Recovery and are responsible for coordinating RSF activities at the
County level.
Supporting Agencies
Several organizations are identified as providing support to RSF 2 -Economic Recovery. Support agencies bring
specific capabilities, expertise, and/or resources to the RSF. Table 1 RSF Agency Areas of Expertise below outlines
the specific area of expertise that each organization brings to the RSF .
RSF 2: Economic f~ecovery 2
Table 1. RSF Agency Areas of Expertise
Organization
Co ordinating Agenc ies I Area of Expertise
Provides guidance on short-term and long-term
recovery operations and how they are integrated
Kaua'i County Office of Economic Development with efforts to rebuild the economy. Provides
coordination with economic development
partners .
Provides the vision for recovery efforts and
Kaua'i County Office of the Mayor addresses policy changes needed to support
economic drivers.
Supp ort ing County Partne rs Area of Expertise
Real Property Assessment Division (as well as
Provides guidance on recovery impacts to the
GIS support as related to real property tax County's tax base .
assessment)
Kaua'i Emergency Management Agency Provides support and coordination for recovery
operations at the local level .
Provides legal services for all county agencies and
Office of the County Attorney
departments, including the county council and
the office of the mayor during recovery
operations.
Suppo rt•ns Regi onal, State, and Federal Area of Expertise Partn ers
Kaua'i Community College Provides support for workforce training.
Provides support and coordination for recovery
Hawai'i Emergency Management Agency operations and serves as an intermediary
between the County and FEMA .
Department of Labor and Industrial Relations
Provides support and coordination to connect
(DUR)
workers and employers to support the local
economy on the island.
Provides support and coordination of commercial
farming and livestock food production, promotes
US Department of Agriculture agricultural trade and production, ensures food
safety, protects natural resources, and fosters
rural communities.
RSF 2: Econorrnc Recovery :,
Organization
Provides support and coordination for
Department of Business, Economic
community development and creating affordable
workforce housing units and promotes
Development & Tourism innovation sector job growth during recovery
operations.
Provides financial assistance through programs
FEMA
such as Individual Assistance, Public Assistance,
and Small Business Assistance to spur economic
redevelopment.
Other Partne rs (Non profits, Nongovernmental
Ar ea of Expe rtise
O rga nizations [NGO], etc.)
Kaua'i Visitors Bureau Provides advocacy and assistance to local visitors
Provides support and coordination for economic
Kaua'i Economic Development Board
development through partnerships diversifying
the economy and educating the workforce during
recovery operations.
Community Business Associations
Provides outreach to business and nonprofit
partners.
Kaua'i Chamber of Commerce
Provide advocacy and assistance to local
businesses.
ORGANIZA TI0N
RSF 2 -Economic Recovery encompasses a vast subject matter area. As such, sub-groups, working groups, task
forces, or other organizational structures are needed within the RSF. These sub-groups are activated depending
on the specific impacts of the disaster and varying community needs. Table 2 RSF Sub-Groups summarizes
examples of potential sub-groups and their purpose (not an exhaustive list). Ad hoc groups may be needed to fully
address community recovery needs.
Table 2. RSF Sub-Groups
Sub-Group Name Sub-Group Lead Purpose
Workforce Sustain employment, advocate for displaced Development Employment Division-State of workers, and assist unemployed persons with
Hawai'i finding new jobs
Business Restoration, Office of Economic Assist businesses impacted by the disaster so
Retention, and Development they can remain open and/or re-open quickly
Recruitment and recruit new businesses to the County
RSF 2. [conomic Recovery 4
Sub-Group Name Sub-Group Lead Purpose
OED, KVB, KEDB, Identify and address any supply-chain problems
Supply Chain Recovery KEMA that may impact business and overall economic
recovery
The Mayor's Office,
Financial Management KEMA, and OED work Coordinate grant and other disaster funding
on the distribution streams
end.
Tourism Kauai Visitors Bureau Sustain tourism for the island
Office of Economic Identify and address any agriculture issues that
Agriculture Development and may impact business and overall economic
Ag partners recovery
CONCEPT OF OPERATIONS
This section outlines the process for activating the RSF and any sub-groups and identifies how the RSF
communicates and shares information, establishes priorities, makes decisions, and tracks progress during
recovery operations.
Act ivation
RSFs are activated at the direction of the Local Disaster Recovery Manager (LDRM) and the Recovery Office. Upon
notification to the coordinating agency(ies) that the RSF has been activated, the coordinating agency(ies) will
determine which supporting organizations and sub-groups require activation. The need for supporting agencies
and sub-groups is continually evaluated throughout the recovery process.
Coordinating agency(ies) coordinate an initial conference call and/or face-to-face meeting with supporting
organizations as soon as possible. During this initial meeting, RSF partner agencies discuss preliminary information
about disaster impacts and community needs and identify an appropriate operational tempo for the short term.
Intern al Communication and In fo rmati o n Sharing
RSF partner agencies communicate and share information continuously throughout the recovery process. Each
RSF determines the best method(s) for communication and information sharing based on the specific impacts of
the disaster and available resources. The following options can be used by the RSF to share information:
• Regular meetings and/or conference calls
• WebEOC/Knowledge Center
• SharePoint or another on line file-sharing service
• Social Media
Establishing Prioriti es
Priorities come from a variety of sources during disaster recovery, including existing plans and strategies, as well
as policy decisions and directives. While priorities vary based on the specific impacts of a disaster, developing a
list of priorities before a disaster occurs can aid decision-making after a disaster when resources are limited, and
time is of the essence .
Countywide RSF priorities are established based on the following considerations:
~SF 2. Econorrnc Recovery 5
• Focus on reducing unemployment and assisting those that cannot recover on their own
• Identify any critical dates affecting business or tourism that drive the completion of key recovery projects
(e.g., Memorial Day weekend)
• Identify and coordinate with the top employers in the community (e.g., healthcare, tourism/hospitality,
manufacturing)
• Identify and coordinate grant and other funding sources
• Coordinate with non-governmental organizations, as needed
• Coordinate with shipping logistics/supply chain concerns.
• Implement economic revitalization strategies
• Implement workforce development initiatives
Decision Making
Although some priorities are established pre-disaster, decisions will be required after a disaster based on
identified needs in the island community. In the post-disaster environment, decisions to allocate limited resources
are necessary. Additionally, RSF 2 -Economic Recovery considers ways to balance the pressure to accomplish
objectives quickly, with the opportunity to build the County community back in a more resilient way. The process
of decision-making is coordinated with the Local Disaster Recovery Program Manager, Executive Council, and the
Recovery Coordination Committee to ensure a coordinated and responsive collaboration.
Progress Tracking
RSF 2 -Economic Recovery must track progress to monitor how well the County of Kaua'i is recovering from a
disaster. While some objectives may be achieved quickly after a disaster, others progress more slowly.
Examples of information recorded to track progress include:
• Number of businesses reopened and how quickly this occurs
• Number of businesses closed
• Jobs placed
• Customers assisted
• Businesses served
• Funding needs and gaps closed for local businesses
• Average level of business insurance
• Number of commercial bankruptcies
• Unemployment statistics
• Number of residents assisted and types of assistance received
OUTREACH AND ENGAGEMENT
Community engagement is vital to a successful recovery effort. RSF 2 -Economic Recovery engages with public,
private, and nonprofit partners as well as members of the whole community. New groups emerge and existing
groups take on expanded roles to meet community needs during disaster recovery. RSF 2 -Economic Recovery
continually identifies new partners to provide information, subject matter expertise, funding, and other resources
after a disaster to reduce duplication of effort and encourage coordination and cooperation.
The following strategies engage the whole community in the recovery process and keep the community informed:
RSF 2: Economic Recovery 6
• Leverage existing small business community groups
• Establish business recovery centers
• Hold public meetings
• Issue press releases through the Joint Information System (JIS}
• Conduct surveys of the business community and residents
• Canvass door-to-door in business areas
• Two-way communication channels
INFORMATION COLLECTION PLAN
Specific strategies for recovery are developed based on information gathered regarding the effects of the disaster
on the community. The essential elements of the information listed below are critical for RSF 2 -Economic
Recovery to understand the impacts of the disaster on its specific community sector and to best allocate resources.
Obtaining this information quickly after a disaster is a priority.
The following essential elements of information allow the RSF to determine priority actions during recovery:
• Impacts on economic drivers in the community
• Impacts on the local tax base
• Funding availability
• Names and types of businesses closed, and the amount oftime they are expected to be closed
• Methods that recovery partners use to reach impacted businesses and their employees
• Resources available to support businesses
• Information on how all other RSFs will support economic recovery
RESOURCES
Table 3 Resources for Recovery, found below, outlines existing local, regional, state, and federal programs that
may be leveraged for funding, subject matter expertise, or other resources during disaster recovery operations.
This is not an exhaustive list. Some programs listed are specific to disaster recovery, and other programs are
steady-state but are relevant in the post-disaster environment.
Table 3. Resources for Recovery
Program Name Description Responsible Administrator
Disaster Unemployment Assistance for people who are
U.S. Department of Labor
Assistance unemployed due to the disaster
Small Business Administration Low-interest disaster loans Small Business
Disaster Assistance Program Administration
Funding for individuals following a
Individual Assistance (IA) Presidentially declared disaster to FEMA
Program address housing (temporary,
repair, replacement, and
RSr 2· Economic Recovery 7
semi/permanent housing
construction) or other needs
(personal property, etc.).
Grant assistance to support
community recovery from major
Public Assistance (PA) Program
disasters for debris removal, life-
FEMA
saving emergency protective
measures, and restoring public
infrastructure.
Community Development
Assist with long-term
U.S. Housing and Urban
redevelopment initiatives (broad
Block Grants (CDBG)
applicability)
Development (HUD)
Assist with recovering from
Presidentially declared disasters;
CDBG-DR focus on rebuilding affected areas HUD
and providing crucial seed money
to start the recovery process.
Provides grants for programs,
projects, and events that promote
Kaua 'i Economic
Economic Opportunity Grants and nurture sustainable economic
Development Board
development within the County of
Kaua'i.
Provides local funding for
Local Community Resilience
communities to build resilience by
Hawai'i Community
Resources
providing resources for disaster
Foundation preparedness, response, and
recovery.
ANTICIPATED CHALLENGES
Despite comprehensive pre-disaster recovery planning efforts, some challenges are expected during the recovery
process. The Recovery Task Force should consider these challenges early in the disaster recovery process, as well
as strategies to address them. The following challenges are recognized by RSF partners in advance:
• Timing of federal programs and insurance claims
• Transportation
•• • Communications network to gather information from impacted businesses
• Distribution of information to impacted businesses
• Limited access and capacity to cell and broadband coverage
-
RSF 2. l::.conomic Recovery S
• Management of misinformation and disinformation is detrimental to recovery
• Coordination among stakeholders and other RSFs
• Mental and physical health challenges
REVISION PROTOCOL
The Kaua'i County Office of Economic Development and the Kaua'i County Office of the Mayor facilitate updates
to this annex on an annual basis, concurrent with updates to the Kaua'i Pre-Disaster Recovery Framework.
Participating agencies and private and public partners continue to maintain their respective plans, policies, or
procedures . Additionally, this annex may be updated in response to specific findings from exercises and drills, or
real-world activation of the RSF.
RSF OPERATIONAL TOOLS
RSF-2 Coordination Meeting Agenda
Once RSF-2 has been activated, the Coordinating Agencies will convene virtual or in-person meetings to discuss
the aspects of recovery operations relevant to the objectives and goals outlined in this RSF.
The Coordinating Agencies (or designated Supporting Agency(ies]) will be responsible for distributing and
completing the following agenda for each Coordination Meeting that takes place throughout the short-and long-
term recovery operations.
Pre-Scripted Messaging Templates
Each RSF will be provided with pre-scripted messaging templates . These templates will be modified and
disseminated by the Coordinating Agency. The messaging templates are intended to facilitate regular and concise
communication with Supporting Agencies. There are four templates included, which will accomplish the following:
• Notifying Supporting Agencies to standby for recovery operations;
• Activating Supporting Agencies for recovery operations;
• Notifying Supporting Agencies of recovery meetings or conference calls; and
• Explaining the process and deadlines for submitting public information release requests to RSF-1.
Execution Checklist
The Execution Checklist is intended to serve as a reference for the RSF-2 Coordinating Agencies by listing specific
action items that need to be accomplished during recovery operations. The Coordinating Agency may delegate
responsibility for completing these tasks to Support i ng Agencies , as appropriate.
RSF 2. Econorrnc Recovery 9
ATTACHMENT 1: RSF-2 COORDINATION MEETING AGENDA
RECOVERY COORDINATION MEETING AGENDA
County of Kaua'i
Date: ______ _
Time: ______ _
1. Introductions and Roll Call
Coordinating Agency
Supporting Agencies
Location or Call-in #: _________ _
Name: _______ _
(The Kaua'i County Office of Economic Development)
Name: --------
(The Kaua'i County Office of the Mayor)
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency:---------,--------
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
RSF 2: Economic Recovery I 0
2. Event Details
-II ,~,~ • • f •• ,,,1 • .:..._,
Are there any requests for information, updates, or
recommendations from the local disaster recovery
manager (LDRM)?
• Which Recovery Support Function (RSF) is
responsible for completing the action?
Which of the activated RSFs, if any, would benefit from
RSF-2 operational knowledge?
• Consider Health and Social Services (RSF-3),
Housing (RSF-4), Infrastructure Systems (RSF-
5), Natural and Cultural Resources, Historic
Preservation (RSF-6)
What are the current challenges associated with the
event? Consider:
• Resource shortages
• Unmet needs
• Lack of infrastructure/ supporting systems
• Logistical requirements
• Lack of information
Identify existing resource requests within
RSF-2 (submitted by Coordinating Agencies of RSFs 1-
6).
How should the resource requests identified above be
prioritized?
• Ensure resource requests align with pre-
established recovery priorities.
• Refer to the relevant vision and goals
described in the Pre-Disaster Recovery
Framework.
What are the RSF's primary objectives at this time?
• Who is responsible for accomplishing these
tasks?
What aspects of recovery operations need to be
communicated to the public?
• Coordinating Agencies: review and approve
public information requests.
• Deadlines for future requests?
Note: Messaging may be jurisdiction-dependent.
What needs to be communicated to the LDRM at this
time?
RSF 2: Economic Recovery t I
4. Next Conference Call/ Adjourn
Date: Location or Call-in#: __________ _
Time: ---------
RSF 2: Economic Recovery 12
ATTACHMENT 2: PRE-SCRIPTED MESSAGING TEMPLATES
Notification to Supporting Agencies: Standby
To be sent by: RSF-2 Coordinating Agencies
Economic Recovery (RSF-2) Supporting Agencies,
You are receiving this email because the County of Kaua'i [HAS EXPERIENCED/IS EXPECTED TO EXPERIENCE] a
disaster severe enough to warrant the activation of the county's Pre-Disaster Recovery Framework (PDRF).
At this time, no action is required on your part. However, if the PDRF is activated, your Recovery Support Function
(RSF) may be activated as well. During recovery operations, you will be expected to coordinate with agencies and
organizations within your RSF to accomplish recovery objectives. Some of these objectives are already outlined in
the PDRF while others will be communicated or decided at the time of the incident.
Your general responsibilities as a Supporting Agency include:
• Participating in RSF-specific and Core Planning Team (all stakeholders) meetings or conference calls.
• Reporting on the progress of recovery planning and achievement of objectives .
• Providing advocacy for key recovery programs.
• Providing high-level subject matter expertise during planning processes.
• Conducting damage and needs assessments and reporting the results to the Coordinating Agency.
• Sharing information about programs, funding, and projects to support countywide recovery according to
the goals and visions.outlined in the PDRF.
The County of Kaua'i Emergency Management Agency will continue to monitor the event. If the PDRF is activated,
you will receive additional correspondence with further instructions. If you have any follow-up questions, you may
contact [INSERT CONTACT INFO].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-2
RSI 2 Econorrnc Recovery 13
Notification to Supporting Agen cies: RSF -2 Acti vate d
To be sent by: RSF-2 Coordinating Agency
Economic Recovery (RSF-2) Supporting Agencies,
At this time, the PDRF has been activated. The local disaster recovery manager (LDRM) has subsequently activated
RSF-2 to support and coordinate recovery operations.
Due to the severity of :[INSERT EVENT NAME), we will be convening a Coordination Meeting to identify unmet
needs, resource shortages, and priorities for recovery. Your role in this process is critical for obtaining clarity
about the severity of the disaster and efficiently recovering from [INSERT EVENT NAME].
Please plan to attend the Coordination Meeting, which will be held from :(INSERT TIME] on .[INSERT DATE]. You
can join the conference call by dialing [INSERT PHONE NUMBER).
If you require additional assistance, please contact ;(INSERT NAME AND CONTACT INFORMATION].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-2
Notificati o n to Supporting Agencies : Follow-up Coordination Meeting
To be Sent by: RSF-2 Coordinating Agency
Economic Recovery (RSF-2) Supporting Agencies,
We will be convening a Coordination [CALL/MEETING] to identify unmet needs, resource shortages, and priorities
for recovery. Your role in this process is critical for balancing resource requirements, managing public
expectations, and efficiently recovering from '[INSERT EVENT NAME].
Please plan to attend the Coordination [CALL/ME_l:TING], which will be held from ;[INSERT TIME) on [INSERT DATE].
[IF CONVENING MEETING: The meeting will be held at: INSERT ADDRESS, ROOM NO.]. [IF CONVENING
CONFERENCE CALL: You can join the conference call/meeting by dialing: INSERT PHONE NUMBER].
If you require additional assistance, please contact i[INSERT NAME AND CONTACT INFORMATION].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-2
---
RSF 2: Economic Recovery 14
Notification to Supporting Agencies : Public Information Release Process
To be sent by: RSF-2 Coordinating Agency
Economic Recovery (RSF-2) Supporting Agencies,
To ensure public information releases related to RSF-2 operations are unified, accurate, and trustworthy, the
following process for submitting public information release requests will be followed:
1. Requests for public information releases will be submitted first to your RSF's Coordinating Agencies. The
Coordinating Agencies will review and approve these requests, as well as assign priority, if necessary .
Requests should include the following information:
a. Name of requesting agency/organization.
b. Intended audience (e.g., entire county, municipalities, government employees).
c . Priority level (i.e., low, medium, high}.
d. Desired method of sharing (e.g., county website, news broadcast, social media post).
e. Content of message (including deadlines, locations, contact information, websites, etc.).
2 . The Coordinating Agencies will submit the approved requests to RSF-1, who will determine a strategy for
releasing the information and coordinate with the appropriate jurisdictions' public information officer(s)
to release the message.
To have your public information release request approved, please submit all requests to [INSERT CONTACT
INFORMATION FOR COORDINATING AGENCY] no later than [INSERT DEADLINE]. After reviewing the request, we
will forward it to RSF-1 for review and approval. The message will be delivered according to the established press
release schedule: [INSERT INFORMATION FROM RSF-1 ABOUT SCHEDULE].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-2
RSF 2: Econorrnc Recov2ry 15
ATTACHMENT 3: EXECUTION CHECKLIST
The following checklists are intended to serve as a reference for the RSF-2 Coordinating Agency. However, the
Coordinating Agency may delegate responsibility for completing these tasks to Supporting Agencies as
appropriate.
Preparedness Actions (Ongoing)
tiJ Identify and establish agreements with recovery contractors. Contractors may be needed to support
economic recovery. Coordinate across RSFs to properly procure (through a full, fair, and open
competitive process) stand-by contracts with disaster recovery contractors, if needed.
~ Promote private sector resilience:
o Identify key private companies, insurers, and lenders.
o Encourage businesses to develop partnership assistance networks.
o Promote private sector resiliency and continuity through education and outreach.
o Encourage the development of business continuity of operations plans .
o Encourage resource coordination planning among private companies .
o Educate county businesses on insurance benefits and limitations.
tiJ Assume ownership of RSF-2 roles and responsibilities. Actively participate in recovery planning events
year-round.
~ Leverage existing communication networks, events, and publications to improve communication of
private sector preparedness and recovery techniques.
Activation Actions .......
tiJ Notify RSF-2 Supporting Agencies about activation using the pre-scripted messaging templates in the
RSF-2 Appendix.
® Initiate the RSF-2 Coordination Meeting.
® Moderate discussion and recording notes and action items described during the Coordination Meeting.
~ Ensure pre-determined recovery objectives have been identified and communicated to local
businesses.
Operational Actions
00 Moderate discussion and record notes and action items described during the Coordination Meetings.
00 Assign responsibility for collecting and communicating information about pre-and post-disaster
funding sources to local businesses.
® Support the inclusion of employment resources in Disaster Recovery Centers (DRC) and Business
Recovery Centers. Determine whether these facilities can be co-located and make a recommendation
to RSF-1, if necessary.
tiJ Support the establishment of Business Recovery Centers. The objective of these centers is to provide a
"one-stop shop" for businesses impacted by disasters to address issues and access resources, including
information regarding insurance, relocation, financing, permitting, and any other issues or unmet
needs.
------------
RSI 2. rconomic Recovery 16
-
--~ ---
Operational Actions -------
ti] Work with major area employers and any employers new to the county post-disaster to promote the
hiring of County residents. Develop a strategy for promoting the concept and collaborate with RSF-1
and the public information officer to release the information.
ti] In collaboration with RSF-5, identify opportunities to upgrade information technology or telecom
infrastructure. Conduct outreach to private companies to provide information on upgrading
telecommunications infrastructure as part of their business recovery .
ti] Survey businesses directly or otherwise impacted by the disaster to assess likely relocations by
individual firms or economic sectors and develop strategies to mitigate these events. Work closely with
major area companies and employers to meet their post-disaster needs and to provide incentives,
where appropriate, to keep them in the county.
@ Identify essential businesses that should receive priority for re-entry if they lack access. Coordinate with
the Kaua'i Emergency Management Agency to ensure these businesses have critical worker re-entry
permits. Report updates to RSF-1.
@ Provide input to RSF-1 regarding the disaster-specific strategic plan for recovery and redevelopment
operations. RSF-1 will be responsible for developing the plan, but RSF-2 will provide subject matter
expertise and insight.
@ Reach out to RSF-1 to establish a process for reporting progress on recovery and operations.
@ Assign responsibility for RSF-2 operational objectives, as appropriate.
ti] Notify RSF-2 of Coordination Meetings, using pre-scripted messaging templates as many times as
necessary .
ti] Communicate deadlines and send reminders about requests for public information release requests to
Supporting Agencies using pre-scripted communications. Send the reminders as many times as
necessary to ensure the protocol is upheld.
Demobilization Actions
-
@ Obtain approval from the LDRM to demobilize the RSF.
@ Participate in after-action reporting. Provide feedback to support future revisions to the PDRF.
@ Collect and store all completed forms and consult with the County of Kaua'i Emergency Management
Agency for appropriate storage location, if appropriate.
RSF 2. Fconom,c f~ecovery 17
I
RSF 3: HEALTH AND SOCIAL SERVICES
This Recovery Support Function (RSF) Annex supplements the County of Kaua'i Pre-Disaster Recovery Framework
by providing additional context for coordinating and supporting agencies identified as part of RSF 3 -Health and
Social Services
INTRODUCTION
This section provides a description of RSF 3-Health and Social Services, outlines the mission and guiding principles
of the RSF, and identifies linkages to the response phase of a disaster.
Description
As defined in the County of Kaua'i Pre-Disaster Recovery Framework, RSF 3 -Health and Social focuses on the
services necessary to support a healthy community
This function oversees but is not limited to the assessment of medical/health needs, health surveillance, medical
care personnel, medical/health equipment, and supplies, food safety and security, all-hazard public health and
medical consultation, technical assistance and support, behavior health care, public health and medical
information, vector control, potable water, wastewater and solid waste management, mass fatality management,
veterinary, coroner/medical examiner, and education.
Recovery Responsibilities
1. Serving as the primary point of communication and coordination among public, private, and nonprofit
organizations that support Kaua'i County's health and social services.
2. Managing communications and information among social service providers and RSF partners, such as
situational awareness.
3. Communicating clear, accessible recovery information regarding access to social services to the whole
community.
4. Conducting assessments of a disaster's impact on public health and local healthcare delivery systems.
5. Establishing criteria for prioritizing restoration of individual healthcare facilities based on conditions and
anticipated community needs following a disaster.
6. Monitoring ongoing public health activities, including epidemiologic surveillance.
7. Promoting self-sufficiency in health and social services to impacted individuals and communities.
Operational Areas:
• Environmental health and stability
• Food and nutrition
• Social services
• Disaster case management
• Crisis counseling
• Behavioral & Mental health
• Schools and education
• Primary healthcare
• Specialty healthcare (physical therapy, mental healthcare, cancer treatment, surgery)
-----
RSF 3: Health and Social Services I
Miss io n and Guiding Principles
Mission: Assist recovery efforts to restore and improve public health, education, and social service networks while
promoting the resilience, physical and behavioral health, independence, and well-being of individuals and
communities affected by disasters and health emergencies.
RSF 3 -Health and Social Services is guided by the following principles:
• Prioritize recovery efforts to meet the needs of vulnerable populations
• Strengthen the healthcare system with a focus on universal access
• Strengthen the system of care for mental health with a focus on access
• Engage community leaders to communicate directly with vulnerable populations to ensure recovery
operations meet their needs
• Prioritize needs on mental and behavioral health care
• Prioritize mental health needs and provide meals for students and their families
• Restore schools, both public and private, is critical to any recovery effort
• Support restoration of internet and broadband connectivity for virtual learning
• Support regional information centers across the island to get unique devices set up to get access to
students
• As needed , provide learning devices to students to support their virtual learning capabilities
Response Linkag es
Localized emergencies include incidents that require an ongoin& ,coordinated effort across emergency support
functions during the response phase and then transition into recovery support functions for the recovery efforts.
The transition from response to recovery begins once the localized emergency is declared under control, or any
immediate threat to life safety has been addressed and extends until enhanced coordination is no longer needed .
The following emergency support functions (ESFs) will potentially have a response linkage i n the transition to
recovery:
• ESF 1 -Transportation
• ESF 6 -Mass Care, Emergency Assistance, Housing and Human Services
• ESF 8 -Public Health & Medical Services
• ESF 11-Agriculture and Natural Resources
• ESF 15 -External Affairs
ROLES AND RESPONSIBILITIES
This section outlines the roles and responsibilities of each coordinating and supporting agency within RSF 3 -
Health and Social Services.
Coordinating Ag encies
The Hawai'i State Department of Health and the Hawai'i State Department of Education are identified as the
coordinating agencies for RSF 3 -Health and Social Services and are responsible for coordinating RSF activities at
the community level.
RSe 3: Health and S0C1al Services 2
Supporting Agencies
Several organizations are identified as providing support to RSF 3 -Health and Social Services. Support agencies
bring specific capabilities, expertise, and/or resources to the RSF. Table 1 RSF Agency Areas of Expertise below
outlines the specific area of expertise that each organization brings to the RSF.
Table 1. RSF Agency Areas of Expertise
Organization
Coordinating ~encl es Area of Ex~e rtise
Provides guidance on statewide programs for
Hawai'i State Department of Health health-related services and manages supports
health intervention programs and promotes
healthful living.
Hawai'i State Department of Education Provides guidance on safely restoring school
services and providing meals to students.
Su p porting Co unty Partners Area of Expertise
Provides programs to support the independence
Agency on Elderly Affairs of County residents.
Provides emergency management services and
Kaua'i Emergency Management Agency oversees sheltering operations.
Provides security services that ensure the safety
and security of the county employees and the
public that enter County facilities and attend
Kaua'i Police Department county-sponsored special events. These services
are designed to provide and maintain an efficient,
safe, and orderly work environment.
Provides community support through supporting
Kapa'a Complex Area Office meals for eligible students and restoring school
services.
Provides community support through supporting
Kaua'i Private Schools the learning environment for eligible students
and restoring school services.
Reg iona l, Sta te, a nd Fede ra l Partners Area of Expertise
Hawai'i Department of Health (DOH), Provides support for persons with mental health
Community Mental Health Center Branch needs.
Provides protections for vulnerable members of
Hawai'i Department of Human Services the County's population.
Hawai'i Child Support Enforcement Agency Provides support for vulnerable children.
RSF 3: Health and Social Services 3
Organization
Hawai'i Department of Health (DOH), Kaua'i Provides support for persons with access and
District Health Office functional needs .
Hawai'i Department of Health (DOH), Alcohol Provides prevention, treatment, and recovery
and Drug Abuse Division services for persons with addiction needs
Assists veterans in the County of Kaua'i with
Kaua'i Veterans Center obtaining necessary health and mental health
-services.
Provides community support through supporting
Kaua'i Community College the learning environment for eligible students
and restoring school services.
Provides support for persons with health needs
Ko'olauloa Health Center and services.
Other Pa rtners (Nonprofits, Nongovernmental Area of Expertise
Organizati ons [NGO}, etc.)
I Manages shelters when activated, assists with
American Red Cross childcare needs, and provides support for mental
and behavioral health programs.
Faith-based Organizations Supports food bank operations.
Kaua'i Independent Food Bank Provides food and sustenance services .
Hawai'i State Food Bank Provides food and sustenance services.
Hawai'i Health Systems Corporation (HHSC) Provides health services to all populations
Provides a variety of comprehensive inpatient,
Hawai'i Pacific Health (HPH) (Wilcox Memorial outpatient, and same-day services through all the
Hospital) hospital and outpatient clinics.
Provides medical and healthcare support fo r the
Kaua'i Hospitals residents and visitors to the island.
ORGANIZA TI0N
RSF 3 -Health and Social Services encompasses a vast subject matter area. As such, sub-groups, working groups,
task forces, or other organizational structures are needed within the RSF. These sub-groups are activated
depending on the specific impacts of the disaster and varying community needs. Table 2 RSF Sub-Groups
summarizes examples of potential sub-groups and their purpose (not an exhaustive list). Ad hoc groups may be
needed to fully address community recovery needs.
RSF 3: Health and Social Services 4
Table 2. RSF Sub-Groups
Sub-Group Name Sub-Group Lead Purpose
Coordinate recovery efforts related to
Social/Human Services TBD social and human services programs that
support the residents of the island.
Health/Medical/Mental/Behavioral
Coordinate recovery efforts related to
TBD public health, healthcare services, and
Services
mental and behavioral health services.
Housing TBD Coordinate with RSF 4 Housing on
housing needs.
Coordinate recovery efforts related to the
Food Supply Chain TBD food supply chain that supports the
residents of the island.
Coordinate recovery efforts to education
Education TBD services and programs for all schools
across the island.
CONCEPT OF OPERATIONS
This section outlines the process for activating the RSF and any sub-groups and identifies how the RSF
communicates and shares information, establishes priorities, makes decisions, and tracks progress during
recovery operations.
Activation
RSFs are activated at the direction of the Local Disaster Recovery Manager (LDRM) and the Recovery Office. Upon
notification to the coordinating agency(ies) that the RSF has been activated, the coordinating agencies will
determine which supporting organizations and sub-groups require activation. The need for supporting agencies
and sub-groups is continually evaluated throughout the recovery process.
Coordinating agency(ies) coordinate an initial conference call and/or face-to-face meeting with supporting
organizations as soon as possible. During this initial meeting, RSF partner agencies discuss preliminary information
about disaster impacts and community needs and identify an appropriate operational tempo for the short term.
Internal Communication and Information Sharing
RSF partner agencies communicate and share information continuously throughout the recovery process. Each
RSF determines the best method(s) for communication and information sharing based on the specific impacts of
the disaster and available resources. The following options can be used by the RSF to share information:
• Regular meetings and/or conference calls
• Crisis Management Software
• SharePoint or another online file-sharing service
RSF 3: Health and Social Services 5
• Google Docs
Establishing Priorities
Priorities come from a variety of sources during disaster recovery, including existing plans and strategies, as well
as policy decisions and directives. While priorities vary based on the specific impacts of a disaster, developing a
list of priorities before a disaster occurs can aid decision-making after a disaster when resources are limited, and
time is of the essence.
Countywide RSF priorities are established based on the following considerations:
• Obtain food/shelter
• Obtain staff to process applications
• Meet the needs of those with disabilities, requiring life support, or critical medications
• Help those with the greatest need
• Identify the most important items needed to preserve life (e.g. housing, structure, food, water,
medications, and durable medical equipment)
• Ensure rebuilding meets the requirements of the current building codes in effect as well as ensure
rebuilding meets the needs of accessibility for those with access and functional needs
• Ensure resources are available for responder vaccines
• Preserve responder mental health (psychological first aid, critical incident stress management, and long-
term support)
• Monitor the safety and security of health facilities
• Reach the socially isolated individuals
• Meet the needs of the homeless population
• Identify alternate locations for schools
• Provide a lunch program for remote learners after a disaster
Decision Making
Although some priorities are established pre-disaster, decisions will be required after a disaster based on
identified needs in the County of Kaua'i community. In the post-disaster environment, decisions to allocate limited
resources are necessary. Additionally, RSF 3 -Health and Social Services considers ways to balance the pressure
to accomplish objectives quickly, with the opportunity to build the community back in a more resilient way. The
process of decision-making is coordinated with the Local Disaster Recovery Program Manager, Executive Council,
and the Recovery Coordination Committee to ensure a coordinated and responsive collaboration.
Progress Tracking
RSF 3 -Health and Social Services must track progress to monitor how well the County is recovering from a
disaster. While some objectives may be achieved quickly after a disaster, others progress more slowly.
Examples of information recorded to track progress include:
• Data collected for intakes and applications processed
• Information from each RSF group provided to Kaua'i Emergency Management Agency as a repository
of all data
• Status of clients served
• Project Management Metrics
• Syndromic surveillance data
RSF 3: Health and Social Services 6
• Number of uninsured population
• School attendance records
OUTREACH AND ENGAGEMENT
Community engagement is vital to a successful recovery effort. RSF 3-Health and Social Services engages with
public, private, and nonprofit partners as well as members of the whole community. New groups emerge and
existing groups take on expanded roles to meet community needs during disaster recovery. RSF 3 -Health and
Social Services continually identifies new partners to provide information, subject matter expertise, funding, and
other resources after a disaster to reduce duplication of effort and encourage coordination and cooperation.
The following strategies engage the whole community in the recovery process and keep the community informed:
• Community forums
• Checklists
• Websites and social media
• TV/radio
• Signs
• Newspapers
• Workshops
• Outreach campaigns
• Direct interaction with individuc:ils, with disabilities or access and functional needs
• Direct interaction canvasing in residential areas
• Two-way communication channels
• Translated outreach to English as a second language or non-English speakers
• Outreach to populations who do not use social media or technology
• Media outlets that serve culturally or linguistically specialized groups (e.g., Marshallese Society)
• Working with faith-based organizations
• Hold public meetings
• Issue press releases through the Joint Information System (JIS)
• Use of existing advisory groups to ensure written information is received for access and functional
needs populations (hearing and sight impaired)
INFORMATION COLLECTION PLAN
Specific strategies for recovery are developed based on information gathered regarding the effects of the disaster
on the community. The essential elements of the information listed below are critical for RSF 3 -Health and Social
Services to understand the impacts of the disaster on its specific community sector and to best allocate resources.
Obtaining this information quickly after a disaster is a priority.
The following essential elements of information allow the RSF to determine priority actions during recovery:
• Areas impacted/geographic extent
• Climate Adaptation Plan vulnerability assessment for vulnerable populations
RSF 3: Health and Social Services 7
• Number of individuals with special health needs, especially those who are power-dependent
• Estimates of how many residents are impacted
• Shelter/food/protection needs
• Impacted infrastructure facilities and systems
• Electronic Clinical laboratory Reporting System (ECLRS)
• Impacted residents with known disabilities or access and functional needs
• Availability of medications and medical interventions
• Estimated and reported casualties
• Which businesses are closed and how are those employees impacted?
• Is additional labor needed? If so, where?
• Protection measures for accessing patient health information outside of electronic systems (e.g.
paper reporting)
• Agencies available to provide services/equipment
• Mental health surveillance updates (both weekly and monthly)
• Mental health status and impact
• Rapid needs assessment
• Primary languages among those impacted
• Regulatory waivers
RESOURCES
Table 3 Resources for Recovery, found below, outlines existing local, regional, state, and federal programs that
may be leveraged for funding, subject matter expertise, or other resources during disaster recovery operations.
This is not an exhaustive list . Some programs listed are specific to disaster recovery, and other programs are
steady-state but are relevant in the post-disaster environment.
Table 3. Resources for Recovery
Program Name Description Responsible Administrator
Disaster Supplemental Food assistance for low-income US Department of Nutrition Assistance Program households with food loss as a
(D-SNAP) result of a disaster. Agriculture
Community Development Assist with long-term
U.S. Housing and Urban redevelopment initiatives (broad Block Grants (CDBG) applicability) Development (HUD)
Funding for individuals following a
Presidentially declared disaster to
Individual Assistance (IA) address housing (temporary,
repair, replacement, and FEMA Program semi/permanent housing
construction) or other needs
(personal property, etc.).
RSF 3. Health and Social Services 8
Existing waivers through the Review of current waivers being Hawai'i Department of
Department of Social Services provided through the local DSS Health (DOH} office
Review of current funding
Grassroots and Faith-Based availability through local
Organizations grassroots programs as well as
faith-based groups
ANTICIPATED CHALLENGES
Despite comprehensive pre-disaster recovery planning efforts, some challenges are expected during the recovery
process. The Recovery Task Force should consider these challenges early in the disaster recovery process, as well
as strategies to address them. The following challenges are recognized by RSF partners in advance:
• Availability of staff to carry out RSF missions
• Available resources and finances
• Transportation
• Impacts on parents with school-age children
• Distribution of information
• Ability to receive assets and staffing
• Regulatory restrictions
• Childcare availability
• Special needs and geriatric populations
• Partners can be challenged to work together
• Engaging those without internet/social media
• Engagement with diverse communities
• Misinformation or disinformation
• Healthcare, physical, and mental health care for the incarcerated population
• Interpreters who can assist various communities with limited English proficiency
REVISION PROTOCOL
The Hawai'i State Department of Health and the Hawai'i Behavioral Health Services Administration, serving as the
coordinating RSF agencies, facilitate updates to this annex on an annual basis, concurrent with updates to the
County of Kaua'i Pre-Disaster Recovery Framework. Participating agencies and private and public partners
continue to maintain their respective plans, policies, or procedures. Additionally, this annex may be updated in
response to specific findings from exercises and drills, or real-world activation of the RSF.
RSF OPERATIONA L TOOLS
RSF-3 Coordination Meeting Agenda
Once RSF-3 has been activated, the Coordinating Agencies will convene virtual or in-person meetings to discuss
the aspects of recovery operations relevant to the objectives and goals outlined in this RSF.
RSF 3: Health and Social Services 9
The Coordinating Agencies (or designated Supporting Agency[ies]) will be responsible for distributing and
completing the following agenda for each Coordination Meeting that takes place throughout long-term recovery
operations. Once completed, copies of this agenda will be provided to the County of Kaua'i Emergency
Management Agency for record-keeping.
Pre-Scripted Messaging Templates
Each RSF will be provided with pre-scripted messaging templates. These templates will be modified and
disseminated by the Coordinating Agencies. The messaging templates are intended to facilitate regular and
concise communication with Supporting Agencies. There are four templates included, which will accomplish the
following:
• Notifying Supporting Agencies to standby for recovery operations;
• Activating Supporting Agencies for recovery operations;
• Notifying Supporting Agencies of recovery meetings or conference calls; and
• Explaining the process and deadlines for submitting public information release requests to RSF-1.
Execution Checklist
The Execution Checklist is intended to serve as a reference for the RSF-3 Coordinating Agencies by listing specific
action items that need to be accomplished during recovery and redevelopment operations. The Coordinating
Agencies may delegate responsibility for completing these tasks to Supporting Agencies, as appropriate.
RSF 3 Health and Social Services I 0
ATT ACHMENT 1: RSF-3 COORDINATION MEETING AGENDA
RECOVERY COORDINATION MEETING AGENDA
County of Kaua'i
Date: ______ _
Time: ______ _
1. Introductions and Roll Call
Coordinating Agency
Supporting Agencies
Location or Call-in #: _________ _
Name: _______ _
(Hawai'i State Department of Health and the Hawai'i
Name: --------
(Haw a i' i Department of Education)
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency:
RSF 3: Health and Social Services l 1
2. Event Details
Are there any requests for information, updates, or
recommendations from the local disaster recovery
manager (LDRM)?
• Which Recovery Support Function (RSF) is
responsible for completing the action?
Which of the activated RSFs, if any, would benefit from
RSF-3 operational knowledge?
What are the current challenges associated with the
event? Consider:
• Resource shortages
• Unmet needs
• Lack of infrastructure/ supporting systems
• Logistical requirements
• Lack of information
Identify existing resource requests within RSF-3
(submitted by Coordinating Agencies of RSFs 1-6).
How should the resource requests identified above
be prioritized?
• Ensure resource requests align with pre-
established recovery priorities.
• Refer to the relevant vision and goals
described in the PDRF.
What are the RSF's primary objectives at this time?
• Who is responsible for accomplishing these
tasks?
What aspects of recovery operations need to be
communicated to the public?
• Coordinating Agency: review and approve
public information requests.
• Deadlines for future requests?
Note: Messaging may be jurisdiction-dependent.
What needs to be communicated to the LDRM at this
time?
RSF 3. Health and Social Services 12
4. Next Conference Call/ Adjourn
Date: _______ _ Location or Call-in#: __________ _
Time: --------
RSF 3: Health and Social Services 1.3
ATTACHMENT 2: PRE-SCRIPTED MESSAGING TEMPLATES
Notification to Supporting Agencies: Standby
To be sent by: RSF-3 Coordinating Agency
Health and Social Services (RSF-3) Supporting Agencies,
You are receiving this email because the County of Kaua'i .[HAS EXPERIENCED/IS EXPECTED TO EXPERIENCE] a
disaster severe enough to warrant the activation of the county's PDRF.
At this time, no action is required on your part. However, if the PDRF is activated, your Recovery Support Function
(RSF) may be activated as well. During recovery operations, you will be expected to coordinate with agencies and
organizations within your RSF to accomplish recovery objectives. Some of these objectives are already outlined in
the PDRF while others will be communicated or decided at the time of the incident.
Your general responsibilities as a Supporting Agency include:
• Participating in RSF-specific and Core Planning Team (all stakeholders) meetings or conference calls .
• Reporting on the progress of recovery planning and achievement of objectives.
• Providing advocacy for key recovery programs.
• Providing high-level subject matter expertise during planning processes .
• Conducting damage and needs assessments and reporting the results to the Coordinating Agencies.
• Sharing information about programs, funding, and projects to support countywide recovery according to
the goals and visions outlined in the PDRF.
The County of Kaua'i Emergency Management Agency will continue to monitor the event. If the PDRF is activated,
you will receive additional correspondence with further instructions. If you have any follow-up questions, you may
contact [INSERT CONTACT INFO].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-3
RSF 3· Health and S0C1al Services 14
Notif ication t o Support ing Agencies: RSF-3 Acti va ted
To be sent by: RSF-3 Coordinating Agency
Health and Social Services (RSF-3) Supporting Agencies,
At this time, the County of Kaua'i PDRF has been activated. The local disaster recovery manager (LDRM) has
subsequently activated RSF-3 to support and coordinate recovery operations.
Due to the severity of :[INSERT EVENT NAME], we will be convening a Coordination Meeting to identify unmet
needs, resource shortages, and priorities for recovery and redevelopment. Your role in this process is critical for
obtaining clarity about the severity of the disaster and efficiently recovering from [INSERT EVENT NAME].
Please plan to attend the Coordination Meeting, which will be held from [INSERT TIME) on ,[INSERT DATE]. You
can join the conference call by dialing [INSERT PHONE NUMBER].
If you require additional assistance, please contact i[INSERT NAME AND CONTACT INFORMATION].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-3
Notifica t io n to Supp orting Agencies : Follow-up Coordination Meeting
To be Sent by: RSF-3 Coordinating Agency
Health and Social Services {RSF-3) Supporting Agencies,
We will be convening a Coordination [CALL/MEETING] to identify unmet needs, resource shortages, and priorities
for recovery. Your role in this process is critical for balancing resource requirements, managing public
expectations, and efficiently recovering from [INSERT EVENT NAME].
Please plan to attend the Coordination [CAI.._L/ryl~~l'I_NG], which will be held from I1NS§_RT TIME] on [INSERT DATE].
---
[IF CONVENING MEETING: The meeting will be held at: INSERT ADDRESS, ROOM NO.]. [IF CONVENING
CONFERENCE CALL: You can join the conference call/meeting by dialing: INSERT PHONE NUMBER].
If you require additional assistance, please contact ;[INSERT NAME AND CONTACT INFORMATION].
Thank you,
IINSERT AGENCY NAME],
Coordinating Agency for RSF-3
RSF 3: Health and Social Services 15
Notification to Supporting Agencies: Public Information Release Process
To be sent by: RSF-3 Coordinating Agency
Health and Social Services (RSF-3) Supporting Agencies,
In order to ensure public information releases related to RSF-3 operations are unified, accurate, and trustworthy,
the following process for submitting public information release requests will be followed:
1. Requests for public information releases will be submitted first to your RSF's Coordinating Agency. The
Coordinating Agency will review and approve these requests, as well as assign priority, if necessary .
Requests should include the following information:
a. Name of requesting agency/organization
b. Intended audience (e .g., entire county, municipalities, government employees)
c . Priority level (i.e., low, medium, high)
d. Desired method of sharing (e.g., county website, news broadcast, social media post)
e. Content of message (including deadlines, locations, contact information, websites, etc.)
2 . The Coordinating Agency will submit the approved requests to RSF-1, which will determine a strategy for
releasing the information and coordinate with the appropriate jurisdictions' public information officer(s)
to release the message.
To have your public information release request approved, please submit all requests to [INSERT CONTACT
INFORMATION FOR COORDINATING AGENCY] no later than (INSERT DEADLINE]. After reviewing the request, we
will forward it to RSF-1 for review and approval. The message will be delivered according to the established press
release schedule: [INSERT INFORMATION FROM RSF-1 ABOUT SCHEDULE].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-3
RSI-3. Hccillh and Social Services 16
ATTACHMENT 3: EXECUTION CHECKLIST
Preparedness Actions {Ongoing)
0 Develop strategies to address recovery issues for health, behavioral health, and social services -
particularly the needs of response and recovery workers, and access and functional needs populations.
0 Collect, store, and protect data concerning the current condition of health and social services
infrastructure.
0 Develop a medical surge logistics plan to accommodate local health departments, hospitals, schools,
and medical facilities capabilities. The plan should include staffing and supply capacity as well as facility
capacity (including triage).
0 Develop and maintain a health and social services resource directory.
Activation Actions
0 Notify RSF-3 Supporting Agencies about activation using the pre-scripted messaging templates in the
RSF-3 Appendix.
0 Initiate the RSF-3 Coordination Meeting.
~ Moderate discussion and recording notes and action items described during the Coordination Meeting.
~ Ensure pre-determined recovery objectives have been identified and communicated to local
businesses.
Operational Actions
0 Moderate discussion and record notes and action items described during the Coordination Meetings.
0 Conduct health and social services damage and needs assessments.
0 Coordinate with RSF-1 to provide services at Disaster Recovery Centers so survivors can apply for
various types of social and human services, including access and functional needs assistance; case
management; crisis counseling; family recovery assistance; child care services; and nutrition.
0 Coordinate family and pet reunification and identification of minors requiring legal guardianship.
0 Monitor and prevent the emergence of public health conditions, diseases, or illnesses by protecting the
safety of water and food sources.
0 Facilitate and assist with damage and need assessments to determine which resources, if any, are
required to support recovery.
~ Coordinate with Supporting Agencies to establish recovery priorities specific to RSF-3.
~ Manage and adjudicate resource requests within RSF-3 to support short -and long-term recovery.
~ Coordinate with public health agencies to monitor and research latent health issues and protect public
health and safety, to the extent possible.
0 Provide input to RSF-1 regarding the disaster-specific strategic plan for recovery operations. RSF-1 will
be responsible for developing the plan, but RSF-3 will provide subject matter expertise and insight.
0 Reach out to RSF-1 to establish a process for reporting progress on recovery operations.
~ Assign responsibility for RSF-3 operational objectives, as appropriate.
~ Notify RSF-3 of Coordination Meetings using pre-scripted messaging templates as many times as
necessary.
RSF 3: Health and Social Services 17
til Communicate deadlines and send reminders about requests for public information release requests to
Supporting Agencies using pre-scripted communications. Send the reminders as many times as
necessary to ensure the protocol is upheld.
Demobilization Actions
---
til Obtain approval from the LDRM to demobilize the RSF.
til Participate in after-action reporting. Provide feedback to support future revisions to the PDRF.
til Collect and store all completed forms and consult with the County of Kaua'i Emergency Management
Agency for appropriate storage location if appropriate.
--
RSF 3. Health and Social SeN1ces IS
RSF 4: HOUSING
This Recovery Support Function (RSF) Annex supplements the Kaua'i Pre-Disaster Recovery Framework (PDRF) by
providing additional context for coordinating and supporting agencies identified as part of RSF 4 -Housing.
INTRODUCTION
This section describes RSF 4-Housing outlines the mission and guiding principles of the RSF and identifies linkages
to the response phase of a disaster.
Description
The Housing RSF facilitates access to housing assistance and both interim and permanent housing solutions, by
drawing on housing resources including the public and private sectors, as well as design construction, labor,
materials, logistics, inspections, and financing. Decisions about the locations, types, and intended duration of
housing solutions will impact access to jobs, infrastructure requirements, human services, and long-term land use
planning, therefore coordination of housing strategies with other RSFs is vital to reaching recovery goals.
As defined in the Kaua'i Pre-Disaster Recovery Framework, RSF 4 -Housing supports and empowers impacted
communities to recover effectively, makes recommendations, and takes advantage of post-disaster opportunities.
Specific responsibilities include developing a community engagement plan, leveraging whole community
resources, and supporting countywide priorities.
Recovery Responsibilities
• Conduct thorough and systematic assessments of the housing damage in the County, categorizing them
based on the level of damage and immediate needs.
• Establish emergency shelters and temporary housing solutions for residents displaced by the disaster,
ensuring they have a safe and secure place to stay.
• Advocating for and implementing building designs and materials that are more resistant to disasters,
ensuring future resilience in housing structures.
• Facilitate the process of rebuilding homes that were destroyed and repairing those that sustained partial
damage, ensuring compliance with safety and environmental standards in coordination with RSF 1
Community Planning, Permitting, and Land Use. For example, this would include following RAIN 18,
Emergency Ordinance 1035 to allow for emergency repairs and expedited permitting processes with
certain fee waivers.
• Rebuilding of structures would need to comply with current building code requirements.
• Siting buildings in locations that are more resistant to disasters.
• Collaborate with local, state, and federal agencies to pool resources, manpower, and funding required for
housing recovery efforts.
• Support efforts to engage affected residents in the decision-making process, regarding housing recovery,
ensuring their needs and preferences are taken into consideration.
• Work with RSF 1 Community Planning, Permitting, and Land Use to support efforts to evaluate and, if
necessary, adjust land use policies and zoning regulations to guide the rebuilding process and mitigate
future risks.
------
RSF 4: Housing I
• Work with RSF 5 Infrastructure to ensure that reconstructed housing integrates well with restored or new
infrastructure, such as roads, water supply, and utilities.
Operations Areas
• Housing recovery planning including inventory analysis.
• Rebuilding and mitigation strategies
• Housing development:
o Housing developers
o Affordable housing developers -80% below area median income (AMI)
o Permanent and supportive housing
Mission and Guiding Principles
Mission: Address pre-and post-disaster housing issues and coordinate and facilitate the delivery of resources and
activities to assist in the rehabilitation and reconstruction of destroyed and damaged housing, whenever feasible,
and redevelopment of new accessible, permanent housing options.
RSF 4 -Housing is guided by the following principles:
• Ensure long-term planning is considered for all future housing
• Align with the priorities of the PDRF
• Keep communities intact to the extent possible
• Monitor the homeless population
• Protect homeowner and renter rights
• Protect family and multi-unit dwellings
• Prioritize affordable housing throughout recovery efforts
• Update building codes as needed to increase resilience to future disasters
Response Linkages
Localized emergencies include incidents that require an ongoing coordinated effort across emergency support
functions during the response phase and then transition into recovery support functions for the recovery efforts.
The transition from response to recovery begins once the localized emergency is declared under control, or any
immediate threat to life safety has been addressed and extends until enhanced coordination is no longer needed.
RSF 4 will need to coordinate with the following ESFs during the transition to the recovery phase to ensure a
successful transition:
• ESF 1-Transportation
• ESF 2 -Communications
• ESF 3 Public Works & Engineering
• ESF S -Information and Planning
• ESF 6 -Mass Care, Emergency Assistance, Housing and Human Services
• ESF 7 -Logistics Mgmt. & Resource Support
• ESF 8 -Public Health & Medical Services
• ESF 13 -Public Safety & Security
Rs= ,:1 Hou',ing 2
ROLES AND RESPONSIBILITIES
This section outlines the roles and responsibilities of each coordinating and supporting agency within RSF 4 -
Housing.
Coordinatin g Ag encies
The County of Kaua'i Housing Agency and the County of Kaua'i Planning Department are identified as the lead
agencies for RSF 4 -Housing and are responsible for coordinating RSF activities at the community level.
Supporting Agencies
Several organizations are identified as providing support to RSF 4 -Housing. Support agencies bring specific
capabilities, expertise, and/or resources to the RSF. Table 1 RSF Agency Areas of Expertise below outlines the
specific area of expertise that each organization brings to the RSF.
Table 1. RSF Agency Areas of Expertise
Organization
Coordi nating Agenci es Area of Expertise
Provides opportunities for affordable housing and
County of Kaua'i Housing Agency supports community development as well as
provides homeless support for short and long-
term housing solutions
County of Kaua'i Planning Department Provides housing code enforcement for short and
long-term housing solutions
Su pporting County Partners Area of Expe rtis e
Agency on Elderly Affairs
Assists with identifying vulnerable populations
who may need additional assistance obtaining
appropriate temporary and long-term housing.
KEMA Assists with the transition from shelters to
temporary and long-term housing solutions.
Kaua'i Office of the Mayor Provides policy guidance and support to address
housing needs.
Kaua'i Economic Opportunity, Inc.
Manages long-term recovery efforts including
identifying temporary and long-term housing
solutions.
Kaua'i Transportation Agency
Provides transportation services allowing people
to access housing solutions and provide guidance
for transit-oriented development.
Kaua'i Real Property Tax Provides information on the County's property
tax base.
Public Works Department Provides information on impacted infrastructure
• Wastewater Division and address necessary repairs
RSF 4: Housing 3
Organization
• Engineering Division
Regional , Stat e, and Federal Partners Area of Ex perti se
Hawai'i Department of Education Provides policy and guidance for the operations
of schools in the county.
Hawai'i Department of Human Services
Assist with identifying vulnerable populations
who may need additional assistance obtaining
appropriate temporary and long-term housing.
Federal Emergency Management Agency Provides guidance on recovery operations and
(FEMA) grant programs available for government,
individual, and small business applicants.
Hawaii Emergency Management Agency
Provides support and coordination for recovery
operations and serves as an intermediary
between the County and FEMA.
Kaua'i Veterans Center Assists with identifying temporary and long-term
housing solutions for veterans.
Hawai'i Department of Hawaiian Home Lands Manages Hawaiian Home Lands Trust (HHLT)
(DHHL) lands, water, and related resources, and develops
and delivers lands for award to beneficiaries.
Other Part ners tNo npr oflts, Nongover nmental Are.a of EJcpertlse Organ izat ions [NGOsJ, etc.)
American Red Cross
Provide support for transitional housing solutions
from shelters to temporary and long-term
housing needs.
Faith-Based Organizations Supports food bank operations.
Legal Aid Society of Hawaii
Provide legal aid assistance for low to moderate-
income families for housing affordability and
accessibility
Hawai'i State Food Bank Provides food and sustenance services.
ORGANIZA TI0N
RSF 4 -Housing encompasses a vast subject matter area. As such, sub-groups, working, groups, task forces, or
other organizational structures are needed within the RSF . These sub-groups are activated depending on the
specific impacts of the disaster and varying community needs. Table 2 RSF Sub-Groups summarizes examples of
potential sub-groups and their purpose (not an exhaustive list). Ad hoc groups may be needed to fully address
community recovery needs.
RSF 4: Housing 4
Table 1. RSF Sub-Groups
Sub-Group Name Sub-Group Lead Purpose
Short-Term Housing TBD Identify short-term housing resources for the
community
Long-Term Housing TBD Identify and plan for long-term housing that is
resilient to future disasters
Homeless Populations TBD Identify and plan for short and long-term
Housing housing needs for the homeless
Relocation of Visitors Off-Identify and plan for relocation of visitors off-TBD
Island island
CONCEPT OF OPERATIONS
This section outlines the process for activating the RSF and any sub-groups and identifies how the RSF will
communicate and share information, establish priorities, make decisions, and track progress during recovery
operations.
Activ at ion
RSFs are activated at the direction of the Local Disaster Recovery Manager (LDRM) and the Recovery Office. Upon
notification to the coordinating agency(ies) that the RSF has been activated, the coordinating agency(ies)
determines which supporting organizations to activate. RSF Coordinating Agency(ies) are also responsible for
identifying which sub-groups to activate. The need for supporting agencies and sub-groups is continually
evaluated throughout the recovery process.
Coordinating agency(ies) coordinate an initial conference call and/or face-to-face meeting with supporting
organizations as soon as possible. During this initial meeting, RSF partner agencies discuss preliminary information
about disaster impacts and community needs and identify an appropriate operational tempo for the short term.
Internal Communication and Information Sharing
RSF partner agencies must communicate and share information continuously throughout the recovery process.
Each RSF determines the best method(s) for communication and information sharing based on the specific impacts
of the disaster and available resources. The following options can be used by the RSF to share information:
• Regular meetings and/or conference calls
• Web Based Crisis Management System
• SharePoint or other on line file-sharing service
Establ ishing Pr io riti es
Priorities come from a variety of sources during disaster recovery, including existing plans and strategies, as well
as policy decisions and directives. While priorities may vary based on the specific impacts of a disaster, developing
a list of priorities before a disaster occurs can aid decision-making after a disaster when resources may be limited,
and time is of the essence.
RSF 4: Housing 5
Countywide RSF priorities are established based on the following considerations:
• Coordinate and determine housing inventory and needs
• Prioritize listing of housing to be as barrier-free as possible
• Assist the vulnerable populations
• Identification of any codes or fees that can be modified or waived
• Completion of testing for:
o Lead-based paint
o Asbestos
o Other environmental hazards based on incident
• Identify and assist vulnerable communities (those most vulnerable during and after a disaster)
• Identify neighborhoods where evictions and foreclosures are expected in the upcoming future
• Identify the needs of the homeless population
Decision -Making
Although some priorities can be set pre-disaster, decisions are required after a disaster based on identified needs
in the County. In the post-disaster environment, decisions are made to allocate limited resources. Additionally,
RSF 4-Housing considers ways to balance the pressure to accomplish objectives quickly, with the opportunity to
build the County back in a more resilient way.
Progress Tracking
RSF 4 -Housing must track progress to monitor how well the County of Kaua'i is recovering from a disaster. While
some objectives may be achieved quickly after a disaster, others progress more slowly.
Examples of methods that may be used to track progress include:
• Housing Data
• Site Visits and status of housing needs
• Syndromic surveillance data
• Data on the uninsured population
OUTREACH AND ENGAGEMENT
Community engagement is vital to a successful recovery effort. RSF 4 -Housing works with public, private, and
non-profit partners as well as members of the whole community. New groups emerge and existing groups take
on expanded roles to meet community needs during disaster recovery. RSF 4-Housing continually identifies new
partners to provide information, subject matter expertise, funding, and other resources after a disaster to reduce
duplication of effort and encourage coordination and cooperation.
The following strategies are used to engage the whole community in the recovery process and keep the
community informed :
• Meetings
• Social media (e.g., Facebook)
• Radio
• News
RSF 4: HON Ilg 6
• Community organizations
• Door-to-door direct outreach
• Robocalls (Reverse 911)
• Door-to-door canvassing in residential areas
• Two-way communication channels
• Translated outreach to English as a second language or non-English speakers
• Outreach to populations who do not use social media or technology
• Media outlets that serve culturally or linguistically specialized groups (e.g., Marshallese Society)
• Working with faith-based organizations
INFORMATION COLLECTION PLAN
Specific strategies for recovery are developed based on information gathered regarding the effects ofthe disaster
on the community. The essential elements of information listed below are critical for RSF 4 -Housing to
understand the impacts ofthe disaster on its specific community sector, and to best allocate resources. Obtaining
this information quickly after a disaster should be prioritized.
The following essential elements of information allow the RSF to determine priority actions during recovery:
• Number of units damaged and/or destroyed
• Estimated number of units that are inaccessible and/or are unusable due to lost infrastructure
• Analysis of housing needs and market conditions
• Status of other community lifeline restoration (e.g., utilities, schools, transportation, etc.)
• Socio-economic information about families impacted
• Flood, fire, and erosion vulnerable areas data (floodplains, inundation mapping, etc.)
• Information about existing hazard mitigation buy-out properties-what neighborhoods are vulnerable
and repetitive loss properties as per the National Flood Insurance Program/FEMA
• Information on construction projects that come through the planning office and review of projects
currently happening in the community and map them
• Data/information on the numbers and types of populations coming through major service agencies
(DSS, Dept. of Health, etc.)
• Homeless shelter numbers and changes that are occurring
• Mental health status and impact
• Rapid Needs Assessment
• Primary languages among those impacted
• Climate Adaptation Plan vulnerability assessment for vulnerable populations
• Number of individuals with special health needs, especially those who are power-dependent.
RESOURCES
Table 3 Resources for Recovery below outlines existing local, regional, state, and federal programs that may be
leveraged for funding, subject matter expertise, or other resources during disaster recovery operations. This is not
RSF 4: Housing 7
an exhaustive list. Some programs listed are specific to disaster recovery, and other programs are steady-state
but could be applied in the post-disaster environment.
Table 2. Resources for Recovery
Program Name Description Responsible Administrator
Community Development Assist with long-term U.S. Housing and Urban
Block Grants (CDBG) redevelopment initiatives (broad Development (HUD) applicability)
Funding for individuals following a
Presidentially declared disaster to
Individual Assistance (IA) address housing (temporary,
repair, replacement, and FEMA Program semi/permanent housing
construction) or other needs
(personal property, etc.).
Assist with recovering from
Presidentially declared disasters;
CDBG-DR focus on rebuilding affected areas HUD
and providing crucial seed money
to start the recovery process.
ANTICIPATED CHALLENGES
Despite comprehensive pre-disaster recovery planning efforts, some challenges are still expected during the
recovery process. The Recovery Task Force should consider these challenges early in the disaster recovery process,
as well as strategies to address them. The following challenges are recognized by RSF partners in advance:
• Shortage of affordable housing pre-disaster
• Homeless population, or people who don't live in permanent housing (e.g. RVs)
• Lack of up-to-date housing needs and marketing analysis data
• Ensuring affordable housing is serviced by public transportation (within walking distance for access
and functional needs populations)
• High level of displacement of pre-disaster in addition to the shortage of affordable housing
• Cost-burdened households and affordability (rent vs. food/medicines)
• Regulatory barriers (zoning codes)
• Access to transportation
• Partners can be challenged to work together
• Engaging those without internet/social media
• Engagement with diverse communities
• Misinformation or disinformation
• Health care, physical and mental care for the incarcerated population
• Interpreters who can assist various communities with limited English proficiency
RSF 4: Housing 8
REVISION PROTOCOL
The County of Kaua'i Housing Agency and the County of Kaua'i Planning Department facilitate updates to this
annex on an annual basis, concurrently with updates to the County of Kaua'i Pre-Disaster Recovery Framework.
Participating agencies and private and public partners continue to maintain their respective plans, policies, or
procedures. Additionally, this annex may be updated in response to specific findings from exercises and drills, or
real-world activation of the RSF.
RSF OPERATIONAL TOOLS
RSF-4 Coordination Meeting Agenda
Once RSF-4 has been activated, the Coordinating Agencies will convene virtual or in-person meetings to discuss
the aspects of recovery operations relevant to the objectives and goals outlined in this RSF.
The Coordinating Agencies (or designated Supporting Agency[ies]) will be responsible for distributing and
completing the following agenda for each Coordination Meeting that takes place throughout short and long-term
recovery operations.
Pre-Scripted Messaging Templates
Each RSF will be provided with pre-scripted messaging templates. These templates will be modified and
disseminated by the Coordinating Agency. The messaging templates are intended to facilitate regular and concise
communication with Supporting Agencies. There are four templates included, which will accomplish the following:
• Notifying Supporting Agencies to standby for recovery operations;
• Activating Supporting Agencies for recovery operations;
• Notifying Supporting Agencies of recovery meetings or conference calls; and
• Explaining the process and deadlines for submitting public information release requests to RSF-1.
Execution Checklist
The Execution Checklist is intended to serve as a reference for the RSF-4 Coordinating Agencies by listing specific
action items that need to be accomplished during recovery operations. The Coordinating Agencies may delegate
responsibility for completing these tasks to Supporting Agencies, as appropriate.
RSF 4: Housing 9
ATTACHMENT 1: RSF-4 COORDINATION MEETING AGENDA
RECOVERY COORDINATION MEETING AGENDA
County of Kaua'i
Date: ______ _ Location or Call-in#: _________ _
Time: _______ _
1. Introductions and Roll Call
Name: _______ _
Coordinating Agency (County of Kaua'i Housing Agency)
Name: _______ _
(County of Kaua'i Planning Dept.)
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Supporting Agencies
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
RSF 4: Housing I 0
2. Event Details
,, •• • ,._:,111 • I m;rm
Are there any requests for information, updates, or
recommendations from the local disaster recovery
manager (LDRM)?
• Which Recovery Support Function (RSF) is
responsible for completing the action?
Which of the activated RSFs, if any, would benefit
from RSF-4 operational knowledge?
What are the current challenges associated with the
event? Consider:
• Resource shortages
• Unmet needs
• Lack of infrastructure/ supporting systems
• Logistical requirements
• Lack of information
Identify existing resource requests within
RSF-4 (submitted by Coordinating Agencies of RSFs 1-
6).
How should the resource requests identified above
be prioritized?
• Ensure resource requests align with pre-
established recovery priorities.
• Refer to the relevant vision and goals
described in the PDRF.
What are the RSF's primary objectives at this time?
• Who is responsible for accomplishing these
tasks?
What aspects of recovery operations need to be
communicated to the public?
• Coordinating Agency: review and approve
public information requests.
• Deadlines for future requests?
(Note: Messaging may be jurisdiction -(dependent.)
What needs to be communicated to the LDRM at this
time?
RSF 4: Housing 11
4. Next Conference Call/ Adjourn
Date: Location or Call-in#: __________ _
Time: ---------
RS:= 4. Housing 12
ATTACHMENT 2: PRE-SCRIPTED MESSAGING TEMPLATES
Notification to Supporting Agencies: Standby
To be sent by: RSF-4 Coordinating Agency
Housing (RSF-4) Supporting Agencies,
You are receiving this email because the County of Kaua'i l[HAS EXPERIENCED/IS EXPECTED TO EXPERIENCE] a
disaster severe enough to warrant the activation of the county's PDRF.
At this time, no action is required on your part. However, if the PDRF is activated, your Recovery Support Function
(RSF) may be activated as well. During recovery operations, you will be expected to coordinate with agencies and
organizations within your RSF to accomplish recovery objectives. Some of these objectives are already outlined in
the PDRF while others will be communicated or decided at the time of the incident.
Your general responsibilities as a Supporting Agency include:
• Participating in RSF-specific and Core Planning Team (all stakeholders) meetings or conference calls.
• Reporting on the progress of recovery planning and achievement of objectives.
• Providing advocacy for key recovery programs.
• Providing high-level subject matter expertise during planning processes.
• Conducting damage and needs assessments and reporting the results to the Coordinating Agencies.
• Sharing information about programs, funding, and projects to support countywide recovery according to
the goals and visions outlined in the PDRF.
The County of Kaua'i Emergency Management Agency will continue to monitor the event. If the PDRF is activated,
you will receive additional correspondence with further instructions. If you have any follow-up questions, you may
contact :[INSERT CONTACT INFO].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-4
RSF4:Hou~ng 13
Notification to Supporting Agencies: RSF-4 Activated
To be sent by: RSF-4 Coordinating Agency
Housing (RSF-4) Supporting Agencies,
At this time, the County of Kaua'i PDRF has been activated . The local disaster recovery manager (LDRM) has
subsequently activated RSF-4 to support and coordinate recovery operations.
Due to the severity of [INSERT EVENT NAME], we will be convening a Coordination Meeting to identify unmet
needs, resource shortages, and priorities for recovery. Your role in this process is critical for obtaining clarity
about the severity of the disaster and efficiently recovering from {INSERT EVENT NAME].
Please plan to attend the Coordination Meeting, which will be held from [INSERT TIME) on [INSERT DATE]. You
can join the conference call by dialing [INSERT PHONE NUMBER).
If you require additional assistance, please contact [INSERT NAME AND CONTACT INFORMATION).
Thank you,
[INSERT AGENCY NAME),
Coordinating Agency for RSF-4
Notification to Suppo r t in g Agencies: Follo w -up Coordination Meeting
To be Sent by: RSF-4 Coordinating Agency
Housing (RSF-4) Supporting Agencies,
We will be convening a Coordination [CALL/MEETING] to identify unmet needs, resource shortages, and priorities
for recovery. Your role in this process is critical for balancing resource requirements, managing public
expectations, and efficiently recovering from [INSERT EVENT NAME].
Please plan to attend the Coordination [CALL/MEETING), which will be held from [INSERT TIME) on [INSERT DATE].
[IF CONVENING MEETING: The meeting will be held at: INSERT ADDRESS, ROOM NO.]. [IF CONVENING
CONFERENCE CALL: You can join the conference call/meeting by dialing: INSERT PHONE NUMBER].
If you require additional assistance, please contact [INSERT NAME AND CONTACT INFORMATION].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-4
RSF 4. Housing 14
Notif i cat i on t o Supporti ng Agencies: Public Informati on Re l ease Pr ocess
To be sent by: RSF-4 Coordinating Agency
Housing (RSF-4) Supporting Agencies,
In order to ensure public information releases related to RSF-4 operations are unified, accurate, and trustworthy,
the following process for submitting public information release requests will be followed:
1. Requests for public information releases will be submitted first to your RSF's Coordinating Agency. The
Coordinating Agencies will review and approve these requests, as well as assign priority, if necessary.
Requests should include the following information:
a. Name of requesting agency/organization.
b. Intended audience (e.g., entire county, municipalities, government employees).
c. Priority level (i.e., low, medium, high).
d. Desired method of sharing (e.g., county website, news broadcast, social media post).
e. Content of message (be sure to include deadlines, locations, contact information, websites, etc.).
2. The Coordinating Agencies will submit the approved requests to RSF-1, who will determine a strategy for
releasing the information and coordinate with the appropriate jurisdictions' public information officer(s)
to release the message.
To have your public information release request approved, please submit all requests to [INSERT CO!\ITACT
INFORMATION FOR COORDINATING AGENCY] no later than t1NSERT [?~A_l:)I.INE]. After reviewing the request, we
will forward it to RSF-1 for review and approval. The message will be delivered according to the established press
release schedule: [INSERT INFORMATION FROM RSF-1 ABOUT SCHEDULE].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-4
RSF 4: Housing 15
ATTACHMENT 3: EXECUTION CHECKLIST
Preparedness Actions (Ongoing)
tiJ Coordinate with RSF-1 to provide support, expertise, and recommendations for achieving long-term
modifications to land use, building codes, zoning codes, and post-disaster policies that will facilitate the
expeditious recovery of the County.
tiJ Identify statutory, regulatory, and policy issues that contribute to gaps, inconsistencies, and unmet
needs of housing disaster survivors.
tiJ Develop strategies to address interim housing issues. (Interim housing refers to housing that provides
a "bridge" between short-term sheltering and long-term reconstruction of permanent housing,
allowing residents to resume normal life and economic activity until their homes are rebuilt or
relocated.)
@ Develop a housing plan that includes discussions of temporary and long-term smaller homes (e.g., tiny
houses, repurposed storage containers).
Activation Actions
@ Notify RSF-4 Supporting Agencies about activation using the pre-scripted messaging templates in the
RSF-2 Appendix.
@ Initiate the RSF-4 Coordination Meeting.
tiJ Moderate discussion and recording notes and action items described during the Coordination Meeting.
@ Ensure pre-determined recovery objectives have been identified and communicated to local
businesses.
--
Operational Actions
ti] Moderate discussion and record notes and action items described during the Coordination Meetings.
ti] Determine a strategy for engaging with members of the public to identify, report, and follow up on legal
concerns or abuses regarding the reconstruction or rehabilitation of the housing stock.
ti] Develop event-specific policies, procedures, and programs to implement housing reconstruction and
relocation strategies.
ti] Coordinate the activation or establishment of post-disaster building codes and permitting processes
that will expedite recovery operations without compromising safety.
ti] Coordinate with RSF-1 to provide services at Disaster Recovery Centers so that residents can gain access
to housing resources, information, and guidance.
ti] Facilitate and assist with damage and needs assessments to determine which resources, if any, are
required to support recovery.
ti] Coordinate with Supporting Agencies to establish recovery priorities specific to RSF-4.
ti] Manage and adjudicate resource requests within RSF-4 to support short and long-term recovery .
ti] Assess and communicate the need for long-term community housing. Coordinate with other RSFs as
needed to develop a strategy for identifying and securing long-term community housing. Assume
responsibility for implementing this strategy, including the transition from shelters to long-term
housing facilities. Refer to existing planning documents to guide the development of this strategy.
ti] Develop a long-term housing redevelopment and relocation strategy to build back housing stock.
RSF 4: Housing 16
00 Provide input to RSF-1 regarding the disaster-specific strategic plan for recovery operations. RSF-1 will
be responsible for developing the plan, but RSF-2 will provide subject matter expertise and insight.
00 Reach out to RSF-1 to establish a process for reporting progress on recovery and redevelopment
operations.
00 Assign responsibility for RSF-4 operational objectives, as appropriate.
00 Notify RSF-4 of Coordination Meetings using pre-scripted messaging templates as many times as
necessary.
00 Communicate deadlines and send reminders about requests for public information release requests to
Supporting Agencies using pre-scripted communications. Send the reminders as many times as
necessary to ensure the protocol is upheld.
Demobilization Actions
00 Obtain approval from the LDRM to demobilize the RSF.
t<l Participate in after-action reporting. Provide feedback to support future revisions to the PDRF.
t<l Collect and store all completed forms and consult with the County of Kaua'i Emergency Management
Agency for appropriate storage location, if appropriate.
---
RSF '1. I lous1ng 17
RSF 5: INFRASTRUCTURE SYSTEMS
This Recovery Support Function (RSF) Annex supplements the County of Kaua'i Pre-Disaster Recovery Framework
(PDRF) by providing additional context for coordinating and supporting agencies identified as part of RSF 5 -
Infrastructure Systems.
INTRODUCTION
This section provides a description of RSF 5 -Infrastructure Systems, outlines the mission and guiding principles
of the RSF, and identifies linkages to the response phase of a disaster.
Description
The Infrastructure Systems RSF is responsible for overseeing the restoration of all infrastructure and utility
systems. This RSF addresses energy and fuel systems, water supply, wastewater treatment, communications and
information technology, transportation systems and services (roads, bridges, ports), and solid waste management.
This RSF should be scalable to the need for recovery operations and can be divided into subgroups to resolve
specific systems as necessary.
As defined in the County of Kaua'i Pre-Disaster Recovery Framework, RSF 5 -Infrastructure System develops a
coordinated infrastructure recovery strategy to restore services in the short, medium, and long term. Specific
responsibilities include the restoration of roads and bridges, as well as public transportation, gas, communications,
water, and electric systems.
Recovery Responsibilities
• Initiate a swift and thorough assessment to gauge the extent of damage to critical infrastructure
components.
• Prioritize restoration efforts, with the damage assessment in hand, focusing first on lifesaving and life-
sustaining services, and then on broader community needs.
• Reestablish key transportation links, starting with primary roads and bridges, ensuring the community can
move, emergency services can operate efficiently, and economic activities can resume.
• Ensure the rapid restoration of utilities -water, electricity, gas, and telecommunications. This involves
not just repair but also ensuring that utilities are resilient against future disasters.
• Focus on rebuilding public facilities such as schools, hospitals, and community centers. These are vital not
just for their primary functions but also to act as community hubs, helping in the psychological recovery
of the community.
• Incorporate modern engineering practices and technologies, as infrastructure is rebuilt, to ensure
resilience against future disasters. This might include elevated or relocated roadways, reinforced
structures, and decentralized utilities.
• Work closely with a wide array of stakeholders, from local community groups to federal agencies, ensuring
alignment of goals, sharing of resources, and cohesion in action.
RS,= S lnfrastruct,Jreo Systen~s I
Operational Areas
• Transportation (all modes including land, water, and air)
• Communications
• Wastewater
• Water
• Energy
• Information Systems
• Dams/levees
• Telecommunications
• Critical Facilities (government, healthcare, education, etc.)
• Sanitation
Mission and Guiding Principles
Mission: Assess, restore, and revitalize infrastructure systems and services to support a viable, sustainable
community and improve resilience to and protection from future hazards and threats.
RSF 5 -Infrastructure Systems is guided by the following principles:
• Rebuild in a resilient and sustainable manner
• Maintain and coordinate for 24 high-hazard dams
• Coordinate Infrastructure repair efforts with the broader recovery effort
• Coordinate with major stakeholders and supporting agencies
• Ensure State highways remain open for access to critical facilities and transportation hubs (i.e., hospitals,
airports, harbors, etc.)
• Envision what the rebuilt infrastructure should look like and how to make it more resilient in the future
• Coordinate with utilities on the impact on infrastructure (e.g. bridges/culverts impacted and utility
stakeholders need to restore power)
Response Linkages
Localized emergencies include incidents that require an ongoing coordinated effort across emergency support
functions during the response phase and then transition into recovery support functions for the recovery efforts.
The transition from response to recovery begins once the localized emergency is declared under control, or any
immediate threat to life safety has been addressed and extends until enhanced coordination is no longer needed.
For RSF 5 the following Emergency Support Functions (ESFs) will need to be coordinated during the transition to
the recovery phase to ensure a successful transition:
• ESF 1-Transportation
• ESF 2 -Communications
• ESF 3 -Public Works and Engineering
• ESF 7 -Logistics Mgmt., and Resource Support
• ESF 8 -Public Health & Medical Services
RSF 5: Infrastructure Systems 2
ROLES AND RESPONSIBILITIES
This section outlines the roles and responsibilities of each coordinating and supporting agency within RSF 5 -
Infrastructure Systems .
Coo r din at i ng Ag e nc ies
The Kaua'i County Publ ic Works Department and the Hawai'i Department of Transportation are identified as the
coordinating agencies for RSF 5 -Infrastructure Systems and are responsible for coordinating RSF activities at the
community level.
Su pp o rtin g Age ncies
Several organizations are identified as providing support to RSF 5 -Infrastructure Systems. Support agencies bring
specific capabilities, expertise, and/or resources to the RSF. Table 1 RSF Agency Areas of Expertise below outlines
the specific area of expertise that each organization brings to the RSF.
Table 1. RSF Agency Areas of Expertise
Organization
Coordinating Agencies
Kaua'i County Public Works Department
Hawai 'i Department of Transportation
County Partners Area of Expe rtise
Office of the Mayor Provides policy guidance and support to address
transportation needs .
Kaua'i Transportation Agency Provides guidance for transit-oriented impacts
and status
Kaua'i Public Works Department
Provide information on impacted infrastructure
(including highways and secondary roadways) . and address necessary repairs .
Kaua'i Solid Waste Division Serves as the lead for debris management
operations.
Kaua'i East and West Soil and Water Identifies impacts to municipal stormwater
Conservation Districts systems.
Kaua 'i Information Technology Division
Provides information on impacted information
technology systems and coordinates with
local/regional cell providers
Kaua'i Department of Water Provides information on impacted public water
services
Regional, State, and Federal Part ners
Kaua'i Chamber of Commerce Provide advocacy and assistance to local
businesses
Kaua 'i Island Utility Cooperative Provides information on impacts to the electric
power system and addresses necessary repairs .
RSF 5: Infrastructure System~ 3
Organization
Hawai'i Gas Kaua'i Provides information on impacts to the gas
systems and addresses necessary repairs.
Provides support and coordination for
Hawaiian Telcom communications, including internet access,
wireless, and data transmission services for the
County.
Hawai'i State Department of Health Provides information on impacted environmental
• Environmental Planning Office issues and addresses necessary impacts and
issues
Verizon Provides information on impacts to the cellular
services and addresses necessary repairs.
Spectrum
Provides information on impacts to the cable TV,
mobile, and phone services and addresses
necessary repairs.
US Army Corps of Engineers (Honolulu District) Provides information and support on impacted
high-hazard dams and other engineering impacts
Hawai'i Department of Transportation -Provides insight into airport operations and
Airports Division impacts on infrastructure at the Lihu'e Airport.
Department of Land and Natural Resources
Provides conservation district permitting and
other coordination with community
planning/natural resources management issues.
Other Partners (Nonprofits , Nongovernmental Organizations [N GO], etc .)
ORGANIZA TI0N
RSF 5 -Infrastructure Systems encompasses a vast subject matter area. As such, sub-groups, working groups, task
forces, or other organizational structures are needed within the RSF. These sub-groups are activated depending
on the specific impacts of the disaster and varying community needs. Table 2 RSF Sub-Groups summarizes
examples of potential sub-groups and their purpose (not an exhaustive list). Ad hoc groups may be needed to fully
address community recovery needs.
Table 2. RSF Sub-Groups
Sub-Group Name Sub-Group Lead Purpose
Utilities Coordinate and monitor utility restoration
efforts.
Transportation Coordinate and monitor transportation
restoration, rebuilding, and recovery efforts.
Debris Coordinate debris management efforts.
RSF 5: Infrastructure Systems 4
Sub-Group Name Sub-Group Lead Purpose
Long-term/Capital Coordinate infrastructure recovery efforts for
Projects large and/or long-term rebuilding projects .
Information Technology Coordinate infrastructure recovery efforts for
and Communications information technology and communications
needs
Dams and Critical Coordinate and monitor impacts to high hazard
Facilities dams and critical facilities
CONCEPT OF OPERATIONS
T~is section outlines the process for activating the RSF and any sub-groups and identifies how the RSF
communicates and shares information, establishes priorities, makes decisions, and tracks progress during
recovery operations.
Activation
RSFs are activated at the direction of the Local Disaster Recovery Manager (LDRM) and the Recovery Office. Upon
notification to the coordinating agency(ies) that the RSF has been activated, the coordinating agency(ies) will
determine which supporting organizations and sub-groups require activation . The need for supporting agencies
and sub-groups is continually evaluated throughout the recovery process.
Coordinating agency(ies) coordinate an initial conference call and/or face-to-face meeting with supporting
organizations as soon as possible. During this initial meeting, RSF partner agencies discuss preliminary information
about disaster impacts and community needs and identify an appropriate operational tempo for the short term.
In t ernal Commu n ica tion an d Inform at ion Sharing
RSF partner agencies communicate and share information continuously throughout the recovery process. Each
RSF determines the best method(s) for communication and information sharing based on the specific impacts of
the disaster and available resources. The following options can be used by the RSF to share information:
• Regular meetings and/or conference calls
• Web Based Crisis Management Systems
• Share Point or another on line file-sharing service
• Virtual meetings and information sharing
Establishing Priorities
Priorities come from a variety of sources during disaster recovery, including existing plans and strategies, as well
as policy decisions and directives. While priorities vary based on the specific impacts of a disaster, developing a
list of priorities before a disaster occurs can aid decision-making after a disaster when resources are limited, and
time is of the essence.
Countywide RSF priorities will be established based on the following objectives:
• Restore services to critical customers
• Identify and address damages to critical roads and bridges that serve as main thoroughfares and supply
chains
~S ;: 5: Infrastructure Systems 5
• Identify and address damages to critical roads and bridges for residential communities
• Identify and address damages to Dams and Critical Infrastructure
• Establish a long-term vision for infrastructure systems
• Identify needed central distribution points for commodities to meet the needs of the communities
• Identify resources that can be called upon in the event the task is greater than the resources available,
such as workers that can be brought in from other utilities to support and assist.
Decision Making
Although some priorities are established pre-disaster, decisions will be required after a disaster based on the
identified needs of the County of Kaua'i and its partners. In the post-disaster environment, decisions to allocate
limited resources are necessary. Additionally, RSF 5 -Infrastructure Systems considers ways to balance the
pressure to accomplish objectives quickly, with the opportunity to build the County back in a more resilient way.
Progress Tracking
RSF 5 -Infrastructure Systems must track progress to monitor how well the County is recovering from a disaster.
While some objectives may be achieved quickly after a disaster, others progress more slowly .
Examples of information recorded to track progress include:
• Utility restoration statistics
• Debris management statistics
• Roadways cleared and/or reopened
• Other transportation sectors reopened
• Bridge and culvert inspections and repairs and ranking criticality of repairs
• Dam inspections and repairs
• Status of power to critical infrastructure (water pumps, wastewater pumps, communication towers,
etc.)
• Household solid waste removal statistics
• Potable water systems restoration statistics
• Wastewater restoration statistics
OUTREACH AND ENGAGEMENT
Community engagement is vital to a successful recovery effort. RSF 5-Infrastructure Systems engages with public,
private, and nonprofit partners as well as members of the whole community. New groups emerge and existing
groups take on expanded roles to meet community needs during disaster recovery. RSF 5 -Infrastructure Systems
continually identifies new partners to provide information, subject matter expertise, funding, and other resources
after a disaster to reduce duplication of effort and encourage coordination and cooperation.
The following strategies engage the whole community in the recovery process and keep the community informed:
• County website
• Social Media Platforms (i.e. Facebook)
• Radio
• TV
RSF 5: i nfrastructure Systems 6
• Conference Call
• E-mail
• Phone calls/texts to customers in remote areas (Koke 'e etc.)
INFORMATION COLLECTION PLAN
Specific strategies for recovery are developed based on information gathered regarding the effects of the disaster
on the community. The essential elements of the information listed below are critical for RSF 5 -Infrastructure
Systems to understand the impacts ofthe disaster on its specific community sector and to best allocate resources.
Obtaining this information quickly after a disaster is a priority.
The following essential elements of information allow the RSF to determine priority actions during recovery:
• Active list of critical service providers and identified communications channels
• Road/bridge, airport, and seaport closure information
• Downed power lines
• Health issues identified as impacting recovery operations
• Dam information updates
• Status of power generating sources (e.g., power plants, solar fields, etc.)
• Status of fiber optic lines
RESOURCES
Table 3 Resources for Recovery, found below, outlines existing local, regional, state, and federal programs that
may be leveraged for funding, subject matter expertise, or other resources during disaster recovery operations.
This is not an exhaustive list . Some programs listed are specific to disaster recovery, and other programs are
. steady-state but are relevant in the post-disaster environment.
RS;: 5: lnfr astructure Systems 7
Table 3. Resources for Recovery
Program Name Description Responsible Administrator
Supports states, local
communities, tribes, and
territories as they undertake
hazard mitigation projects
reducing the risks they face from
disasters and natural hazards.
BRIC is a new FEMA pre-disaster
Building Resilient hazard mitigation program that
Infrastructure Communities replaces the existing Pre-Disaster FEMA
(BRIC) Mitigation (PDM) program and is a
result of amendments made to
Section 203 of the Robert T.
Stafford Disaster Relief and
Emergency Assistance Act
(Stafford Act) by Section 123 of
the Disaster Recovery Reform Act
of 2018 (DRRA).
Community Development
Assist with long-term
U.S. Housing and Urban
Block Grants (CDBG)
redevelopment initiatives (broad
Development (HUD)
applicability)
Assist with recovering from
Presidentially declared disasters;
CDBG-Disaster Recovery (DR) focus on rebuilding affected areas HUD
and providing crucial seed money
to start the recovery process.
Provides a unique and significant
opportunity for grantees to use
the assistance in areas impacted
by recent disasters to carry out
CDBG-Mitigation (MIT) strategic and high-impact HUD
activities to mitigate disaster risks
and reduce future losses. Funds
enable grantees to mitigate
against disaster risks, which at the
same time allows grantees the
RSF 5: Infrastructure Systems 8
Program Name Description Responsible Administrator
opportunity to transform state
and local planning.
Provides federal funds available
through the Flood Mitigation
Assistance (FMA) grant program
to states, local communities,
tribes, and territories (SL TTs) to
reduce or eliminate the risk of
repetitive flood damage to
Flood Mitigation Assistance
buildings and structures insured
under the National Flood
FEMA
Insurance Program (NFIP). The
FMA grant program strengthens
national preparedness and
resilience and supports the
mitigation mission area through
FEMA's strategic goal of building a
culture of preparedness.
Grant assistance to support
community recovery from major
Public Assistance (PA) Program
disasters for debris removal, life-
FEMA
saving emergency protective
measures, and restoring public
infrastructure.
Emergency Relief Program
Repair and reconstruction of Federal Highway
federal-aid highways and roads. Administration
ANTICIPATED CHALLENGES
Despite comprehensive pre-disaster recovery planning efforts, some challenges are expected during the recovery
process. The Recovery Task Force should consider these challenges early in the disaster recovery process, as well
as strategies to address them. The following challenges are recognized by RSF partners in advance:
• Blocked roads
• Debris (e.g. downed trees) and live utility lines on roads
• Impacted critical bridges
• Equipment surge capability and staging
• Dam breaches
• Damage to potable water and wastewater lines
RS 1-5 lnfra':,tructure Systems 9
• Supply chain issues
• Closed, blocked, or damaged airports and seaports
• Fuel supply
• Damage to electric generating facilities
REVISION PROTOCOL
The Kaua'i County Public Works Department and the Hawai'i Department of Transportation facilitate updates to
this annex on an annual basis, concurrent with updates to the Kaua'i Pre-Disaster Recovery Framework.
Participating agencies and private and public partners continue to maintain their respective plans, policies, or
procedures. Additionally, this annex may be updated in response to specific findings from exercises and drills, or
real-world activation of the RSF.
RSF OPERATIONAL TOOLS
RSF-5 Coordination Meeting Agenda
Once RSF-5 has been activated, the Coordinating Agencies will convene virtual or in-person meetings to discuss
the aspects of recovery operations relevant to the objectives and goals set forth in this RSF.
The Coordinating Agencies (or designated Supporting Agency[ies]) will be responsible for distributing and
completing the following agenda for each Coordination Meeting that takes place throughout short-term and long-
term recovery operations. Once completed, copies of this agenda will be provided to Kaua'i Emergency
Management Agency for record-keeping.
Pre-Scripted Messaging Templates
Each RSF will be provided with pre-scripted messaging templates. These templates will be modified and
disseminated by the Coordinating Agencies. The messaging templates are intended to facilitate regular and
concise communication with Supporting Agencies. There are four templates included, which will accomplish the
following:
• Notifying Supporting Agencies to standby for recovery operations;
• Activating Supporting Agencies for recovery operations;
• Notifying Supporting Agencies of recovery meetings or conference calls; and
Explaining the process and deadlines for submitting public information release requests to RSF-1.
Execution Checklist
The Execution Checklist is intended to serve as a reference for the RSF-5 Coordinating Agencies by listing specific
action items that need to be accomplished during recovery operations. The Coordinating Agencies may delegate
responsibility for completing these tasks to Supporting Agencies, as appropriate.
RSF 5: Infrastructure Systems I O
ATTACHMENT 1: RSF-5 COORDI NATION MEETING AGENDA
RECOVERY COORDINATION MEETING AGENDA
County of Kaua'i
Date: _______ _ Location or Call-in #: ----------
Time: _______ _
1. Introductions and Roll Call
Name: _______ _
Coordinating Agency
(Kaua'i County Public Works Department)
Name: _______ _
(Hawai'i Department of Transportation)
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency : ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency : ______________ _
Supporting Agencies
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Rs::: 5 Infrastructure Systems 11
2. Event Details
Are there any requests for information, updates, or
recommendations from the local disaster recovery
manager (LDRM)?
• Which Recovery Support Function is
responsible for completing the action?
Which of the activated RSFs, if any, would benefit
from RSF-5 operational knowledge?
{Consider Economic Recovery {RSF-2), Health and
Social Services {RSF-3), Housing (RSF-4), and Natural
& Cultural Resources and Historic Preservation {RSF-
6).)
Examples: Concerns about unsafe drinking water
should be shared with RSF-3. Damages to major
commuter roads should be shared with RSF-4. The
lack of utilities in major economic areas should be
shared with RSF-2.
What are the current challenges associated with the
event? Consider:
• Resource shortages
• Unmet needs
• Lack of infrastructure/ supporting systems
• Logistical requirements
• Lack of information
Identify existing resource requests within
RSF-5 (submitted by Coordinating Agencies of RSFs 1-
6).
How should the resource requests identified above
be prioritized?
• Ensure resource requests align with pre-
established recovery priorities.
• Refer to the relevant vision and goals
described in the PDRF.
RSF 5: Infrastructure Systems 12
How will the repair of critical infrastructure be
prioritized based on the specific needs of this event?
Consider the following :
• Communications
• Fuel/power supply/energy
• Water supply
• Waste water management/sewer
• Stormwater management
• Transportation (e.g., roads, bridges, culverts,
airports, ports)
• Public health facilities
• Schools
• Dams
What are the RSF's primary objectives?
• Who is responsible for accomplishing these
tasks?
(Example: Restoring major commuter routes to full
capacity.)
What aspects of recovery operations need to be
communicated to the public (e.g., functional
roadways, updates regarding the provision of
utilities)?
• Coordinating Agencies: review and approve
public information requests.
• Deadlines for future requests?
Note: Messaging may be jurisdiction-dependent.
What needs to be communicated to the LDRM at this
time? (Note: this may be a request for assistance,
information, or resources.)
4. Next Conference Call / Adjourn
Date: _______ _ Location or Call-in#: __________ _
Time:
RSF 5. Infrastructure Syste1T1s 13
ATTACHMENT 2: PRE-SCRIPTED MESSAGING TEMPLATES
Notification to Supporting Agencies: Standby
To be sent by: RSF-5 Coordinating Agency
Infrastructure Systems (RSF-5) Supporting Agencies,
You are receiving this email because the County of Kaua'i [HAS EXPERIENCED/IS EXPECTED TO EXPERIENCE] a
disaster severe enough to warrant the activation ofthe County's PDRF.
At this time, no action is required on your part. However, if the PDRF is activated, your Recovery Support Function
(RSF) may be activated as well. During recovery operations, you will be expected to coordinate with agencies and
organizations within your RSF to accomplish recovery objectives. Some of these objectives are already outlined in
the PDRF while others will be communicated or decided at the time of the incident.
Your general responsibilities as a Supporting Agency include:
• Participating in RSF-specific and Core Planning Team (all stakeholders) meetings or conference calls.
• Reporting on the progress of recovery planning and achievement of objectives.
• Providing advocacy for key recovery programs.
• Providing high-level subject matter expertise during planning processes.
• Conducting damage and needs assessments and report the results to the Coordinating Agency.
• Sharing information about programs, funding, and projects to support countywide recovery according to
the goals and visions outlined in the PDRF.
Kaua'i Emergency Management Agency will continue to monitor the event. If the PDRF is activated, you will
receive additional correspondence with further instructions. If you have any follow-up questions, you may contact
'[INSERT CONTACT INFO].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-5
RSF 5: Infrastructure Systems 14
Notification to Supporting Agencies: RSF-5 Activated
To be sent by: RSF-5 Coordinating Agency
Infrastructure Systems (RSF-5} Supporting Agencies,
At this time, the County of Kaua'i Pre-Disaster Recovery Framework (PDRF) has been activated . The local disaster
recovery manager (LDRM) has subsequently activated RSF-5 to support and coordinate recovery operations.
Due to the severity of [INSERT EVENT NAME], we will be convening a Coordination Meeting to identify unmet
needs, resource shortages, and priorities for recovery. Your role in this process is critical for obtaining clarity
about the severity of the disaster and efficiently recovering from (INSERT EVENT NAME].
Please plan to attend the Coordination Meeting, which will be held from [INSERT TIME) on [INSERT DATE). You
can join the conference call by dialing [INSERT PHONE NUMBER].
If you require additional assistance, please contact [INSERT NAME AND CONTACT INFORMATION).
Thank you,
[INSERT AGENCY NAME),
Coordinating Agency for RSF-5
Notification to Supporti ng Agencies: Follow-up Coordination Meeting
To be Sent by: RSF-5 Coordinating Agency
Infrastructure Systems (RSF-5) Supporting Agencies,
We will be convening a Coordination [CALL/MEETING) to identify unmet needs, resource shortages, and priorities
for recovery. Your role in this process is critical for balancing resource requirements, managing public
expectations, and efficiently recovering from [INSERT EVENT NAME].
Please plan to attend the Coordination [CALL/MEETING), which will be held from [INSERT TIME) on [INSERT DATE).
[IF CONVENING MEETING: The meeting will be held at: INSERT ADDRESS, ROOM NO.]. [IF CONVENING
CONFERENCE CALL: You can join the conference call/meeting by dialing: INSERT PHONE NUMBER).
If you require additional assistance, please contact !INSERT NAME AND CONTACT INFORMATION].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-5
f~SFS:lnfrastructurcSystems 15
Notification to Supporting Agencies: Public Information Release Process
To be sent by: RSF-5 Coordinating Agency
Infrastructure Systems (RSF-5) Supporting Agencies,
In order to ensure public information releases related to RSF-5 operations are unified, accurate, and trustworthy,
the following process for submitting public information release requests will be followed:
1. Requests for public information releases will be submitted first to your RSF's Coordinating Agency .
The Coordinating Agency will review and approve these requests, as well as assign priority, if
necessary. Requests should include the following information:
a. Name of requesting agency/organization.
b. Intended audience (e.g., entire county, municipalities, government employees).
c. Priority level (i.e., low, medium, high).
d. Desired method of sharing (e.g., county website, news broadcast, social media post).
e. Content of message (including deadlines, locations, contact information, websites, etc.).
2. The Coordinating Agency will submit the approved requests to RSF-1, who will determine a strategy
for releasing the information and coordinate with the appropriate jurisdictions' public information
officer(s) to release the message.
To have your public information release request approved, please submit all requests to ;(INSERT CONT~CT
:iNFORMATION FOR COORDINATING AGENCY] no later than [[1_!'-!S_ERT DEAD_!..l_r-.lE]. After reviewing the request, we
will forward it to RSF-1 for review and approval. The message will be delivered according to the established press
release schedule: (INSERT INFORMATION FROM RSF-1 ABOUT SCHEDULE].
Thank you,
l!NSERT AGENCY NAME],
Coordinating Agency for RSF-5
RSF 5 l11fr astructure Systems 16
ATTACHMENT 3: EXECUTION CHECKLIST
Preparedness Actions (Ongoing)
txl Coordinate with RSF-1 to provide support, expertise, and recommendations for achieving long-term
modifications to regulations governing infrastructure construction or reconstruction that will enhance
the physical resilience of the county's resources.
txl Coordinate inventory and prioritization for critical infrastructure restoration. Provide as much detail as
possible in the county's inventory, including photos of pre-disaster conditions. Leverage geographic
information systems to achieve this objective.
txl Maintain and update debris removal plans.
txl Review pre-existing contracts and take steps (e.g. modification, termination) to ensure agencies have
contracts that will meet post-disaster needs .
Activation Actions
txl Notify RSF-5 Supporting Agencies about activation using the pre-scripted messaging templates in the
RSF-5 Appendix.
0 Initiate the RSF-5 Coordination Meeting.
til Moderate discussion and recording notes and action items described during the Coordination Meeting.
til Ensure pre-determined recovery objectives have been identified and communicated to local
businesses.
Operational Actions
txl Moderate discussion and record notes and action items described during the Coordination Meetings.
txl Coordinate the removal and storage/disposal of debris.
txl Ensure proper procurement practices are adhered to when contracting services to support recovery
operations. Note this may not apply to all jurisdictions.
txl Facilitate and assist with damage and needs assessments to determine which resources, if any, are
required to support recovery.
txl Coordinate with Supporting Agencies to establish recovery priorities specific to RSF-5. Coordinate with
RSF-1 and Kaua'i Emergency Management Agency to track the progress of accomplishments.
txl Manage and adjudicate resource requests within RSF-5 to support short-term and long-term recovery.
('iJ Provide input to RSF-1 regarding the disaster-specific strategic plan for recovery operations. RSF-1 will
be responsible for developing the plan, but RSF-5 will provide subject matter expertise and insight.
txl Conduct damage and needs assessments to determine the extent of damage as it relates to
infrastructure. Communicate unmet needs to RSF-1.
txl Reach out to RSF-1 to establish a process for reporting progress on recovery operations.
[il Assign responsibility for RSF-5 operational objectives, as appropriate.
[il Notify RSF-5 of Coordination Meetings using pre-scripted messaging templates as many times as
necessary.
txl Communicate deadlines and send reminders about requests for public information release requests to
Supporting Agencies using pre-scripted communications. Send the reminders as many times as
necessary to ensure the protocol is upheld.
RSF 5: Infrastructure Systen:s 17
Demobilization Actions
------
til Obtain approval from the LDRM to demobilize the RSF.
til Participate in after-action reporting. Provide feedback to support future revisions to the PDRF.
til Collect and store all completed forms and consult with Kaua'i Emergency Management Agency for
appropriate storage location, if appropriate.
RSF 5: Infrastructure Systems I 8
RSF 6: NATURAL & CULTURAL RESOURCES & HISTORIC
PRESERVATION
This Recovery Support Function (RSF) Annex supplements the County of Kaua'i Pre-Disaster Recovery Framework
(PDRF) by providing additional context for coordinating and supporting agencies identified as part of RSF 6 -
Natural Resources, Cultural Resources, and Historic Preservation.
INTRODUCTION
This section provides a description of RSF 6-Natural and Cultural Resources, & Historic Preservation, outlines the
mission and guiding principles of the RSF, and identifies linkages to the response phase of a disaster.
Description
The Natural and Cultural Resources, & Historic Preservation RSF oversees the protection, conservation
rehabilitation, and restoration of cultural and natural resources as well as the historic preservation of homes and
significant historic places. The RSF is a critical partner to infrastructure and utilities restoration for environmental
permitting needs. Disaster recovery offers a unique opportunity to employ best practices and improved designs
in infrastructure recovery to restore critical habitat, water quality, and ecological functions for both terrestrial and
aquatic environments.
Cultural and historic resources are essential to maintaining community identity, quality of life, and tradition·s. The
Natural and Culture Resources & Historic Preservation RSF must ensure that vital cultural and historic artifacts,
properties, documents, and other assets are preserved and restored throughout the recovery process.
As defined in the PDRF, RSF 6-Natural and Cultural Resources & Historic Preservation preserves natural resources
across the island and preserves historic and cultural resources across the island. Specific responsibilities include
protecting, conserving, rehabilitation, and utilizing resources essential to the Island's character and quality of life
while balancing the rights of private landowners and the County and its partners' vision for recovery.
Recovery Responsibilities
• Assist in the inventory and pre-disaster assessment of natural and cultural resources.
• Assess natural and cultural resources for hazard vulnerability and determine how the damage or loss of
those resources might impact the community.
• Identify appropriate partnerships and funding sources to support the recovery and restoration of affected
resources, including those in the arts and cultural community.
• Facilitate ongoing management of resources, including maintenance of natural systems in a state of health
and resilience.
• Establish protocols for maintaining the temporary and permanent safekeeping of cultural resources.
Operational Areas
• Natural Resources
o Forest
o Groundwater, lakes and wetlands; rivers and estuaries
RSF 6. Natu,al and Cultural ResoJ.-ccs & H1stonc Preservation I
o Beaches
o Reefs
o Fish and wildlife
o Threatened and endangered species
• Cultural and Historic Resources/Assets
o Historic properties, structures, and districts
o Libraries, museums, and other cultural institutions
o Archaeological sites
o Arts/arts community
o Faith-based communities
o Environmental Assets and Hazards
Missi o n and Guiding Principl es
Mission: The protection of natural, cultural, and historic resources through appropriate recovery actions to
preserve, conserve, rehabilitate, and restore them.
RSF 6 -Natural and Cultural Resources, & Historic Preservation is guided by the following principles:
• Preservation of the island's natural resources and wildlife.
• Restoration of the parks and recreation facilities.
• Restoration and protection of the island's streams and other bodies of water.
• Balance environmental and historic preservation considerations with the desire to recover quickly.
• Prioritization of cultural and historic resources as they are a key driver in the County's economy.
• Balancing the cultural and historic preservation needs with the need to recover quickly.
Response Linkages
Localized emergencies include incidents that require an ongoing coordinated effort across emergency support
functions during the response phase and then transition into recovery support functions for the recovery efforts.
The transition from response to recovery begins once the localized emergency is declared under control, or any
immediate threat to life safety has been addressed and extends until enhanced coordination is no longer needed.
The following emergency support functions (ESFs) will potentially have a response linkage in the transition to
recovery:
• ESF 3 -Public Works and Engineering
• ESF 10 -Oil and HAZMAT Response
• ESF 11-Agriculture and Natural Resources
ROLES AND RESPONSIBILITIES
This section outlines the roles and responsibilities of each coordinating and supporting agency within RSF 6 -
Natural and Cultural Resources, & Historic Preservation.
RSF G: Natural and Cultural Resources & Historic Preservation 2
Coordinating Agencies
The County of Kaua'i Department of Parks & Recreation and the Hawai'i State Department of Land and Natural
Resources are identified as the coordinating agencies for RSF 6 -Natural and Cultural Resources, & Historic
Preservation and are responsible for coordinating RSF activities at the community level.
Supporting Agencies
Several organizations are identified as providing support to RSF 6 -Natural and Cultural Resources, & Historic
Preservation. Support agencies bring specific capabilities, expertise, and/or resources to the RSF. Table 1 RSF
Agency Areas of Expertise below outlines the specific area of expertise that each organization brings to the RSF.
Table 1. RSF Agency Areas of Expertise
Organization
Coordinating Agencies Areas of Exoertise
Provides information on impacts to parks and
County of Kaua'i Department of Parks & recreation areas; addresses needed repairs;
Recreation recommends improvements and mitigation steps
to support recovery operations.
Provides expertise in T and E species
Hawai'i State Department of Land and Natural management, wild land fire, freshwater and
Resources marine resources, Forestry, maintenance and
repair of public trails and off-road vehicle access
SuopartJngCountyPartners Area of Ex pertise
Provides the vision for recovery efforts and
Office of the Mayor addresses policy changes needed to support the
RSF.
Provides guidance on the preservation of cultural
Office of Economic Development resources that make the island a desirable place to
work, live, and visit
Information Technology and Real Property GIS provides services to capture, store,
• Geographic Information Systems (GIS) manipulate, analyze, manage, and present spatial
or geographic data for recovery operations
Provides legal guidance on policies and regulations
Office of the County Attorney that govern natural resources and the rights of
private owners.
Provides oversight for long-term recovery
Planning Department operations concerning zoning and special
management area rules and regulations that
control land use in the County.
Supporting Rqional, State, and Federal Are a of Ex pertise
Pa rtner s
Provides guidance on pollution abatement, use of
East and West Kaua'i Soil and Water natural resources, and agriculture management
Conservation Districts best practices; assists with planning and grant
writing.
Hawai'i Department of Transportation Addresses the impacts of State roadways and
bridges on natural resources.
RSF 6 Natural and Cultural Resources & I i1storic Preservation :,
Organization
US Army Corps of Engineers (Honolulu District) Provides information and support on impacted
high-hazard dams and other engineering impacts
US Department of Agriculture (USDA) Natural Provides grant funds to support conservation
Resource Conservation Service efforts and natural resource projects.
Provides guidance on the eligible restorations that
Hawaii State Historic Preservation can be made to properties on the historical
register
Hawai'i Department of Hawaiian Home Lands Manages Hawaiian Home Lands Trust (HHLT)
(DHHL) lands, water, and related resources, and develops
and delivers lands for award to beneficiaries.
Provides central direction and cohesion in the
Hawai'i Office of Planning & Sustainable allocation of resources and effectuation of state
Development activities and programs, and effectively addresses
current or emerging issues and opportunities.
Promotes Hawaii State agriculture and its high-
quality and diverse products, fosters agricultural
Hawaii Department of Agriculture environmental stewardship, and safeguards the
state's food supply, land, and livestock to ensure
the viability and growth of Hawaii's agriculture
industries
US Fish & Wildlife Service Management of fish and wildlife throughout
Hawai'i, including specific regulations.
Supporting Other Partners (Nonprofits,
Area of Expertise Nongovernmental Organizations [NGO], etc.}
Provides information on properties on the
Kaua'i Historical Society historical register; reviews and approves required
restorations.
Management of the state Park located off the
Ha'ena State Park northwestern extent of Kuhio Highway on Kauai's
north shore.
ORGANIZATION
RSF 6-Natural and Cultural Resources, & Historic Preservation encompasses a vast subject matter area. As such,
sub-groups, working groups, task forces, or other organizational structures are needed within the RSF. These sub-
groups are activated depending on the specific impacts of the disaster and varying community needs. Table 2 RSF
Sub-Groups summarizes examples of potential sub-groups and their purpose (not an exhaustive list). Ad hoc
groups may be needed to fully address community recovery needs.
Parks and Recreation
Table 2. RSF Sub-Groups
TBD Coordinate efforts to restore and re-open parks
and recreational areas throughout the County.
RSF 6: Natural and Cultural Resources & Historic Preservation 4
Sub-Group Name Sub-Group Lead Purpose
Environmental Coordinate activities across the recovery effort to
Conservation and TBD ensure the County's natural resources are
Protection protected .
Ensure the preservation of cultural resources
Cultural Resources TBD that make the County of Kaua'i a desirable place
to work, live, and visit.
Historic Preservation TBD Encourage historic preservation in all other parts
of the broader recovery effort.
CONCEPT OF OPERATIONS
This section outlines the process for activating the RSF and any sub-groups and identifies how the RSF
communicates and shares information, establishes priorities, makes decisions, and tracks progress during
recovery operations.
Activation
RSFs are activated at the direction of the Local Disaster Recovery Manager (LDRM) and the Recovery Office. U pan
notification to the coordinating agencies the RSF has been activated, the coordinating agencies will determine
which supporting organizations and sub-groups require activation. The need for supporting agencies and sub-
groups is continually evaluated throughout the recovery process.
Coordinating agencies coordinate an initial conference call and/or face-to-face meeting with supporting
organizations as soon as possible. During this initial meeting, RSF partner agencies discuss preliminary information
about disaster impacts and community needs and identify an appropriate operational tempo for the short term.
Interna l Commun ication a nd Information Sharing
RSF partner agencies communicate and share information continuously throughout the recovery process. Each
RSF determines the best method(s) for communication and information sharing based on the specific impacts of
the disaster and available resources. The following options can be used by the RSF to share information :
• Regular meetings and/or conference calls
• Crisis Management Software
• SharePoint or another online file-sharing service
• Virtual Meeting Platforms (Microsoft Teams, Zoom , etc.)
• Text
• In-Person meetings
Establishing Pr iorities
Priorities come from a variety of sources during disaster recovery, including existing plans and strategies, as well
as policy decisions and directives. While priorities vary based on the specific impacts of a disaster, developing a
list of priorities before a disaster occurs can aid decision-making after a disaster when resources are limited, and
time is of the essence.
Countywide RSF priorities are established based on the following considerations:
• Provide and support holistic recovery for the island
RSF 6. r--Jatural .:md Cu ltura l Resou rces & Historic P1eservat1on 5
• Provide mitigation opportunities
• Identification of known flooding and erosion hotspots/problem areas
• Identification of critical infrastructure systems needs
• Identification of stream debris
• Provide natural stream design and natural stream intervention
• Conduct operations in cooperation with, and taking guidance from the Hawai'i State Historic Preservation
• Preservation of historical structures, artifacts, archives, collections, and cultural resources
• Identification of community-based disaster debris locations
Decision Making
Although some priorities are established pre-disaster, decisions will be required after a disaster based on
identified needs in the County. In the post-disaster environment, decisions to allocate limited resources are
necessary. Additionally, RSF 6-Natural and Cultural Resources, & Historic Preservation considers ways to balance
the pressure to accomplish objectives quickly, with the opportunity to build the County back in a more resilient
way. The process of decision-making is coordinated with the Local Disaster Recovery Program Manager, Executive
Council, and the Recovery Coordination Committee to ensure a coordinated and responsive collaboration.
Progress Tracking
RSF 6 -Natural and Cultural Resources, & Historic Preservation must track progress to monitor how well the
County is recovering from a disaster. While some objectives may be achieved quickly after a disaster, others
progress more slowly.
Examples of information recorded to track progress include:
• List of projects needed and completed
• Whether the rebuilding is done in the same footprint, using authentic historical materials, approved
by the local Historical Preservation Review Commission
• Post-fire rehabilitation/replanting
• Measuring Threatened and Endangered species impacts and recovery
• Reopening of natural areas for public access
• Tracking of the location of vulnerable populations relative to damaged areas and/or projects needed
and completed
• Identification of buyout, elevated, and other mitigation project (residential and commercial)
properties
• Conservation projects
OUTREACH AND ENGAGEMENT
Community engagement is vital to a successful recovery effort. RSF 6-Natural and Cultural Resources, & Historic
Preservation engages with public, private, and nonprofit partners as well as members of the whole community.
New groups emerge and existing groups take on expanded roles to meet community needs during disaster
recovery. RSF 6 -Natural and Cultural Resources, & Historic Preservation continually identifies new partners to
provide information, subject matter expertise, funding, and other resources after a disaster to reduce duplication
of effort and encourage coordination and cooperation.
The following strategies engage the whole community in the recovery process and keep the community informed:
RSF 6: Natural and Cultural Resources & Historic Preservation 6
• Social Media
• News releases
• TV
• Community Meetings
• Online surveys via email
• Direct mailings to targeted communities
• Outreach to the public via newsletters, brochures, flyers, and pamphlets
• Outreach to the public via going door-to-door and by word of mouth
• Conduct outreach efforts to cultural and historic properties.
INFORMATION COLLECTION PLAN
Specific strategies for recovery are developed based on information gathered regarding the effects of the disaster
on the community. The essential elements of information listed below are critical for RSF 6 -Natural and Cultural
Resources, & Historic Preservation to understand the impacts of the disaster on its specific community sector and
to best allocate resources. Obtaining this information quickly after a disaster is a priority.
The following essential elements of information allow the RSF to determine priority actions during recovery:
• Identification of areas where the greatest flooding has occurred to identify the most destabilized
streambanks and lakeshores
• Identification of the direction of flow to map the possible movement of invasive species
• Identification of damaged road crossings
• Identification of urban areas that regularly flood to determine land use, environmental hazards, and
potential opportunities for improvement/mitigation
• Identification of the location of industries/businesses with hazardous materials
• Gathering of data on the extent of damage to:
o Historical structures
o Historical artifacts, archives, and collections
o Historical records
• Identification of the damage to the structure of roads (particularly secondary), bridges, transportation
infrastructure, and utilities
• Identification of low-income, at-risk communities
• Identification of roads/trails/traditional and customary rights-of-way deemed impassable due to tree
fall/presence of damaged/hazardous trees or erosion/landslides .
• Identification of water supply, infrastructure issues
• Identification of fire risk areas
• Identification of areas with greatest shoreline /beach erosion
RESOURCES
Table 3 Resources for Recovery, found below, outlines existing local, regional, state, and federal programs that
may be leveraged for funding, subject matter expertise, or other resources during disaster recovery operations.
RS= 6. Nat111al and Cultural Resources & Historic Preservation 7
This is not an exhaustive list. Some programs listed are specific to disaster recovery, and other programs are
steady-state but are relevant in the post-disaster environment.
Table 3. Resources for Recovery
Program Name Description Responsible Administrator
Supports states, local
communities, tribes, and
territories as they undertake
hazard mitigation projects
reducing the risks they face from
disasters and natural hazards.
BRIC is a new FEMA pre-disaster
Building Resilient hazard mitigation program that
Infrastructure Communities replaces the existing Pre-Disaster FEMA
(BRIC) Mitigation (PDM) program and is a
result of amendments made to
Section 203 of the Robert T.
Stafford Disaster Relief and
Emergency Assistance Act
(Stafford Act) by Section 123 of
the Disaster Recovery Reform Act
of 2018 (DRRA).
Hazard Mitigation Grant Enact mitigation measures that
reduce the risk of loss of life and FEMA
Program
property from future disasters.
Grant assistance to support
community recovery from major
Public Assistance (PA) Program
disasters for debris removal, life-
saving emergency protective
FEMA
measures, and restoring public
infrastructure.
US Fish & Wildlife Service Provide grant funding for fish and
US Fish and Wildlife
Programs wildlife projects
ANTICIPATED CHALLENGES
Despite comprehensive pre-disaster recovery planning efforts, some challenges are expected during the recovery
process. The Recovery Task Force should consider these challenges early in the disaster recovery process, as well
as strategies to address them. The following challenges are recognized by RSF partners in advance:
RSF 6: Natural and Cultural Resources & Historic Preservation 8
• Recovery on private lands (e.g. assessments may be incomplete if private land is inaccessible)
• Public funding on private land restrictions
• Competing priorities of timeliness vs. long-term effectiveness
• Equipment and force labor resources may be limited in a widespread event (even with contractors}
which delays repairs and progress
• If critical historic resources are destroyed, oftentimes they are lost forever. To the extent possible,
history can be digitized, but does come at a cost
• Historic preservation may not be an immediate priority
• Personnel/organizational impacts of disaster
• Impact on tourism
• People may not be available to assist with recovery efforts
• Inter-municipal coordination
• Potential barriers at the state and federal levels; criteria of funding streams and general assistance
• Recovery strategies are not obvious to the public and obtaining public buy-in and perspective can
become a challenge
• Connecting the public and businesses to the appropriate resources that meet their needs/wants
• Coordination of communication
REVISION PROTOCOL
The County of Kaua'i Department of Parks & Recreation and the Department of Land and Natural Resources
facilitate updates to this annex on an annual basis, concurrent with updates to the County of Kaua'i Pre-Disaster
Recovery Framework. Participating agencies and private and public partners continue to maintain their respective
plans, policies, or procedures. Additionally, this annex may be updated in response to specific findings from
exercises and drills, or real-world activation of the RSF.
RSF OPERATIONAL TOOLS
RSF-6 Coordination Meeting Agenda
Once RSF-6 has been activated, the Coordinating Agency will convene virtual or in-person meetings to discuss the
aspects of recovery operations relevant to the objectives and goals outlined in this RSF.
The Coordinating Agency (or designated Supporting Agency[ies]) will be responsible for distributing and
completing the following agenda for each Coordination Meeting that takes place throughout short-term and long-
term recovery operations. Once completed, copies ofthis agenda will be provided to
Pre-Scripted Messaging Templates
Each RSF will be provided with pre-scripted messaging templates. These templates will be modified and
disseminated by the Coordinating Agency. The messaging templates are intended to facilitate regular and concise
communication with Supporting Agencies. There are four templates included, which will accomplish the following:
• Notifying Supporting Agencies to standby for recovery operations;
• Activating Supporting Agencies for recovery operations;
• Notifying Supporting Agencies of recovery meetings or conference calls; and
----
RSF 6 f\:atural and Cultur·al Resources & Hrstorrc Preservation 9
Explaining the process and deadlines for submitting public information release requests to RSF-1.
Execution Checklist
The Execution Checklist is intended to serve as a reference for the RSF-6 Coordinating Agency by listing specific
action items that need to be accomplished during recovery operations. The Coordinating Agency may delegate
responsibility for completing these tasks to Supporting Agencies, as appropriate.
RSF 6: Natural and Cultural Resources & Historic P1eservation 10
ATTACHMENT 1: RSF-6 COORDINATION MEETING AGENDA
RECOVERY COORDINATION MEETING AGENDA
County of Kaua'i
Date: _______ _ Location or Call-in#: ----------
Time: _______ _
1. Introductions and Roll Call
Name: ________ (Parks and Recreation Dept.)
Coordinating Agencies Name: ________ (Hawai'i State Department of
Land and Natural Resources)
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Supporting Agencies
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency : ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
Name/Agency: ______________ _
RSF 6· Natu, al and Cultural Resources & Historic Preservation l l
Are there any requests for information, updates, or
recommendations from the local disaster recovery
manager (LDRM)?
• Which Recovery Support Function (RSF) is
responsible for completing the action?
Which of the activated RSFs, if any, would benefit
from RSF-6 operational knowledge? Consider:
• Economic Recovery (RSF-2), Housing (RSF-4),
Infrastructure Systems (RSF-5).
What are the current challenges associated with the
event? Consider:
• Resource shortages
• Unmet needs
• Lack of infrastructure/ supporting systems
• Logistical requirements
• Lack of information
• Lack of access
• Timeline (limited time for action)
Identify existing resource requests within
RSF-6 (submitted by Coordinating Agencies of RSFs 1-
6).
How should the resource requests identified above
be prioritized?
• Ensure resource requests align with pre-
established recovery priorities.
• Refer to the relevant vision and goals
described in the PDRF.
What are the RSF's primary objectives at this time?
• Who is responsible for accomplishing these
tasks?
What aspects of recovery operations need to be
communicated to the public?
• Coordinating Agencies: review and approve
public information requests.
• Deadlines for future requests?
• Examples of messaging topics:
updates/instructions for debris removal.
Instructions/safety guidelines for tree
removal.
Note: Messaging may be jurisdiction-dependent.
What needs to be communicated to the LDRM at this
time?
RSF 6· Natural and Cultural Resources & Historic Preservation I~
4. Next Conference Call / Adjourn
Date: _______ _ Location or Call-in#: __________ _
Time: _______ _
RSr 6. i\Jatu,al and Cultural Resou,ces & H1sto11c Preservation 13
ATTACHMENT 2: PRE -S C RIPTED MESSAGING TEMPLATES
Notification to Supporting Agencies: Standby
To be sent by: RSF-6 Coordinating Agency
Natural and Cultural Resources & Historic Preservation (RSF-6) Supporting Agencies,
You are receiving this email because the County of Kaua'i [HAS EXPERIENCED/IS EXPECTED TO EXPERIENCE] a
disaster severe enough to warrant the activation of the county's Pre-Disaster Recovery Framework (PDRF).
At this time1 no action is required on your part. However, if the PDRF is activated, your Recovery Support Function
(RSF) may be activated as well. During recovery operations, you will be expected to coordinate with agencies and
organizations within your RSF to accomplish recovery objectives. Some of these objectives are already outlined in
the PDRF while others will be communicated or decided at the time of the incident.
Your general responsibilities as a Supporting Agency include:
• Participating in RSF-specific and Core Planning Team (all stakeholders) meetings or conference calls.
• Reporting on the progress of recovery planning and achievement of objectives.
• Providing advocacy for key recovery and redevelopment programs.
• Providing high-level subject matter expertise during planning processes.
• Conducting damage and needs assessments and reporting the results to the Coordinating Agency.
• Sharing information about programs, funding, and projects to support countywide recovery and
redevelopment according to the goals and visions outlined in the PDRF.
The county of Kaua'i Emergency Management Agency will continue to monitor the event. If the PDRF is activated,
you will receive additional correspondence with further instructions. If you have any follow-up questions, you may
contact [INSERT CONTACT INFO].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-6
RSF 6: Natural and Cultural Resources & Historic Preservation 14
Notification to Supporting Agencies: RSF-6 Activated
To be sent by: RSF-6 Coordinating Agency
Natural and Cultural Resources & Historic Preservation (RSF-6) Supporting Agencies,
At this time, the County of Kaua'i Pre-Disaster Recovery Framework (PDRF) has been activated. The local disaster
recovery manager (LDRM) has subsequently activated RSF-6 to support and coordinate recovery operations.
Due to the severity of [INSERT EVENT NAME], we will be convening a Coordination Meeting to identify unmet
needs, resource shortages, and priorities for recovery. Your role in this process is critical for obtaining clarity
about the severity of the disaster and efficiently recovering from [INSERT EVENT NAME].
Please plan to attend the Coordination Meeting, which will be held from [INSERT TIME] on [INSERT DATE]. You
can join the conference call by dialing [INSERT PHONE NUMBER].
If you require additional assistance, please contact [INSERT NAME AND CONTACT INFORMATION].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-6
Notification to Supporti ng Agencies: Follow-up Coordination Meeting
To be Sent by: RSF-6 Coordinating Agency
Natural and Cultural Resources & Historic Preservation (RSF-6) Supporting Agencies,
We will be convening a Coordination [CALL/MEETING] to identify unmet needs, resource shortages, and priorities
for recovery. Your role in this process is critical for balancing resource requirements, managing public
expectations, and efficiently recovering from [INSERT EVENT NAME].
Please plan to attend the Coordination [CALL/MEETING], which will be held from [INSERT TIME] on [INSERT DATE].
[IF CONVENING MEETING: The meeting will be held at: INSERT ADDRESS, ROOM NO.). [IF CONVENING
CONFERENCE CALL: You can join the conference call/meeting by dialing: INSERT PHONE NUMBER].
If you require additional assistance, please contact [INSERT NAME AND CONTACT INFORMATION].
Thank you,
[INSERT AGENCY NAME],
Coordinating Agency for RSF-6
RSF 6: Natural and Cultural Resources & I Ir stone Preservc1tron 15
Notification to Supporting Agencies: Public Information Release Process
To be sent by: RSF-6 Coordinating Agency
Natural and Cultural Resources & Historic Preservation (RSF-6) Supporting Agencies,
In order to ensure public information releases related to RSF-6 operations are unified, accurate, and trustworthy,
the following process for submitting public information release requests will be followed:
1. Requests for public information releases will be submitted first to your RSF's Coordinating Agencies.
The Coordinating Agencies will review and approve these requests, as well as assign priority, if
necessary. Requests should include the following information:
a. Name of requesting agency/organization
b. Intended audience (e.g., entire county, municipalities, government employees)
c. Priority level (i.e., low, medium, high)
d. Desired method of sharing (e.g., county website, news broadcast, social media post)
e. Content of message (including deadlines, locations, contact information, websites, etc.)
2. The Coordinating Agencies will submit the approved requests to RSF-1, who will determine a strategy
for releasing the information and coordinate with the appropriate jurisdictions' public information
officer(s) to release the message.
To have your public information release request approved, please submit all requests to JINSEl!T CONTACT
-----~---
!~_l:(!~~!\T!ON~Of! COOf!Dl!'J_A_!ING AGENCY] no later than [INSE~T D~~DLl~E]. After reviewing the request, we
will forward it to RSF-1 for review and approval. The message will be delivered according to the established press
release schedule: [INSERT INFORMATION FROM RSF-1 ABOUT SCHEDULE].
Thank you,
![INSERT AGENCY NAME],
Coordinating Agency for RSF-6
RSF 6: Natural and Cultural Resources & Historic Preservation 16
A TTACHMENT 3: EXECUTION CHECKLIST
--
Preparedness Actions (Ongoing)
---
0 Collect, store, and protect data concerning natural resources, cultural resources, and historic
preservation . Understand what data FEMA, state, and private sector relief programs will require to
obtain recovery assistance.
0 Promote the principles of sustainable and disaster-resistant communities through the protection of
natural resources such as flood plains and zones, wetlands, historic properties, and other natural
resources critical to risk reduction.
0 Coordinate educational and cross-training opportunities for key participants in recovery. Create,
encourage, and participate in disaster recovery exercises and training to enhance skills and develop
needed techniques.
0 Coordinate with the county's public information officer and Kaua 'i Emergency Management Agency to
communicate personal responsibility for historic properties and provide suggestions for protecting
them against disasters.
0 Inventory, map, and maintain current records for all historic properties, land use, and natural resources
throughout the county.
0 Assume ownership of RSF-6 roles and responsibilities. Actively participate in recovery planning events
year-round .
Activation Actions
0 Notify RSF-6 Supporting Agencies about activation using the pre-scripted messaging templates in the
RSF-6 Appendix.
0 Initiate the RSF-6 Coordination Meeting.
0 Moderate discussion and recording notes and action items described during the Coordination Meeting.
0 Ensure pre-determined recovery objectives have been identified and communicated to local
businesses.
Operational Actions
0 Moderate d iscussion and record notes and action items described during the Coordination Meetings.
0 Coordinate with RSF-5 and RSF-3 to ensure reconstruction of infrastructure does not create additional
risks to natural and cultural resources, or historic properties (or public health, if related to pest control).
0 Assess and inventory damages to natural and cultural resources after a disaster. Identify the need to
bring on additional stakeholders to support recovery operations.
0 Monitor emergent post-disaster environmental issues.
0 Assess and provide recommendations for natural and cultural resources and historic preservation.
0 Coordinate with RSF-1, RSF -4, and RSF-5 to ensure post-disaster permitting principles uphold
preservation concepts and avoid further contributions to the degradation of the community.
0 Review and provide feedback on reconstruction concerns to ensure mitigation techniques are being
upheld.
® Provide recommendations that protect the longevity of endangered and protected species. Maintain
situational awareness of risks to wildlife and habitat and communicate those concerns to RSF-1.
RSI 6. Natural arid Cultural Resources & H1stor1c Preservation 17
00 Ensure operational considerations incorporate concepts associated with sustainable land use.
00 Provide input to RSF-1 regarding the disaster-specific strategic plan for recovery operations. RSF-1 will
be responsible for developing the plan, but RSF-6 will provide subject matter expertise and insight.
00 Reach out to RSF-1 to establish a process for reporting progress on recovery operations.
00 Assign responsibility for RSF-6 operational objectives, as appropriate.
00 Notify RSF-6 of Coordination Meetings using pre-scripted messaging templates as many times as
necessary.
00 Communicate deadlines and send reminders about public information release requests to Supporting
Agencies using pre-scripted communications. Send the reminders as many times as necessary to ensure
the protocol is upheld.
Demobilization Actions
~ Obtain approval from the LDRM to demobilize the RSF.
~ Participate in after-action reporting. Provide feedback to support future revisions to the PDRF.
00 Collect and store all completed forms and consult with Kaua'i Emergency Management Agency for
appropriate storage location, if appropriate.
RSF 6: Natural and Cultural Resources & Historic Preservation 18
APPENDIX B: RECOVERY TRANSITION PLAN TEMPLATE
Response to Recovery Transition Considerations -This attachment will provide a list of considerations for
transitioning triggers for the LDRM and other leadership to determine the need to transition from response
operations to recovery operations.
GENERAL INFORMATION
Incident/Event:
Date Prepared:
Prepared By:
Transition:
Transition
Decision
Considerations
D Response ➔ Short-Term Recovery
□ Short-Term Recovery ➔ Intermediate Recovery ➔ Long-Term Recovery
❖ Type, Characteristics & Magnitude of the Disaster
► Determine the anticipated type of recovery, short-term, intermediate, and long-term,
if possible.
► Post-event damage assessment will be used as a gauge as will the timeframes to
implement a federal recovery grant program the County may receive.
❖ Situation Considerations
► The status of stabilization/short-term recovery efforts that clear the way for or impact
intermediate and long-term recovery
► Availability and readiness of resources that can be mobilized and committed to
administering intermediate recovery
❖ Timing considerations to answer questions such as:
► Could intermediate-level recovery efforts be thwarted or rendered ineffectual by
further escalation of disaster damages or cascading physical, social economic, or
political impacts?
► Are the tasks necessary to meet response and stabilization/short-term recovery
requirements and priorities sufficiently complete to free resources for intermediate-
level recovery responsibilities?
County of Kaua'1 Pre-Disaster Recovery Framework 8-1
TRANSITION CONSIDERATIONS SUMMARY
Anticipated EOC Closure Date:
Local Disaster Recovery Manager
Recovery Program Units
Activated:
RSFs Activated:
Operational Periods:
Date /Time:
Name:
Phone:
E-mail:
□ Planning Unit
□ Financial and Grants Management Unit
□ Legal Advisory Unit
□ Policy and Legislative Affairs Unit
□ Joint Information System (JIS)
□ KEMA Liaison
□ Other __________ _
□ RSF 1-Community Planning, Permitting, and Land Use
□ RSF 2-Economic Recovery
□ RSF 3 -Health and Social Services
□ RSF 4 -Housing
□ RSF 5 -Infrastructure Systems
□ RSF 6 -Natural & Historical Resources, Historic Preservation
County of Kaua'i Pre-Disaster Recovery Framework B-2
ASSIGNMENTS
Position Coordinating Agency Coordinating POC
Local Disaster Recovery Manager
Planning Unit
Financial & Grants Management Unit
Legal Advisory Unit
Policy & Legislative Affairs Unit
Joint Information System
KEMA Liaison
RSF 1-Community Planning,
Permitting, and Land Use
RSF 2 -Economic Recovery
RSF 3 -Health and Social Services
RSF 4 -Housing
RSF 5 -Infrastructure Systems
RSF 6 -Natural & Cultural Resources,
and Historic Preservation
County of Kaua'1 Pre-Disaster Recovery Framework p, 3
TRANSITION ACTION ITEMS
Issue Summary Current ESF/Party New RSF/Party Timeframe for
Completion
1.
2.
3.
4.
5.
6.
7.
8.
County of Kaua'i Pre-Disaster Recovery Framework BO
APPENDIX C: RECOVERY IMPLEMENTATION CHECKLIST
This checklist is intended to provide a tool for the Local Disaster Recovery Manager (LDRM) to guide the activities of the Recovery Program and the
Recovery Coordination Committee. Although activities are listed in phases, many activities will occur simultaneously. Activities listed are intended as
considerations for the LDRM and other recovery leadership. Activities may not be necessary, depending on the specific impacts of a disaster. Conversely,
additional activities may be necessary that are not captured in this checklist.
--------------------------------------
(OU'l'Y of Kaua, Pre-D saste llerovery F0 a'l1~wo·, (-_
A. SET UP RECOVERY OPERATIONS
Task A.1: Establish Recovery Management Organizational Structure
Action Items Responsible Party Date Assigned Date Completed Status Notes
Appoint the Local Disaster County Mayor
Recovery Manager (LDRM).
Activate Recovery Program -
Planning Unit.
Activate Recovery Program -
Financial and Grants
Management Unit.
Activate Recovery Program -
Lega I Advisory Un it.
Activate Recovery Program -
Policy and Legislative Affairs
Unit.
Activate Recovery Program -
Joint Information System.
Activate Recovery Program -
Office of Emergency Services
Liaison.
Activate RSF 1 -Community
Planning, Permitting, and
Land Use.
Activate RSF 2 -Economic
Recovery RSF.
Activate RSF 3 -Health and
Social Services.
-----------------------------------------------------------
Co u ~ t y of Kaua·. Pre D saster Recovery Framewo, k C-2
Task A.1: Establish Recovery Management Organizational Structure (Continued)
Action Items Responsible Party Date Assigned Date Completed Status Notes
Activate RSF 4 • Housing.
Activate RSF S • Infrastructure
Systems RSF .
Activate RSF 6 • Natural & Cultural
Resources, and Historic
Preservation.
Coordinate with state and federal
agencies and other organizations
that sup port the RSFs .
Coordinate with Hawai'i Emergency
Management Agency on potential
federal disaster assistance
programs.
--------------------------------------
Cou--ity of Kaua·• P e-D sastcr Recovecy F-a..,-,ewo·, C 3
Task A.2: Track Disaster-Related Costs, and Compile Documentation
Responsible
Action Items Party Date Assigned Date completed Status Notes
Identify a person or team of people that
will be responsible for compiling
disaster-related costs for the County.
Establish a cost code for disaster-
related costs.
Establish a file structure for each site
where recovery work has been or will
be performed.
Maintain accurate disbursement and
I accounting records to document the
work performed and the costs incurred.
Obtain applicable local, state, and
federal tJOlicies and regulations.
Document administrative costs.
Compile necessary documentation
such as:
■ Executed contracts, bids,
periods of performance, and
locations worked
■ Property insurance
■ Donated resources {labor,
equipment, and materials)
■ Mutual aid
■ Force account labor
■ Force account equipment
■ Equipment rental agreements
■ Fuel logs
■ Materials including meals and
gas purchases
■ Description of damage
■ Scope of work to be completed
County of Kaua' Pre-D,saster Recove-y Fra,nework C-4
• Copies of estimates
Maintenance records
• Site inspection records
Coordinate with state and federal
agencies to obtain disaster-specific
cost-tracking spreadsheets and
templates.
---------------------------------------------------------
County of l<aua· f'·e-D saste Kecovc·y I ra·ne1vo·,· C-5
Task A.3: Gain Situational Awareness
Date Date
Action Items Responsible Party Assigned Completed Status Notes
Compile and assess the information
gathered from damage assessments.
Provide assessment data and
situational updates to local officials.
Determine the number of casualties
and fatalities.
Determine impacts on critical
infrastructure and essential services
such as:
• Public safety communications
• Fire and EMS
• Law enforcement
• Hospitals
• Waste management
• Utilities
• Fuel
• Transportation infrastructure
• Dams
• Commercial communications
(phone, Internet, cable, etc.)
• Schools
County of Kaua', Pre-Disaster Recoveri F0 amewo,·k C 6
8. CONDUCT RECOVERY OPERATIONS
Task B.1: Determine the Desired End State
Date Date
Action Items Responsible Party Assigned Completed Status Notes
Assess planned capital improvement
projects, strategic plans, and urban
development plans.
Assess currently available resources
for recovery, including personnel,
materials, and funding.
Estimate baseline disaster costs not
covered by federal assistance
programs or insurance.
Estimate costs to complete
improvement projects.
Assess the current financial posture
of the County to determine the
ability to incur additional project
costs.
Determine recovery timeframes and I
p roject timelines.
Conduct a cost-benefit analysis,
including the economic, social, and
psychological impacts on the
community to prioritize projects.
Coordinate with RSFs, state and
federal agencies , and other
stakeholders to determine the
desired end state of the community.
Identify opportunities to build back
in a more resilient fashion .
·---------------------------------
Cou·1,y of Kaua. P·e-D s2ste Recove:y f .. a .. newore (, 7
Task B.2: Establish Disaster Recovery Center(s)
Date Date
Action Items Responsible Party Assigned Completed Status Notes
Coordinate with state and federal
agencies to determine the need for
disaster recovery centers for
individuals and businesses.
Determine the number of centers
I needed and identify available and
aoo ro oriate locations.
Identify and assign agencies,
departments, or organizations to
support disaster recovery center
operations.
Advertise information for disaster
recovery centers (e.g., location,
hours, services provided,
documentation needed).
Monitor usage of disaster recovery
centers and report information to
the Local Disaster Recovery Program
Manager.
-----------------------------------------------------------
County of Kaua', Pre-Disaster Recovery F'a'llewo ·, C-3
Task B.3: Keep the Public Informed
Responsible Date Date
Action Items Party Assigned Completed Status Notes
Establish a community outreach
strategy.
Consider the communication needs of
the whole community by providing
information in the:
Multi-lingual formats
Formats for people with access and
functional needs
Socialize community recovery core
values and associated activities.
Regularly communicate the status and
progress of recovery operations .
Provide instructions for individuals for
recovery procedures (e.g ., debris set-
out procedures, federal assistance
application deadlines, mitigation
meeting dates).
Communicate environmental health
and safety information associated with
~ery operations. ---
Provide fraud detection and
prevention strategies .
---------------------------------------------
Cou~ly of Kaua·, f>1e-D sasre Recovery Frame.vo·, c 9
Task B.4: Apply for Disaster Assistance Funding and Identify Alternative Resource Opportunities
Responsible Date Date
Action Items Party Assigned Completed Status Notes
Coordinate with state and federal
agencies to identify critical timelines for
assistance programs.
Coordinate with Hawai'i Emergency I Management Agency on potential
federal disaster assistance p ro grams.
Coordinate with departments within the
County to apply for potential federal
disaster assistance.
Coordinate with municipalities within
the County to apply for potential
disaster assistance.
Provide information on disaster
assistance available to public sector and
nonprofit organizations.
Provide information on disaster
assistance available to private sector
businesses.
Identify funding opportunities outside
oftraditlonal federal grant programs
(i.e., PA, IA, CDBG, SBA, etc.).
Identify resources available from
nongovernmental, and private sector
partners (e.g., technical assistance).
County of Kaua'. P·e-D sas,e· Recove·y Framewo-k C-10
C. CONCLUDE RECOVERY OPERATIONS
Task C.1: Demobilize Recovery Operations and Transition to Steady State
Date Date
Action Items Responsible Party Assigned Completed Status Notes
Demobilize or reassign resources.
Compile and reconcile costs and
coordinate for reimbursement.
Ensure any unmet needs or
outstanding action items are
transitioned to a steady-state
program .
Capture after-action
recommendations and lessons
learned.
Develop and implement corrective
actions.
-------------------------------------------------
County of l,aua' Pc D saste· Recovery Fra'lle1:o , C-• _
APPENDIX D: STATE AND FEDERAL FISCAL RESOURCES
State and Federal Disaster Funding Programs
Program
Building Resilient Infrastructure Communities
(BRIC)
Community Assistance Program State Support
Services Element
Community Development Block Grant (CDBG)
CDBG-Disaster Recovery (CDBG-DR)
CDBG/Entitlement Grants
CDBG-MIT
CDBG/State's Program
Program Purpose
Supports states, local communities, tribes, and territories as
they undertake hazard mitigation projects reducing the risks
they face from disasters and natural hazards. BRIC is a new
FEMA pre-disaster hazard mitigation program that replaces the
existing Pre-Disaster Mitigation (PDM) program and is a result
of amendments made to Section 203 of the Robert T. Stafford
Disaster Relief and Emergency Assistance Act (Stafford Act) by
Section 123 of the Disaster Recovery Reform Act of 2018
(DRRA).
To ensure communities participating in the National Flood
Insurance Program are achieving flood loss reduction measures
consistent with program direction. The Community Assistance
Program State Support Service Element is intended to identify,
prevent, and resolve floodplain management issues in
participating communities before they develop into problems
requiring enforcement action.
Assists with long-term redevelopment initiatives (broad
applicability).
Assists with recovering from Presidentially declared disasters;
focuses on rebuilding affected areas and providing crucial seed
money to start the recovery process.
To develop viable urban communities by providing decent
housing and a suitable living environment, and by expanding
economic opportunities, principally for low to moderate-
income individuals.
Provides a unique and significant opportunity for grantees to
use the assistance in areas impacted by recent disasters to
carry out strategic and high-impact activities to mitigate
disaster risks and reduce future losses. Funds enable grantees
to mitigate against disaster risks, which at the same time
allowing grantees the opportunity to transform state and local
planning.
To develop viable urban communities by providing decent
housing and a suitable living environment, and by expanding
economic opportunities, principally for low to moderate-
income individuals.
County of Kaua'i Pre-Disaster Recovery Framework L} l
State and Federal Disaster Funding Programs
Program Program Purpose
To provide financial assistance to eligible applicants to help
Disaster Emergency Loans -Farmer Programs them overcome the adverse effects of a natural disaster on
their farm operations .
To provide emergency feed assistance to eligible livestock
owners in a state, county, or area approved by the secretary or
designee, where because of disease, insect infestation, flood,
Disaster Reserve Assistance drought, fire, hurricane, earthquake, hail storm, hot weather,
cold weather, freeze, snow, ice, and winterkill, or other natural
disaster, a livestock emergency has been determined to exist.
The program provides assistance to eligible livestock producers
for losses of feed grain crops, forage, and grazing.
Disaster Supplemental Nutrition Assistance Food assistance for low-income households with food loss as a
Program (D-SNAP) result of a disaster.
Disaster Unemployment Assistance Assistance for people who are unemployed due to the disaster.
To assist businesses suffering economic injury because of
Economic Injury Disaster Loans certain presidential, secretary of agriculture, and/or SBA-
declared disasters.
To enable farmers to perform emergency conservation
measures to control wind erosion on farmlands, or to
Emergency Conservation Program rehabilitate farmlands damaged by wind erosion, floods,
hurricanes, or other natural disasters, and to carry out
emergency water conservation or water enhancing measures
during periods of severe drought.
Emergency Relief Program Repair and reconstruction of federal-aid highways and roads .
For the provision of emergency shelter and essential support
Federal Emergency Shelter Grants Program for services to the homeless . Funds may be used for structural
the Homeless improvements to shelters, shelter operating expenses,
furnishings and equipment, and other services.
FTA may provide assistance to public transit operators for
Federal Transit Administration (FTA) Emergency protecting, repairing, and/or replacing equipment and facilities
Relief that may suffer or have suffered serious damage in an
emergency or major disaster.
Assistance for the repair or reconstruction of federal-aid
Federal Highway Administration Emergency highways and roads on federal lands which have suffered
Relief serious damage because of (1) natural disasters, or (2)
catastrophic failures from an external cause .
The Community Disaster Loan Program provides operational
FEMA Community Disaster Loan Program funding to help local governments that have incurred a
significant loss in revenue due to a major disaster that has (or
will) adversely affect their ability to provide essential municipal
County of Kaua'i Pre-Disaster Recovery Framework D-2
State and Federal Disaster Funding Programs
Program
FEMA Individual Assistance (IA) Program
FEMA Public Assistance (PA) Program
Ftood Control Projects
Flood Mitigation Assistance
Program Purpose
services. This program provides low-interest loans to augment
the loss of tax revenues.
Provides funding for individuals following a Presidentially
declared disaster to address housing (temporary, repair,
replacement, and semi/permanent housing construction) or
other needs (personal property, etc.).
To provide supplemental assistance to states, local
governments, and certain private nonprofit organizations to
alleviate suffering and hardship resulting from major disasters
or emergencies declared by the president. PA provides funding
for the repair, restoration, reconstruction, or replacement of a
public facility or infrastructure damaged or destroyed by a
disaster. Eligible applicants at the county level include local
governments and certain private non-profit organizations.
Eligible organizations include educational, emergency, medical,
rehabilitation, and temporary or permanent custodial care
facilities, utilities, and other facilities that provide essential
governmental services to the public. PA funds may not be used
when other funding sources are available, such as insurance, to
avoid the duplication of benefits.
To be eligible, funding must be required because ·of a major
disaster event, be located within the designated disaster area,
and be the legal responsibility of the eligible applicant. PA
funding is provided in seven categories:
• Emergency Work:
o Category A: Debris Removal
o Category B: Emergency Protective Measures
• Permanent Work:
o Category C: Roads and Bridges
o Category D: Water Control Facilities
o Category E: Buildings and Equipment
o Category F: Utilities
• Category G: Parks and Recreational Facilities
To reduce flood damages through projects not specifically
authorized by Congress.
Provides federal funds available through the Flood Mitigation
Assistance (FMA) grant program to states, local communities,
tribes, and territories (SLTTs) to reduce or eliminate the risk of
repetitive flood damage to buildings and structures insured
under the National Flood Insurance Program (NFIP). The FMA
grant program strengthens national preparedness and
resilience and supports the mitigation mission area through
FEMA's strategic goal of building a culture of preparedness.
County of Kaua'i Pre-Disaster Recovery Framework D-3
State and Federal Disaster Funding Programs
Program
Floodplain Management Services
Hazardous Materials Training Program -
Implementation of the Superfund Amendment
and Reauthorization Act of 1986
Insurance Program, National Flood
Natural Resource Conservation Service
Emergency Watershed Protection Program
Payments to States in Lieu of Real Estate Taxes
Small Business Administration (SBA) Disaster
Loans
Program Purpose
To promote appropriate recognition of flood hazards in land
and water use planning and development through the
provision of flood and floodplain-related data, technical
services, and guidance.
To make funding available to support programs of universities
as well as state, local, and tribal governments to improve
emergency planning, preparedness, mitigation, response, and
recovery capabilities. These programs must provide a special
emphasis on emergencies associated with hazardous
chemicals.
To enable individuals to purchase insurance against losses from
physical damage or loss of buildings and or contents therein
caused by floods, mudflow, or flood-related erosion , and to
promote wise floodplain management practices in the nation's
flood-prone areas.
The U.S. Department of Agriculture's Natural Resources
Conservation Service administers the Emergency Watershed
Protection Program, which responds to emergencies created by
natural disasters. A national emergency doesn't need to be
declared for an area to be eligible for assistance. The program
is designed to help people and conserve natural resources by
relieving imminent hazards to life and property caused by
floods, fires, windstorms, and other natural occurrences.
To compensate local taxing units for the loss of taxes from
federally acquired lands, 75 percent of all monies received or
deposited in the Treasury during any fiscal year for the account
of leasing of lands acquired by the United States for flood
control, navigation, and allied purposes, including the
development of hydroelectric power, are paid at the end of
each year to the states in which such property is situated.
The SBA provides disaster loans to homeowners, renters,
businesses, and private nonprofit organizations to repair or
replace real estate, property, equipment, inventory, and other
business assets that have been damaged or destroyed by
declared disasters.
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County of Kaua'i Pre-Disaster Recovery F1 arnewo1 k D-4
State and Federal Disaster Funding Programs
Program Program Purpose
National Emergency Grants temporarily expand the service
U.S. Department of Labor National Emergency capacity of Workforce Investment Act Dislocated Worker
Grants
training and employment programs at the state and local levels
by providing funding assistance in response to large,
unexpected economic events that cause significant job losses.
U.S. Fish & Wildlife Service Provides grant funding for fish and wildlife projects
County of Kaua'i Pre-Disaster Recovery Framework D-5