NATIONAL COMMUNITY DEVELOPMENT ASSOCIATION HUD CDBG Disaster Programs Lessons Learned

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NATIONAL COMMUNITY DEVELOPMENT ASSOCIATIONHUD
CDBG Disaster Programs Lessons Learned

• June 17-20, 2009
• Presenters
• Suzie Elkins, CEO, Suzie Elkins Community
  Development LLC, Baton Rouge, LA
• Suelkins_at_cox.net
• Michael Spletto, Director of HUD Programs, Camp
  Dresser McKee, Inc. Baton Rouge, LA
• splettom_at_cdm.com

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Implementing HUD CDBG Disaster Recovery Programs
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Experience

• North Dakota Floods
• Hurricane Ike
• Hurricane Gustav
• Hurricane Rita
• Hurricane Katrina

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Lessons Learned

• Define the goal of the program, its purpose long
  term, and short term. Localities can guide the
  definition process.
• Are there enough funds to serve the intended
  population? Is it open continuous enrollment?
  Competitive with deadlines? Phased to targeted
  categories of applicants or dwelling types?
• What kind (or kinds) of program is it? A
  compensation program, an incentive program, a
  grant or a loan? Is the loan forgivable? What
  combinations work together? How long do you want
  to monitor the program after the Disaster funds
  are expended?

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Lessons Learned

• Design a program that meets at least 80 of the
  need. Then offer options to address the unique
  applicant issues identified through program
  implementation.
• Do not pre-maturely launch the Program. Make
  certain the program has all the necessary facets
  in place and ready to function efficiently.
• Do not make changes daily or weekly to the
  program policy it is better to hold off
  implementing a program that is not completely
  designed than to launch a program that has
  frequent changes.

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Lessons Learned

• Simple. Keep the program and processes as simple
  as possible. You want your constituents and the
  public to be able to understand the programs and
  processes.
• Do not be afraid to think out of the box and to
  ask for waivers. We were able to get
  morewaivers than any other state in the country
• Always think in terms of accountability and
  transparency. This is what HUD and the OIG want.
  Post everything to a website, make definitions
  clear, and maintain consistency through QA/QC.

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Lessons Learned

• Streamline processes as much as possible. If HUD
  or the County doesnt need the information, dont
  collect it. It costs a lot of money to store and
  archive this information.
• Document all meetings with meeting notes. The
  OIG and HUD will ask for them.
• Run analytics for any data inconsistencies,
  determine source and reason for the
  inconsistency, and resolve the issue at the IT
  programming level or address the inconsistency
  through adjustments in Program policy or
  procedure.

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Lessons Learned

• When making changes, consider carefully if this
  is an Administrative Interpretation for a
  procedure or a Change in Policy that impacts
  past and future applicant eligibility.
• Changes are expensive and time consuming. Call
  center and caseworkers must be trained.
• Model the program to require the same or similar
  monitoring and compliance criteria that your
  staffs are currently managing where possible.

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Lessons Learned

• Define all types of housing where possible, even
  if a particular type of housing eligibility in
  the program is not ready to be launched (or may
  not be launched).
• It is important to define program elements as it
  relates to the various federal requirements of
  compliance. For example Davis Bacon defines a
  structure as the unit of compliance
  Environmental requirements define all under a
  same application as a project.
• Applicants who are successful in the program will
  likely still face challenges and have questions.

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Lessons Learned

• Historic properties require additional processing
  that in some cases is not within the control of
  the HMS contractor, the owner, or the city.
• Obtaining data from SBA, FEMA, Private Insurers,
  and other sources to comply with the Duplication
  of Benefit regulation can be onerous and time
  consuming.
• Case management services will increase the
  opportunities for applicants to be and remain
  informed, supported and provides valuable
  linkages to effectively rebuild their homes.

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Additional Disaster Information
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MODULE 1 OVERVIEW TARGET AUDIENCE INTENT
ORGANIZATION OF THE TOOLKIT

• A. BACKGROUND B. INTENT OF TOOLKIT C. TOOLKIT
  ORGANIZATION D. TOOLKIT AUDIENCE E. MODULE
  CONTENTS TOOLS

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MODULE 2 GENERAL DISASTER RECOVERY ISSUES

• A. DISASTER RECOVERY
• B. PHASES OF A DISASTER
• C. THE DISASTER CYCLE
• D. RESPONSE AND RECOVERY CONTINUUM
• E. THE ROLE OF STATE COMMUNITY DEVELOPMENT
  AGENCIES FOLLOWING A DISASTER

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MODULE 3 STATE CD AGENCY ROLE/ POLICY
REGULATORY ISSUES

• A. INTRODUCTION
• B. ROLE OF STATE CD AGENCIES AFTER A DISASTER
• C. ROLE OF THE STATE
• D. KEY ISSUES AND CONCEPTS
• E. UNDERSTANDING POLICY, REGULATIONS AND STATUTES
  
• F. WAIVERS AND EXCLUSIONS
• G. CDBG ACTION PLAN

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MODULE 4 LONG-TERM RECOVERY ISSUES

• A. INTRODUCTION
• B. STRATEGIC RECOVERY
• C. COMMUNITY RECOVERY PLANNING
• D. RECOVERY PLANNING PROCESS
• E. STAFFING CAPACITY
• F. PLANNING STRATEGIES
• G. PRIORITIZING RECOVERY PROJECTS
• H. LEVERAGING FUNDING AND RESOURCES

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MODULE 5 PROGRAM IMPLEMENTATION ISSUES

• A. INTRODUCTION
• B. DISASTER RECOVERY APPROACH
• C. PROGRAM DESIGN
• D. CDBG ACTION PLAN
• E. PROGRAM DELIVERY
• F. STAFFING AND HUMAN RESOURCES
• G. CONTRACTING/ MEMORANDUMS OF UNDERSTANDING
• H. EVALUATING THE PROGRAM
• I. PRE-DISASTER PREPARATION FOR THE STATE CD
  AGENCY

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• Where do you get a copy of the
• Disaster Recovery Tool Kit?
• WWW.COSCDA.ORG

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Questions?