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REBUILDING

STRATEGY

FALL 2014

PROGRESS REPORT
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Credits for Photos on Cover Page:

Cover (Left) Photo: Rebuild by Design,“Scale it Up LES”.

Cover (Center) Photo: FEMA/ Kenneth Wilsey, “Breezy Point, NY

Cover (Right) Photo: FEMA/ Kenneth Wilsey, “LIPA , Long Island, NY
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Table of Contents

TABLE OF CONTENTS

Executive Summary .................................................................................................................................... 1

Background ................................................................................................................................................ 3

Promoting resilient rebuilding through innovative ideas 

and a thorough understanding of current and future risk ........................................................................... 6

Recommendation #1: Sea Level Rise (SLR) Tool ............................................................................................8

Recommendation #2: Flood Risk Reduction Standard and future flood risk ..............................................10

Recommendation #3: Rebuild By Design ....................................................................................................12

Ensuring a regionally coordinated, resilient approach to infrastructure investment ................................. 16

Recommendation #4: Infrastructure Resilience Guidelines (Sandy) ..........................................................20

Recommendation #5: Infrastructure Resilience Guidelines (Nationally).....................................................22

Recommendation #6: Regional coordination of Sandy Infrastructure resilience .......................................24

Recommendation #7: Institutionalize Regional Coordination ....................................................................26

Recommendation #8: Infrastructure Permitting and Review Team ............................................................28

Recommendation #9: Leverage Review Processes .....................................................................................30

Recommendation #10: Temporary Staffing Review and Permitting ...........................................................32

Recommendation #11: Infrastructure TA State and Local ..........................................................................34

Recommendation #12: Resilient Energy Investments ................................................................................36

Recommendation #13: Future Liquid Fuels Supply Chain ..........................................................................38

Recommendation #14: Electric Grid Policies ..............................................................................................39

Recommendation #15: Private and non-profit holistic innovation .............................................................41

Recommendation #16: Resilient Power for IT/Communications ................................................................43

Recommendation #17: Expedite Transportation Funding ..........................................................................45

Recommendation #18: Transportation Funding Policy Goals .....................................................................47

Recommendation #19: Green Options for Infrastructure Investments ......................................................48

Recommendation #20: Green Infrastructure Tools ....................................................................................50

Recommendation #21: Innovate Green Infrastructure ...............................................................................52

Recommendation #22: Measure Benefits and Advance Green Infrastructure ...........................................54

Recommendation #23: Water Infrastructures Investments .......................................................................56

Recommendation #24: Coordinate Sandy Water Infrastructure ................................................................58

Recommendation #25: Building Codes .......................................................................................................60

Restoring and Strengthening Homes and Providing Families with Safe, Affordable Housing Options......... 64

Recommendation #26: Evaluate Shelter-In-Place Programs/(STEP) ...........................................................66

Recommendation #27: Expedite allocation and implementation of CDBG-DR ..........................................68
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Recommendation #28: CDBG-DR for Multi-Family and Affordable Housing ..............................................70

Recommendation #29: Align Foreclosure Policies ......................................................................................72

Recommendation #30: State/Local Opportunities for Affordable Housing ................................................74

Recommendation #31: IBHS and Resilience STAR ......................................................................................76

Recommendation #32: State and Local Opportunities for PPPs .................................................................78

Recommendation #33: Guidance Indoor Air Pollutants .............................................................................80

Recommendation #34: Working Group for Housing (future disasters) ......................................................82

Supporting small businesses and revitalizing local economies .................................................................. 84

Recommendation #35: Build Disaster Preparedness and Operations Team (DPOT) ..................................87

Recommendation #36: Institute “No Wrong Door” ...................................................................................89

Recommendation #37: CDBG-DR Grantees for Small Business ..................................................................91

Recommendation #38: Remove SBA statutory barriers ............................................................................92

Recommendation #39: Authority for incubators and accelerators ............................................................94

Recommendation #40: Innovate SBA’s Disaster Loan Program ..................................................................95

Recommendation #41: Modify regulations for small business size ............................................................97

Recommendation #42: Increase SBA disaster loan limit ............................................................................98

Recommendation #43: Microloan Intermediaries ......................................................................................99

Recommendation #44: CDBG-DR for Small Business ................................................................................100

Recommendation #45: Leverage SSBCI Program ......................................................................................101

Recommendation #46: Increase Access for Small Businesses ..................................................................102

Recommendation #47: Statutory Change for Federal Contract Access for Small Business ......................104

Recommendation #48: Best Practices of Local Workforce Agencies ........................................................106

Recommendation #49: CDBG-DR Section 3 Specialized Skills Training Programs .....................................108

Recommendation #50: Project Labor Agreements (PLAs) on Construction Projects ...............................110

Addressing insurance challenges, understanding, and affordability .........................................................114

Recommendation #51: Unified Insurance Disbursement .........................................................................116

Recommendation #52: Reduce Consumer Confusion over Insurance Coverage ......................................117

Recommendation #53: Improve National Flood Insurance Program (NFIP) Awareness ..........................118

Recommendation #54: Increase Hazard Mitigation .................................................................................119

Recommendation #55: Actuarial Soundness of Decreased Premiums .....................................................120

Recommendation #56: Flood Insurance Affordability ..............................................................................122

Building state and local capacity to plan for and implement long-term recovery and rebuilding ..............124

Recommendation #57: Local Disaster Recovery Manager Positions ........................................................126

Recommendation #58: NY Rising Community Reconstruction Program ..................................................128
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Recommendation #59: Support NJ Planning Efforts .................................................................................130

Recommendation #60: Leverage existing tools for local planning ...........................................................132

Recommendation #61: Expand philanthropic and non-profit recovery work ..........................................134

Improving data sharing between Federal, State, and local officials ..........................................................138

Recommendation #62: Post Aggregated Data on a Public Website .........................................................140

Recommendation #63: Data Steward .......................................................................................................142

Recommendation #64: Data Menu ..........................................................................................................145

Recommendation #65: Data SharingTemplate .........................................................................................147

Recommendation #66: Data Hub .............................................................................................................149

Recommendation #67: SORN Review .......................................................................................................151

Data sharing and accountability through the Program Management Office (PMO)...................................154

Recommendation #68: Continue PMO .....................................................................................................155

Recommendation #69: PMO Toolkit .........................................................................................................157

Appendix A: 

Targeted Completion by Policy Area ........................................................................................................159

Appendix B: 

List of All Recommendations, Agency Leads, and Completion Status........................................................160

Appendix C: 

Tracking the Sandy Supplemental............................................................................................................169

Appendix D: 

Executive Order 13632.............................................................................................................................170

Appendix E: 

Acronyms and Abbreviations...................................................................................................................175
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Executive Summary

EXECUTIVE SUMMARY

On October 29, 2012, Hurricane Sandy made landfall in one of the most densely populated regions in the 

nation. The collisions of multiple weather systems, including Hurricane Sandy, proved to be devastating, killing 

at least 159 people and damaging more than 650,000 homes. In response to the size and magnitude of the 

storm and the rebuilding challenges facing the region, the Hurricane Sandy Rebuilding Task Force (Task Force) 

was created to address long-term rebuilding needs immediately after the storm hit. 

After months of engagement with local leaders and community groups and in direct coordination with our 

partners across the Federal Government, the Task Force released its Rebuilding Strategy in August 2013, which 

established recommendations to help guide the tens of billions of dollars in funding from the Disaster Relief 

Appropriations Act of 2013, commonly referred to as the Sandy Supplemental that continue to flow to the 

region. The 69 recommendations address not only recovery efforts in the Sandy region but also future disasters 

that have national policy implications. 

To ensure that federal efforts continued to be driven to 

completion even after the sunset of the Task Force on 

September 30, 2013, the Rebuilding Strategy also included a 

plan for monitoring progress. The plan identified specific owners 

for each recommendation, and pledged continued interagency 

coordination at both the staff level and at the cabinet- level to 

encourage agency accountability and communication on the 

recovery process.

The publication date of this document, October 29, 2014, marks the second anniversary of the storm, and 

just over one year since the Task Force sunset. Over the course of last thirteen months, more than 300 staff 

across 23 federal agencies and Executive Offices have worked to implement the recommendations, to help 

communities recover, enhance resilience to future storms, and fulfill the Task Force commitments to the 

President and the region. 

This report provides an update on the collective progress made to implement the Rebuilding Strategy 

recommendations. At the time of publication—just 14 months after the Rebuilding Strategy was published 

—50 (fully 72%) of the recommendations have been completed. By the end of calendar year 2014, 

an additional seven recommendations will have been completed (82% of the total). The remaining 12 

recommendations will be completed in 2015 and beyond, and the majority of these are long-term projects by 

design and will require extensive interagency coordination and systems development. 

Indeed much of the impact of the work that is described herein goes well beyond the completion of individual 

recommendations. More than one-third of the recommendations established new processes or improved 

upon existing processes to fundamentally shift how the Federal Government responds to disasters and 

climate change. Many recommendations specifically call for the institutionalization of best practices learned 

from Sandy. Further, the work described in this report does not represent an exhaustive list of Sandy-related 

activities, as agencies have worked in a variety of other ways to support the recovery since immediately 

following the storm.

Progress Status Summary:

50 recommendations complete

19 recommendations in progress
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Executive Summary

Two years later, there is still challenging work ahead, both to fully recover in communities across the region 

and to implement the remaining recommendations. But as a result of unprecedented collaboration and 

coordination across the Federal Government, many of the barriers to recovery identified by State and local 

partners have been addressed or mitigated. This report provides a public update on the progress to date in 

accomplishing the goals laid out in the Rebuilding Strategy. 
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Background

BACKGROUND

On August 19, 2013, the Hurricane Sandy Rebuilding Task Force released its Rebuilding Strategy for the 

Sandy impacted region. The Rebuilding Strategy included a long-term plan for rebuilding that guides Sandy 

Supplemental spending to drive regional coordination and make communities more resilient to future 

disasters. The Rebuilding Strategy also aligns Federal, State and local policies to achieve seven goals that are 

important to the long-term rebuilding of the region in the most economically efficient, ecologically robust, and 

innovative ways possible. 

The Rebuilding Strategy identified 69 specific recommendations across these broad goals as well as specific 

member agencies and executive offices to lead the implementation of each goal:

• Promoting resilient rebuilding through innovative ideas and a thorough understanding of current and 

future risk (Recommendations 1-3)

• Ensuring a regionally coordinated, resilient approach to infrastructure investment (Recommendations 4-25)

• Restoring and strengthening homes and providing families with safe, affordable housing options 

(Recommendations 26-34)

• Supporting small businesses and revitalizing local economies (Recommendations 35-50)

• Addressing insurance challenges, understanding, and affordability (Recommendations 51-56)

• Building state and local capacity to plan for and implement long-term recovery and rebuilding 

(Recommendations 57-61)

• Improving data sharing between Federal, State, and local officials (Recommendations 62-67)

• Data sharing and accountability: the PMO (Recommendations 68-69)

Since the publication of the Rebuilding Strategy, these agencies have continued to work closely together to 

move the recommendations forward and deliver on their commitments to the Sandy impacted region and the 

President. 

This report includes an update on the implementation of the seven Rebuilding Strategy goals and an additional 

section on the internal efforts to improve data sharing and accountability through the Sandy Program 

Management Office (PMO). This report is organized by each of the Rebuilding Strategy goals and the PMO and 

includes updates on each of the 69 recommendations grouped within those goals. Each section of this report 

includes background information from the original Rebuilding Strategy, identifies the relevant leading agencies 

for each recommendation1, recommendation status, and includes updates on each of the recommendations by 

highlighting areas of progress made since the publication of the Rebuilding Strategy through October 2014. To 

learn more about the Task Force or the Sandy Supplemental, to read the original Rebuilding Strategy, or to see 

the status of the Sandy Supplemental funding, please visit the following websites:

1 While the Rebuilding Strategy identified specific agencies (such as the Department of Housing and Urban Development) to lead 

implementation, in some cases these leads have changed, or more specific subcomponents of or offices within an agency (such as the Office 

of Community Planning and Development) have been identified. Further, for some recommendations, the Rebuilding Strategy also identified 

contributing or supporting agencies. This progress report primarily reflects the latest Lead and Supporting Agencies only, but does not 

necessarily include all contributing agencies.
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Background

• Executive Order 13632, establishing the Hurricane Sandy Rebuilding Task Force: 

http://www.gpo.gov/fdsys/pkg/DCPD-201200936/pdf/DCPD-201200936.pdf

• Disaster Relief Appropriations Act, 2013, or “Sandy Supplemental,” which provided $50 billion in disaster 

relief funding to federal agencies: 

http://www.gpo.gov/fdsys/pkg/PLAW-113publ2/pdf/PLAW-113publ2.pdf

• The Hurricane Sandy Rebuilding Strategy, published by the Task Force on August 19, 2013: 

http://portal.hud.gov/hudportal/documents/huddoc?id=HSRebuildingStrategy.pdf

• Recovery.gov Hurricane Sandy maps, for the latest status of Sandy Supplemental funds by state: 

http://www.recovery.gov/Sandy/whereisthemoneygoing/maps/Pages/HudPmo.aspx
Cameron Blaylock, “Rebuild by Design Stage II Presentations.” 
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Rebuilding Strategy Goal: 

Promoting Resilient Rebuilding through Innovative Ideas and 

a Thorough Understanding of Current and Future Risk

PROMOTING RESILIENT REBUILDING 

THROUGH INNOVATIVE IDEAS AND 

A THOROUGH UNDERSTANDING 

OF CURRENT AND FUTURE RISK2

It is increasingly important to take advantage of the latest data and technology to measure and manage risk. 

Flood risk maps need to incorporate what scientists know about the pace and impact of climate change on 

sea level and other environmental factors. At the same time, the demographics of at-risk communities—which 

change quickly and dramatically due to rapid urbanization and shifting work patterns—must be understood. In 

the Sandy region, and across the country, communities once thought to be safe from risk are now beginning 

to recognize they face greater vulnerability to extreme weather and other natural disasters than previously 

imagined.

A robust recovery must use good data and science to inform decision making. Evidence-based information, 

risk-based analysis, and robust cost-benefit analyses could help governments, businesses, and homeowners 

better invest in measures that increase resilience on the national, regional, and local levels. The National 

Climate Assessment represents the most recent science on climate-related impacts that highlight knowledge 

for improved policy decisions. 

Lead and Supporting Agencies

White House Council on Environmental Quality 

(CEQ)

Department of Transportation (DOT)

Federal Emergency Management Agency (FEMA) 

Department of Health and Human Services (HHS)

Department of Housing and Urban Development 

(HUD)

Mitigation Framework Leadership Group (MitFLG) 

National Oceanic and Atmospheric Administration 

(NOAA)

National Security Council (NSC)

Hurricane Sandy Rebuilding Task Force (Task Force)

United States Army Corps of Engineers (USACE)

U.S. Global Change Research Program (USGCRP)

Recommendations in this policy area include:

1. Facilitate the incorporation of future risk assessment, such as sea level rise, into rebuilding efforts with 

the development of a sea-level rise tool.

2. Develop a minimum flood risk reduction standard for major Federal investment that takes into account 

data on current and future flood risk.

2 Resilience is the ability to anticipate, prepare for, and adapt to changing conditions and withstand, respond to, and recover rapidly from 

disruptions. Disruptions can include deliberate attacks, accidents, potential threats, and naturally occurring incidents.
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Rebuilding Strategy Goal: 

Promoting Resilient Rebuilding through Innovative Ideas and 

a Thorough Understanding of Current and Future Risk

Recommendations in this policy area include:

3. Create a design competition to develop innovative resilient design solutions that address the Sandyaffected region’s most pressing vulnerabilities.
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Rebuilding Strategy Goal: 

Promoting Resilient Rebuilding through Innovative Ideas and 

a Thorough Understanding of Current and Future Risk

RECOMMENDATION #1 

Facilitate the incorporation of future risk assessment, such as sea level rise, into 

rebuilding efforts with the development of a sea-level rise tool.

Recommendation Status: Completed 

Completion Date: June 20, 2013

Task Force

CEQ; FEMA; NOAA; USACE; USGCRP

Narrative Update

Recognizing the need to better utilize existing datasets and climate-related decision support tools, the Federal 

Government introduced a suite of future flood risk tools to ensure that risk is minimized, to the greatest extent 

possible, in making future investments. NOAA, FEMA, CEQ, USGCRP, and USACE worked together, integrating 

datasets and expertise to produce tools accessible to local decision makers. These tools include an interactive 

web-based map and a sea-level rise calculator with localized data. The mapping tool combines peer-reviewed 

global sea-level rise (SLR) scenarios (including those published by the New York Panel on Climate Change) 

with existing FEMA National Flood Insurance Program (NFIP) maps to estimate where the 100-year floodplain 

boundaries are expected to be in the future. The SLR calculator allows the user to project future 100-year flood 

elevations resulting from relative (i.e., regional) sea-level rise. These tools will help local planners, floodplain 

managers, engineers, and others identify risks and safeguard long-term investments in the region. 

In October 2013, NOAA and USACE in partnership with FEMA, CEQ, and USGCRP, completed a resiliency 

recommendation by releasing the sea-level rise viewer which offers access to data and information about the 

risks of sea level rise, storm surge, and flooding along the coastal United States. The interactive web-based 

map has the potential to help individuals, business owners, and community planners build, retrofit, or rebuild 

in a more resilient way. Many users have visited the SLR tool website and maps. FEMA has also initiated pilot 

mapping projects to include SLR in the best available flood risk maps.

In April 2013, the Task Force announced that all Sandy-related rebuilding projects funded by the supplemental 

spending bill must meet a single uniform flood risk reduction standard. The standard is informed by the best 

science and best practices including assessments taken following Hurricane Sandy and brings the federal 

standard into alignment with many State and local standards already in place. It also takes into account the 

increased risk the region is facing from extreme weather events, sea level rise and other impacts of climate 

change and applies to the rebuilding of structures that were substantially damaged and will be repaired or 

rebuilt with federal funding. As a result, the new standard requires residential, commercial, or infrastructure 

projects that are applying for federal dollars to account for increased flood risk resulting from a variety of 

factors by elevating or otherwise flood-proofing to one foot above the elevation recommended by the most 

recent available federal flood guidance. Please see Recommendation 2 for more information on the flood risk 

reduction standard.
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Rebuilding Strategy Goal: 

Promoting Resilient Rebuilding through Innovative Ideas and 

a Thorough Understanding of Current and Future Risk

What this means for communities

The SLR map and calculator and the uniform flood risk reduction standard will help business owners 

and community planners to build and rebuild more resiliently and safeguard long-term investments by 

incorporating more comprehensive flood risk information into their decision making.

For More Information

• Sea level rise tool for Hurricane Sandy recovery: http://www.globalchange.gov/what-we-do/assessment/

coastal-resilience-resourcesFIOS1—SBA pairs small businesses with much-needed resources

• Sea level rise and coastal flooding impacts viewer: http://www.csc.noaa.gov/digitalcoast/tools/slrviewer
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Rebuilding Strategy Goal: 

Promoting Resilient Rebuilding through Innovative Ideas and 

a Thorough Understanding of Current and Future Risk

RECOMMENDATION #2 

Develop a minimum flood risk reduction standard for major Federal investment 

that takes into account data on current flood risk.

Recommendation Status: Completed 

Completion Date: April 4, 2013

Lead and Supporting Agencies 

Task Force

MitFLG; NSC staff

Narrative Update

On April 4, 2013, then HUD Secretary Shaun Donovan joined then DOT Secretary Ray LaHood to announce 

a minimum flood risk reduction standard that protects investments in Sandy-affected communities. This 

minimum flood risk standard addresses the increased flood risk that rising sea levels and more intense 

storms—the result of climate change, urbanization, and other factors—pose in the 21st century. This standard, 

which is in line with standards that many State and local jurisdictions have adopted, requires all major 

rebuilding projects that rely on Sandy-related federal funding to be elevated or otherwise flood-proofed 

according to the best available FEMA guidance plus one additional foot of freeboard. Where State or local 

building codes or standards already require minimum elevations, the higher of the competing minimums 

would apply. 

The programs which received funding in the supplemental bill and will be impacted by this standard include: 

HUD’s Community Development Block Grant Disaster Recovery (CDBG-DR) program; HHS’ construction and 

reconstruction projects funded by Social Services Block Grants and Head Start; FEMA’s Hazard Mitigation Grant 

Program and Public Assistance Program; EPA’s State Revolving Fund (SRF) programs; and the DOT Federal 

Transit Administration’s (FTA) Emergency Relief Program, as well as some Federal Railroad Administration (FRA) 

and Federal Highway Administration (FHWA) projects.

Beyond the implementation of this recommendation for Sandy, federal departments and agencies will need 

to continue to consider and address how climate change affects their mission, programs, and operations in 

line with Executive Order 13514: “Federal Leadership in Environmental, Energy, and Economic Performance.” 

EO 13514, led to the development of Federal Climate Change Adaptation plans. In addition, in June 2013, 

President Obama’s Climate Action Plan directed agencies to expand the application of this flood standard 

nationwide to develop a consistent set of standards using regional climate data. The interagency Mitigation 

Framework Leadership Group (MitFLG) in coordination with National Security Council staff is currently leading 

this effort.

In addition, as noted in Recommendation 1, a partnership of federal agencies has made available a number of 

tools to help the public calculate and map the anticipated impacts of sea level rise.
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Rebuilding Strategy Goal: 

Promoting Resilient Rebuilding through Innovative Ideas and 

a Thorough Understanding of Current and Future Risk

What this means for communities

The uniform flood risk standard, which is informed by the latest science and best practices including 

assessments taken following Hurricane Sandy and which aligns with many State and local standards 

already in place, promotes resilient rebuilding and helps reduce the risk to investments in Sandy-affected 

communities from future disasters.

For More Information

• Guidance on how to apply the Flood Risk Reduction Standard for Sandy rebuilding projects: http://www.

wbdg.org/ccb/ARMYCOE/COEECB/ecb_2013_33.pdf

• Executive Order 13514 - Federal Leadership in Environmental, Energy and Economic Performance: http://

www.whitehouse.gov/administration/eop/ceq/sustainability

• The President’s Climate Action Plan: http://www.whitehouse.gov/sites/default/files/image/

president27sclimateactionplan.pdf
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Rebuilding Strategy Goal: 

Promoting Resilient Rebuilding through Innovative Ideas and 

a Thorough Understanding of Current and Future Risk

RECOMMENDATION #3 

Create a design competition to develop innovative resilient design solutions that 

address the Sandy-affected region’s most pressing vulnerabilities.

Recommendation Status: Completed 

Completion Date: June 2, 2014

Lead and Supporting Agencies 

HUD

Narrative Update

Rebuild by Design was an extraordinary competition that, through an intensely collaborative process, created 

proposals to build innovative and resilient infrastructure projects using both public and private resources. 

This past spring, ten teams that were comprised of designers, architects, landscape architects, water-experts, 

engineers, scientists, and academics from all over the world showcased their final designs. According to the 

Urban Institute’s evaluation that came out in early September, Rebuild by Design has set a new standard for 

large-scale disaster response and infrastructure projects, and the competition was named as the first of CNN’s 

top 10 innovative ideas of 2013.

By conducting the first stage research process as a collective effort, Rebuild by Design was able to address 

a range of subject areas and geographic scales. The consortium of experts across the ten teams brought 

expertise in different disciplines, including climate science, hydrology, engineering, policy, and design. Teams 

created finely-tuned analyses of particular local sites, and the cumulative effect of this work was a truly 

comprehensive regional analysis. Working in collaboration with many stakeholders, and incorporating research 

and analysis, designers were uniquely positioned to re-imagine how we adapt to the new realities of climate 

change. By using a deliberate design process as a model, Rebuild by Design attracted world-class talent in 

interdisciplinary teams and connected them with local and regional talent so that the teams could first develop 

a deep understanding of the region’s needs, vulnerabilities and interdependencies before crafting solutions. 

The process tied design development to regional understanding and local coalitions in a way that ensured 

cross-stakeholder learning. The integration of public, philanthropic, private sector, and community knowledge 

and resources made this a truly unique and impactful process. 

The core of Rebuild by Design tactics was indeed the high level of community engagement and partnership. All 

ten teams engaged coalitions of local stakeholders in the Sandy-affected area, including residents, nonprofit 

organizations, business owners, government, and elected officials, which gave them a detailed understanding 

of the community’s needs and vulnerabilities. The tireless work by each team on the ground nurtured a 

heightened awareness of climate change among community members and stakeholders and developed their 

knowledge and capacity to take a more hands-on role in advocating for and creating resilient responses to 

natural disasters.
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Rebuilding Strategy Goal: 

Promoting Resilient Rebuilding through Innovative Ideas and 

a Thorough Understanding of Current and Future Risk

On June 2, 2014, the HUD Secretary announced the winning competition proposals together with the 

corresponding awards of CDBG-DR funding to assist in implementation of the proposals. A total of $930 

million was awarded to State and local government for six winning proposals and one finalist proposal. Funded 

proposals include: 

CDBG-DR Grantees Projects Rebuild by Design Funding

State of New Jersey

Meadowlands $150 million

Weehawken/Hoboken/Jersey City $230 million

State of New York Nassau County $125 million

Staten Island $60 million

New York City Manhattan/Lower East Side $335 million

South Bronx/Hunts Point $20 million

State of Connecticut Bridgeport $10 million

State and local grantees will amend their HUD CDBG-DR Action Plans to incorporate the funded projects and 

continue with the planning and design work that is needed to fully develop each project. In addition, the 

substantial public-sector commitment of funding toward reducing risk in highly vulnerable places serves as a 

foundation for bringing greater private-sector funding to the table to leverage these investments.

What this means for communities

The Rebuild by Design competition contributes to the understanding of the Sandy-impacted region’s 

interdependencies and how investments can best be targeted to mitigate risk, provides funding for six 

innovative project proposals that will make communities more resilient, and serves as a foundation for 

gaining additional private-sector funding to these projects.

For More Information

• Rebuild by Design competition and the winning proposals: www.rebuildbydesign.org
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Rebuilding Strategy Goal: 

Promoting Resilient Rebuilding through Innovative Ideas and 

a Thorough Understanding of Current and Future Risk
MTA Photos, “Greenpoint Tubes - Fix & Fortified,” Flickr.com/Phots/mtaphotos/sets
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

ENSURING A REGIONALLY 

COORDINATED, RESILIENT APPROACH 

TO INFRASTRUCTURE INVESTMENT3

The damage from Hurricane Sandy to infrastructure in the impacted region was unprecedented in scope 

and cost. The damage from impacts to infrastructure is not only in the cost of repair and replacement, but in 

the severe and cascading impacts on assets and systems, and natural resources that form the framework of 

our communities. The damage from Hurricane Sandy to physical infrastructure in New York, New Jersey, and 

other impacted states is measured in tens of billions of dollars. Separate from physical damage, EQECAT, a 

catastrophe risk modeling company, estimates the region lost between $30 billion and $50 billion in economic 

activity due to extensive power outages, liquid fuel shortages, and near-total shutdown of the region’s 

transportation system.

Impacts to infrastructure are especially hard on the most vulnerable in our communities as they have few 

options when needed services are not available. The goals of the Rebuilding Strategy were to ensure the 

rebuilding efforts were coordinated, timely, and effective and to encourage investment in systems, assets and 

nature-based protective features to help the region withstand and quickly recover from future disasters. 

3 Key Definitions: 

• Energy investment refers to assets, rather than investment in the grid, and their resilient power systems, which includes combined heat 

and power systems (CHP), microgrids, renewable energy sources, and backup generation. 

• Storm surge associated with Hurricane Sandy caused dune and beach erosion, island breaching, and transport and deposition of sediment 

inland (i.e., overwash) in coastal communities from New England to Florida. Coastal flooding also caused significant erosion to existing 

natural infrastructure, inundation of wetland habitats, removal of or erosion to coastal dunes, destruction of coastal lakes, and new inlet 

creation.

• Green and Gray Infrastructure are terms used to differentiate between the integration of natural systems and processes (such as wetlands) 

or engineered systems that mimic natural systems (such as artificial reefs) which are known as “green infrastructure” and more traditional 

built systems (such as concrete culverts and flood walls) which are known as “gray infrastructure.”
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

Lead and Supporting Agencies

White House Council on Environmental Quality 

(CEQ)

Department of Homeland Security (DHS)

Department of Energy (DOE)

Department of the Interior (DOI)

Department of Justice (DOJ)

Department of Transportation (DOT)

Environmental Protection Agency (EPA)

Federal Communications Commission (FCC)

Federal Emergency Management Agency (FEMA) 

Federal Highway Administration (FHWA)

Federal Transit Administration (FTA)

Department of Housing and Urban Development 

(HUD)

Infrastructure Steering Committee established by 

Executive Order 13604

Mitigation Framework Leadership Group (MitFLG)

National Institute of Standards and Technology 

(NIST)

National Oceanic and Atmospheric Administration 

(NOAA)

National Protection and Programs Directorate 

(NPPD)

National Security Council (NSC)

National Telecommunications and Information 

Administration (NTIA)

White House Office of Management and Budget 

(OMB)

White House Office of Science and Technology 

(OSTP)

Recovery Support Leadership Group (RSFLG)

Sandy Recovery Office (SRO)

US Army Corps of Engineers (USACE)

Department of Agriculture (USDA)

Recommendations in this policy area include:

4. Apply Infrastructure Resilience Guidelines to all Federal infrastructure investments and projects for 

Sandy recovery.

5. Consider applying the Infrastructure Resilience Guidelines nationally.

6. Federal, State, and local agencies should continue to coordinate Sandy recovery infrastructure 

resilience projects.

7. Institutionalize regional approaches to resilience planning in the NDRF and the National Mitigation 

Framework.

8. Establish a Sandy Regional Infrastructure Permitting and Review Team that leverages the Executive 

Order 13604 framework for Sandy projects.
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

Recommendations in this policy area include:

9. Leverage the Executive Order 13604 framework to identify opportunities to expedite and improve 

other types of review processes through programmatic agreement or consultation where appropriate.

10. Disaster recovery efforts should account for the temporary staffing needs of Federal agencies and State 

and local governments who conduct reviews and permitting of Federal disaster recovery projects.

11. Provide technical assistance to States and localities to help optimize Sandy recovery infrastructure 

funding, share best practices, leverage resources, advance sustainability, and meet the needs of 

vulnerable communities.

12. Ensure that Sandy recovery energy investments are resilient.

13. Mitigate future impacts to the liquid fuels supply chain like those experienced during the Sandy 

recovery.

14. Encourage Federal and State cooperation to improve electric grid policies and standards.

15. Mobilize the private sector and non-profit community to develop innovative solutions that support and 

integrate whole community efforts for disaster relief.

16. Develop a resilient power strategy for wireless and data communications infrastructure and consumer 

equipment.

17. Expedite flow of Sandy transportation funding to needed repairs.

18. Align Sandy transportation funding expenditures with national policy goals.

19. Consider green infrastructure options in all Sandy infrastructure investments.

20. Improve the understanding and decision-making tools for green infrastructure through projects funded 

by the Sandy Supplemental.

21. Create opportunities for innovations in green infrastructure technology and design using Sandy funding, 

particularly in vulnerable communities.

22. Develop a consistent approach to valuing the benefits of green approaches to infrastructure 

development and develop tools, data, and best practices to advance the broad integration of green 

infrastructure.

23. Ensure Sandy recovery water infrastructure investments are timely, resilient, sustainable, and effective.

24. Ensure Sandy recovery water infrastructure projects are coordinated with other infrastructure 

investments.
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

Recommendations in this policy area include:

25. States and localities should adopt and enforce the most current version of the IBC and the IRC.
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

RECOMMENDATION #4 

Apply Infrastructure Resilience Guidelines to all Federal infrastructure investments 

for Sandy recovery.

Recommendation Status: Completed 

Completion Date: July 8, 2014

Lead and Supporting Agencies 

MitFLG; RSFLG; SRO

DOI; DOT; EPA; NOAA

Narrative Update

The Infrastructure Resilience Guidelines (or Guidelines) encourage the adoption of certain core approaches— 

such as incorporating changing climate impacts and development patterns into a comprehensive risk analysis, 

making risk-based decisions, and evaluating approaches and techniques throughout the lifecycle of the 

infrastructure—that are designed to facilitate planning for and investing in more resilient infrastructure. The 

guidelines are:

• Comprehensive analysis – Agencies are encouraged to utilize forward looking, science-based analysis to 

assess risk across the broadest range of impacts.

• Transparent and inclusive decision processes – Agencies strengthen relationships with their Federal, State 

and local partners as well as private sector partners.

• Regional resilience – Agencies promote a regional approach to resilience in order to minimize cascading 

impacts from dependencies and interdependencies. 

• Long-term efficacy and fiscal sustainability – Agencies help ensure that there are plans in place to 

maintain investments in a resilient way over the full asset life cycle.

• Environmentally sustainable and innovative solutions – Agencies consider ways to promote innovative 

solutions and incorporate natural infrastructure or environmentally sustainable options. 

• Targeted financial incentives – Agencies can drive effectiveness, innovation and creativity by rewarding it 

with investment. 

• Adherence to resilience performance standards – Agencies support the development of resilience 

performance standards similar to those already being used for energy efficiency (e.g., EnergyStar) and 

green buildings (e.g., U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED) 

standards).

This recommendation speaks specifically to the application of these Guidelines for Sandy recovery 

projects, while Recommendation 5 calls for a potentially expanded role of the Guidelines across all Federal 

infrastructure investments. 
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

To the extent allowable by law and regulation, and appropriate to the specific program, agencies used the 

Guidelines to direct funding for Sandy recovery efforts, which resulted in the prioritization of resilience 

efforts within activities utilizing Sandy recovery funds. Examples include the requirement that HUD’s 

CDBG-DR grantees incorporate the Guidelines into their Action Plans for infrastructure projects, and the 

evaluation criteria used by the DOI’s habitat restoration grants. DOT (FTA) incorporated the Guidelines into 

the Competitive Resilience Transit ER Notification of Funds Availability (NOFA), and NOAA incorporated the 

Guidelines into its Coastal Impact Assistance Program, which is providing the tools and information needed 

to support recovery planning efforts. EPA also incorporated the Guidelines into its program guidance for the 

Sandy SRF allocations. Finally, the Sandy Recovery Improvement Act of 2013 amended the Stafford Act to 

authorize alternative procedures for FEMA’s Public Assistance Program to increase flexibility for PA applicants, 

which has resulted in the incorporation of additional resilience measures for a number of projects.

With the critical foundational work of applying Infrastructure Guidelines for Sandy funding completed, ongoing 

monitoring of their implementation is led by the Sandy Regional Infrastructure Resilience Coordination (SRIRC) 

Group. The SRIRC Group (established under Recommendation 6) supports the coordination of infrastructure 

planning and project development across geographic and infrastructure sectors. The SRIRC Group is working on 

a regional infrastructure project matrix that will be used to ensure maximum alignment with the Infrastructure 

Resilience Guidelines.

What this means for communities

The PMO Toolkit will allow agencies to quickly establish a PMO in response to future disasters or other 

large, cross-agency supplemental appropriations, providing for the centralized tracking of spending and 

performance data to increase transparency for taxpayers and accountability for federal agencies.

For More Information

• DOI’s Resilience Criteria: http://www.nfwf.org/hurricanesandy/Pages/2013rfp.aspx#.VE5MvyLF_QI

• DOT (FTA): http://www.fta.dot.gov/map21_15025.html

• EPA Sandy SRF Guidance: http://www.epa.gov/sandy/pdf/memorandum_awardof_cap_grants_funds_

appropriatedbypl113-2.pdf

• HUD Second Round CDBG-DR Allocation Notice: http://www.gpo.gov/fdsys/pkg/FR-2013-11-18/pdf/2013-

27506.pdf

• NOAA Costal Impact Assistance Program Guidlines: http://coast.noaa.gov/funding/archive.

html?redirect=301ocm
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

RECOMMENDATION #5

Consider applying the Infrastructure Resilience Guidelines nationally.

Recommendation Status: In progress 

Anticipated Completion Date: November 2014

Lead and Supporting Agencies 

DHS (NPPD); NSC

CEQ; DOE; DOT; FEMA; HUD; NIST; OMB

Narrative Update

The Infrastructure Resilience Guidelines encourage the adoption of certain core approaches—such as 

incorporating changing climate impacts and development patterns into a risk analysis, making risk-based 

decisions, and evaluating approaches and techniques throughout the lifecycle of the infrastructure—that are 

designed to facilitate planning for and investing in more resilient infrastructure.

• Comprehensive analysis – Agencies are encouraged to utilize forward looking, science-based analysis to 

assess risk across the broadest range of impacts.

• Transparent and inclusive decision processes – Agencies strengthen relationships with their Federal, State 

and local partners as well as private sector partners.

• Regional resilience – Agencies promote a regional approach to resilience in order to minimize cascading 

impacts from dependencies and interdependencies. 

• Long-term efficacy and fiscal sustainability – Agencies help ensure that there are plans in place to 

maintain investments in a resilient way over the full asset life cycle.

• Environmentally sustainable and innovative solutions – Agencies consider ways to promote innovative 

solutions and incorporate natural infrastructure or environmentally sustainable options. 

• Targeted financial incentives – Agencies can drive effectiveness, innovation and creativity by rewarding it 

with investment. 

• Adherence to resilience performance standards – Agencies support the development of resilience 

performance standards similar to those already being used for energy efficiency (e.g., EnergyStar) and 

green buildings (e.g., LEED standards).

While Recommendation 4 speaks to the adoption of the Guidelines for Sandy, this recommendation is a longerterm policy recommendation that is being led by DHS and NSC. This recommendation will assess the value and 

feasibility of applying the Guidelines nationally and through a coordinated effort with existing policy guidance 

on resilience, and the implementation of this recommendation will support the development of a new 

generation of resilient infrastructure.
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

DHS and NSC staff convened an interagency process to assess the value and feasibility of expanding the use 

of the Guidelines developed for the Sandy recovery efforts. The process kicked off in May 2014 with the Rand 

Corporation leading an independent evaluation of the Guidelines. The purpose of the study is to evaluate how 

the Guidelines have been implemented in the Sandy-impacted region and highlight lessons learned from the 

process of implementation. 

The insights from the study will not only help the Federal Government understand the impact of 

Recommendation 4, but they will also be used to determine whether and how to incorporate the Guidlines 

into existing grant structures and direct federal investments into infrastructure. From June to August 2014, the 

research team conducted a series of interviews with a diverse sample of agencies. Preliminary findings suggest 

that for several departments and agencies already focused on incorporating resilience, the Guidelines reinforce 

their existing work, and many believe the Guidelines represent strong principles for rebuilding infrastructure 

even outside of a recovery context. 

The team finalized its research and delivered their recommendations to the policy process in early October 

2014. In addition, the team expects to publicly release the research and recommendations on the Guidelines 

in winter 2014. The analysis will result in a recommendation to policy makers regarding the applicability of 

the Guidelines beyond just the Sandy recovery efforts. These recommendations address how the Federal 

Government should go about applying the Guidelines nationally for recovery efforts, whether the Guidelines 

should be applied more broadly than just recovery (e.g. new federal investment in infrastructure), and how 

they can be institutionalized within relevant federal programs. 

While the recommendation itself will be considered complete once the interagency policy committee makes 

its formal recommendation in November, it is expected the implementation work will be ongoing. If the policy 

process agrees to adopt the Guidelines nationally for disaster recovery as well as non-disaster related efforts, 

agencies would need to develop tools, processes, and guidance to institutionalize the principles.

What this means for communities

If recommended, broader implementation of the Guidelines could benefit communities across the nation 

by ensuring that our nation’s infrastructure systems are more resilient, more financially sustainable, and 

better coordinated. 
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

RECOMMENDATION #6 

Federal, State, and local agencies should continue to coordinate Sandy recovery 

infrastructure resilience projects.

Recommendation Status: Completed 

Completion Date: October 15, 2014

Lead and Supporting Agencies 

HUD; SRO

Narrative Update

As contemplated in the Rebuilding Strategy, the SRIRC Group was established as a standing working group of 

federal officials in the affected region and officials from the States of Connecticut, New Jersey, and New York, 

the City of New York, and the Port Authority of New York and New Jersey as grantees of federal funds for 

infrastructure projects. The SRIRC Group enables coordinated planning, federal review and permitting, and 

implementation of federally-supported infrastructure projects to increase regional resilience through general 

and technical review of projects, discussion, and recommendation of resilient scope enhancements, and 

identification and facilitation of potential implementation challenges. These efforts integrate consideration of 

Infrastructure Resilience Guidelines adopted per Recommendation 4, Sandy Regional Team for Federal Review 

and Permitting established per Recommendation 8, and coordinated federal water infrastructure investments 

per Recommendation 24. 

This group began meeting in January 2014. Participants agreed to share and review information assembled into 

a database of planned and proposed infrastructure projects in the Sandy-affected region that would potentially 

be supported with federal funds. Based on review of that database, the SRIRC Group identified focus areas 

for initial coordination efforts, representing the areas with the greatest opportunities to enhance regional 

resilience through federal investments. The SRIRC Group then authorized Technical Coordination Teams (TCTs), 

each dedicated to one focus area. The project database has been expanded steadily to include more recently 

announced federal grants, and will soon begin to include non-federally funded infrastructure projects that may 

be related to or complimentary to federal projects as identified in TCT meetings. 

The TCTs, which are made up of Federal, State, and local officials, focus on the following sectors and relevant 

geographies:

• Coastal Flood Management (Connecticut, Hoboken/Jersey City/Weehawken, Long Island, Meadowlands, 

New York City)

• Energy (Liquid Fuels, Transit Microgrid)

• Transportation

• Wastewater Treatment

• Water Supply
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

The TCTs were launched during two days of workshops to address common principles, regional resilience 

considerations as well as focus area specific matters. They adopted specific mission statements and are 

conducting ongoing meetings to coordinate projects within their focus areas. As review of projects and focus 

areas progress within each TCT, it is expected that this focused coordination will result in enhancements to 

project scopes, and improved coordination, resulting in better projects for communities. 

The work to establish the regional coordination effort is complete, but the coordination will continue until all 

federally-funded Sandy infrastructure projects have been approved and are in construction. Recommendation 

7 considers the institutionalization of this enhanced coordination for future disaster recovery projects.

What this means for communities

Federal, State, and local agencies are coordinating Sandy recovery infrastructure projects more effectively 

than ever to enhance the resilience of infrastructure throughout the Sandy-impacted region.
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

RECOMMENDATION #7 

Institutionalize regional approaches to resilience planning in the National Disaster 

Recovery Framework (NDRF) and the National Mitigation Framework.

Recommendation Status: Completed 

Completion Date: October 29, 2014

Lead and Supporting Agencies 

MitFLG; RSFLG

Narrative Update

The Sandy recovery has provided a unique opportunity to improve and focus interagency coordination 

for disaster recovery and resilience assistance on a regional basis; indeed, one of the key elements of 

the Infrastructure Resilience Guidelines (Recommendation 4) is a regional approach to resilience. Further, 

the SRIRC Group and TCTs (Recommendation 6) have actively worked together to align resources and subject 

matter expertise all the way down to the project level, and the SRO has documented lessons learned and 

best practices from this experience. The New York area federal regional administrators have begun to meet 

routinely to ensure coordination mechanisms are in place for future disasters, and FEMA has provided each 

of its regional administrators with the documented best practices and guidance for undertaking similar 

coordination initiatives in their regions. 

While the NDRF and National Mitigation Framework already include broad mandates to support regional 

cooperation and coordination, these documents include a high level, conceptual consideration of regional 

coordination. In an effort to truly institutionalize the practice of regional coordination, the RSFLG and MitFLG 

have developed a plan for accomplishing this incorporation of the lessons from Sandy by incorporating regional 

coordination best practices into Standard Operating Procedures (SOPs) documents, guidance, performance 

plans, and training for key disaster staff. 

These principles have already been applied outside of the Sandy region, including for recovery from the 

drought in the Southwest United States, as well as in the recovery efforts of the State of Colorado from severe 

flooding in 2013 in and around Boulder County.

Moving forward, and as additional experiences from future disasters are documented, the RSFLG and MitFLG 

will update relevant existing operational, guidance, and training documents to include the best practices and 

principles from regional coordination experiences across the country.
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

What this means for communities

Improved regional coordination for disaster recovery and resilience will ensure communities experience 

streamlined and coordinated assistance from supporting federal agencies. This is particularly important 

for communities with recovery and resilience issues that cross jurisdictional boundaries.

For More Information

• National Disaster Recovery Framework: http://www.fema.gov/national-disaster-recovery-framework

• National Mitigation Framework: http://www.fema.gov/national-mitigation-framework
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

RECOMMENDATION #8 

Establish a Sandy Regional Infrastructure Permitting and Review Team that 

leverages the Executive Order 13604 framework for Sandy projects.

Recommendation Status: Completed 

Completion Date: February 7, 2014

Lead and Supporting Agencies 

HUD

FEMA

Narrative Update

Executive Order 13604 led to the establishment of regional teams to ensure that Federal and State permitting 

officials have an open channel of communication about projects once they have been selected. To build on this 

effort, the Task Force worked with partner agencies to develop a parallel SRIRC Group, which is responsible for 

facilitating early and ongoing coordination, prompt identification and resolution of issues, and alignment of 

Federal and State processes where appropriate. 

As a result of this recommendation, the Lead and Supporting Agencies have nominated dedicated 

environmental and historic preservation staff to join the Sandy Regional Team for Federal Review and 

Permitting, which commenced monthly meetings in September 2013. Since September, the team has 

established standard processes for developing and managing project schedules related to federal review 

and permitting activities necessary for any Sandy-related infrastructure projects. The team also drafted an 

Integrated Project Plan (IPP) template for use on initial projects in the Sandy Regional Team portfolio. 

The Sandy Regional Federal Review and Permitting (FRP) Team has been incorporated among the standing 

teams of the SRIRC Group, which was established by Recommendation 6. The FRP Team and monthly meetings 

will now be owned by the SRIRC structure. As such, all of the projects addressed by the SRIRC’s Technical 

Coordination Teams that involve significant permitting and review issues can be handled by the FRP Team, 

including projects such as the Bay Park Sewage Treatment Plant and projects that result from the Rebuild by 

Design Competition. The FRP Team will work to ensure that these projects are expeditiously reviewed and 

adjudicated as appropriate to ensure a more robust, resilient recovery in the Sandy-affected region. This 

recommendation, while complete, will require ongoing interagency engagement. 
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

What this means for communities

The Sandy Regional Team for Federal Review and Permitting will expedite the review and permitting 

process for Sandy-related infrastructure projects while enhancing environmental and community 

outcomes, ensuring a more rapid and robust recovery in the Sandy-impacted region. 

For More Information

• Executive Order 13604: http://www.gpo.gov/fdsys/pkg/FR-2012-03-28/pdf/2012-7636.pdf
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

RECOMMENDATION #9 

Leverage the Executive Order 13604 framework to identify opportunities to 

expedite and improve other types of review processes through programmatic 

agreement or consultation where appropriate.

Recommendation Status: In progress 

Anticipated Completion Date: March 2015

Lead and Supporting Agencies 

Infrastructure Steering Committee established by Executive Order 13604

CEQ; DOT; OMB

Narrative Update

The term programmatic approaches refers to specific types of blanket agreements for routine projects with 

minimal impacts that can reduce the time and increase consistency of some legally required review processes. 

The Rebuilding Strategy cited several examples of ways that programmatic approaches had benefited projects 

in the Sandy region, and recommended expanded use of these approaches through the Infrastructure Steering 

Committee (Steering Committee) established under Executive Order 13604: Improving Performance of Federal 

Permitting and Review of Infrastructure Projects.

In May 2014, the Steering Committee finalized its Implementation Plan for the Presidential Memorandum 

on Modernizing Infrastructure Permitting (Plan). The Plan identifies four strategies and 15 reforms with 96 

near-term and long-term milestones that the Federal Government will implement to meet the goals of the 

Presidential Memorandum to significantly reduce permitting times and improve outcomes for communities 

and the environment. These actions will further institutionalize best practices and lessons learned in this 

area and will modernize federal regulations, policies, procedures, and guidance for the review and permitting 

of major infrastructure projects. Among these reforms is a specific call to expand the use of programmatic 

approaches for routine activities and those with minimal impacts, which is consistent with Recommendation 9. 

To date, work completed to expand the use of programmatic approaches includes analysis of existing 

programmatic agreements and identification of experts in the use of programmatic approaches. Completion 

of this recommendation is expected by March 2015, through the identification specific opportunities for new 

programmatic approaches and the creation of a set of templates and prototypes to facilitate the development 

of new or expanded programmatic approaches for sectors where they are not widely used. 
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

What this means for communities

By identifying ways to expedite and improve upon existing federal review processes for infrastructure 

projects, the communities will benefit from more efficient delivery of critical recovery projects.

For More Information

• EO 13604—Improving Performance of Federal Permitting and Review of Infrastructure Projects: http://

www.gpo.gov/fdsys/pkg/DCPD-201200202/pdf/DCPD-201200202.pdf

• Implementation Plan for the Presidential Memorandum on Modernizing Infrastructure Permitting: http://

www.permits.performance.gov/pm-implementation-plan-2014.pdf
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

RECOMMENDATION #10 

Disaster recovery efforts should account for the temporary staffing needs of 

Federal agencies and State and local governments who conduct reviews and 

permitting of Federal disaster recovery projects.

Recommendation Status: Completed 

Completion Date: October 29, 2014

Lead and Supporting Agencies 

CEQ; OMB 

Narrative Update

Federal agencies that provide funding for recovery projects following a Presidentially-declared disaster 

generally must comply with certain review and permitting requirements prior to authorizing the State, local, 

or tribal recipients’ use of federal dollars. This recommendation recognized that steady-state agency staffing 

levels may be ill-equipped to render timely review and permit decisions during post-disaster operations.

This recommendation led to a review and analysis of existing federal legal authorities which allow for: the 

temporary transfer of staffing resources between federal agencies and between Federal and State, local, and 

tribal governments; the funding of permit review costs by project applicants; and the use of federal project 

funds to provide staffing assistance at resource and regulatory agencies. These authorities have the potential 

to provide more flexibility to address federal agency resources as they respond to increased review and 

permitting workflow during disaster recovery operations. 

An overview of these authorities was developed to provide agency decision-makers with tools to shift 

resources to ensure federal disaster recovery projects are approved expeditiously. This review of authorities 

identified certain programs applicable to all federal agencies, while other programs’ applicability is limited 

to certain agencies. Some of the programs of limited applicability have become widely adopted within the 

agencies authorized to use them and their expansion to other agencies may deserve consideration. This 

information was captured and identified for policy-makers to consider during the development of future 

disaster relief legislation.

The review and analysis performed for this recommendation was captured in an overview of existing 

authorities that will be made available to Federal, State, and local agencies through the Unified Federal Review 

website for use in planning for the needs of future disaster recovery efforts. As the Unified Federal Review is 

periodically reviewed and updated, the analysis performed for this recommendation will also be reviewed and 

updated. 
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

What this means for communities

Temporary staffing for disaster recovery projects would significantly improve the Federal Government’s 

capacity to support more efficient disaster recovery in communities across the country.

For More Information

• Unified Federal Review website: http://www.fema.gov/environmental-historic-preservation/unifiedfederal-environmental-and-historic-preservation-review
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

RECOMMENDATION #11 

Provide technical assistance to States and localities to help optimize Sandy 

recovery infrastructure funding, share best practices, leverage resources, advance 

sustainability, and meet the needs of vulnerable communities.

Recommendation Status: Completed 

Completion Date: August 29, 2014

Lead and Supporting Agencies 

DOE; DOT; HUD

Narrative Update

On July 17, 2014, President Obama announced a government-wide initiative to increase infrastructure 

investment and economic growth by engaging with and providing technical assistance to State and local 

governments and private sector investors to encourage collaboration, expand the market for public-private 

partnerships (PPPs), and put federal credit programs to greater use. Starting with the transportation sector, 

this initiative will harness the potential of private capital to complement government funding. 

By establishing a new Build America Transportation Investment Center at DOT, the agency is able to serve as a 

one-stop shop for State and local governments, public and private developers and investors seeking to utilize 

innovative financing strategies for transportation infrastructure projects. While many projects may not be a 

fit for the Center, major projects able to benefit from private sector investment are encouraged to engage 

the Center to learn more about how federal credit programs and supporting tools can deliver or improve 

transportation and infrastructure.

In addition to managing other transportation infrastructure projects in the region, DOT will commit hundreds 

of millions of dollars to support the region’s power system, in a collaborative move that complements DOE’s 

launch of two key Microgrid projects providing technical assistance to two communities in New Jersey:

• Hoboken NJ Microgrid Project: In June, 2013, the Energy Department announced partnering with the 

New Jersey Board of Public Utilities, City of Hoboken and Public Service Electric & Gas Company (PSE&G) 

to help assess and develop strategies for improving the reliability and resiliency of the local electric 

grid in Hoboken. The collaboration helped Hoboken in its efforts to rebuild and upgrade its electricity 

infrastructure by delivering a strategic design that identifies priority energy needs and energy system 

functions for various outage durations, evaluates potential system improvements, and estimates cost. 

• New Jersey Transit Microgrid Project: In August, 2013, the Energy Department announced partnering with 

the State of New Jersey, NJ Transit and the New Jersey Board of Public Utilities to assess NJ Transit’s energy 

needs and help develop a conceptual design of an advanced microgrid system. Under this partnership, the 

Department’s Sandia National Laboratories assisted NJ Transit in its efforts to enhance the reliability and 

resiliency of electricity services to its rail and system operations.

To operationalize these pursuits, DOT has awarded NJ Transit $409,764,814 to create a natural gas/solar power 
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

generation and distribution system as backup to the regional power network, allowing the regional transit 

systems to function in the event of a blackout caused by a disaster. This project will directly benefit NJ Transit 

and Amtrak, and the FTA will be overseeing the initiative.

Additionally, as referenced in Recommendation 6, one of the focus areas for the Energy Technical Coordination 

Team (TCT) under the SRIRC initiative is Microgrids.

HUD also worked closely with New Jersey, New York, and New York City to identify innovative ways to use 

CDBG-DR funding to support and leverage infrastructure investments. Funding is being used in New Jersey’s 

Energy Strong program, the New York Rising infrastructure program, and in funding PlaNYC projects in New 

York City. HUD’s grant programs can support resilience efforts funded by FEMA, DOT, and other federal 

agencies or leverage private sector investment in publically-owned infrastructure.

What this means for communities

These closely-coordinated efforts by federal agencies in partnership with States, local communities, and 

tribes as well as the private sector will help identify additional resources and strategies to build a more 

resilient region and nation.

For More Information

• DOT’s Build America: http://www.dot.gov/buildamerica

• HUD’s CDBG-DR Program: https://www.hudexchange.info/cdbg-dr/
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Rebuilding Strategy Goal: 

Ensuring a Regionally Coordinated, Resilient 

Approach to Infrastructure Investment

RECOMMENDATION #12 

Ensure that Sandy recovery energy investments are resilient.

Recommendation Status: Completed 

Completion Date: July 7, 2014

Lead and Supporting Agencies 

DOE

DHS; DOT; FEMA; HUD; States

Narrative Update

DOE, in partnership with FEMA, HUD, DHS and DOT, worked with the impacted states to ensure Sandy 

Recovery investments were focused on high quality energy resilient infrastructure development and created 

long lasting public-private financial mechanisms to execute these initiatives. These efforts highlight a 

continued commitment by Federal and State governments to promote dynamic and smart power systems that 

ensure critical infrastructure can operate even in the face of natural disasters. While these efforts focused 

on providing policy, finance, and engineering technical assistance to New York and New Jersey all efforts 

have been documented to enable broader application and market acceptance. The flagship projects under 

Recommendation 12 include NJ TransitGrid, Hoboken Microgrid, New Jersey Resilience Energy Bank, and NY 

Prize Competition.

NJ TransitGrid – DOE has worked closely with the State of New Jersey and other public and private partners to 

create the technical design and business model for NJ TRANSITGRID. This project is a first-of-a-kind microgrid 

capable of supplying reliable power to several major multimode terminals in the state including Manhattan. 

This project will also provide resilient electric traction power to allow trains on critical transit corridors to 

continue to operate even when the grid fails. The State of New Jersey received $410 million from DOT to 

execute this initiative along with four other infrastructure resilience projects associated with NJ TRANSIT for a 

total of $1.27 billion. 

Hoboken Microgrid – DOE also partnered with the New Jersey Board of Public Utilities, City of Hoboken, and 

Public Service Electric & Gas Company (PSE&G) to help assess and develop strategies and designs for improving 

the reliability and resiliency of the local electric grid in Hoboken, NJ.

New Jersey Energy Resilience Bank (ERB) – DOE provided technical assistance to the State of New Jersey 

to design and structure a financial entity called the New Jersey Energy Resilience Bank (ERB). The ERB was 

designed to leverage federal dollars, state funding, and private sector capital providing New Jersey the 

resources they need to provide resilient power to their critical facilities such as water and wastewater facilities, 

schools and hospitals, police and fire stations. On February 3, 2014 New Jersey announced its intent to 

establish the ERB capitalizing on $210 million in federal CDBG-DR funds provided by the Sandy Supplemental. 

When initiated, the ERB will be the first Bank of its kind in the nation, focusing exclusively on addressing energy 

vulnerabilities by developing dynamic resilient energy infrastructure. As part of this effort, DOE also created 
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a project screening survey tool to help build a pipeline of energy resilience projects and ensure eligibility for 

funds. 

NY Prize Competition – DOE worked with NY on the development of a project pipeline and program structure 

for the NY Green Bank NY Prize Competition. This competition will provide approximately $40 million to 

support 10 projects at the community level to deploy 20 megawatts of community microgrids in critical 

locations. The Prize Competition is in collaboration with the Community Redevelopment Zone, which is 

providing half of the funding for this effort from the Sandy Supplemental. 

What this means for communities

These resilient energy financing mechanisms will result in more reliable and resilient infrastructure 

systems for communities affected by disaster.

For More Information

• NJ Transit Grid: http://www.njtransit.com/tm/tm_servlet.srv?hdnPageAction=PressReleaseTo&PRESS_

RELEASE_ID=2884

• Hoboken Microgrid: http://www.hobokennj.org/2013/06/city-of-hoboken-us-department-of-energy-njboard-of-public-utilities-pseg-partner-to-develop-resilient-electric-grid/

• New Jersey Energy Resilience Bank (ERB): http://www.njeda.com/web/Aspx_pg/Templates/Press_Rls.

aspx?topid=721&Doc_Id=2342&ParentDocID=163

• NY Green Bank: http://greenbank.ny.gov/
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RECOMMENDATION #13 

Mitigate future impacts to the liquid fuels supply chain experienced during the 

Sandy recovery.

Recommendation Status: Completed 

Completion Date: July 7, 2014

Lead and Supporting Agencies 

DOE

FEMA; HUD; NSC

Narrative Update

The Task Force worked with State and local officials in New York and New Jersey as well as with other 

federal agencies and industry partners to find ways to improve the resilience for the fuel supply chain during 

and following disasters in the region. DOE, in coordination with the American Petroleum Institute, select 

interagency partners, and the NSC, developed a process model of the liquid fuels industry to better understand 

the complexity of the entire system as well as identify key players and components. This model is being used 

to streamline communication flow between the fuels industry and DOE as well as to identify potential choke 

points in the system.

DOE met with State and local governments and asset owners to discuss recommended hardening actions. Both 

New York and New Jersey required many fueling stations (particularly those close to evacuation routes) to be 

prepared to connect backup generators within 24 hours in times of a fuels emergency. In both instances, DOE 

collaborated with the States. The New York State Energy Research and Development Authority also set up a 

reserve of about 70,000 barrels of gasoline stored in Suffolk County for emergency use.4

What this means for communities

Collaboration among DOE, State and local officials, and industry partners will help mitigate the effect of 

future disasters on the fuel supply and minimize post-disaster shortages for consumers.

4 The State of New York is in the process of establishing a 100,000 barrel reserve spread across nine regions covering the entire state. 
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RECOMMENDATION #14 

Encourage Federal and State cooperation to improve electrical grid policies and 

standards

Recommendation Status: Completed 

Completion Date: September 1, 2014

Lead and Supporting Agencies 

DOE

Narrative Update

DOE carries out an ongoing program of Technical Assistance, on an as-requested basis, to State public utility 

commissions, State legislatures, regional and State associations, Governors’ offices and Tribes to help them 

develop informed policies and plans related to electricity topics. This program continues to encourage the 

development of regional institutions, regional collaboration, and regional thinking on issues related to 

modernization of the grid and other electricity topics. The interaction with the New Jersey Board of Public 

Utilities and the organization of the “Future of the Grid” workshops are two recent examples of this type of 

work. 

DOE met with the New Jersey Board of Public Utilities (BPU) on May 24, 2013 to present information on the 

capabilities of smart grid technology and strategies for future investments. Smart grid technologies can play a 

role in improving reliability and resilience. The meeting occurred as New Jersey BPU was considering options to 

support grid modernization. 

In addition, DOE, in partnership with the Gridwise Alliance, hosted four regional workshops and a fifth, national 

Summit on “The Future of the Grid—Evolving to Meet America’s Needs.” The purpose of the workshops was 

to develop an industry-driven vision of our nation’s electricity grid and the operational needs and challenges. 

These workshops included thought leaders from all stakeholder groups utilities, regulators, State government 

officials, renewable energy providers, supplies and industry innovators to facilitate a rich discussion to help 

define the needed capabilities, the changing role of grid operators, the new technologies and financial models 

required to drive investment, and the policy and regulatory barriers to realizing the vision. Regional reports 

were written for each of the workshops.
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What this means for communities

Improvements in grid reliability and resilience will mean fewer post-disaster power outages for consumers 

and communities.

• Public Service Enterprise Group Energy Strong Program: https://www.pseg.com/info/media/

newsreleases/2014/2014-05-01a.jsp
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RECOMMENDATION #15 

Mobilize the private sector and non-profit community to develop innovative 

solutions that support and integrate whole community efforts for disaster relief.

Recommendation Status: Completed 

Completion Date: July 29, 2014

Lead and Supporting Agencies 

FEMA; OSTP

Narrative Update

The White House Innovation for Disaster Response and Recovery Initiative was launched by the Administration 

in the wake of Hurricane Sandy to find the most effective ways technology can empower survivors; 

first responders; and local, State, tribal, territorial, and Federal governments with critical information 

and resources. To help address the challenges that severe weather and other disasters can pose to our 

communities, the White House hosted the Innovation for Disaster Response and Recovery Initiative Demo Day 

on July 29th, 2014. This event brought together technologists, entrepreneurs, and members of the disaster 

response community to showcase tools that will make a tangible impact in the lives of survivors of large-scale 

emergencies. 

Building on the innovations highlighted as part of the President’s Hurricane Briefing in May 2014, these 

innovations aim to enable, empower, and strengthen these survivors and their communities in the wake of a 

disaster. In line with the Administration’s goal of better preparing and supporting survivors and communities 

following a disaster, public and private entities are demonstrating a host of new initiatives, tools, and services 

at the White House, including the following examples:

• TaskRabbit announced a new mobile web interface, the TaskRabbit “Needs for First Responders,” 

which provides a safe and efficient marketplace to connect local service providers with those who need 

assistance. Using the interface, pre-vetted volunteers called “taskers” can respond in real time to posted 

requests for help from authorized during a disaster. 

• Microsoft added the Yammer survivor network to its disaster-response program’s portfolio of rapidly 

deployable solutions for use in the wake of a disaster. Yammer’s deployment aims to connect and provide a 

support network for survivors and responders as they recover and rebuild.

• The Weather Company is building a localized alerting platform that will enable State, local, and private 

authorities to manage and distribute alerts that will go out via The Weather Channel and existing local 

distribution points, incorporating National Weather Service and existing Integrated Public Alert and 

Warning System alerts.

• Twilio open-sourced their Rapid Response Kit for developers to stand up effective communications 

solutions during an emergency response without any telecommunications expertise. The kit delivers 

nine tools, including SMS-powered volunteer signups and flexible push and pull conference calling, that 
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developers can customize.

• Google extended its Crisis Map, an open source and freely available web mapping tool, to include crowdsourcing capabilities. Users can now contribute information and updates, such as whether a gas station 

has fuel available, in the wake of a disaster. In addition, a number of electric utilities and technology 

companies—including Duke Energy, BGE, ComEd, PECO, SDG&E, Southern California Edison, National Grid, 

and iFactor Consulting—have agreed to publish power outage and restoration data openly, so Crisis Map 

and other websites can use and display the information.

• The City of San Francisco and IDEO launched the City72 Toolkit, an open-source, ready-to-use software 

package to enable communities to customize and build their own preparedness platforms. Johnson County, 

Kansas is using the toolkit to launch their own JoCo72.

What this means for communities

Innovative solutions that leverage the private sector and non-profit community more effectively empower 

disaster survivors and improve the ability of first responders to conduct response and recovery activities.

For More Information

• White House Innovation for Disaster Response and Recovery Initiative Demo Day: http://www.whitehouse.

gov/blog/2014/07/07/announcing-white-house-innovation-disaster-response-and-recovery-initiativedemo-day

• Fact Sheet: for Demo Day: http://www.whitehouse.gov/sites/default/files/microsites/ostp/white_house_

innovation_for_disaster_response_-_2014-july29_0.pdf

• Blog Post on Demo Day: http://www.whitehouse.gov/blog/2014/08/04/more-1500-people-participatewhite-house-innovation-disaster-response-and-recovery-d
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RECOMMENDATION #16 

Develop a resilient power strategy for wireless and data communications 

infrastructure and consumer equipment.

Recommendation Status: Completed 

Completion Date: September 12, 2014

Lead and Supporting Agencies 

DOE; NTIA

DOE and NTIA co-chaired the Sandy 16 working group, with relevant participants from DHS’s Office of 

Emergency Communications, the Federal Communications Commission (FCC), and FEMA. 

Narrative Update

DOE and the National Telecommunications and Information Administration (NTIA) within the Department 

of Commerce co-chaired this Working Group. The Working Group was charged with implementing 

Recommendation 16 of the Rebuilding Strategy, seeking to address issues for a resilient power strategy for 

wireless and data communications infrastructure and consumer equipment. The group included relevant 

participants from the FCC, FEMA, and the DHS’s Office of Emergency Communications. The group met 

informally with industry and government stakeholder groups to identify near-term actions that the Federal 

Government can take to improve these issues.

The twelve-member group, representing diverse federal agencies, met with experts, heard presentations, had 

in-depth discussions, and informally collaborated with industry and government stakeholder groups. Based 

on these inputs, the working group developed a strategy including a series of recommendations related to 

increasing consumer outreach and public awareness regarding back-up power for consumer and wireless data 

communications equipment.

• That FEMA increase efforts to raise consumer awareness on the need for emergency back-up power.

• That the FCC continue to promote the extensive work of the Communications, Security, Reliability and 

Interoperability Council (CSRIC) and the Technological Advisory Council (TAC) in the areas of energy, 

communications and consumer resiliency in its continuing work with these two federal advisory 

committees

In addition, DOE focused on actions that can be taken through the communication and energy functions of the 

National Response Framework, which addresses disaster response activities as the NDRF does for recovery, 

and actions DOE can take to help facilitate better coordination between the private sector stakeholders and 

local and State officials. They include: 

• Continual meetings coordinating the two Emergency Support Functions (ESFs). Strengthening the 

partnership between ESF #2 and #12 emergency operations is an important priority. To help ensure better 

coordination at the federal level, ESF #2 could participate as a team member in ESF 12’s Energy Response 
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Organization during a response event. In addition, the two ESFs also could hold quarterly meetings with 

regional coordinators during steady state to maintain close relationships and improve information sharing 

processes. As part of this engagement each ESF could capitalize on its industry relationships to identify best 

practices for ensuring crucial information is shared across the communications and energy sectors during 

an emergency, particularly at the regional level. 

• Pathways for ESFs #2 and #12 private-sector emergency communication. ESFs #2 and #12 could continue 

to serve as a pathway to connect power and telecommunications companies during response, especially 

at the regional level. Since each ESF has built close relationships with its respective industry partners, they 

can serve as conduits of crucial information and connections across the sectors. 

• Emergency Power Facility Assessment Tool (EPFAT) by critical telecommunication facilities. ESFs #2 and #12 

could encourage participation by the energy and telecommunications industries in the EPFAT. This tool is 

maintained by the USACE and allows for facilities to preregister their generator requirements to support a 

more rapid deployment of USACE provided generators to critical facilities at the time of a disaster.

What this means for communities

This strategy will increase public awareness about back-up power for consumer and wireless data 

communications equipment and will enhance vital coordination among the energy and communications 

sectors, the States, and Federal Government before, during and after an event.

For More Information

• FCC Technological Advisory Council: Communications Resiliency Working Group: “Post-PSTN 

Communications Resiliency” (presented Dec. 2013) (“TAC White Paper”): http://www.fcc.gov/

encyclopedia/technological-advisory-council

• CSRIC Working Group 10 A: “CPE Powering-Consumer Outreach, Final Report-CPE Powering” (June 2014):

http://transition.fcc.gov/pshs/advisory/csric4/CSRIC_IV_WG--10A_Final-Report_061814.pdf

• “Working To Ensure Americans Remain Connected When Disaster Strikes” (May 30, 2014): http://www.

ntia.doc.gov/blog/2014/working-ensure-americans-remain-connected-when-disaster-strikes

• “FCC/FEMA Tips for Communicating During an Emergency” (May 23, 2014): http://transition.fcc.gov/cgb/

consumerfacts/emergency-communications-tips.pdf

• CTIA, ’’Emergency Preparation: Wireless Tips,”: http://www.ctia.org/your-wireless-life/consumer-tips/tips/

emergency-preparation-wireless-tips
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RECOMMENDATION #17 

Expedite flow of Sandy transportation funding to needed repairs.

Recommendation Status: Completed 

Completion Date: September 22, 2014

Lead Agencies 

DOT (FTA)

FEMA; FHWA

Narrative Update

Immediately following the storm, DOT worked closely with State transportation agencies and transit operators 

in the region to ensure that funding delivered quickly to address needed repairs. With an assessor on the 

ground in the days immediately after the storm’s impact, FTA worked closely with the large affected transit 

agencies to determine the extent of the damage, the estimated costs of needed repairs, and to ensure that the 

design for the repair work improved the resilience of the systems against future storms. 

Coordination between the Federal Highway Administration (FHWA) and the States was initiated immediately 

after the storm even before funding was available. In addition, FEMA funded, under its Public Assistance 

program, emergency repairs to airports, port and harbor facilities, and other publicly owned transportation 

systems not covered by the FTA or FHWA emergency relief programs.

As a result of these efforts to address the speed of recovery and the need for accuracy and accountability, FTA 

allocated $2 billion within the first 60 days of the authorization’s enactment, and FHWA was able to release 

close to $500 million in emergency relief funds by March 2013. 

Further, the Sandy Resiliency NOFA, published December 26, 2013, solicited $3 billion in funds for States, 

local governmental authorities, tribal governments, and other FTA recipients impacted by Hurricane Sandy. 

Funding was made available for projects incorporating resiliency, defined as projects “designed and built to 

address current and future vulnerabilities to a public transportation facility or system due to future occurrence 

or recurrence of emergencies or major disasters that are likely to occur in the geographic area in which the 

public transportation system is located; or projected changes in development patterns, demographics, or 

climate change and extreme weather patterns.” Emphasis was placed on a project’s ability to protect the most 

essential and vulnerable infrastructure, as well as effective collaboration and coordination among local and 

regional governments. The project evaluation process was rigorous, involving specialists from FTA, FHWA, FRA, 

and FEMA. FTA received 61 proposals seeking a total of $6.6 billion. 

Funding was made available rapidly, allowing time for outreach, webinars, and technical assistance for 

applicants. The application period closed on March 28, 2014, and selections were announced on September 

22, 2014. 40 projects were competitively selected to receive $3.59 billion to help public transportation systems 

in the areas affected by Hurricane Sandy. Approximately 90 percent of funds will be invested in resilience 

projects primarily in New York and New Jersey, where transit systems sustained the worst of the storm 

damage. 
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What this means for communities

DOT-FTA provided expedited grants for repair to transportation impacted by Sandy, while also supporting 

grant projects that feature resiliency elements.

For More Information

• Sandy Resiliency NOFA: http://www.fta.dot.gov/grants/13077_15783.html

• FAQs on FTA Sandy funding: http://www.fta.dot.gov/15138_15718.html

• Press Release for winning resilience projects: http://www.dot.gov/briefing-room/transportation-secretaryfoxx-announces-nearly-36-billion-make-transit-systems-more

• List and description of resilience projects: http://www.fta.dot.gov/15138_16147.html
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RECOMMENDATION #18 

Align Sandy transportation funding expenditures with national policy goals.

Recommendation Status: Completed 

Completion Date: September 22, 2014

Lead and Supporting Agencies 

DOT (FTA)

Narrative Update

Sandy transportation funding has been aligned with national policy goals articulated in the Rebuilding Strategy 

such as the Flood Risk Reduction Standard, and Infrastructure Resilience Guidelines by incorporating language 

in the FTA Competitive Resiliency NOFA, mandatory pre-application webinars, outreach, and required training 

for potential grantees. Initial preliminary reviews of applications received confirm that DOT outreach efforts 

to inform and train communities about policy alignment in Sandy funding have been successfully adopted into 

planning processes for federal Sandy transportation grants.

In order to align national policy goals involving resiliency and recovery with Sandy funding, the FTA NOFA 

incorporated guidelines from the rebuilding strategy, including requiring a benefits cost analysis from 

applicants for consideration of funding. Applicants were also required to participate in training webinars and 

outreach opportunities, to ensure transparency and improve capacity.

What this means for communities

The region’s transportation systems can continue to serve their critical function in the face of future 

disasters and become even more resilient to the impacts of climate change.

For More Information

• Sandy Resiliency NOFA: http://www.fta.dot.gov/grants/13077_15783.html

• FAQs on FTA Sandy funding: http://www.fta.dot.gov/15138_15718.html
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RECOMMENDATION #19 

Consider green options in all Sandy infrastructure investments.

Recommendation Status: Completed 

Completion Date: July 7, 2014

Lead and Supporting Agencies 

DOI; EPA; FEMA; HUD; NOAA; USACE; USDA

CEQ; DHS 

Narrative Update

The Task Force developed a set of Infrastructure Resilience Guidelines (Recommendation 4) in Sandy recovery 

to ensure that federal infrastructure investments and support innovation, environmental sustainability, and 

resilience particularly in light of a changing climate. Rather than rebuilding damaged infrastructure to predisaster standards, the Guidelines promote construction of sustainable and resilient infrastructure that will 

be better able to resist future disasters. This recommendation focuses on identifying ways that agencies can 

encourage the integration of green infrastructure5 approaches in infrastructure investments in the Sandyimpacted region. Green infrastructure takes advantage of the services and defenses provided by natural land 

and water systems such as wetlands, natural areas, vegetated sand dunes, and forests. Protecting, retaining, 

and enhancing these natural defenses should be considered as part of any coastal resilience strategy.

Sandy recovery work and the Sandy Supplemental have led to significant progress in green infrastructure 

research and implementation. Numerous agencies and groups also are sharing lessons learned to update and 

further advance green infrastructure implementation at the local level. These projects provide a set of best 

practices and examples for other communities facing similar issues. The sharing of successful strategies is one 

of the goals of this effort as it adds to national resilience.

In response to the Guidelines for federal infrastructure investment in Sandy recovery, agencies have worked 

to integrate existing training and technical assistance activities to ensure that recovery projects align with 

resilience and green infrastructure goals. For example, through Sandy Supplemental funding, technical training 

and assistance was provided to impacted New Jersey communities by incorporating geospatial and analytical 

tools into regional planning efforts, and by developing a statewide geospatial climate adaptation and resilience 

planning tool. 

Technical trainings and roundtable events also were held on varied issues facing Long Island’s recovery 

including storm water management, water resources, flood insurance rates etc., and decision support tools 

were provided to address hazard mitigation and adaptation measures.

The narrative summaries for Recommendation 20 and 21 provide additional details and examples of green 

infrastructure investments in Sandy recovery. 

5 Green infrastructure is defined as the integration of natural systems and processes, or engineered systems that mimic natural systems and 

processes, into investments in resilient infrastructure.
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What this means for communities

Green infrastructure investments have proven successful at providing coastal protection to storms and 

recurring floods. In the Sandy-affected region, green infrastructure, where appropriate and beneficial, 

has been shown to reduce flood damages, while also contributing to the health and quality of life of the 

community.

For More Information

• Online data and tools repository for green infrastructure implementation and valuation will be available by 

January 2015 through the CEQ-led green infrastructure working group referenced in Recommendation 22.
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RECOMMENDATION #20 

Improve the understanding and decision-making tools for green infrastructure 

through projects funded by the Sandy Supplemental.

Recommendation Status: Completed 

Completion Date: July 7, 2014

Lead and Supporting Agencies 

DOI; EPA; FEMA; HUD; NOAA; USACE; USDA

CEQ; DHS 

Narrative Update

The Task Force worked with Federal agencies and the private sector to ensure that communities interested 

in pursuing green infrastructure solutions have access to tools that can assist them in evaluating how green 

infrastructure can be integrated into their recovery strategy or future risk reduction strategies. The lead 

agencies made a range of tools available to State and local partners, including modeling capabilities, decision 

support tools, case studies, and best management practices. This recommendation focused on projects 

that support green infrastructure implementation directly, and on research or monitoring to inform green 

infrastructure decisions. Interagency sharing through this recommendation further helped identify critical 

information and decision support needs and limit duplicative efforts. 

The Sandy Supplemental further provided risk mitigation/resiliency funds for projects that address gaps in 

response and preparedness capabilities and the need for baseline information for investment decisions. 

For example, Supplemental programs that provide funding for green infrastructure include $175 million for 

external DOI’s Coastal Resilience projects, nearly $200 million in internal DOI resilience investments, and 

$1.7 million for NOAA’s Coastal Resilience Networks, as well as significant funding from HUD’s CDBG-DR 

grants for Rebuild by Design and other projects. Work that began under this recommendation now continues 

under Recommendation 22, to understand the tradeoffs and economic value associated with restoration 

after a major event, and to develop common metrics for evaluating the effectiveness of restoration efforts 

for increasing resiliency. Ultimately, the agencies are sharing lessons learned, identifying key information and 

knowledge gaps toward a more complete understanding of the return on investment for green infrastructure 

approaches. The agencies also continue to use existing data and tools to work with the region, States and 

local areas to reduce communities’ vulnerability to growing risks from coastal storms, sea level rise, flooding, 

erosion and associated threats through strengthening natural ecosystems that provide additional benefits (e.g., 

habitat for fish and wildlife). Some of these projects include:

• NOAA is funding an economic assessment to estimate the value of the additional benefits (ecosystem 

services) beyond storm protection to allow for better-informed investment by Federal, State, and local 

decision-makers in reducing risks to the shoreline and building greater coastal resilience. 

• EPA participates in the Bay Park Wastewater Treatment Plant Inter-Agency Working Group to ensure that 

water quality standards are met and federal funds leveraged to achieve resiliency and water quality goals.
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• USACE is developing the North Atlantic Coast Comprehensive Study (NACCS). Through the extensive 

coordination and collaboration with Federal, State, and local agencies and partners conducted for the 

NACCS, USACE is developing a compendium of Natural and Nature Based Features that can contribute to 

coastal storm risk management benefits.

The narrative summaries for Recommendations 19 and 21 provide additional details and examples of green 

infrastructure investments in Sandy recovery.

What this means for communities

The projects and research into green infrastructure costs and benefits funded by the Sandy Supplemental 

will provide a range of modeling capabilities, decision support tools, case studies, and best management 

practices to Federal, State and local partners, giving communities the support they need to make 

informed decisions on green infrastructure investments.

For More Information

• Online data and tools repository for green infrastructure implementation and valuation will be available by 

January 2015 through the CEQ-led green infrastructure working group referenced in Recommendation 22.
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RECOMMENDATION #21 

Create opportunities for innovations in green infrastructure technology and design 

using Sandy funding, particularly in vulnerable communities.

Recommendation Status: Completed 

Completion Date: July 7, 2014

Lead and Supporting Agencies 

DOI; EPA; FEMA; HUD; NOAA; USACE; USDA

CEQ; DHS;DOJ 

Narrative Update

The focus of this recommendation is on encouraging and developing novel green infrastructure approaches, 

and supporting innovation in technology and design. The multiple agencies involved in this recommendation 

utilized Sandy Supplemental funding to promote green infrastructure in many innovative ways, including:

• DOI’s Coastal Resilience/Green Infrastructure projects are designed to stabilize vulnerable shorelines via 

dissipation of wave energy and slowing erosion processes to ensure that these habitats continue to provide 

ecosystem services. DOI’s funding commitment of $100 million was matched with funding from DOJ and 

donations from Bank of America and Wells Fargo and $72 million from grantee partners, making the entire 

grant program more than $175 million. These projects will restore an estimated 6,634 acres of wetlands 

and marshes, 225 acres of beach, 364 acres of riparian buffers, and 16 miles of streams, and also open 287 

miles of streams to fish passage and restore 147 acres of flood plain. 

• NOAA held a competition of $1.7 million for the Coastal Resilience Networks (CRest) grant program for 

communities impacted by Hurricane Sandy. Six projects were selected in two focus areas, Hazard Resilient 

Communities and Resilient Coastlines, and will help their communities or regions recover from the storm, 

as well as increase preparedness and resilience for future hazard events. 

• FEMA has engaged local organizations at the grassroots level regarding green infrastructure options 

for potential resiliency projects. FEMA has created a large network of local partners with green 

infrastructure project opportunities that need planning and funding for implementation, and connected 

nongovernmental organizations with financial and educational resources. FEMA has also coordinated the 

supply of 80 trees to a nonprofit organization in the Rockaways for a green infrastructure project led by 

local residents.
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• In November 2013, HUD published a NOFA in the Federal Register announcing the release of the second 

tranche of CDBG-DR funds for the five most impacted Sandy states and New York City. The NOFA specified 

that covered projects (infrastructure projects greater than $50 million with more than $10 million in CDBGDR funding) must include “A description of how the Covered Project(s) will align with the commitment 

expressed in the President’s Climate Action Plan to ‘identify and evaluate additional approaches to improve 

our natural defenses against extreme weather, protect biodiversity, and conserve natural resources in the 

face of a changing climate.’’’

• USDA Recovery funds are being invested in projects that will make facilities more resilient and better able 

to withstand future storms and rising sea levels in order to mitigate future damages. USDA-administered 

projects address issues including Emergency Food Assistance, Emergency Watershed Protection, 

Emergency Forest Restoration, Emergency Conservation, and Capitol Improvement and Maintenance.

The narrative summaries for Recommendations 19 and 20 provide additional details and examples of green 

infrastructure investments in Sandy recovery.

What this means for communities

Agencies are using Sandy Supplemental funding to support innovative green infrastructure projects that 

will make the impacted region and its vulnerable communities more resilient to future disasters.

For More Information

• NOAA’s CRest grant program: http://coast.noaa.gov/funding/archive.html?redirect=301ocm

• HUD’s Second Tranche NOFA: http://www.gpo.gov/fdsys/pkg/FR-2013-11-18/pdf/FR-2013-11-18.pdf
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RECOMMENDATION #22 

Develop a consistent approach to valuing the benefits of green approaches to 

infrastructure development and develop tools, data, and best practices to advance 

the broad integration of green infrastructure.

Recommendation Status: In progress 

Anticipated Completion Date: April 2015

Lead and Supporting Agencies 

CEQ

DOI; EPA; NOAA; OSTP; USACE; USDA

Narrative Update

While there is growing interest in using green infrastructure and combinations of green and gray infrastructure, 

there are gaps in our knowledge of the specific benefits of natural infrastructure that make it challenging 

to incorporate nature-based solutions into policy and decision making. Agency experts worked through 

this recommendation to identify fundamental needs to advance adoption of these approaches, which 

include: additional research into ecosystem services and benefits provided by green infrastructure; common 

methodologies for quantification and valuation of these benefits, including market and non-market return 

on investment; and strategies for overcoming barriers in considering the benefits of green infrastructure 

in decision support processes and tools. Work under Recommendation 22 will continue to advance the 

understanding and quantification of ecosystem services and benefits provided to communities through green 

infrastructure; encourage federal agencies to adopt robust, common methods in valuing these benefits; and 

share tools, data and training resources with State, tribal, and local decision-makers who play a key role to 

making land use choices in coastal areas.

In early-to mid-2014, CEQ convened an interagency group on valuation and evaluation of green infrastructure 

performance to provide input into barriers, needs, and opportunities in advancing the practice of valuing 

the benefits of green approaches to infrastructure development. The workgroup noted the lack of a single 

source of credible information on green infrastructure from the Federal Government. To address this need, 

the workgroup compiled nearly 100 online green infrastructure tools and resources that can be shared 

with decision-makers at all levels of government. These tools and resources will be posted on a web portal, 

expected to be launched by January 2015.

The workgroup also identified a number of additional deliverables to pursue, including:

• A Federal Policy Guidance Memo – The Executive Office of the President is developing federal guidance 

to bring high level visibility and support for the use of ecosystem service assessment methods where 

appropriate and practicable. The memo would apply to analysis of all federal programs and policies; 

decisions for federal investments; and programmatic and planning activities. This will be accomplished by 

spring 2015.
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• Research Agenda – Based on the Sandy 22 workgroup recommendation, the White House Office of 

Science Technology and Policy is convening federal agencies to: 1) identify knowledge gaps that impede 

the recognition, quantification, and valuation of benefits provided by green infrastructure in coastal 

areas; 2) identify knowledge gaps that impede the integration of green infrastructure into coastal climate 

resilience planning and response; and 3) develop a federal research agenda that outlines specific needs 

and opportunities for addressing these gaps. The agenda will help coordinate federal efforts to develop 

common and robust methodologies that support the integration of green infrastructure into decisionmaking processes and will be complete in early 2015.

• Standardized Performance Monitoring and Evaluation – While the research agenda is being developed, 

CEQ is issuing direction to agencies encouraging performance assessment for all new green infrastructure 

projects. Policy direction in this area provides the impetus for agencies to begin the necessary steps to 

incorporate an evaluation component into project plans, while efforts such as the work DOI has initiated 

to evaluate the performance of their Sandy recovery projects, the ecosystem services research agenda 

described above, and other relevant agency initiatives, will provide information on which metrics could 

be used in performance evaluations. Together these Administration efforts will ultimately help the Federal 

Government standardize approaches and overcome data gaps. 

For More Information

• NOAA Coastal Services Center; Introducing green Infrastructure for Coastal Resilience: http://www.csc.

noaa.gov/digitalcoast/training/green

• EPA’s Green Infrastructure for Climate Resiliency: http://water.epa.gov/infrastructure/greeninfrastructure/

climate_res.cfm

• Systems Approach to Geomorphic Engineering: http://www.ccrm.vims.edu/sage/

• Report to the President Sustaining Environmental Capital: Protecting Society and the Economy: 

http://www.whitehouse.gov/sites/default/files/microsites/ostp/pcast_sustaining_environmental_capital_

report.pdf
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RECOMMENDATION #23 

Ensure Sandy recovery water infrastructure investments are timely, resilient, 

sustainable, and effective.

Recommendation Status: In progress 

Anticipated Completion Date: January 2015

Lead and Supporting Agencies 

EPA; USACE

DOE; DOI; FEMA; HUD; NOAA

Narrative Update

The Sandy Supplemental provided funds for the USACE to undertake a Comprehensive Study of the flood 

risks of vulnerable coastal populations in areas that were affected by Hurricane Sandy in the North Atlantic 

and provided the EPA funds for New York and New Jersey State Revolving Fund (SRF) loans and grants to 

strengthen resiliency of drinking and wastewater systems impacted by Hurricane Sandy. The overall goal 

of the Comprehensive Study is to develop a flood risk reduction framework that will support the long-term 

sustainability of the coastal ecosystem and communities and reduce the economic costs and risks associated 

with large-scale flood and storm events. This framework may be used by various agencies and stakeholders 

at all levels to further develop and support resilient coastal communities and robust, sustainable coastal 

landscape systems, considering future sea level rise and other climate change scenarios. One of the main 

findings of this study is that coastal storm damage risk reduction is a shared responsibility of all levels of 

government and stakeholders. In addition, resilience and sustainability must consider a combination of risk 

reduction measures including structural, non-structural, policy/programmatic and natural and nature-based 

features. The partnership study team is on schedule to complete this study and submit the final report to 

Congress in January 2015, as required by the Sandy Supplemental.

The The Supplemental also required the Corps to develop two interim reports to provide an assessment of 

authorized Corps projects (constructed and under construction) for reducing flooding and storm risks in the 

affected area and identifying the Corps’ previously authorized but unconstructed projects and projects under 

study for reducing flood and storm damage risks. In addition, the Sandy Supplemental required the “evaluation 

of the performance of existing projects constructed by the Corps and impacted by Hurricane Sandy for the 

purposes of determining their effectiveness and making recommendations for improvements thereto”. The 

information and findings from these reports were reviewed and incorporated into the Comprehensive Study. 

The Interim Reports #1 and #2 were completed on March 11, 2013 and May 30, 2013, respectively, and the 

Performance Evaluation Study was completed on November 6, 2013.

The Sandy Supplemental provided $570 million in funding the SRFs to be used in combination with other 

Federal and State dollars to strengthen water infrastructure systems’ resilience, and reduce flooding risks. 

Starting in 2013 when EPA issued SRF guidance to the States, EPA and the States worked in multi-agency, multidisciplinary, water infrastructure teams and developed engineering, financial, and systems plans. These plans 
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included incorporating green infrastructure into water and wastewater treatment when possible, designing to 

the new FEMA flood levels, recalculating vulnerabilities due to climate change, incorporating local community 

groups in project planning and using the knowledge from 40 years of experience from Clean Water Act 

permitting and regulatory processes. In 2014, New York and New Jersey discussed plans in public meetings and 

held in-depth training sessions with potential project planners. 

On September 24, 2014, EPA awarded $229 million to NJ and $340 million to NY for improvements to 

wastewater and drinking water treatment facilities impacted by Hurricane Sandy. The funds will be used on 

projects that reduce the risks of flood damage and that increase the resiliency of wastewater and drinking 

water facilities to withstand the effects of severe storms. Projects must be for resiliency purposes and “reduce 

flood damage risks and vulnerability or enhance resiliency to rapid hydrologic change or a natural disaster at 

water or wastewater facilities.

What this means for communities

USACE’s Comprehensive Study will provide a framework for stakeholders to support sustainable coastal 

landscape systems, and EPA guidance to States resulted in plans to incorporate green infrastructure into 

water and wastewater treatment where possible, strengthening water infrastructure systems’ resilience 

and reducing flooding risks.

For More Information

• North Atlantic Coast Comprehensive Study: http://www.nad.usace.army.mil/CompStudy

• EPA Sandy SRF Guidance: http://www.epa.gov/sandy/pdf/memorandum_awardof_cap_grants_funds_

appropriatedbypl113-2.pdf
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RECOMMENDATION #24 

Ensure Sandy recovery water infrastructure projects are coordinated with other 

infrastructure investments.

Recommendation Status: Completed 

Completion Date: October 15, 2014

Lead and Supporting Agencies 

HUD; SRO

EPA

Narrative Update

As noted above, Recommendation 6 of the Rebuilding Strategy contemplates the SRIRC Group, which was 

established as a standing working group of government officials in the affected region representing federal 

agencies as well as grantees of federal funds for infrastructure projects. The SRIRC Group coordinates the 

planning, federal review and permitting, and implementation of federally-supported infrastructure projects to 

increase regional resilience. These efforts have included the review, discussion, and consideration of federallyfunded water infrastructure projects within several of the TCTs authorized by the SRIRC Group, including: (1) 

Coastal Flood Management, including New York City and Long Island; (2) Wastewater Treatment; and (3) Water 

Supply. 

These TCTs were launched during two days of workshops to address common principles, regional resilience 

considerations as well as focus area specific matters. They adopted specific mission statements and are 

conducting ongoing meetings to coordinate projects within their focus areas. For example, the Bay Park 

Wastewater Treatment Plant was the subject of numerous interagency discussions regarding its scope, multiple 

sources of federal funding, and environmental review, involving EPA, FEMA, and HUD. The process culminated 

in FEMA’s Finding of No Significant Impact in July 2014. Additional measures at the facility are the potential 

subject of future TCT discussions.

As review of water infrastructure projects progress, it is expected that this focused coordination will result in 

enhancements to project scopes, and improved coordination – resulting in better projects for communities. 

The work to establish the regional coordination effort is complete, but the coordination will continue until 

all federally-funded Sandy infrastructure projects have been approved and are able to begin construction. 

Recommendation 7 considers the institutionalization of this enhanced coordination for future disaster recovery 

projects.
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Rebuilding Strategy Goal: 

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What this means for communities

Federal, State, and local agencies are coordinating Sandy recovery water infrastructure resilience projects 

more effectively than ever to enhance the resilience of infrastructure throughout the Sandy-impacted 

region.
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RECOMMENDATION #25 

States and localities should adopt and enforce the most current version of the 

International Building Code (IBC) and the International Residential Building Code 

(IRC).

Recommendation Status: In progress 

Anticipated Completion Date: July 2015

Lead and Supporting Agencies 

MitFLG

Narrative Update

Ultimately, implementing the most current version of these or other model codes into buildings and other 

structures means that communities can be better protected from all types of hazards and disasters. Better 

protection and building to these codes will reduce risk, improve building safety, decrease damage, and reduce 

injuries during future disasters. 

Building code officials recognize the need for adoption and consistent enforcement of modern, up-to-date 

building codes addressing the design and construction of building systems through requirements emphasizing 

performance. The IBC and IRC are designed to meet these needs through model code regulations that 

safeguard public health and safety. Comprehensive building codes establish minimum regulations for building 

systems using prescriptive and performance-related provisions. They are founded on broad-based principles 

that make possible the use of new construction techniques, materials, and designs. 

The technical provisions of model codes are developed by a consortium of experts, practitioners, and 

stakeholders from both the public and private sector. It is important for the jurisdictions having authority to 

adopt the newest versions of the model building codes without delay (1) to provide the most current science 

and thinking on resilience into all new and rebuilt structures, and (2) to ensure the building code in use is up 

to date with current construction practices. Furthermore, jurisdictions adopting these model codes must (1) 

ensure they are incorporated into a legal building regulation enacted by the jurisdictions adopting them, and 

(2) address all local issues and geographic vulnerabilities in the code the jurisdiction adopts. 

Per the recommendation of the Task Force, the MitFLG agreed to serve as the interagency coordinating body. 

The MitFLG has established a Building Code Adoption & Enforcement Strategy Workgroup, composed of 

subject matter experts from interested departments and agencies.

The goal of the Building Code Adoption & Enforcement Strategy Workgroup is to develop a comprehensive 

approach and standard mechanisms for all federal agencies with authorities and responsibilities related 

to building code compliance and enforcement to encourage and/or aid State and local communities in the 

nationwide adoption of the most recent IBC, IRC, and other codes that will increase resilience.
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What this means for communities

Adopting the most current version of the IBC and the IRC means that communities will be better protected 

from all types of disasters through increased building safety

For More Information

The current and effective IBC and IRC are available online:

• All International Codes: http://publicecodes.cyberregs.com/icod/

• International Building Code: http://publicecodes.cyberregs.com/icod/ibc/index.htm

• International Residential Building Code: http://publicecodes.cyberregs.com/icod/irc/index.htm
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Cameron Blaylock, “Bridgeport Site Visit.” 
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

RESTORING AND STRENGTHENING 

HOMES AND PROVIDING FAMILIES WITH 

SAFE, AFFORDABLE HOUSING OPTIONS

From the public housing projects in Queens and Brooklyn that remained for days without light and heat to the 

beach front towns along the Jersey shore where surging tides plowed houses from their foundations and left 

them buried in sand, the storm upended tens of thousands of lives across the New York and New Jersey region. 

Sandy rendered individual homes and entire neighborhoods uninhabitable and, in some cases, unrecognizable. 

Because the region has a high population density, relatively expensive housing market, and low housing 

inventory, responding to the housing needs of affected residents raised challenges different from those faced 

in disasters such as Katrina, Ike, and Rita. Affordable, temporary housing units in close proximity to stormaffected neighborhoods were in short supply, which forced Federal, State and local authorities to employ an 

array of policy tools to provide displaced individuals with a place to stay. Some of these tools had been used in 

past disasters, but many were significantly adapted or developed in real time to respond to Sandy.

Lead and Supporting Agencies

Department of Homeland Security (DHS)

Environmental Protection Agency (EPA)

Federal Emergency Management Agency (FEMA)

Federal Housing Authority (FHA)

Federal Housing Finance Agency (FHFA)

Federal Insurance Office (FIO)

Department of Health and Human Services (HHS)

Department of Housing and Urban Development 

(HUD)

Occupational Safety and Health Administration 

(OSHA)

Department of Treasury (Treasury)

Recommendations in this policy area include:

26. For future disasters that affect high-density and high cost areas, shelter-in-place programs like New 

York City’s Rapid Repair and FEMA’s Sheltering and Temporary Essential Power (STEP) programs should 

be implemented to reduce the number of people displaced from their homes who would otherwise 

require short term housing. Evaluate the effectiveness of STEP and compare outcomes to other forms 

of temporary emergency sheltering implemented in response to Sandy. In addition, evaluate the New 

York, New Jersey, and New York City implementation of sheltering in place programs. 
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Recommendations in this policy area include:

27. HUD should expedite future allocations from the remaining CDBG-DR funds for Sandy recovery and 

other eligible disasters, as well as other allocations (if appropriated) for future disasters. HUD should 

continue to provide consistent and appropriate standards for the use of CDBG-DR funding. In addition, 

HUD should encourage grantees to use toolkits and other existing resources to expedite program 

implementation.

28. Require grantees to use CDBG-DR funding to support public and HUD-assisted multi-family housing as 

well as subsidized and tax credit-assisted affordable housing with recovery and risk mitigation efforts. 

29. Align the foreclosure prevention policies of the FHA and the FHFA – including policies on moratoria, 

forbearance, and refinancing.

30. HUD should explore ways to assist State and local governments to develop model affordable housing 

programs that leverage funding from the public, private, and philanthropic sectors for affordable 

housing development and preservation in Sandy-affected areas, as well as in other regions that could 

potentially be affected by future disasters.

31. Encourage and promote the Insurance Institute for Business and Home Safety (IBHS) FORTIFIED home 

programs/ Resilience STAR development standards.

32. Help identify opportunities for state and local housing programs to leverage funds and create publicprivate partnerships.

33. FEMA, EPA, HUD, and HHS should issue consolidated guidance on remediation of indoor air pollutants 

(e.g. mold, lead, radon, and asbestos) that can pose health hazards for workers and residents in the 

Sandy-affected region. In addition, these agencies should recommend or establish region and housing 

stock specific toolkits related to indoor air pollutants for States and localities responding to disasters. 

Tribal, State, and local governments should include the remediation of these indoor environmental 

pollutants in their rebuilding construction/rehabilitation programs.

34. Bring together the Housing RSF and Emergency Support Function six partner agencies to review and 

integrate existing housing plans, as well as existing statutes, regulations, and policies for potential 

changes (statutory, regulatory or policy) to improve the delivery of housing solutions for future 

disasters.
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Families with Safe, Affordable Housing Options

RECOMMENDATION #26 

For future disasters that affect high-density and high cost areas, shelter-in-place 

programs like New York City’s Rapid Repair and FEMA’s Sheltering and Temporary 

Essential Power (STEP) programs should be implemented to reduce the number 

of people displaced from their homes who would otherwise require short term 

housing. Evaluate the effectiveness of STEP and compare outcomes to other 

forms of temporary emergency sheltering implemented in response to Sandy. In 

addition, evaluate the New York, New Jersey, and New York City implementation of 

sheltering in place programs.

Recommendation Status: In progress 

Anticipated Completion Date: December 2014

Lead and Supporting Agencies 

FEMA

Narrative Update

Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act section 403, FEMA managed STEP as 

an additional sheltering resource where few other options were feasible. The pilot program provided essential 

repairs through Residential Electrical Meter Repairs; Shelter Essential Measures; and Rapid Temporary Exterior 

Repairs to affected residences. These repairs were intended to save lives, protect public health and safety, 

protect property, and reduce the demand for other limited sheltering options. It was also meant to minimize 

the disruption of the normal functioning of communities by enabling State, local, and tribal governments to 

help members of their communities shelter in their own homes, when safe and appropriate.

Although FEMA may choose to use STEP again, rather than thinking of STEP as the first option, the Agency will 

consider the “building block” components outlined in the Catastrophic Disaster Housing Annex, and utilize or 

adjust those options tailored to the event’s situational needs. 

To date, the FEMA evaluation team has conducted 49 interviews, consisting of 76 personnel across multiple 

partners who assisted in NYC Rapid Repairs and STEP implementation. Interviews were completed on October 

25, 2013, and analyzed based on reoccurring themes. These major themes will be compared to additional data 

points from the survivor survey and quantitative review in order to shape recommendations in the coming 

months. Interviews with random sample of STEP recipients were completed in May 2014. FEMA has worked 

with its local partners to finalize program costs. Of the 10 contractors, three full audits have been completed 

and two audits are partially completed. This winter, a complete qualitative and quantitative analysis will be 

completed.
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What this means for communities

Emergency housing options for people in high density, high-cost areas will have better temporary housing 

options that will minimize disruptions for families and communities.

For More Information

• STEP Policy Guidance: http://www.fema.gov/media-library-data/20130726-1858-25045-8258/step_pilot_

program_final_111612.pdf
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RECOMMENDATION #27 

HUD should expedite future allocations from the remaining CDBG-DR funds 

for Sandy Recovery and other eligible disasters, as well as other allocations if 

appropriated) for future disasters. HUD should continue to provide consistent and 

appropriate standards for the use of CDBG-DR funding. HUD should encourage 

grantees to use toolkits and other existing resources to expedite program 

implementation.

Recommendation Status: Completed 

Completion Date: November 18, 2013

Lead and Supporting Agencies 

HUD

Narrative Update

As State and local governments in the impacted area confronted the enormity of the Sandy recovery efforts, 

they looked to the Federal Government to fund numerous projects including the rebuilding and elevating of 

residential and commercial structures, funding for businesses, and restoring infrastructure. To provide the 

funding for these unmet needs and flexibility to State and local governments, Congress appropriated more 

than $15 billion for the CDBG-DR program to fund recovery from Sandy and other eligible disasters. 

In the aftermath of a disaster, it is critical that families start rebuilding their homes and lives and that small 

businesses reopen as quickly as possible. It is also important to provide funding to help communities rebuild 

stronger, more economically sustainable and more resilient. To assist in these efforts, it is essential that HUD 

make the CDBG-DR funding available to State and local governments as expeditiously as possible. Within one 

week of the enactment of the Disaster Relief Appropriations Act of 2013, or the Sandy Supplemental, HUD 

allocated $5.4 billion of funding to these governments—the fastest that HUD had ever allocated CDBG-DR 

funds to grantees following the enactment of a funding bill. As of September 2014, HUD has allocated more 

than $14 billion or 93% of its total Sandy Supplemental funds.

In order to get the funding to the families and small businesses, State and local governments have to submit 

plans on how they intend to use the funding to HUD for approval prior to the expenditure of funds. HUD 

conducted an expedited review and worked closely with these government entities to facilitate these plans 

being approved as soon as possible. The funding gave grantees significant flexibility in determining how best 

to use their funds to meet the greatest unmet needs, and HUD provided consistent and appropriate standards 

to ensure that the government entities were able to address those housing and business needs as quickly as 

possible.

By implementing this recommendation, in less than eight months from the first allocation of funding HUD was 

able to expedite and allocate an additional $5.1 billion to support unmet recovery needs and repair the vast 

amount of storm damage that continued to confront the communities one year after the storm. In order to 
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consistently apply appropriate standards and address the needs of the communities, HUD provided expedited 

guidance on using the funds to meet the unmet needs for housing, economic development, and infrastructure. 

HUD again completed an expedited review of the government entities’ plans and worked closely with these 

entities to facilitate these plans being approved and the funding being expended as soon as possible. This 

funding has allowed families and businesses to recover, be stronger, and be more resilient.

Through technical assistance, guidance and meetings, HUD has and will continue to encourage grantees to 

use the toolkits and other existing resources to expedite program implementation. In future disasters, HUD 

will also be encouraging communities to use these toolkits irrespective of the funding sources to expedite 

assistance to families and businesses. 

What this means for communities

Recovery funding was flowing quickly to States and local governments for recovery programs to support 

recovery for families, businesses, and infrastructure in the Sandy-affected region.

For More Information

• HUD First Round CDBG-DR Allocation Notice: http://www.gpo.gov/fdsys/pkg/FR-2013-03-05/pdf/2013-

05170.pdf

• HUD Second Round CDBG-DR Allocation Notice: http://www.gpo.gov/fdsys/pkg/FR-2013-11-18/pdf/2013-

27506.pdf

• HUD Third Round CDBG-DR Allocation Notice: http://www.gpo.gov/fdsys/pkg/FR-2014-10-16/pdf/2014-

24662.pdf
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RECOMMENDATION #28 

Require grantees to use CDBG-DR funding to support public and HUD-assisted 

housing, as well as subsidized and tax credit-assisted affordable housing with 

recovery and risk mitigation efforts.

Recommendation Status: Completed 

Completion Date: November 18, 2013

Lead and Supporting Agencies 

HUD

Narrative Update

A significant number of vulnerable residents were in the Hurricane Sandy storm path, including substantial 

low-income, elderly, and disabled populations. Many of these residents remained in their homes during the 

storm and refused to evacuate. These residents were stranded without power and heat for days. In many of 

the multifamily housing projects throughout the impacted area, generators and emergency boilers and pumps 

would have prevented widespread hardships. Although public housing authorities may have been expected 

to provide this type of equipment, privately-owned multifamily housing projects rarely have this equipment 

in the buildings. A State or local unit of government will not typically focus their use of CDBG-DR funding on 

multifamily housing projects.

Based on this recommendation and unlike prior disaster recovery efforts, the CDBG-DR Notices included a 

model provision that required grantees to identify how they would address the rehabilitation, mitigation, 

and new construction needs of each impacted Public Housing Authority, as well as the multifamily assisted 

housing within their jurisdiction. This provision will also be included in any CDBG-DR funding notices for future 

disasters. The government entities receiving CDBG-DR grants have utilized the funding to not only rebuild 

public and multifamily assisted housing, but also are providing funding to public housing authorities and 

private multifamily owners to purchase and install generators and other mitigation measures.

The State of New Jersey allocated $379.5 million in the first and second tranches of CDBG-DR funding to the 

Fund for Restoration of Multifamily Housing which provides funding to repair and to construct affordable 

multifamily rental housing units. Of that amount, $30 million has been reserved specifically to assist the public 

housing authorities to repair units and address mitigation measures.

The City of New York has created a Public Housing rehabilitation and Resilience Program and has committed 

$308 million to assist the New York City Public Housing Authority. The funds will potentially be used for the 

installation of back-up generators; basic resiliency measures such as the installation of new boilers in newly 

built elevated structures, elevation of mechanical and electrical equipment above the floodplain, and the 

installation of flood gates and pumps; façade improvements to include installing a new prefab rain screen 

façade system that will preserve the building envelope, prevent water intrusion, and provide for thermal 

efficiency; and combining heat and power plants and installing advanced climate systems with localized 

temperature control in each unit and replacing on-site voltage distribution systems, where appropriate, with a 
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more traditional system where high voltage is provided by the local utility to the site and standard distribution 

is provided to each property.

The State of Connecticut anticipates allocating a minimum of $13 million in CDBG-DR toward the repair, 

rehabilitation, and mitigation of public housing units in Fairfield and New Haven counties. In addition, HUD has 

provided the State with a targeted allocation of $10 million in CDBG-DR which is to be used for implementation 

of innovative approaches to resilience that came out of HUD’s Rebuild by Design competition. The Rebuild by 

Design allocation will be used to reduce flood risk and increase the resilience of the most vulnerable public 

housing stock in the city of Bridgeport.

What this means for communities

Families in public and multifamily assisted housing will benefit from recovery funding and enhanced risk 

mitigation measures against future storms.

For More Information

• HUD First Round CDBG-DR Allocation Notice: http://www.gpo.gov/fdsys/pkg/FR-2013-03-05/pdf/2013-

05170.pdf

• HUD Second Round CDBG-DR Allocation Notice: http://www.gpo.gov/fdsys/pkg/FR-2013-11-18/pdf/2013-

27506.pdf

• HUD Third Round CDBG-DR Allocation Notice: http://www.gpo.gov/fdsys/pkg/FR-2014-10-16/pdf/2014-

24662.pdf
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RECOMMENDATION #29 

Align the foreclosure prevention policies of FHA and FHFA – including policies on 

moratoria, forbearance, and refinancing.

Recommendation Status: In progress 

Anticipated Completion Date: December 2014

Lead and Supporting Agencies 

HUD

FHA; FHFA

Narrative Update

Homeowners in the impacted region were suddenly faced with paying for their existing mortgage, financing 

repairs to their damaged homes, and renting a temporary place to live while those repairs were being 

completed. In previous disasters, the Government Sponsored Enterprises (GSEs) did issue foreclosure 

moratoria but the eligibility requirements and time frames varied among the GSEs and variations created 

confusion for homeowners and mortgage servicers in an already stressful environment. 

In the aftermath of Hurricane Sandy, HUD continues to work with FHFA to align the foreclosure prevention 

policies such as moratoria to minimize the confusion and to prevent mortgage servicers from creating arbitrary 

policies. These coordinated policies not only benefited the homeowners in the Sandy-impacted areas but also 

those eligible homeowners recovering from Hurricanes Irene and Lee.

The alignment of these policies provided consistent standards and eased the frustration of many homeowners 

who had federally-backed mortgages. Based on the lenders and servicers overwhelming support for this 

initiative, this alignment is critical for future disasters so lenders and servicers will be able to respond quicker 

to homeowners’ requests when they are unable to support their mortgages while attempting to rebuild their 

homes and lives.

In order to ensure this alignment of the policies is utilized in future disasters, the GSEs must agree that these 

standards adopted during Hurricane Sandy will be the basis for the alignment and that the GSEs will continue 

to coordinate their efforts regarding the foreclosure prevention policies. 
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

What this means for communities

Homeowners unable to support mortgages after a disaster will now have consistent standards and lenders 

and servicers will be better able to respond to homeowners’ requests.

For More Information

• Press Release for Extended Foreclosure Relief for Sandy Victims: http://portal.hud.gov/hudportal/

HUD?src=/press/press_releases_media_advisories/2013/HUDNo.13-012
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

RECOMMENDATION #30 

HUD should explore ways to assist State and local governments to develop model 

affordable housing programs that leverage funding from the public, private, and 

philanthropic sectors for affordable housing development and preservation in 

Sandy-affected areas, as well as in other regions that could potentially be affected 

by future disasters.

Recommendation Status: Completed 

Completion Date: May 7, 2014

Lead and Supporting Agencies 

HUD

Narrative Update

Affordable housing is in short supply in many parts of the United States and especially in the Hurricane 

Sandy impacted region. When disaster strikes, State and local governments struggle to rebuild and maintain 

the affordable housing stock and often are unable to create additional units due to limited resources. In 

implementing this recommendation, HUD and its partners developed single-family and multifamily models 

that were community-based and created strong partnerships with regional organizations and local government 

entities that specialize in financing projects to meet community needs. These partnerships encourage more 

resilient building and promote sustainable long-term affordable housing. Some examples include:

• Single-Family Model – HUD/FHA sold $180 million in defaulted loans (600 homeowners) in the Sandyimpacted region to a Community Development Financial Institution (CDFI) which planned to work with the 

homeowners to rebuild/repair their homes (to include mitigation measures) and restructure their loans 

to assist them to remain in their homes. By partnering with local HUD-approved counseling agencies and 

modifying homeowners’ loans to make them more affordable and permitting as many as possible to remain 

in their homes, the CDFI is contributing to the stability of entire communities as well as maintaining the 

affordable housing stock. This program has created strong partnerships with regional entities to provide 

additional financial and other resources to the community as well as to the individual homeowners.

• Multifamily Model – In a new partnership between HUD and Treasury, the Federal Financing Bank (FFB) 

will provide financing for multifamily loans insured under the FHA’s risk sharing programs. This partnership 

will help create and preserve affordable rental housing by significantly reducing the interest rate of 

affordable multifamily apartment buildings compared to the cost of tax-exempt bonds under current 

market conditions. The New York City Housing Development Corporation (NYC-HDC) will be the first lender 

to participate in this program and will help restore affordable rental housing damaged by Superstorm 

Sandy in Far Rockaway, Queens. HUD, through FHA, will provide mortgage insurance pursuant to a risk 

sharing agreement with NYC-HDC, and the FFB will fund the NYC-HDC mortgage loans for the multifamily 

rental housing projects.
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

HUD continues to monitor these activities to understand the efficacy and distill lessons learned to consider for 

future model affordable housing programs.

What this means for communities

By expanding upon these models, families in disaster-impacted areas improved access to resilient, 

sustainable, and long-term affordable housing.
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

RECOMMENDATION #31 

Encourage and promote the Insurance Institute for Business and Home Safety 

(IBHS) FORTIFIED home programs/Resilience STAR development standards.

Recommendation Status: In progress 

Anticipated Completion Date: February 2015

Lead and Supporting Agencies 

DHS for Resilience STAR 

FIO for IBHS FORTIFIED; HUD

Narrative Update

The Resilience STARTM Home Pilot Project is part of the DHS’s continuing effort to work with our State, local, 

and private sector partners to make communities more resilient in the face of natural and man-made disasters. 

The Resilience STARTM designation, which is modeled after the EPA’s successful ENERGY STAR campaign, is 

given to homes that are built or retrofitted to withstand damage from specific natural disasters, utilizing 

the standards and third-party verification process in the IBHS FORTIFIED HomeTM programs. The FORTIFIED 

standards are designed to improve the quality of residential construction and feature practical, meaningful 

solutions for new and existing homes throughout the United States. IBHS is an independent, non-profit, 

scientific research and communications organization supported by the property insurance industry.

The Resilience STARTM Home Pilot Project coincides with the height of this year’s hurricane season, as 

well as National Preparedness Month, sponsored by FEMA. Resilient homes are one of the most effective 

ways Americans can be prepared for disasters. Resilience STARTM is the nation’s first-ever federally-backed 

designation for the resilient design and construction of homes. Through initiatives like the Resilience STARTM

Home Pilot Project, we can continue to increase the readiness and resilience of our communities.

After DHS solicited applications from builders, homeowners, and third-party evaluators in early 2014, nine 

Pilot Homes were built or retrofitted and evaluated by independent third party inspectors in several hurricaneprone coastal communities of Alabama and Mississippi. The homeowners also may receive private insurance 

discounts due to living in homes more likely to withstand disasters. In a ceremony coinciding with 2014 

National Preparedness Month, certificates were provided to homeowners meeting resilience requirements for 

the Resilience STARTM designation. It is anticipated that additional Resilience STARTM Pilot Homes will be built 

and designated in the Hurricane Sandy-affected region in winter of 2014. 

Recommendation 31 will be completed once all Pilot Homes have been completed and the Resilience STARTM

After Action Report, which is currently in draft form, has been finalized. The purpose of the Report is to 

summarize lessons learned from the Home Pilot Project and next steps for implementing the Resilience STARTM 

program.
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

What this means for communities

The widespread use of the FORTIFIED and Resilience STAR standards in rebuilding the Sandy-affected area 

will result in savings to homeowners, and these homes will be more resistant to the impacts of future 

storms than homes built using typical construction practices.

For More Information

• DHS blog post on first-ever Resilience STAR TM Designations to Homeowners: http://www.dhs.gov/

blog/2014/09/23/dhs-issues-first-ever-resilience-startm-designations-homeowners

• IBHS Resilience STAR website: https://www.disastersafety.org/resilience-star/

• IBHS FORTIFIED website: https://www.disastersafety.org/fortified-main/
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

RECOMMENDATION #32 

Help identify opportunities for State and local housing programs to leverage funds 

and create public-private partnerships.

Recommendation Status: Completed 

Completion Date: May 31, 2013

Lead and Supporting Agencies 

HUD

Narrative Update

State and local governments with limited resources often attempt to work with non-profits and private 

sector partners to leverage available funding, but many of these governments lack the capacity to identify 

opportunities to work with potential partners. To help maximize federal investment in State and local housing 

programs, the Task Force worked with grantees to help them identify opportunities to leverage funds and 

develop public-private partnerships that attract financing for rebuilding activities. To encourage these 

partnerships, the Task Force, through HUD’s Office of International and Philanthropic Innovation, collaborated 

with the Opportunity Finance Network to create the first ever master list of CDFIs for philanthropic funders. 

This master list, or CDFI Index, contains a comprehensive list of proven lenders that provide technical 

assistance and training and that already engage in housing, small business, or other types of community 

lending. The CDFI Index represents a compilation of information regarding certified CDFIs and includes selfreported CDFI recovery efforts, asset size, geographic areas served, and primary sectors served. The CDFI Index 

also identifies the type of lending each CDFI offers and whether the CDFI participates in a state small business 

program supported by Treasury’s State Small Business Credit Initiative.

The CDFI Index for the Hurricane Sandy impacted states was launched on May 6, 2013 at a Task Forcesponsored CDFI Roundtable meeting. The index was distributed to various stakeholders and is available 

through HUD and the Opportunity Finance Network. As State and local units of government developed 

their recovery programs and continue to work with homeowners, renters, and small business owners to 

leverage the CDBG-DR funding, the CDFI Index is an important tool that is being used to identify available 

financial resources that can assist in the rehabilitation and construction of homes, rental buildings, and small 

businesses.
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

What this means for communities

The CDFI Index assists help State and local housing programs to identify opportunities to leverage funds

and develop public-private partnerships by providing a comprehensive list of certified, proven lenders that 

offer financial assistance, technical assistance and training, and that already engage in housing or small 

business lending.

For More Information

• Community Development Financial Institutions Response to Superstorm Sandy: http://www.cdfifund.gov/

impact_we_make/research/CDFI_Response_to_Superstorm_Sandy_Impact_Assessment.pdf 
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

RECOMMENDATION #33 

FEMA, EPA, HUD, and HHS should issue consolidated guidance on remediation of 

indoor air pollutants (e.g. mold, lead, radon, and asbestos) that can pose health 

hazards for workers and residents in the Sandy-affected region. In addition, these 

agencies should recommend or establish region and housing stock specific toolkits 

related to indoor air pollutants for States and localities responding to disasters. 

Tribal, State, and local governments should include the remediation of these 

indoor environmental pollutants in their rebuilding construction/rehabilitation 

programs.

Recommendation Status: In progress 

Anticipated Completion Date: December 2014

Lead and Supporting Agencies 

HUD

HUD chairs the Indoor Environmental Pollutants Working Group (IEPWG), with 

member agencies EPA, FEMA, HHS, and DOL (OSHA)

Narrative Update

After Superstorm Sandy, people asking federal agencies about mold, lead, radon, and asbestos were 

sometimes given different guidance. This conflicting guidance often reflected agencies’ different missions, 

experiences, and judgments, rather than articulating a clear set of guiding principles. The IEPWG was created 

in 2013 so that federal agencies would harmonize and consolidate their indoor air pollutants guidance to 

help recovery assistance and information services provide reliable information faster, and help the public take 

action sooner. After issuing guidance, the IEPWG will assess feedback from users, promote the use of guidance, 

and may consider developing guidance on additional pollutants.

The IEPWG has developed a listing of resource documents that it made available to the public on its member 

agency websites. The IEPWG is developing a set of guidance brochures (about 4 pages each) for the general 

public on each key subject area, and a companion set of toolkits (about 4 pages each) for contractors and 

consultants. The toolkits will address different regions and types of housing. As natural disasters have 

occurred, the IEPWG has already provided the list of resource documents to state and local agencies, which 

distributed it to rebuilding assistance providers. The Working Group is partnering with HUD on a February 

2015, Natural Disaster Recovery Outreach Workshop at which its guidance will be publicized.

All IEPWG agencies will post the brochures and toolkits on their websites by December 31, 2014; they will 

be freely downloadable and can be posted by others. The IEPWG will coordinate with its member and other 

agencies on encouraging tribal, State, and local governments to include the remediation of these indoor 

environmental pollutants in their rebuilding construction/rehabilitation programs.
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

What this means for communities

Families whose homes have been affected by disaster will benefit from expedited remediation and 

healthier rebuilding practices.

For More Information

• EPA Natural Disasters: www.epa.gov/naturalevents/

• Guidance on protecting health and the environment: www.epa.gov/asbestos; www.epa.gov/lead; 

www.epa.gov/mold; and www.epa.gov/radon

• FEMA Permanent Housing Resources: www.fema.gov/permanent-housing-resources

• Housing assistance, reconstruction techniques, and protecting homes: www.fema.gov/protectinghomes

• HHS Natural Disasters—Guidance on preparing, planning, what to do during and after a disaster and 

resources for response workers for a range of disasters: www.phe.gov/emergency/naturaldisasters/Pages/

• HUD Disaster Resources: portal.hud.gov/hudportal/HUD?src=/info/disasterresources

• Mortgage assistance, designing and building for moisture resistance and durability: www.hud.gov/

healthyhomes

• DOL (OSHA) Emergency Preparedness and Response—Preparing against a variety of hazards for workers in 

disaster-impacted areas: www.osha.gov/SLTC/emergencypreparedness/index.html
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Rebuilding Strategy Goal: 

Restoring and Strengthening Homes and Providing 

Families with Safe, Affordable Housing Options

RECOMMENDATION #34 

Bring together the Housing Recovery Support Function (RSF) and Emergency 

Support Function six partner agencies to review and integrate existing housing 

plans, as well as existing statutes, regulations, and policies for potential changes 

(statutory, regulatory or policy) to improve the delivery of housing solutions for 

future disasters.

Recommendation Status: In progress 

Anticipated Completion Date: December 2014

Lead and Supporting Agencies 

FEMA; HUD

Narrative Update

This recommendation is intended to improve the assistance to people whose homes were affected by 

disasters. When disaster strikes, housing solutions are delivered through many different federal agencies, and 

response efforts are coordinated initially through the Emergency Support Function 6 (Mass Care, Emergency 

Assistance, Housing, and Human Services) which is led by FEMA, while recovery efforts are coordinated 

through the Housing Recovery Support Function, led by HUD. 

The work of this recommendation requires analysis of current processes within and across these federal 

agencies, and then an interagency consensus of necessary improvements. The initial phase of this work is 

underway; the relevant agencies have begun the process of reviewing a revised Concept of Operations for 

the Housing RSF. At the time of this publication, HUD and FEMA expect to have finalized their recommended 

process improvements by the end of 2014. To the extent that statutory or regulatory changes are 

recommended by the interagency body, this timeline may be extended.

What this means for communities

Federal housing assistance following future disasters will be better coordinated, so that homeowners and 

renters alike can quickly repair and rebuild their homes.

For More Information

• FEMA Recovery Support Functions, including Housing: http://www.fema.gov/recovery-support-functions
FEMA/Rosanna Arias“Panini Bay Waterfront Restaurant,” Fema.gov/media-library/assets/images/93691
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

SUPPORTING SMALL BUSINESSES AND 

REVITALIZING LOCAL ECONOMIES 

Small businesses are particularly vulnerable to disasters because they often have small profit margins and 

cannot sustain extended business interruption. They also typically lack adaptive business management 

models, tend to be underinsured, and often depend on generating revenues from customers and clients who 

have also been impacted by the disaster. Disasters amplify existing economic issues for small businesses and 

entrepreneurs.

The Task Force recognized the role small businesses play in recovery and rebuilding after a disaster. Small 

businesses, such as grocery stores, pharmacies, and gasoline stations, provide services in their communities. 

Furthermore, small business contractors may contribute to economic recovery by taking on government 

contracts for rebuilding and long-term resilience and hiring a local workforce to do the work. 

Lead and Supporting Agencies

Department of Homeland Security (DHS)

Department of the Interior (DOI)

Department of Labor (DOL)

Department of Transportation (DOT)

Environmental Protection Agency (EPA)

General Services Administration (GSA) 

Federal Emergency Management Agency (FEMA) 

Department of Housing and Urban Development 

(HUD)

Recovery Support Function Leadership Group 

(RSFLG)

Small Business Administration (SBA)

Department of the Treasury (Treasury)

US Army Corps of Engineers (USACE)

Recommendations in this policy area include:

35. Build a Disaster Preparedness and Operations Team (DPOT) focused on planning to help SBA district 

offices, including those in the Hurricane Sandy region, ensure clear and consistent guidance on how to 

access both local and Federal aid following a disaster.

36. Institute a “No Wrong Door” approach to federal information sharing after disasters by building on 

existing information platforms and cross-referencing Hurricane Sandy disaster recovery resources. 

Furthermore, measures should be taken to ensure that information about economic recovery from 

Hurricane Sandy is accessible to vulnerable populations.

37. Encourage HUD CDBG-DR grantees to address the needs of a broad range of affected small businesses, 

including through the provision of grant funds to community organizations that work closely with 

businesses whose needs might otherwise be unmet.
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

Recommendations in this policy area include:

38. Build a Disaster Preparedness and Operations Team (DPOT) focused on planning to help SBA district 

offices, including those in the Hurricane Sandy region, ensure clear and consistent guidance on how to 

access both local and Federal aid following a disaster.

39. Institute a “No Wrong Door” approach to federal information sharing after disasters by building on 

existing information platforms and cross-referencing Hurricane Sandy disaster recovery resources. 

Furthermore, measures should be taken to ensure that information about economic recovery from 

Hurricane Sandy is accessible to vulnerable populations.

40. Encourage HUD CDBG-DR grantees to address the needs of a broad range of affected small businesses, 

including through the provision of grant funds to community organizations that work closely with 

businesses whose needs might otherwise be unmet. 

41. Remove statutory barriers for SBA programs that provide additional technical assistance to small 

businesses before, during, and after a disaster. 

42. Provide SBA statutory authority to fund incubators and accelerators. 

43. Institute new and innovative process improvements to SBA’s Disaster Loan program.

44. Modify regulations to adopt and "alternative size standard" for small businesses for SBA's Economic 

Injury Disaster Loans similar to the standard for SBA business loan programs, to enable more businesses 

to qualify for loans. 

45. Increase SBA's unsecured disaster loan limits and expedite the disbursement of small dollar loans. 

46. Defer loan payments due to SBA from Microloan Intermediaries, when appropriate as determined by 

SBA Administrator, if a certain percent of the Intermediary’s portfolio is made up of loans to microborrowers in major disaster areas, including the Hurricane Sandy region.

47. Encourage HUD CDBG-DR grantees and private sources to fund additional CDFI outreach and support to 

small businesses in vulnerable communities.

48. Raise awareness that Treasury’s SSBCI Program can be used for disaster recovery, including Hurricane 

Sandy recovery.
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

Recommendations in this policy area include:

49. Encourage HUD CDBG-DR grantees, in complying with Section 3 regulations, to maximize efforts to 

create specialized skills training programs in the areas needed most for Sandy rebuilding, ranging from 

mold remediation and construction to ecosystem and habitat restoration, green infrastructure, and 

coastal engineering. Furthermore, the Task Force recommends that these training programs include 

low-income individuals and other vulnerable populations and create local Hurricane Sandy recovery 

jobs that pay wages and benefits at industry standards.

50. Pursuant to Executive Order 13502, executive agencies should be encouraged to consider consideration 

of Project Labor Agreements (PLAs) on large-scale construction projects in the Hurricane Sandy region 

in order to promote economy and efficiency in federal procurement.
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #35 

Build a Disaster Preparedness and Operations Team (DPOT) focused on planning 

to help SBA district offices, including those in the Hurricane Sandy region, ensure 

clear and consistent guidance on how to access both local and Federal aid 

following a disaster.

Recommendation Status: Completed 

Completion Date: July 31, 2014

Lead and Supporting Agencies 

SBA

Narrative Update

The Rebuilding Strategy directed SBA to further refine its existing coordination with local resource partners and 

economic agencies by building a DPOT to advise each of its 68 District Offices, including those in the Sandyaffected region. These coordination efforts were also to be incorporated into SBA’s Disaster Preparedness and 

Recovery Plan.

The SBA Administrator has approved and designated agency membership for a strong SBA Disaster 

Preparedness & Operations Team. This team is led by SBA’s Associate Administrator for Field Operations 

supported by the Office of Disaster Planning with team representatives from multiple SBA program offices. The 

team will focus all agency efforts to facilitate the best support for SBA’s District Offices in their collaboration 

with SBA Resource Partners (including the national network of Small Business Development Centers, SCORE 

Chapters, Women’s Business Centers, and Regional Innovation Clusters) in providing clear guidance to 

businesses on disaster aid available. The focused collaboration that the DPOT will provide ensures the best 

continued guidance on assistance for disaster preparedness and recovery to small businesses. The DPOT will 

be a permanent and ongoing part of SBA’s Disaster Preparedness and Recovery efforts and as of July 2014 it 

has been formally included in SBA’s Administrator approved Disaster Preparedness & Recovery Plan.
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

What this means for communities

These new coordinating efforts will help develop more effective small business support networks and 

provide better guidance to small businesses on disaster preparedness and recovery assistance.

For More Information

• Disaster Preparedness & Operations Team in SBA’s 2014 Disaster Preparedness & Recovery Plan (pages 32 

and 33): www.sba.gov/content/disaster-recovery-plan
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #36 

Institute a “No Wrong Door” approach to federal information sharing after 

disasters by building on existing information platforms and cross-referencing 

Hurricane Sandy disaster recovery resources. Furthermore, measures should be 

taken to ensure that information about economic recovery from Hurricane Sandy is 

accessible to vulnerable populations.

Recommendation Status: In progress 

Anticipated Completion Date: August 2015

Lead and Supporting Agencies 

RSFLG

Narrative Update 

Ongoing efforts continue to develop user-friendly tools that can allow the public to more efficiently and 

effectively retrieve “best fit” information on disaster assistance, potentially including non-federal sources.

Existing platforms like BusinessUSA, Disaster Assistance.gov, the National Disaster Recovery Program Database, 

and Max.gov are intended to share disaster support information from multiple sources. However, each site is 

designed for a specific audience and these web-based sources of information are not well linked with multiple 

user communities. In addition, these resources often provide the user with volumes of information not 

always relevant to the user’s query. The amount of information provided can add unnecessary burden to the 

public. Further, there is little current capability to access all available and pertinent information on a subject 

regardless of which agency is providing the material As a result, searching for information is heavily dependent 

on extensive marketing efforts to make the public aware of the specific individual resource. Instead, “No 

Wrong Door” approaches would enable the public to be routed to the most relevant information of any agency 

regardless of where they initially interface into federal websites. 

The RSFLG’s Recommendation 36 working group reviewed multiple strategies with the objective of easing the 

search for post-disaster resources, and worked to define key user groups, information requirements, and longterm resource needs to integrate the approach as a resource with national applicability. While the working 

group has made meaningful strides forward, ongoing efforts are necessary to further define and direct the 

technology and methodology necessary to achieve the Task Force vision of a “No Wrong Door” information 

access system.

After reviewing several options, the working group determined that the objectives of Recommendation 

36 fall within the scope of the Disaster Assistance Improvement Program (DAIP) which owns and manages 

DisasterAssisstance.gov. DAIP was established by Executive Order 13411 to “create a centralized application 

process for federal disaster assistance and to provide a centralized and continuously updated clearinghouse 

from which disaster victims may obtain information regarding federal disaster assistance and State and local 

government and private sector sources of disaster assistance.” Given this clear alignment between DAIP’s 
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

goals and those of Recommendation 36, the remaining technological work for this recommendation will be 

completed by DAIP in collaboration with its interagency partners.

DAIP has in fact already begun a reengineering effort to provide disaster survivors with a tailored experience 

based on information they provide that would enable us to direct them toward the partners that best support 

those needs. It will allow them to check status and interact with the providing partner(s) to facilitate the 

processing of their requests for assistance. Partners will have access to the survivor-proposed data to prepopulate their disaster assistance application forms and improve the survivor experience. Additionally, DAIP 

will assess the viability of transiting some functionality of the National Disaster Recovery Program Database 

to DAIP as a part of this effort, as well as identifying other gaps. This reengineering effort will now include 

development to satisfy the requirements of Recommendation 36, and will provide updates to the RSFLG on 

progress in this area on a quarterly basis moving forward. 

What this means for communities

The development of a “no wrong door” tool would directly link users to primary sources of agency 

resource information that is routinely updated would ensure quick public access to the most current data 

and information on disaster assistance and other programs.

For More Information

• BusinessUSA homepage: http://business.usa.gov/disaster-assistance

• Disaster Assistance homepage: http://www.disasterassistance.gov/

• National Disaster Recovery Program Database: https://asd.fema.gov/inter/ndhpd/public/

searchHousingProgramForm.htm

• Max.gov: www.max.omb.gov
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #37 

Encourage HUD CDBG-DR grantees to address the needs of a broad range of 

affected small businesses, including through the provision of grant funds to 

community organizations that work closely with businesses whose needs might 

otherwise be unmet.

Recommendation Status: Completed 

Completion Date: November 18, 2013

Lead and Supporting Agencies 

HUD

Narrative Update

Community-based and economic development organizations have close relationships with local businesses and 

knowledge of their communities’ needs and assets. While these important organizations provided informal 

assistance after Sandy by sharing information about available assistance, they tend to be under-resourced 

relative to the demand for services and assistance following major disasters. 

In its Federal Register Notice published November 18, 2013, HUD stated that “to support small business 

recovery, grantees are encouraged to work with, and/or fund, small business assistance organizations that 

provide direct and consistent communication about disaster recovery resources to affected businesses. 

Selected organizations should have close relationships with local businesses and knowledge of their 

communities’ needs and assets. In addition, grantees may support outreach efforts by a CDFI to small 

businesses in vulnerable communities.” This guidance encourages grantees to support and fund small business 

assistance organizations that will work closely with local businesses in need of disaster recovery help. For 

example, the State of New York partnered with local Small Business Development Centers to help administer 

its NY Rising Small Business Recovery Program.

What this means for communities

HUD’s Federal Register Notice encourages grantees to support and fund small business assistance 

organizations that are critical in providing assistance to businesses in need of disaster recovery help.

For More Information

• CDBG-DR homepage: https://www.hudexchange.info/cdbg-dr/

• Federal Register Notice dated November 18, 2013: http://www.gpo.gov/fdsys/pkg/FR-2013-11-18/

pdf/2013-27506.pdf

• Community Development Finance Institution Fund: www.cdfifund.gov
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #38 

Remove statutory barriers for SBA programs that provide additional technical 

assistance to small businesses before, during, and after a disaster.

Recommendation Status: Completed (Pending statutory change) 

Completion Date: October 29, 2014

Lead and Supporting Agencies 

SBA

Narrative Update

The Task Force recognized the need to increase the availability of technical assistance to help small businesses 

recover from Hurricane Sandy, as well as to fund small businesses, provide start-up and entrepreneurial 

assistance to new businesses, and ensure economic growth and resilience (see Recommendation 39 for 

information on business incubators and accelerators). In response to the challenge, SBA submitted a legislative 

proposal to help remove statutory barriers for SBA programs that provide additional technical assistance to 

small businesses before, during, and after a disaster. More specifically, the legislative proposal would permit 

SBA to authorize more funding for Small Business Development Centers (SBDCs), SCORE and Women’s Business 

Centers (WBCs) and waive territorial limitations for SBDCs servicing a disaster area. SBA has presented a 

comprehensive legislative package with proposed statutory language to relevant Congressional committees 

and awaits Congressional action. SBA considers this recommendation to be fully implemented and looks 

forward to Congressional approval.

Under current statutory authority, SBDCs may only operate out-of-state if such activities are in a bordering 

state or otherwise “in close geographical proximity to the SBDC.” In the case of a Sandy-type hurricane, many 

SBDCs from a wide geographical area volunteered to help small businesses in the disaster area recover but 

were prevented from doing so immediately by statutory limitation. The proposed statutory change would allow 

SBDCs to assist disaster survivors in other states more easily. SCORE and WBCs do not have such territorial 

limitations. 

The legislative proposal also authorizes permanent no-match disaster grants for SBDCs, WBCs, and SCORE 

serving a disaster area. This change would enable SBA to engage the Resource Partners and to help small 

businesses become quickly operational. This would be a new grant program requiring separate appropriations. 

This proposal is pending congressional approval. 
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What this means for communities

Removing statutory barriers for SBDCs and allowing SBA to authorize more funding for these programs 

during a disaster will allow for a more capable and impactful small business recovery from future 

disasters.

For More Information

• Please visit www.sba.gov for information on counseling, mentoring and training assistance available to 

small businesses through SBA Resource Partners.
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RECOMMENDATION #39 

Provide SBA statutory authority to fund incubators and accelerators.6

Recommendation Status: Completed (Pending statutory change) 

Completion Date: October 29, 2014

Lead and Supporting Agencies 

SBA

Narrative Update

The Task Force recognized the need to increase the availability of technical assistance to help small businesses 

recover from Hurricane Sandy. This specifically included the need to fund small business incubators and 

accelerators that can provide start up and entrepreneurial assistance to new businesses and ensure economic 

growth and resilience. In response to the challenge, SBA submitted a legislative proposal to provide SBA 

with statutory authority to fund incubators and accelerators to aid in disaster recovery. SBA presented a 

comprehensive legislative package with proposed statutory language to relevant Congressional committees 

and awaits Congressional action. SBA considers this recommendation to be fully implemented and looks 

forward to Congressional approval.

This proposed change would allow for SBA to make grants to, or enter into cooperative agreements or 

contracts with, organizations operating small business incubators or accelerators for the purpose of providing 

office or operational space, support services, and technical assistance to small businesses located in an area of 

a major disaster. Under the proposal, award recipients would provide small business incubator or accelerator 

services using mobile or fixed facilities and would work collaboratively with SBA’s existing grantees and 

contractors to assist current and prospective entrepreneurs in such disaster areas. This would be a new grant 

program requiring separate appropriations. This proposal is pending congressional approval.

What this means for communities

The proposed change in SBA’s statutory authority would allow the Federal Government to work more 

effectively with its resource partners to better aid entrepreneurs, start-ups, and small businesses in 

disaster recovery.

For More Information

• Please visit www.sba.gov for information on counseling, mentoring and training assistance available to 

small businesses through SBA Resource Partners.

6 The term ‘small business incubator or accelerator refers to a project which nurtures the development of start-up and early-stage companies 

or companies poised for next-stage growth by providing them with short term office or operational space at no cost or reduced cost, business 

support services (such as receptionists, meeting rooms, office equipment, internet access), technical assistance (such as advice, mentoring, 

training, consulting, matchmaking), or financing or access to capital.
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Rebuilding Strategy Goal: 

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RECOMMENDATION #40 

Institute new and innovative process improvements to SBA’s Disaster Loan 

program.

Recommendation Status: Completed 

Completion Date: April 25, 2014

Lead and Supporting Agencies 

SBA

Narrative Update

After a disaster, homeowners normally apply for loans faster than small businesses. Typically, small business 

owners first assess the economic damage to their businesses caused by disrupted supply chains, displaced 

consumers, structural damage, inventory loss, and a range of other complex factors. As a result, businesses 

tend to apply for disaster loans later than homeowners and renters. Following Hurricane Sandy, SBA 

determined that its previous approach to loan processing, a “first-in, first-out” approach, did not yield the 

best results when responding to large-scale disasters, because businesses often. If they are handled in the 

same processing tracks, businesses usually faced delays due to the large number of home loan applications 

filed ahead of them. In order to mitigate processing delays in the future, in December 2013, SBA implemented 

separate home and business loan processing tracks. 

Separate home and business loan processing tracks helps to ensure that business applicants do not face long 

delays as a result of submitting applications behind a large number of home loan applications which are being 

processed in the order they were received. The shift to separate home and business tracks is also expected to 

have a ripple effect that positively influences other areas, such as staffing and training.

In April 2014, SBA also implemented a new regulatory change to CFR Title 13 §123.6, which allows for 

a modified approval process (RAPID) for both home and business loans. In keeping with private lending 

practices, SBA recognized that applicants with strong credit could generally be processed more quickly. The 

new RAPID approval process considers the applicant’s credit without the need to complete the entire cash flow 

analysis and was made effective for disasters declared on or after April 25, 2014. Because the RAPID approval 

process provides an expedited processing channel for home and business loans, it also has the potential to 

ease the stress on SBA loan processing resources used to process other files which may require more time 

and expertise to complete. In addition, SBA established a new training module for staff following Hurricane 

Sandy, which builds upon continuous procedural improvements to the disaster loan program made by SBA and 

ensures that a trained staff is in place for the next disaster. SBA established and implemented the new training 

module to ensure that all staff, including reserve staff, stays current on the disaster loan program.

SBA has successfully completed over a dozen other process improvements to the SBA Disaster Loan Program 

which range from initiatives that directly and immediately improve service to disaster survivors to internal but 

still high-impact process improvements that improve SBA’s timely response to disasters. Some examples of 

additional process improvements undertaken by SBA since Superstorm Sandy are: developed/improved job-
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specific metrics; evaluation of possible additional loan processing centers; creation of new uniform staffing 

request template; identification and mitigation of system performance issues; improved process for reporting 

and tracking IT support calls and service requests; and updated SBA’s Office of Disaster Assistance Playbook 

establishing the roles and responsibilities of each disaster center.

What this means for communities

SBA’s separate intake system for business and home loans, expedited approval of disaster loans from 

applicants with strong credit, and other process improvements ensure that small businesses have faster 

access to recovery loans.

For More Information

• SBA Disaster Loan Program: www.sba.gov/disasterassistance
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #41 

Modify regulations to adopt an “alternative size standard” for small businesses 

for SBA’s Economic Injury Disaster Loans (EIDLs) similar to the standard for SBA 

business loan programs, to enable more businesses to qualify for loans.

Recommendation Status: In progress 

Anticipated Completion Date: October 2016

Lead and Supporting Agencies 

SBA

Narrative Update

SBA provides working capital loans, called EIDLs, to small businesses following a declared disaster. To qualify 

for EIDL assistance, a business must be determined to be “small” based on either its revenues or number of 

employees, in accordance with its industry classification. By offering an alternative size standard based on the 

same standards currently used for SBA’s 7(a) and 504 loan guarantee programs, more small businesses in need 

of capital after a disaster would potentially be eligible for EIDL assistance from SBA.

SBA has determined that further analysis is necessary in order to fully address the impact of an alternative 

size standard. SBA’s Chief Economist is conducting a research project which will examine the impact of 

implementing an alternative size standard for EIDL assistance and other SBA loan programs. The research 

project is expected to take up to 2 years, and the results will be used to determine if a permanent rule change 

to the size standard is appropriate for SBA programs. 

What this means for communities

SBA is researching whether an alternative size standard for EIDLs could allow more small businesses in 

need of capital after a disaster to be eligible for EIDL assistance.

For More Information

• Small Business Size Standards: www.sba.gov/size

• SBA’s Economic Injury Disaster Loan program: www.sba.gov/disasterassistance
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Rebuilding Strategy Goal: 

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RECOMMENDATION #42 

Increase SBA’s unsecured disaster loan limits and expedite the disbursement of 

small dollar loans.

Recommendation Status: Completed (Pending statutory change) 

Completion Date: October 29, 2014

Lead and Supporting Agencies 

SBA

Narrative Update

The Hurricane Sandy Rebuilding Task Force recognized the importance of expediting and expanding access 

to capital for disaster survivors. In response to the challenge, SBA implemented a regulatory change in April 

2014 increasing the unsecured loan limit from $14,000 to $25,000 for physical damage loans in Presidential 

disasters and from $5,000 to $25,000 for EIDLs in all disasters. The regulatory change has had a positive impact 

for borrowers. Since the regulatory change went into effect, the initial disbursement amount for SBA disaster 

loans has increased by an average amount of approximately $9,000, which translates to more funds available 

sooner to disaster survivors on the road to recovery. Subsequently, SBA also submitted a legislative proposal 

to increase unsecured loan limits from $14,000 to $25,000 for physical damage loans in non-Presidential 

disasters which will help to expedite the disbursement of small dollar loans. SBA has presented to relevant 

Congressional committees a comprehensive legislative package with proposed statutory language and awaits 

Congressional action.

As stated in the in the Rebuilding Strategy, SBA also considered implementing separate disbursement queues 

for secured and unsecured loans. After further analysis, however, SBA determined that such a change would 

not expedite disbursements to disaster survivors. SBA found that continuing to manage the disbursement 

queues based on the complexity of a loan, rather than the collateral securing the loan, is more efficient and 

provides the added benefit of greater flexibility in managing file assignments and staffing resources.

What this means for communities

SBA’s increase to limits on unsecured loans provides more disaster survivors who may be impacted by 

future disasters with necessary small dollar loans more quickly following a disaster.

For More Information

• SBA Disaster Loan program: www.sba.gov/disasterassistance.
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #43 

Defer loan payments due to SBA from Microloan Intermediaries, when appropriate 

as determined by SBA Administrator, if a certain percent of the Intermediary’s 

portfolio is made up of loans to microborrowers in major disaster areas, including 

the Hurricane Sandy region.

Recommendation Status: Completed 

Completion Date: June 1, 2013

Lead and Supporting Agencies 

SBA

Narrative Update

SBA provides funds to specifically designated intermediary lenders, which are non-profit community-based 

organizations with experience in lending as well as management and technical assistance. SBA’s Microloan 

program provides loans up to $50,000 to help small businesses and certain non-profit childcare centers start 

up and expand. The average microloan is about $13,000. 

By deferring loan payments due to SBA when their borrowers are clearly having difficulty making payments, 

Microloan Intermediaries have more flexibility to defer small business microloans. Intermediaries who took the 

6-month deferment for Sandy relief had their loans re-amortized after the deferment period and are now back 

to regular monthly payment status. The deferment had the effect of allowing the Intermediaries to offer similar 

deferments to their microborrowers while recovering from the effects of the storm.

SBA has implemented the deferment of loan payments from Microloan Intermediaries in major disaster 

areas, including the Hurricane Sandy region. In the past, SBA has offered loan deferments to Microloan 

Intermediaries in other major disaster areas, including but not limited to areas impacted by the BP Oil Spill and 

hurricanes Katrina, Rita, and Wilma. Going forward, SBA will continue to offer loan deferments to Microloan 

Intermediaries serving areas that are affected by major disasters. 

What this means for communities

SBA’s deferral of payments from Microloan Intermediaries provides more flexibility to small businesses 

facing difficulties in major disaster areas, including the Hurricane Sandy region.

For More Information

• SBA Microloan program: http://www.sba.gov/content/microloan-program 
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Rebuilding Strategy Goal: 

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RECOMMENDATION #44 

Encourage HUD CDBG-DR grantees and private sources to fund additional CDFI 

outreach and support to small businesses in vulnerable communities.

Recommendation Status: Completed 

Completion Date: November 18, 2013

Lead and Supporting Agencies 

HUD; Treasury

Narrative Update

Treasury and HUD have encouraged and facilitated steps by grantees and other funders to support CDFIs.7

CDFIs have the ability to leverage significant private resources to support small businesses and reach 

vulnerable populations. To this end, HUD provided direction regarding the use of CDFIs by grantees with the 

Sandy Round Two CDBG-DR Notice (see link to published Notice below).

The CDFI Fund also contacted all certified CDFIs in the affected region to assess the impact of Superstorm 

Sandy, understand areas of need, and determine the immediate response of CDFIs in impacted areas. 

The results from the survey were analyzed and used to create an impact assessment, “CDFI Response to 

Superstorm Sandy,” which identifies opportunities to promote the use of CDFIs for disaster recovery. The 

majority of the CDFI respondents to the survey were directly involved in disaster recovery through activities 

such as disaster recovery loan programs, community meetings to assess housing needs, and enabling a core 

group of primary care networks representing over 90 primary care locations throughout New York City to stay 

updated about storm situations, resources, and recovery efforts.8

What this means for communities

Both the CDBG-DR Round Two Notice and the CDFI Impact Assessment seek to encourage the use of 

CDFIs to leverage private resources to support small businesses and vulnerable populations, and identify 

opportunities to promote the use of CDFIs for disaster recovery.

For More Information

• CDBG-DR Round Two Notice: http://www.gpo.gov/fdsys/pkg/FR-2013-11-18/pdf/2013-27506.pdf

• CDFI Response to Superstorm Sandy Impact Assessment: http://cdfifund.gov/impact_we_make/research/

CDFI_Response_to_Superstorm_Sandy_Impact_Assessment.pdf

7 CDFIs are specialized, community-based financial institutions - banks, credit unions, loan funds, and venture capital firms that serve low-income 

people and organizations in economically distressed communities, often working in market niches that may be underserved by traditional 

financial institutions.

8 Community Development Financial Institutions Fund. “CDFI Response to Superstorm Sandy Impact Assessment.” Pages 4-5.
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #45 

Raise awareness that Treasury’s State Small Business Credit Initiative (SSBCI) 

program can be used for disaster recovery, including Hurricane Sandy.

Recommendation Status: Completed 

Completion Date: June 4, 2014

Lead and Supporting Agencies 

Treasury, in coordination with the States

Narrative Update

SSBCI provides States significant flexibility to build on successful models for State small business programs, 

including collateral support programs, Capital Access Programs, loan participation programs, and loan 

guarantee programs. In addition, many State and local governments have experience setting up temporary 

disaster assistance programs for small businesses immediately following a crisis. SSBCI allows States the 

flexibility to leverage SSBCI funding to help small businesses impacted by disasters rebuild their business 

stronger than before.

Treasury used the annual conference of the SSBCI state program managers from June 3-4, 2014 at the Dallas 

Federal Reserve Bank to promote the program’s flexibility to provide capital to small businesses that may be 

recovering from Hurricane Sandy or other disasters.

What this means for communities

SSBCI’s flexibility allows States to help small businesses impacted by disasters through collateral support 

programs, Capital Access Programs, loan participation programs, and loan guarantee programs.

For More Information

• State Small Business Credit Initiative homepage: http://www.treasury.gov/resource-center/sbprograms/Pages/ssbci.aspx
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Rebuilding Strategy Goal: 

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RECOMMENDATION #46 

Create unique opportunities and tools to increase access for small businesses to 

rebuild their businesses and participate in Hurricane Sandy rebuilding.

Recommendation Status: Completed 

Completion Date: December 31, 2013

Lead and Supporting Agencies 

SBA

Narrative Update

As a part of SBA’s American Supplier Initiative, the SBA and the President’s Hurricane Sandy Rebuilding Task 

Force teamed up to host the Hurricane Sandy Small Business Recovery and Matchmaking Summit in Newark, 

NJ. This incredibly impactful and successful event was the first of its kind in the region since the disaster, which 

sought to educate and connect small businesses to commercial buyers from the private sector and Federal, 

State and local governments. Both then SBA Administrator Mills and then HUD Secretary Donovan spoke at 

the event, at which over 430 small businesses and stakeholders and 36 resource partners, banks, and local 

organizations participated. The matchmaking meetings included 34 federal and commercial participants and 

resulted in 162 small businesses securing appointments with buyers.

Responding to the need to ensure that small businesses have a one-stop source to identify not only federal 

contracting opportunities but also State and local contracting opportunities, SBA expanded its Sandy website 

(sba.gov/sandy) to include local contracting opportunities. Additionally, small businesses looking for federal 

procurement opportunities were directed to fbo.gov and defense contracting resources.

The Task Force and SBA identified the need for increased training for contracting officers on special regulations 

that apply to disaster response-related contracts (e.g., set-asides that can be used for local and small 

businesses). SBA created and posted “Emergency Acquisition Procedures” on the externally facing Government 

Contracting Classroom. This course serves as a guide for contracting officers and others to become more aware 

of emergency acquisition procedures. Approximately 550 users accessed the course during fiscal year 2014.

What this means for communities

Through the Hurricane Sandy Small Business Recovery and Matchmaking Summit, hundreds of small 

businesses connected with potential customers from the private sector and Federal, State and local 

governments. SBA has also expanded its website and created a webinar to promote small business 

contracting opportunities with local, State, and Federal governments in the Sandy-impacted region.
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Rebuilding Strategy Goal: 

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For More Information

• Hurricane Sandy Small Business Recovery and Matchmaking Summit press coverage: 

• WBGO NEWS—Summit Aims To Help Small Businesses Recover From Sandy: http://www.wbgo.org/

newsarticle/summit-aims-to-help-small-businesses-recover-from-sandy

• FIOS1—SBA pairs small businesses with much-needed resources: http://fios1news.com/newjersey/

node/18383

• NORTH JERSEY.COM—Obama officials outline recommendations for aid to firms affected by Sandy: 

http://www.northjersey.com/news/218792871_Obama_officials_outline_recommendations_for_aid_

to_firms_affected_by_Sandy.html

• THE STAR LEDGER—SBA pushes small businesses to compete for Sandy-related contract work: 

http://www.nj.com/business/index.ssf/2013/08/sba_pushes_small_businesses_to.html

• Emergency Acquisition Procedures GC Classroom course: http://www.sba.gov/tools/sba-learning-center/

training/small-business-contracting-emergency-acquisition-procedures
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #47 

Make statutory changes to existing SBA initiatives to make it easier for small and 

local businesses to access Federal contracts for Hurricane Sandy rebuilding.

Recommendation Status: Completed (Pending statutory change) 

Completion Date: October 29, 2014

Lead and Supporting Agencies 

SBA

Narrative Update

The Hurricane Sandy Rebuilding Task Force recognized the need to increase small business contracting for 

Hurricane Sandy rebuilding and long-term resilience with an emphasis on utilizing local business capacity. 

In response to the challenge, SBA submitted a legislative proposal that makes changes to existing SBA 

initiatives and makes it easier for small businesses to access federal contracts for Hurricane Sandy rebuilding. 

The proposed changes will directly impact small and local contractors’ ability to receive Hurricane Sandy 

rebuilding contracts in years to come and impact future recoveries from disasters. More specifically, the 

proposed changes would provide SBA with the authority to designate as a Disaster Historically Underutilized 

Business Zone (HUBZone) any area whose HUBZone designation expired in the preceding five years and is in 

a county with a Presidentially-Declared Disaster. This would give local firms based in those areas the ability 

to become HUBZone certified and obtain preference in federal contracting dollars, helping to stimulate local 

economies. SBA has presented to relevant Congressional committees a comprehensive legislative package with 

proposed statutory language and awaits Congressional action. SBA considers the recommendation to be fully 

implemented and look forward to Congressional approval. 

SBA has also committed to revising the regulations governing the 8(a) Business Development program to 

suspend a current participant’s eligibility for the program for a one-year period, upon the request of the firm, 

while they recover from a Presidentially Declared Disaster. This change would allow participant firms to take 

full advantage of the 8(a) Business Development program rather than be impacted by the lack of capacity or 

contracting opportunities due to disaster-induced disruptions. This proposed rule will be published for public 

comment, after which SBA will issue a final rule.
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What this means for communities

The proposed statutory changes to existing SBA initiatives target hundreds of small, disadvantaged 

businesses competing in the marketplace and improve access to federal procurement opportunities for 

Hurricane Sandy rebuilding.

For More Information

• SBA HUBZone Program: www.sba.gov/hubzone

• 8(a) Business Development Program: www.sba.gov/8abd

• Additional learning modules on all SBA Government Contracting Programs: SBA Government Contracting 

Classroom at www.sba.gov/gcclassrom
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #48 

Promote best practices of local workforce agencies that are integrating disaster 

recovery and long-term Hurricane Sandy rebuilding into their ongoing efforts.

Recommendation Status: Completed 

Completion Date: June 30, 2014

Lead and Supporting Agencies 

DOL, in coordination with the States

Narrative Update

DOL’s Employment and Training Administration (ETA) regularly shares best practices with other States, 

including New Jersey’s Talent Network efforts, through avenues such as annual regional administrators’ 

meetings attended by state labor commissioners and deputy commissioners and the ETA website. The New 

Jersey State Department of Labor and Workforce Development (LWD) developed the Talent Networks to enlist 

employers to identify the skills they need in new employees to further the growth and operations of their 

businesses. In turn, the Talent Networks work closely with State workforce development agencies, educational 

institutions, and career and technical education schools to develop those skills in the workforce, improving 

employment possibilities and fueling the State’s economic growth. LWD also established the Recovery Talent 

Network to assess the overall workforce needs of Hurricane Sandy-impacted employers in New Jersey in 

order to work with educational institutions, workforce development organizations, and other stakeholders to 

develop new programs to connect unemployed individuals with employment opportunities. 

The ETA’s regional office shared best practices relating to Hurricane Sandy rebuilding with other States, 

including New York and New Jersey, at ETA’s State Administrators’ meeting on August 5-6, 2013 and a Business 

Services virtual meeting, which took place on August 13-15, 2013. These meetings included the Secretaries or 

Commissioners of Labor (and their deputies) from Maine, New Hampshire, Vermont, Massachusetts, Rhode 

Island, Connecticut, New York, New Jersey, Puerto Rico and the U.S. Virgin Islands. 

ETA Region 1 is also in the process of preparing materials and scheduling outreach to potential Disaster 

National Emergency Grant applicants about best practices as learned post Hurricane Sandy. Most of this 

will be informed by USDOL dealings with State and local workforce agencies who executed more than $70 

million in National Emergency Grants. Traditionally these grants are used to fund temporary employment to 

assist with clean-up activities. Grantees (states) may also use the funding for the provision humanitarian aid 

in communities harmed by natural disasters. The size of the Sandy impacted area and the number of people 

affected led to innovative targeting of disaster recovery funds, particularly for humanitarian aid, allowing state 

and local governments to better serve residents.
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Rebuilding Strategy Goal: 

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What this means for communities

DOL’s Employment and Training Administration shares best practices learned from local workforce 

agencies like New Jersey’s Recovery Talent Network to promote an integrated workforce disaster recovery 

and long-term rebuilding approach for Sandy and future disasters.

For More Information

• Public and grantee educational materials are currently in the audit and clearance process. 

• Recovery New Jersey Talent Networks: http://jobs4jersey.com/jobs4jersey/toolkit/talent/recoverynjtn.html

• Disaster National Emergency Grants: http://www.doleta.gov/neg/Disaster.cfm
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #49 

Encourage HUD CDBG-DR grantees, in complying with Section 3 regulations, to 

maximize efforts to create specialized skills training programs in the areas needed 

most for Sandy rebuilding, ranging from mold remediation and construction to 

ecosystem and habitat restoration, green infrastructure, and coastal engineering. 

Furthermore, the Task Force recommends that these training programs include 

low-income individuals and other vulnerable populations and create local 

Hurricane Sandy recovery jobs that pay wages and benefits at industry standards.

Recommendation Status: Completed 

Completion Date: December 10, 2013

Lead and Supporting Agencies 

HUD, in coordination with grantees

Narrative Update

Disaster Recovery involves substantial local activity in rebuilding. However, while significant federal investment 

is dedicated to these activities, local low- and moderate-income residents often have difficulty finding jobs 

associated with the rebuilding of their own community.

Section 3 is a provision of the Housing and Urban Development Act of 1968. The purpose of Section 3 is to 

ensure that employment and other economic opportunities generated by certain HUD financial assistance 

are directed—to the greatest extent feasible and in a manner consistent with existing Federal, State, and 

local laws and regulations—to low- and very low- income persons, particularly those who are recipients 

of HUD assistance for housing, and to business concerns that provide economic opportunities to low- and 

very low-income persons. The Task Force recognized that providing job training, employment, and contract 

opportunities to low- or very-low income residents in connection with projects and activities in their 

neighborhoods is a key strategy for revitalizing communities. For example, these opportunities could be 

publicized widely at public housing facilities to increase participation of its residents, especially where there 

are HUD-funded projects at those facilities.

In order to ensure compliance with Section 3 and provide training and employment opportunities for lowincome and vulnerable populations, HUD’s Office of Fair Housing and Equal Opportunity, in coordination 

with CPD delivered Section 3 training to all three grantees (NY, NJ, and NYC). An ongoing process has been 

established to deliver additional training as necessary and in response to future monitoring.
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Rebuilding Strategy Goal: 

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What this means for communities

Through training and monitoring of grantee compliance with Section 3, HUD is ensuring that more lowincome and vulnerable populations receive job training and employment opportunities on HUD-funded 

rebuilding projects in their communities. 

For More Information

• HUD Section 3 website: http://portal.hud.gov/hudportal/HUD?src=/program_offices/fair_housing_equal_

opp/section3/section3

• Section 3 Brochure: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_12052.pdf

• Section 3 Business Registry: The Section 3 Business Registry is a listing of firms that have self-certified that 

they meet one of the regulatory definitions of a Section 3 business and are included in a searchable online 

database that can be used by developers, contractors, agencies that receive HUD funds, and others to 

facilitate the award of certain HUD-funded contracts. The database can also be used by Section 3 residents 

to identify businesses that may have HUD-funded employment opportunities: https://portalapps.hud.gov/

Sec3BusReg/BRegistry/BRegistryHome
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

RECOMMENDATION #50 

Pursuant to Executive Order 13502, executive agencies should be encouraged to 

consider Project Labor Agreements (PLAs) on large-scale construction projects in 

the Hurricane Sandy region in order to promote economy and efficiency in federal 

procurement.

Recommendation Status: Completed 

Completion Date: October 6, 2014

Lead and Supporting Agencies 

DOL

DOI; DHS; DOT; EPA; FEMA; GSA; HUD; USACE

Narrative Update

As a result of Recommendation 6 (Federal, State, and local agencies should continue to coordinate Sandy 

recovery infrastructure resilience projects), DOL has taken part in the regular meetings of the SRIRC Group. 

Given the regional impact of large disasters and the interconnectedness of local economies, a regional focus is 

important to making decisions about infrastructure in the New York – New Jersey metropolitan area.

Through its involvement in the SRIRC Group, DOL has assisted New York, New Jersey and New York City with 

guidance on the proper application of Davis Bacon Prevailing Wage rates to hundreds of projects funded by 

or reimbursed by different federal agencies with different contracting regulations. The success of this type of 

coordination mirrors the rationale for encouraging consideration of PLAs on large-scale construction projects 

in the Hurricane Sandy region. PLAs promote economy and efficiency in federal procurement of large scale 

federal construction projects by:

• Providing a mechanism for coordinating wages, hours, work rules, and other terms of employment across 

the project.

• Creating structure and stability through the use of broad provisions for grievance and arbitration of any 

disputes that may arise on site, including procedures for resolving disputes among the construction crews.

• Prohibiting work stoppages, slowdowns, or strikes for the duration of a project and obligating senior union 

management to use their best efforts to prevent any threats of disruption of work that might arise.

• Ensuring expeditious access to a well-trained, assured supply of skilled labor.
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies

On October 6th 2014, a meeting was convened with New York and New Jersey regional federal agency staff 

to discuss consideration of PLAs as laid out by Executive Order 13502. Agencies attending included those 

which are funding and building infrastructure projects including DOT, HUD, USACE, DOI, EPA, DHS, and General 

Service Administration (GSA). In order to help facilitate this recommendation, DOL and FEMA are in the 

process of finalizing an interagency agreement to place DOL staff in the Sandy Recovery Office to identify and 

potentially resolve implementation challenges due to multiple federal agency funding streams for construction 

projects.

What this means for communities

Through interagency coordination and the use of PLAs on large-scale construction projects in the Hurricane 

Sandy region, DOL and other agencies are promoting economy and efficiency in federal procurement.

For More Information

• Executive Order 13502: http://www.whitehouse.gov/the_press_office/

ExecutiveOrderUseofProjectLaborAgreementsforFederalConstructionProjects/ 
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Rebuilding Strategy Goal: 

Supporting Small Businesses and Revitalizing Local Economies
Irene Chang-Cimino “Staten Island.” 
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114

Rebuilding Strategy Goal: 

Addressing Insurance Challenges, Understanding, and Affordability

ADDRESSING INSURANCE CHALLENGES, 

UNDERSTANDING, AND AFFORDABILITY 

When risks are known and disasters are imminent, individuals can take immediate precautions, such as 

boarding up windows when the forecast predicts high winds, seeking shelter during tornadoes, and clearing 

basements of valuables in the face of floods. Businesses can likewise prepare for disruption and, in some 

cases, plan to operate remotely. For risks less imminent and/or more difficult to predict, insurance can be an 

important line of defense against economic loss. In the absence of insurance, the cost of repairing damaged 

property is usually borne by the property/business owner or through federal assistance and often has negative 

social consequences—disrupting lives and livelihoods.

There are two approaches to reducing the cost of recovery from future disasters. The first is to mitigate and 

reduce risk by moving out of harm’s way or hardening properties to better withstand floods or other hazards. 

The second is to insure property and spread the risk. The Task Force proposed initiatives to encourage 

investment in both hazard mitigation and insurance. For these approaches to be effective, individuals need 

to understand their risks, take steps to reduce risk, and invest in applicable insurance products that will 

adequately transfer their risk in the case of a disaster. With the recent passage of the Homeowner Flood 

Insurance Affordability Act of 2014, there are legislative requirements that now further support and provide 

guidance to assist in implementing and completing the insurance recommendations in the Rebuilding Strategy.

Lead and Supporting Agencies

Federal Emergency Management Agency (FEMA)

Federal Housing Authority (FHA)

Federal Housing Finance Agency (FHFA)

Federal Insurance Office (FIO)

Department of Housing and Urban Development 

(HUD)

Recommendations in this policy area include:

51. Establish Unified Insurance Disbursement Process. 

52. Support efforts to reduce consumer confusion regarding risk and insurance coverage while working to 

increase hazard preparedness.

53. Improve National Flood Insurance Program (NFIP) policyholder awareness of factors that affect flood 

risk and insurance rating decisions.

54. Encourage increased hazard mitigation activities including elevation in order to protect property against 

future losses.

55. Continue to assess actuarial soundness of decreasing premiums based on mitigation activities other 

than elevation.
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Rebuilding Strategy Goal: 

Addressing Insurance Challenges, Understanding, and Affordability

Recommendations in this policy area include:

56. Analyze affordability challenges of flood insurance and the impact on economically distressed 

households facing premium increases.
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Rebuilding Strategy Goal: 

Addressing Insurance Challenges, Understanding, and Affordability

RECOMMENDATION #51 

Establish Unified Insurance Disbursement Process.

Recommendation Status: Completed 

Completion Date: January 16, 2014

Lead and Supporting Agencies 

FHA; FHFA; HUD; Lenders

Narrative Update

As a result of Hurricane Sandy, there were a large number of insurance claims filed in the impacted area. 

Many home and business owners, especially policy holders with mortgages, faced an enormous amount of 

frustration regarding the inconsistent disbursement policies, the length of time to process the claim, and the 

lack of clarity on the disbursement process. One reason for the delayed disbursement of insurance funds 

is that Fannie Mae, Freddie Mac, FHA, and a multitude of private sector lenders had different policies for 

approving the release of insurance claim funds.

The Task Force’s goal was to unify the disbursement policies, provide clarity, and expedite the release of 

funds for Hurricane Sandy claims and for future disasters. Through the Task Force’s efforts, FHA and FHFA did 

establish and implement unified insurance disbursement processes as well as streamlined those processes 

to expedite the actual disbursements. FHA and FHFA have adopted these processes in principle for future 

disasters, although the processes may need to be amended depending on the type of disaster and number of 

claims.

What this means for communities

The establishment of unified insurance disbursement processes will lead to consistent and streamlined 

disbursement policies and expedited disbursements of funds following future disasters.
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Rebuilding Strategy Goal: 

Addressing Insurance Challenges, Understanding, and Affordability

RECOMMENDATION #52 

Support efforts to reduce consumer confusion regarding risk and insurance 

coverage while working to increase hazard preparedness.

Recommendation Status: In progress 

Anticipated Completion Date: August 2015

Lead and Supporting Agencies 

FEMA; FIO

HUD

Narrative Update

Accurate risk assessment and communication of those risks to stakeholders are the first steps towards a nation 

more prepared for its hazards. FEMA, FIO and HUD are committed to helping individuals, families, businesses, 

and State and local governments understand the risk of flooding within a defined geographic space, make 

decisions at the individual and community level to mitigate the risk (e.g., retrofits, planning and zoning), and, 

for the risk that cannot be mitigated, purchase insurance to reduce the risk of loss. The interagency partners 

are working towards this goal by improving the way we communicate risk and providing more tools to support 

understanding and risk-based decision making strategies. 

To meet these goals, the three referenced agencies have: reached out to citizens through the FloodSmart 

Campaign, which is an integrated consumer awareness and education campaign of the National Flood 

Insurance Program that alerts property owners to their flood risk and encourages them to contact their 

insurance agents to protect their property and ensure their financial security with flood insurance; worked 

to define the role of the Flood Insurance Advocate, whose responsibilities will include coordinating outreach 

and education with local officials and community leaders in areas affected by map amendments and revisions, 

building regional capacity, and aiding potential policy holders in obtaining and verifying accurate rate 

information when purchasing or renewing a policy; partnered with the White House to engage with private 

industry stakeholders; and drafted a policy to provide clearer guidance on the public assistance insurance 

requirement. These changes will have a significant and tangible impact on the way the Federal Government 

communicates with stakeholders, as well as on the nation’s overall level of hazard preparedness.

What this means for communities

Individuals, families, businesses, and governments will be able to better understand the risk of flooding by 

improved communications and by providing more tools to support risk-based decision making.

For More Information

• FloodSmart Campaign: https://www.floodsmart.gov/floodsmart/
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Rebuilding Strategy Goal: 

Addressing Insurance Challenges, Understanding, and Affordability

RECOMMENDATION #53 

Improve National Flood Insurance Program (NFIP) policyholder awareness of 

factors that affect flood risk and insurance rating decisions.

Recommendation Status: In progress 

Anticipated Completion Date: November 2014

Lead and Supporting Agencies 

FEMA

Narrative Update

The Homeowner’s Flood Insurance Affordability Act instructed FEMA to create a Flood Insurance Advocate 

to help educate property owners about individual flood risks, flood mitigation and measures to reduce rates 

through effective mitigation, the rate map review and amendment process, and changes in the program as a 

result of any newly enacted laws.

FEMA is currently formulating a concept of operations and implementation plan for the new Flood Insurance 

Advocate. During this process, FEMA has attempted to maximize stakeholder input. FEMA has conducted 

listening sessions to better understand the Advocate’s scope and is in the process of gathering input from key 

stakeholders on some of the potential challenges the Advocate may face and best practices for overcoming 

those challenges.

Moving forward, FEMA will continue to listen to and learn from their whole community partners. Once 

sufficient input has been received, the recommendations will be finalized, at which time this recommendation 

will be closed out.

What this means for communities

The Flood Insurance Advocate will educate property owners about flood risks, flood mitigation, and ways 

to reduce flood insurance rates.

For More Information

• Flood Insurance Advocate: http://www.fema.gov/flood-insurance-reform-flood-insurance-advocate
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Rebuilding Strategy Goal: 

Addressing Insurance Challenges, Understanding, and Affordability

RECOMMENDATION #54 

Encourage increased hazard mitigation activities including elevation in order to 

protect property against future losses.

Recommendation Status: In progress 

Anticipated Completion Date: December 2014

Lead and Supporting Agencies 

FEMA

Narrative Update

The answer to any question asking how to encourage hazard mitigation will begin and end with a discussion of 

incentives. FEMA is striving to align incentives toward increased hazard mitigation activities. These incentives 

are not limited to grants. Ultimately, mitigation is most effective when it occurs organically at a community 

level. This is why it is critical that FEMA’s policies create positive incentives for communities to know and 

mitigate their risks.

FEMA has been addressing these incentives both internally and externally. Internally, FEMA has prioritized 

increasing hazard mitigation and has established work groups to analyze policies and suggest ways to better 

align incentives with hazard mitigation. Externally, FEMA has been working with the White House and external 

partners to engage the private sector. FEMA hopes to receive their input on these issues and see how we can 

partner with them to better align incentives in the future.

This recommendation will be completed once FEMA, the White House, and other federal partners have an 

opportunity to meet with representatives of the private sector on these issues. This meeting is anticipated to 

occur by December 31, 2014.

What this means for communities

Encouraging hazard mitigation activities, including elevation, will make communities in hazard-prone 

regions more resilient to future disasters.
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Rebuilding Strategy Goal: 

Addressing Insurance Challenges, Understanding, and Affordability

RECOMMENDATION #55 

Continue to assess actuarial soundness of decreasing premiums based on 

mitigation activities other than elevation.

Recommendation Status: In progress 

Anticipated Completion Date: March 2015

Lead and Supporting Agencies 

FEMA

Narrative Update

While elevation changes may be the best mitigation strategy for many structures, FEMA should embrace and 

encourage all scientifically validated methods of mitigation. To properly incentivize homeowners to engage in 

these mitigation measures, the premiums of the NFIP must be responsive to these changes in risk.

FEMA has embraced these non-elevation mitigation measures as an agency priority through their 2014-2018 

Strategic Plan and has begun implementation. Section 26 of the Homeowners Flood Insurance Affordability Act 

lays out the same objective as Recommendation 55. FEMA has vetted and hired a contractor who will provide 

assistance with the completion of this Recommendation and the implementation of Section 26.

The last step in this project will be the completion and release of the contractor’s report on the actuarial 

soundness of lowering premiums for non-elevation mitigation measures. This report is due to be completed by 

March 31, 2015.

What this means for communities

Assessing the actuarial soundness of decreasing premiums based on mitigation activities other than 

elevation could lead to lower insurance premiums, which could in turn incentivize mitigation activities that 

would make communities in hazard-prone regions more resilient to future disasters.
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Rebuilding Strategy Goal: 

Addressing Insurance Challenges, Understanding, and Affordability

RECOMMENDATION #56 

Analyze affordability challenges of flood insurance and the impact on economically 

distressed households facing premium increases.

Recommendation Status: In progress 

Anticipated Completion Date: June 2018

Lead and Supporting Agencies 

FEMA; FIO; HUD

Narrative Update

Though the Federal Government encourages individuals, families, businesses, as well as state and local 

governments to mitigate risk, risk transfer is a valuable tool for addressing the risks that remain after the 

mitigation has been completed. Nevertheless, flood insurance is only a viable vehicle for risk transfer if it is 

perceived as affordable by individuals, families and businesses. Through this recommendation, the partner 

agencies are striving to identify and implement strategies for increasing the number of individuals, families, 

and businesses in flood-prone areas purchasing flood insurance.

The NFIP serves as a keystone for national efforts to reduce the loss of life and property from flood disasters. 

The program is designed to insure against, as well as mitigate, the long-term risks to people and property 

from the effects of flooding, and to reduce the escalating cost of flooding to taxpayers. By encouraging and 

supporting mitigation and floodplain management efforts, the NFIP is estimated to save the nation $1.6 billion 

annually in avoided flood losses. In support of this objective, FEMA will continue to administer the NFIP, setting 

national policy, enrolling communities, researching floodplain construction practices, and administering the 

flood hazard mapping and flood insurance elements of the program.

The Biggert-Waters Flood Insurance Reform Act of 2012 (BW-12) and the Homeowner Flood Insurance 

Affordability Act of 2014 affect all the major components of the NFIP, including flood insurance, flood hazard 

mapping, grants, and management of floodplains. Many of the changes are designed to strengthen the fiscal 

soundness of the NFIP by ensuring that flood insurance rates accurately reflect the real risk of flooding. FEMA 

will continue working with Congress, private insurance companies, and other stakeholders to implement these 

reforms. In addition to required reforms, the NFIP will continue to identify and embrace policies that will 

strengthen its implementation, solvency, affordability, and accessibility.

To improve its solvency, the NFIP will explore ways to develop and implement more accurate methods 

of calculating risk, and place a greater emphasis on cost-effective mitigation as a way of lowering longterm expenses. While addressing solvency, the NFIP will not lose sight of the affordability challenges some 

policyholders face. The NFIP will address affordability by providing information and incentives for stakeholders 

to voluntarily limit their exposure to risk and by creating and implementing a framework, based on the 

National Academy of Sciences’ Affordability Study outlined in BW-12 that addresses unresolved affordability 

challenges.
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Rebuilding Strategy Goal: 

Addressing Insurance Challenges, Understanding, and Affordability

To improve how stakeholders interface with NFIP, the program will strengthen its service to policyholders 

and communities—simplifying access to flood risk and premium information, providing pathways to address 

escalated issues that ensure fairness, and educating on measures to mitigate evolving flood risks. Part of 

improving stakeholder interface means creating a more community-oriented NFIP. To that end, the program 

will seek to create public/private partnerships to encourage a culture of private mitigation and risk-based 

decision making. It will promote principles of universal accessibility—supporting resilient investment that is 

inclusive of the whole community across social class, ethnicity, background, and ability. Finally, with an eye 

toward re-authorization of the NFIP in 2017, FEMA will explore opportunities to further the implementation of 

these strategic goals.

Recommendation 56 requires a long term commitment to a challenge that we must continually work to 

improve. The affordability study will be an exceptionally thorough presentation on how best to respond to 

the affordability challenges the public face with flood insurance premiums and may provide a framework for 

addressing affordability issues for other types of property insurance. The study will be completed by the end 

of 2016, at which time FEMA can begin implementing their suggestions through a new affordability framework 

which will be completed by the end of 2017. HUD will share related products and amplify key points with 

residents of HUD-assisted and HUD-insured housing.

What this means for communities

FEMA, HUD, and FIO are committed to increasing the number of individuals, families, and businesses in 

flood-prone areas purchasing flood insurance while strengthening the NFIP.

For More Information

• National Flood Insurance Program: http://www.fema.gov/national-flood-insurance-program
SCAPE/Landscape Architecture
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

BUILDING STATE AND LOCAL CAPACITY 

TO PLAN FOR AND IMPLEMENT LONGTERM RECOVERY AND REBUILDING 

The scope and scale of Hurricane Sandy challenged the uneven capacities of state and local governments, 

which also faced differences in needs and readiness for disaster recovery. Many of the municipalities that 

experienced severe river flooding and the coastal towns along the New Jersey Shore and on Long Island are 

without full time planners, city managers, grants managers, engineers, and architects, and do not have the inhouse capabilities to lead comprehensive, long-term recovery planning efforts on their own. 

Planning for recovery from a catastrophic event like Sandy is a massive challenge for even the best prepared 

communities and it should not be postponed until the immediate response is complete. Recovery planning 

and decision making take place under severe time constraints and deal with the rebuilding of multiple systems 

simultaneously. This effort involves stakeholders who have been traumatized and triggers funding sources 

not normally available. Successful recovery under such difficult circumstances depends on two critical factors: 

planning and capacity building.

Lead and Supporting Agencies

Community Planning and Capacity Building 

Recovery Support Function (CPCB RSF)

Federal Emergency Management Agency (FEMA)

Department of Housing and Urban Development 

(HUD)

Recovery Support Function Leadership Group 

(RSFLG)

Recommendations in this policy area include:

57. Work with States and local jurisdictions to consider funding strategies and raise awareness about the 

need to fill LDRM positions. 

58. Support the New York Rising Community Reconstruction Program.

59. Support New Jersey planning efforts, including pilots for New Jersey Local Resilience Partnerships, and 

encourage Federal agencies, the State of New Jersey, non-profits, and philanthropic organizations to 

provide both financial and technical support for the formation and operation of the Local Resilience 

Partnerships.

60. Package the variety of existing Federal resources and tools related to disaster recovery and create new 

ones specific to community planning and capacity building in order to establish a coordinated suite 

of assistance that enhances and streamlines access to the recovery expertise needed by impacted 

communities.
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

Recommendations in this policy area include:

61. Facilitate and expand opportunities for philanthropic and non-profit engagement in recovery, including 

opportunities for organizations that work with vulnerable populations. The CPCB RSFs in New York and 

New Jersey should actively support funder collaboratives that provide grants to nonprofits working in 

coordination with government. This should include encouragement of sub-grants to NGOs that would 

assist in accomplishing the Federal outreach requirements, including those specific to vulnerable 

populations to ensure they are included in the recovery planning process.
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

RECOMMENDATION #57 

Work with States and local jurisdictions to consider funding strategies and raise 

awareness about the need to fill LDRM positions.

Recommendation Status: Completed 

Completion Date: June 1, 2014

Lead and Supporting Agencies 

CPCB RSF

HUD

Narrative Update

Federal agencies, States, and non-governmental partners in NY and NJ developed educational materials 

and guidance documents to inform local stakeholders of the function and value of local disaster recovery 

management. The CPCB RSF in NY assisted State representatives from the Governor’s Office of Storm Recovery 

in aiding NY Rising participating communities to include in their NY Rising Community Reconstruction (see 

Recommendation 58) plans and projects the hiring of a Local Disaster Recovery Manager (LDRM) to facilitate 

recovery activities. 

Local disaster recovery management entails a wide field of long-term disaster recovery activities. With local 

primacy at the forefront, local disaster recovery management functions and processes include but are not 

necessarily limited to the following areas:

• Long-term recovery planning 

• Integration of resiliency, sustainability, and innovation 

• Public engagement, 

• Well-administered financial management and acquisition 

• County, State, and Federal and non-governmental partner coordination and collaboration.

Multitudes of funding approaches have been pursued by both NY and NJ and in conjunction with federal 

and non-governmental funding resources to support LDRMs in the field. For example, New Jersey Future 

foundation, Robin Hood Foundation, and DOL grant funds were used to support LDRM functions in some 

communities.

The CPCB RSF, coordinated by FEMA and supported by several agencies, including HUD and EPA, worked with 

state and non-governmental partners through a number of regional and state-wide workshops and seminars, 

and through partner activities to educate and inform communities. 

The National Disaster Recovery Framework was built on the foundation of local primacy and the importance 

of a well-managed local recovery. Local governments can benefit from creating the LDRM position functions 

for several reasons. First, the function would create a single person who would serve as the primary point of 

contact for all local recovery activities, coordinate across local functions and partners, and improve integration 

of activities and recovery planning. The local unit of government will have an equal and corresponding 
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

partnership with the state disaster recovery coordinator and the federal disaster recovery coordinator. The 

position coordinates and manages the local recovery process to maximize efficiency and ensure a welladministered financial and contracting process. Also, the position will encourage community resiliency and 

sustainability against future disaster events and can leverage local knowledge and understanding of social 

and volunteer networks, fiscal conditions, and political relationships to expedite recovery. Also, the disaster 

can be better managed from a local perspective with local goals and priorities. Finally, recovery progress can 

be managed, tracked, and communicated centrally and adjustments to actions and timelines with greater 

accountability to leaders, stakeholders, and the public.

To date, nine LDRM or similar positions have been funded for seven different New Jersey communities. Four of 

the positions are funded through a grant from New Jersey Future, two from the Robin Hood Foundation, and 

one from a Department of Labor grant.

What this means for communities

Well-trained LDRMs will serve to ensure long-term recovery and rebuilding activities are well-managed 

after response and short-term recovery activities conclude.

For More Information

• New Jersey Future: www.njfuture.org/

• Robin Hood Foundation: https://www.robinhood.org/

• New Jersey Coastal Community Resilience Demonstration Project: http://www.state.nj.us/dep/cmp/docs/

ccvap-pilot-final.pdf
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

RECOMMENDATION #58 

Support the New York Rising Community Reconstruction Program.

Recommendation Status: Completed 

Completion Date: July 30, 2014

Lead and Supporting Agencies 

CPCB RSF; HUD

EPA

Narrative Update

The State of New York established the New York Rising Community Reconstruction (NYRCR) program to 

provide additional rebuilding and revitalization assistance to communities severely damaged by Hurricanes 

Sandy and Irene and Tropical Storm Lee. To facilitate community redevelopment planning and the resilience of 

communities, the State allocated $25 million for planning in the most affected communities.

In order to support the State with its effort to reach the core capability target of completing a recovery plan 

that can be implemented within the timeline indicated in the plan, the CPCB RSF provided technical assistance 

and capacity building support to the Governor’s Office of Storm Recovery, and the State office spearheading 

Hurricane Sandy recovery efforts, specifically within the Governor’s Office of Storm Recovery, and CPCB RSF 

supported NYRCR.

CPCB RSF supported initial stages of NYRCR community committees to assist the committees in launching 

their establishment and the development of local community leaders and residents participation in those 

committees, many of which became chairs of the NYRCR Planning Committees. 

The FEMA-led CPCB RSF and its Federal and non-governmental partners provided tailored assistance including 

resources for recovery planning, implementation, and coordination of federal agency support. This included 

developing 11 guidance and recovery planning related documents and providing 104 “fact packs” containing 

Geographic Information System (GIS) data and community conditions information for communities affected 

by Hurricanes Sandy, Irene and Tropical Storm Lee. The partnership between CPCB RSF, the Housing Recovery 

Support Function, and numerous non-governmental organizations (NGOs) created an interactive Resource 

Mapping Tool that links damaged New York communities to available information resources. State and local 

entities are already utilizing this decision-making tool to identify resource gaps. 

More than 150 Federal, State and county level recovery practitioners participated in community planning and 

capacity building training events organized through the Smart Growth Initiative—a working group comprised 

of representatives from EPA, FEMA, Metropolitan Transportation Authority – New York (MTA), and Nassau and 

Suffolk County—to build capacity for engaging community stakeholders in recovery planning. 

CPCB RSF staff and its partners are continuing to provide support to NYRCR. For example, they convened a 

five-day (GIS) training in October 2014 for thirty planners and GIS professionals in Long Island and NYC. GIS 

is a planning tool used by planners, resource managers, local governments and federal agencies involved in 
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

community planning and recovery efforts. This planning software helps decision-makers by demonstrating 

the implications and impacts of recovery planning choices about development, land use, transportation, 

and conservation. CPCB RSF is also providing support through support to the State and communities in 

implementation of a Community Sustainability and Health Impact Assessment, a planning tool for practitioners 

to guide decision making and evaluate potential public health consequences of recovery projects, (in this 

context health is discussed as the social, economic, and political factors to affect community well-being). This 

assessment pilot will help Suffolk County decide how to best mitigate against flooding septic tanks, that was 

exacerbated during Hurricane Sandy. 

CPCB RSF was able to identify partnerships and resources in support of the Governor’s Office of Storm 

Recovery and was thus in a position to assist disaster impacted communities in their recovery process. Due to 

CPCB RSF involvement in leveraging tools and resources, and facilitating technical assistance, the State will be 

able to reach its core capability target to assist communities to develop recovery plans that reflect a strategic 

approach and implementable timeline that meets defined objectives. While this recommendation is completed 

with the foundational processes established and the full implementation of the NYRCR, the work is ongoing 

and will continue for years to come. 

What this means for communities

By working alongside the Governor’s Office of Storm Recovery, CPCB has been essential in building 

capacity of the State and its NYRCR and other communities to gain the knowledge and information, 

technical expertise, and access to resources that will shape the decision-making processes to expedite 

implementation of recovery projects.

For More Information

• New York Rising Community Reconstruction Program: http://stormrecovery.ny.gov/communityreconstruction-program. 

• EPA’s New York City blog post on the Smart Growth Initiative: http://blog.epa.gov/

greeningtheapple/2014/09/turning-lemons-into-lemonade-resilience-smart-growth-and-equitabledevelopment-on-long-island/
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

RECOMMENDATION #59 

Support New Jersey planning efforts, including pilots for New Jersey Local 

Resilience Partnerships, and encourage Federal agencies, the State of New Jersey, 

non-profits, and philanthropic organizations to provide both financial and technical 

support for the formation and operation of the Local Resilience Partnerships.

Recommendation Status: Completed 

Completion Date: June 15, 2014

Lead and Supporting Agencies 

CPCB RSF; HUD

Federal Disaster Recovery Coordinators (FDRCs); Sustainable Jersey and New Jersey 

Future

Narrative Update

The FEMA led CPCB RSF worked with state contacts to provide technical assistance to support the launch of 

partnerships by developing guidance and related tools like roundtable discussions. 

In New Jersey, CPCB RSF and partners held a Recovery Resource Summit where more than 100 representatives 

from Federal, State, local, NGOs, and philanthropic organizations had an opportunity to network with partners 

and identify potential resources. Also in New Jersey, CPCB RSF and its partners assisted Cumberland County 

to develop and implement a recovery planning process that resulted not only in a recovery strategy, but 

additionally created a Local Resilience Partnership, as adjacent communities came together to build a more 

resilient future. 

The partnership of four communities in Cumberland County is based on each municipality sharing similar 

problems that come from an ecological system that must be viewed through a broader lens (i.e., not based 

on municipal boundaries). A recovery committee was created to assist in broadening the scope of attention 

across the four communities. Committee members had previously been a part of the “Rising Tides” Forum, 

an informal association of local organizations and businesses and community leaders brought together to 

address common issues and problems. Local resilience partnerships were updated in June 2014, but ongoing 

partnership support will continue, as needed.

An outgrowth of the collaboration in Cumberland County is the New Jersey Delaware Bayshore Committee 

(DBC), a voluntary association of adjacent communities that share common geography, flood risks, and 

recovery challenges and are partnering to promote a shared vision for resilience for the region. The DBC was 

stood up in 2013, and includes Commercial, Downe, Greenwich, and Maurice River townships in Cumberland 

County. The DBC includes four subcommittees focused on various resilience issues: Intergovernmental 

Relationships, Tourism & Economic Development, Infrastructure, and Shoreline Protection & Coastal 

Management. The DBC meets on a monthly basis and subcommittees also meet separately at least once a 

month.
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

What this means for communities

The recognition that multi-jurisdictional partnerships can provide support throughout the entire disaster 

cycle, from preparedness to protection, mitigation to response and finally to recovery is vital for small, 

rural communities. Rural communities can support and assist each other and through this collaboration 

are more resilient and prepared to face future catastrophic events. Because communities along the 

Delaware Bayshore and other areas across the state, share common geography and challenges, they are 

much better suited to support one another. Lessons learned, successes, and best practices from this 

regional collaboration will benefit other rural communities, which will be impacted by future disasters.

For More Information

Local Resilience Partnership affiliate members:

• Sustainable Jersey Resiliency Network: http://www.njresiliency.com/# 

• Jacques Cousteau Estuarine Reserve: http://www.prepareyourcommunitynj.org/ 

• Rutgers University: http://www.njadapt.org/

• New Jersey Future: http://www.njfuture.org/issues/planning-and-governance/regional/rebuilding-aftersandy/
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

RECOMMENDATION #60 

Package the variety of existing Federal resources and tools related to disaster 

recovery and create new ones specific to community planning and capacity 

building in order to establish a coordinated suite of assistance that enhances and 

streamlines access to the recovery expertise needed by impacted communities.

Recommendation Status: Completed 

Completion Date: June 30, 2014

Lead and Supporting Agencies 

CPCB RSF

RSFLG

Narrative Update

The NDRF calls for a broad array of responsibilities that assist local governments to more effectively lead, plan, 

manage, and engage the full range of stakeholders in their communities to achieve a successful recovery. One 

of the most significant impediments to disaster recovery is the lack of knowledge. “If I had only known ...” 

is perhaps the most common statement heard after disaster recovery. The knowledge, guidance, tools, and 

resources to do this have not been easily accessible in any one place. 

This recommendation sought to bring together the key resources to enable local governments and community 

leaders to better manage recovery. The CPCB RSF, along with Federal, non-governmental, and State partners 

developed the Community Recovery Management Toolkit, along with disaster, state, and partner specific 

Sandy community recovery management resources. This Toolkit has organized and placed pertinent 

information in front of local officials and community leaders as they are trying to recover from one of the 

most challenging leadership experiences they have undertaken. The national Toolkit is intended to assist local 

community leaders to better understand how to begin long-term disaster recovery and involve the whole 

community in that recovery effort. Some 88 separate websites, reports, toolkits, guidance, examples, training 

opportunities, lessons learned, and best practices are organized into four major areas: Resources to Organize 

Following a Disaster, Resources to Plan for Post-Disaster Recovery, Resources for Managing Recovery, and 

Additional Resources. 

The Toolkit provides detailed examples and literature sources for all aspects of the leadership, planning, and 

management of long-term community-wide disaster recovery. The Community Recovery Management Toolkit, 

as a tool itself, was created to package the array of existing websites, reports, toolkits, guidance, examples, 

training opportunities, lessons learned, and best practices. This toolkit is organized in a useful and innovative 

method to assist local officials and community leaders. As the updating of the Toolkit continues, newly created 

or discovered websites, reports, toolkits, guidance, examples, training opportunities, lessons learned, and best 

practices will be presented. In New York, the Governor’s Office of Storm Recovery served as a clearinghouse 

for Sandy specific recovery tools and resources and facilitated peer-to-peer communication among state and 

local government and non-governmental academic and federal partners. This addressed the State’s need to 
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

streamline community access to federal grants, programs, and other community resources.

The Toolkit is an evolving resource, with a growing set of resources being identified, as well as gaps, that are 

intended to be addressed by CPCB RSF partners through new or enhanced tools. The Community Recovery 

Management Toolkit website will be evolving with new resources and an enhanced functionality to allow for 

greater usability to identify specific subject areas and types of resources. This new version is expected to be 

completed mid-2015 to benefit future disasters. 

After extensive stakeholder engagement, FEMA CBCP RSF (the “Capacity Building Branch”) established a 

national community recovery management toolkit portal that includes existing resources assembled for 

Hurricane Sandy and that will build new resources as they are developed in the future. Communities now have 

the opportunity to explore external resources to assist them in their journey through their disaster recovery 

process. FEMA Capacity Building Branch has also completed a master plan for the updating and enhancement 

of the toolkit as well as a companion Community Recovery Management Road Map. This updating is a 

continuous mission. 

Local officials and community leaders now have readily accessible resources to assist them to organize, plan, 

and manage their disaster recovery process.

What this means for communities

The materials provided in the Toolkit are aimed at providing guidance and resources to assist local officials 

and community leaders to lead, organize, plan for, and manage the complex issues of post-disaster 

recovery.

For More Information

• Community Recovery Management Toolkit: http://www.fema.gov/national-disaster-recovery-framework-0/

community-recovery-management-toolkit

• New Jersey Resilience Network: http://www.njresiliency.com/resources/resource-database/#

• FEMA Community Recovery Management Resources: https://edit.fema.gov/national-disaster-recoveryframework-0/community-recovery-management-toolkit/resources-organize
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

RECOMMENDATION #61 

Facilitate and expand opportunities for philanthropic and non-profit engagement 

in recovery, including opportunities for organizations that work with vulnerable 

populations. The CPCB RSFs in New York and New Jersey should actively support 

funder collaboratives that provide grants to nonprofits working in coordination 

with government. This should include encouragement of sub-grants to NGOs that 

would assist in accomplishing the Federal outreach requirements, including those 

specific to vulnerable populations to ensure they are included in the recovery 

planning process.

Recommendation Status: Completed 

Completion Date: June 30, 2014

Lead and Supporting Agencies 

CPCB RSF

RSFLG

Narrative Update

The generosity of the philanthropic and nonprofit sectors was immediately evident following Hurricane Sandy. 

Due to the size and scope of the subsequent disaster recovery, an organized effort was needed to address 

unprecedented statewide needs. To involve philanthropy for this task, CPCB first contacted the Council on 

Foundations (CoF), the national umbrella agency for foundations, who then engaged the local CoF affiliate: 

The Council of New Jersey Grantmakers (CNJG). CNJG mobilized their membership of more than 120 New 

Jersey grant making organizations and, with CPCB support, held a series of webinars, roundtables, and tours 

of the New Jersey disaster area. During these events, foundation leaders saw and heard the extent of the 

damage, allowing them to estimate their staff and financial commitments, and from these early engagements, 

came a grant to fund several recovery managers (please see Recommendation 57) still active in numerous 

communities.

It was evident that CNJG had the capacity to organize grant makers and encourage the creation of larger funder 

collaborative efforts among their membership and nonprofits. FEMA’s efforts quickly turned to the support of 

this established organization. CPCB RSF continued to participate in CNJG recovery events, which were often 

large conferences that included numerous foundations and nonprofits from the greater New York City area. 

CPCB RSF staff contributed disaster updates for these events and often participated as speakers.

Several roundtable events were held. CPCB RSF partnered closely with CNJG on several events to publicize 

outstanding community recovery needs. Activities included a webinar, conference calls, and several bus tours. 

Continued CPCB RSF support of the CNJG included the presentation of a March 2014 webinar on recovery 

trends to their membership; inviting Council participation (and numerous nonprofits) on a Housing Solutions 
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding

working group based at the New Jersey Sandy Recovery Field Office; and linking community groups to CNJG 

for funding opportunities – some that were recipients of government grants to assist vulnerable populations. 

Furthermore, FEMA is engaged with key efforts directly, including a Health Impact Assessment being 

conducted by Rutgers University and The Robert Wood Johnson and Pew Foundations. 

CPCB RSF was fortunate to have been able to direct its philanthropic and non-profit partners in New Jersey 

to focus their vast resources to bear on local community disaster recovery after Hurricane Sandy. With 

CNJG as a prime example, it has an established relationship with a wide audience, well beyond their grant 

making membership. This resulted in rapid dissemination of information on disaster recovery needs and 

the coordination of philanthropic and nonprofit resources to meet those needs. CPCB RSF is continuing to 

strengthen this connection with its philanthropic and non-profit partners to support their disaster educational 

programs, collaboration, and outreach services. Several local disaster recovery manager positions have 

resulted from this CPCB RSF collaboration. CPCB RSF will continue to monitor the activities of these positions to 

collect success stories, lessons learned, and best practices that can be passed on to other communities. 

What this means for communities

By building the capacities for New York and New Jersey to leverage philanthropic and non-profit funding 

collaboratives, states are better able to fill resource gaps to support sustained recovery efforts. 

For More Information

• New York recovery: http://stormrecovery.ny.gov/community-reconstruction-program

• CNJG: http://cnjg.org/s_cnjg/sec.asp?CID=20609&DID=59151

• Philanthropy New York: https://philanthropynewyork.org
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Rebuilding Strategy Goal: 

Building State and Local Capacity to Plan for and 

Implement Long-Term Recovery and Rebuilding
FEMA/Kenneth Wilsey
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

IMPROVING DATA SHARING BETWEEN 

FEDERAL, STATE, AND LOCAL OFFICIALS 

The use of data facilitates decision-making that is well-informed and leads to goals that are both clearly 

defined and realistically achievable. In post-disaster situations, data collection and application are especially 

important for on-the-ground recovery efforts, as well as for long-term policy formulation and program 

management. Data and information are extremely valuable to Federal, State, local, and tribal governments, as 

well as to private citizens, businesses, non-profits, and other community groups.

Lead and Supporting Agencies

Federal Emergency Management Agency (FEMA)

General Services Administration (GSA) 

Department of Housing and Urban Development 

(HUD)

White House Office of Science and Technology 

Policy (OSTP)

Small Business Administration (SBA)

Recommendations in this policy area include:

62. Agencies should make aggregated, PII-scrubbed data about disaster-affected populations available to 

the public using a central website similar to http://www.data.gov. Specifically, FEMA, HUD, and SBA 

should coordinate to create a new website or adapt an existing one (such as FEMA’s openFEMA site) 

for data posting during disasters. In addition, FEMA, HUD, and SBA should create a process for digesting 

raw data into an aggregated form that the public can view.

63. Each agency and each State should identify a “data steward” who serves as a point of contact for data 

requests. This contact should not only be available after disasters, but also serve as an informational 

resource in advance of disasters. FEMA, HUD, and SBA should each designate an individual within their 

agencies that is permanently available to receive data sharing requests and related questions from 

States, local governments, and non-governmental entities. Each agency should then distribute the 

name and contact information of that individual to all 50 States. In the event of a disaster, agencies 

should send affected States a reminder that the data steward is available to assist them and that each 

State is responsible for identifying a central point of contact within the governor’s office or within the 

primary disaster response agency to coordinate requests with Federal agencies.

64. Each agency should catalogue its disaster data in a “menu” that describes the data that it may share 

with States and local governments. Specifically, each agency’s data steward (see recommendation 63) 

should create a document containing a list of all data sets that are typically requested during a disaster. 

Each data item description should include the fields in the data set and the units of measurement, as 

well as a brief description of how the data can be used by States responding to a disaster and describe 

the limitations of the data (privacy requirements, aggregation, data latency, etc.). This document should 

be distributed to disaster agencies in each State.
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

Recommendations in this policy area include:

65. FEMA, HUD, and SBA should adopt a common data sharing agreement template so that data requestors 

do not have to familiarize themselves with three separate forms. Attorneys and privacy officials from 

these agencies should meet to compare their current data sharing agreement formats and identify 

common boilerplate language that can serve as the basis for an interagency template. Once drafted, 

this template should then be distributed by each agency’s data sharing steward to the States.

66. Work towards a multi-agency integrated data repository, or “data hub,” shared and operated by FEMA 

and HUD, that, to the extent permitted by law and Federal policy, allows those agencies to access and 

store one another’s data and to pass these data along to States in the event of a Federally declared 

disaster. FEMA and HUD should provide technical support and personnel resources to further this tool’s 

development in preparation for the next disaster. In addition, agency attorneys and privacy officials 

should discuss what steps will be necessary to begin preparing the legal framework for a multi-agency 

data portal.

67. To help make Federal data available to States, agencies should review “routine use” language in 

relevant SORNs to determine whether any changes are warranted that could provide greater flexibility 

to share information for planning purposes, to share information across State agencies and with 

local governments and to broaden categories of records to cover data from other sources. Attorneys 

in FEMA’s Office of Chief Counsel who have considered this issue have offered to make themselves 

available to provide guidance.
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

RECOMMENDATION #62 

Agencies should make aggregated, PII (personally identifiable information)-

scrubbed data about disaster-affected populations available to the public using 

a central website similar to http://www.data.gov. Specifically, FEMA, HUD, and 

SBA should coordinate to create a new website or adapt an existing one (such as 

FEMA’s openFEMA site) for data posting during disasters. In addition, FEMA, HUD, 

and SBA should create a process for digesting raw data into an aggregated form 

that the public can view.

Recommendation Status: In progress 

Anticipated Completion Date: April 2015

Lead and Supporting Agencies 

FEMA; HUD; SBA

GSA; OSTP

Narrative Update

Community organizations, non-profits, and State, local, tribal and other Federal Government agencies needed 

comprehensive data to understand the full impact of Hurricane Sandy. For instance, New York City and New 

York State needed FEMA’s data to properly determine housing needs in order to implement and administer 

programs funded through HUD’s CDBG-DR.9

This recommendation calls for FEMA, HUD, and SBA to create a new website or adapt an existing one (such as 

FEMA’s OpenFEMA site) for data posting during disasters. 

The three assigned agencies, FEMA, HUD, and SBA, determined the best solution to a central web portal 

for posting disaster related data would be to utilize www.data.gov as opposed to creating a separate web 

portal. FEMA succeeded using similar online portals on www.data.gov and fema.maps.arcgis.com/home and 

received positive feedback from the public. All three agencies determined this was the best course of action 

because this would leverage existing agency efforts to make data open and machine readable through their 

open government efforts (Open Data Policy), such as OpenFEMA, which already made data public shortly after 

Hurricane Sandy. In addition, despite limited agency resources, this would continue the important trend of 

having a central data clearing house for all federal data and would allow other agencies, state, local and tribal 

governments to also publish their disaster related data on this central disaster web portal. 

9 OpenFEMA facilitated the release of an aggregated, non-PII dataset from FEMA’s Individual Assistance/Individuals and Households Program for 

New York and New Jersey that was published on www.fema.gov/data in February of 2013. This allowed stakeholders to make data-informed 

decisions regarding the design and allocation of federal funds for Hurricane Sandy recovery efforts and meet HUD’s CDBG-DR criteria. FEMA 

created the dataset using knowledge and past disaster information trends as well as stakeholder input. FEMA continually updated the dataset 

on an internally established reporting schedule to provide this data for future disasters. This action fulfilled the first portion of the Rebuilding 

Strategy recommendation 62 that was released in October of that same year.
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

The recommendation 62 working group (FEMA, HUD, and SBA) enlisted support from GSA and OSTP through 

the White House Innovation for Disaster Response and Recovery Initiative. GSA and OSTP have started 

developing www.disasters.data.gov, an upcoming centralized portal providing disaster-related data and free 

tools for the disaster resilience community. The working group is leveraging these ongoing efforts to meet this 

recommendation’s objective. 

The www.disasters.data.gov site was previewed on the Innovation for Disaster Response and Recovery 

Initiative Demo Day on July 29th, 2014 (please see Recommendation 15). The site is currently under beta 

testing and will be made available to the public by April 2015. For the launch of the portal, the agencies from 

the recommendation 62 working group are providing the following datasets, which are now available on their 

individual agency pages:

• FEMA provided their full list of open datasets and application programming interface. Some of these 

datasets include FEMA Public Assistance Project Summary and Detail, FEMA Hazard Mitigation Grant 

Program Summary, FEMA Hazard Mitigation Grant Program Property Acquisitions, Housing Assistance 

Data for Hurricane Sandy (NY/NJ/MD), Registration Intake and Individuals and Household Program Data for 

Hurricane Sandy (NY/NJ/MD), and Housing Assistance Program Data. 

• HUD has provided grantee performance data from the Department’s Community Development Block Grant 

for Disaster Recovery.

• SBA has provided datasets which includes information needed by States and local governments when 

preparing action plans, i.e. number of home and business loans approved and totals, as well as the amount 

of verified losses broken down by state, county, city and zip code. 

What this means for communities

Curating disaster-related data sets and publishing the information to www.disasters.data.gov provides 

the public with easily accessible data that can be used to develop tools and enhance efforts in disaster 

preparedness, response, and recovery. 

For More Information

Until www.disasters.data.gov goes live, visit the agency pages to view their publically available disaster data:

• FEMA data: http://www.fema.gov/data-feeds

• HUD CDBG-DR data: https://drgr.hud.gov/public/

• SBA disaster loan data: www.sba.gov/content/disaster-loan-data
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

RECOMMENDATION #63 

Each agency and each State should identify a “data steward” who serves as a 

point of contact for data requests. This contact should not only be available after 

disasters, but also serve as an informational resource in advance of disasters. 

FEMA, HUD, and SBA should each designate an individual within their agencies that 

is permanently available to receive data sharing requests and related questions 

from States, local governments, and non-governmental entities. Each agency 

should then distribute the name and contact information of that individual to all 50 

States. In the event of a disaster, agencies should send affected States a reminder 

that the data steward is available to assist them and that each State is responsible 

for identifying a central point of contact within the governor’s office or within the 

primary disaster response agency to coordinate requests with Federal agencies.

Recommendation Status: Completed 

Completion Date: October 29, 2014

Lead and Supporting Agencies 

FEMA; HUD; SBA

Narrative Update

Following Hurricane Sandy, both States and federal agencies raised concerns that they did not have dedicated 

points of contact with whom to negotiate the exchange of data. Agencies, including SBA and FEMA, identified 

the need for a central point of contact with the State governments in New York and New Jersey who would be 

responsible for passing data on to municipalities. Similarly, New Jersey wanted a dedicated official at FEMA 

who could answer questions about the state’s data requests and help the State become familiar with the 

available data. The lack of a “go-to authority” to make and receive requests and to provide assistance meant 

that States and agencies lost time as they tried coordinating with one another.

States, tribal, and local governments often have two major needs for administrative data from programs run 

by FEMA and SBA. First, individual assistance programs from FEMA and SBA provide an immediate and wide 

range of data and information about affected households that are essential for States and local governments’ 

immediate recovery planning efforts. Second, these administrative data are necessary for States, tribal and 

local governments to implement their long-term housing recovery programs to minimize duplication of 

benefits. For example, States, tribal and local governments use FEMA and SBA disaster data to both prepare 

action plans for CDBG-DR funds from HUD and to identify and prevent duplications of benefits with stateadministered programs. 

In response to these challenges, FEMA, SBA, and HUD have created single points of contact within each 

Agency, referred to as a “data steward,” who is available to receive data requests and related questions from 
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

States, tribal, and local governments, as well as non-governmental entities. In addition to responding to data 

requests, data stewards will help States identify which data would be most helpful, the format in which the 

data should be delivered, and the limitations of the data (privacy requirements, aggregation, data latency, 

etc.). 

Under FEMA’s new policies and guidance, tribal and local governments affected by disaster can now obtain 

FEMA data directly from FEMA or alternatively from their respective State point of contact. FEMA also 

recently completed a comprehensive information sharing website accessible by States (please see For More 

Information). The site has the data steward’s information as well as key aids like a sample data report mirroring 

what States can obtain, a glossary explaining the data elements that the State can receive and an Information 

Sharing Access Agreement template. This is very helpful for States, tribal, and local governments as well as 

non-governmental entities as they will better understand the data provided by FEMA. Thus, they will be able 

to administer recovery efforts more effectively. The SBA data steward continues to monitor the pattern of 

requests for SBA Disaster Loan Program data and will make changes to the list of publicly-released data fields. 

Local governments do not enter into agreements with HUD to obtain PII household level data for recovery 

purposes like they do with SBA and FEMA. This is because the only unique federal disaster data HUD owns 

is performance data from these governments after they receive Community Development Block Grants for 

disaster recovery, oftentimes years after a disaster. HUD is making public performance data for these recovery 

grants (see Recommendation 62) and will provide a data steward, or contact, for public inquiries about the 

data. 

FEMA, SBA and HUD have posted Agency data steward contact information on their agency websites (please 

see For More Information below). This information will also be shared on www.disasters.data.gov webpage, 

once it becomes available in spring 2015 (Recommendation 62). In addition to sharing this information on a 

centralized website, each agency is making this information readily available to all 50 States. In the event of a 

disaster, all agencies have committed to sending affected States a reminder that the data steward is available 

to assist them. Agencies will also remind each State that they are responsible for identifying a central point 

of contact within the governor’s office or within the primary disaster response agency to coordinate requests 

with federal agencies.

What this means for communities

With a designated point of contact or a data steward at FEMA, HUD, and SBA, data requests and datasharing between the Federal Government and States would minimize confusion and delays and therefore 

expedite the necessary use of data for critical disaster recovery programming.
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

For More Information

• FEMA Data Steward: Rebecca Reed; rebecca.reed2@fema.dhs.gov; this is made available at FEMA’s 

comprehensive information sharing website accessible by States (including the data menu, see 

Recommendation 64). While this site is currently not available to the broader public, it is available to key 

external stakeholders: http://on.fema.net/programs/orr_programs/recovery_programs/ia_programs/

Pages/RoutineUses-PrivacyAct.aspx

• HUD Data Steward: Jessie Kome; Jessie.Handforth.Kome@hud.gov; https://drgr.hud.gov/public/

• SBA Data Steward: Alejandro Contreras: alejandro.contreras@sba.gov;

www.sba.gov/content/disaster-loan-data
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

RECOMMENDATION #64 

Each agency should catalogue its disaster data in a “menu” that describes the data 

that it may share with States and local governments. Specifically, each agency’s 

data steward (see Recommendation 63) should create a document containing a 

list of all data sets that are typically requested during a disaster. Each data item 

description should include the fields in the data set and the units of measurement, 

as well as a brief description of how the data can be used by States responding 

to a disaster and describe the limitations of the data (privacy requirements, 

aggregation, data latency, etc.). This document should be distributed to disaster 

agencies in each State.

Recommendation Status: Completed 

Completion Date: October 29, 2014

Lead and Supporting Agencies 

FEMA; SBA

HUD

Narrative Update

State and local governments seeking data after a disaster lack experience. State personnel generally do not 

know what information to ask for and where to find it. Even States with experience responding to disasters 

may not be aware of all of the data potentially available from various federal agencies. This creates a problem 

because States and local governments depend on access to data from federal agencies to both prepare action 

plans (i.e. when applying for HUD CDBG-DR funds) and identify and prevent duplications of benefits with other 

disaster assistance programs (i.e. FEMA grants and SBA disaster loans). 

The Task Force recognized that a data menu containing the categories of data that an agency can share with 

State and local governments would be an invaluable resource for States and local governments seeking 

sources of federal data in the wake of a disaster. In response to this challenge, FEMA and SBA have established 

data menus for their respective disaster assistance programs and made them available along with contact 

information for a new “data steward” at each agency. The information is made available to States and local 

governments through FEMA and SBA Websites, and through the www.disasters.data.gov webpage, once it 

becomes available in spring 2015 (Recommendation 62). The menus include the data field names, descriptions, 

and general guidance for ways it can be employed by States and local governments during disaster recovery. 

HUD doesn’t have individual level disaster recovery data like SBA and FEMA’s individual assistance programs, 

so there is not a similar need for a HUD data menu to support State and local governments’ planning efforts. 

However, HUD does publish administrative data from CDBG-DR on a public website, which States and local 

governments can use to understand and compare current and historic grantee performance.
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

The data steward (Recommendation 63) maintains the data menu to ensure it is regularly updated. All States 

and local governments have access to data menus from FEMA and SBA and will have access to all future menus 

made available by major disaster response and recovery agencies so they have a complete picture of the data 

available from the Federal Government.

What this means for communities

With comprehensive data menus readily available to States and updated by agency data stewards, States 

with disaster data needs but with limited experience can effectively access the necessary federal data to 

trigger critical disaster assistance programs.

For More Information

• FEMA’s comprehensive information sharing website accessible by States: http://on.fema.net/programs/

orr_programs/recovery_programs/ia_programs/Pages/RoutineUses-PrivacyAct.aspx (While this site is 

currently not available to the broader public, it is available to key external stakeholders.)

• SBA disaster loan data: www.sba.gov/content/disaster-loan-data

• HUD CDBG-DR data: https://drgr.hud.gov/public/
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

RECOMMENDATION #65 

FEMA, HUD, and SBA should adopt a common data sharing agreement template 

so that data requestors do not have to familiarize themselves with three separate 

forms. Attorneys and privacy officials from these agencies should meet to compare 

their current data sharing agreement formats and identify common boilerplate 

language that can serve as the basis for an interagency template. Once drafted, this 

template should then be distributed by each agency’s data sharing steward to the 

States.

Recommendation Status: Completed 

Completion Date: October 29, 2014

Lead and Supporting Agencies 

FEMA; HUD; SBA

Narrative Update

This recommendation addresses the need for federal agencies to improve the data request process and 

data-sharing with States. After consultation, FEMA, HUD, and SBA determined that given the diversity and 

complexity of each individual agency’s regulations, that developing a new common data sharing agreement 

template would be less valuable than developing a standard Information Sharing Access Agreement (ISAA)and/

or Memorandum of Understanding (MOU) templates to be used by key trusted partners like declared States, 

local governments and voluntary organizations. 

For declared States, FEMA uses a portion of its disaster FEMA-State Agreement (FSA) as a vehicle to execute 

information sharing with the declared state. FEMA can also use the ISAA to execute sharing with a declared 

State if necessary. In order to comply with the Privacy Act of 1974 (5 U.S.C. § 552a), both the ISAA and FSA 

templates contain key language identifying and describing the data to be shared, the purpose of the sharing, 

as well as the rights and restrictions placed upon the recipient. The ISAA template can also be used to 

execute sharing between federal agencies and with other trusted partners like voluntary/non-governmental 

organizations. For FEMA’s ISAA, trusted partners can access ISAA copies via FEMA’s Individual Assistance (IA) 

website. 

Key trusted partners in the community can now obtain useful disaster information and survivor data earlier 

in the disaster recovery process by executing an ISAA. In turn, trusted partners in the community can 

assist survivors more quickly and more effectively since they know survivor’s needs through the disclosed 

information. For instance, upon obtaining FEMA applicant information, American Red Cross can better assist 

disaster survivors since it now knows the exact needs of survivors, and HUD CDBG-DR grantees can more 

effectively and efficiently plan programs to meet the needs in their communities.

SBA will continue to improve upon its existing MOU template which is used by SBA to enter into data sharing 
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

agreements with States, local governments, tribal, and non-governmental entities when data requests require 

more detail to identify and prevent duplications of benefits. SBA plans to make changes to its home and 

business disaster loan applications in order to provide more data sharing flexibility with federal agencies, 

State, local, and tribal governments, and SBA resource partners. SBA is also committed to continue working on 

longer-term improvements that build upon the improvements already completed by the Sandy Task Force data 

sharing group, such as the creation of disasters.data.gov, establishment of a designated “data steward” for SBA 

disaster assistance, and publication of a user-friendly data menu.

What this means for communities

Federal agencies and States can be more efficient in administering and implementing disaster assistance 

programs by improving the data request and sharing process would save time and prevent negotiation 

delays.

For More Information

• FEMA’s IA website: http://www.fema.gov/individual-assistance-program-tools

• HUD CDBG-DR data: https://drgr.hud.gov/public/

• SBA disaster loan data: www.sba.gov/content/disaster-loan-data
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

RECOMMENDATION #66 

Work towards a multi-agency integrated data repository, or “data hub,” shared 

and operated by FEMA and HUD, that, to the extent permitted by law and Federal 

policy, allows those agencies to access and store one another’s data and pass these 

data along to States in the event of a Federally declared disaster. FEMA and HUD 

should provide technical support and personnel resources to further this tool’s 

development in preparation for the next disaster. In addition, agency attorneys and 

privacy officials should discuss what steps will be necessary to begin preparing the 

legal framework for a multi-agency data portal.

Recommendation Status: In progress 

Anticipated Completion Date: March 2017

Lead and Supporting Agencies 

FEMA; HUD

Narrative Update

This recommendation is intended to speed post-disaster planning and recovery, and to reduce duplication 

of benefits by enhancing data sharing practices between federal agencies as well as between State and local 

governments and the Federal Government. The end goal is a system that would provide federal disaster data 

to State and local partners to assist their planning and program design efforts on the ground and that would 

provide enhanced visibility for federal agencies into the entire portfolio of assistance received by individuals 

and businesses in disaster impacted communities.

As with any IT development initiative, this is a long-term project by design, which will be implemented 

across several phases, and dependent on funding availability. To date, HUD and FEMA have made substantial 

progress on the first phase of the project, and have completed the requirements and design for automated 

data exchange between FEMA and HUD for the first group of programs – those focused on FEMA individual 

assistance and HUD’s rental housing vouchers in order to prevent a duplication of benefits and identify 

populations affected by a disaster.

Future phases will include developing similar data and design requirements for HUD’s CDBG-DR programs, 

revising the required legal documentation to support the new system, implementing the proof of concept for 

the phase one data (expected in October 2015), and expanding the solution to include SBA data as well as HUD 

and FEMA data. Full implementation of the solution and the recommendation is expected in early 2017. 
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Rebuilding Strategy Goal: 

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What this means for communities

HUD and FEMA will more effectively administer their respective programs, and communities will be able to 

access comprehensive federal datasets that will help speed recovery and prevent duplication of benefits.
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

RECOMMENDATION #67 

To help make Federal data available to States, agencies should review “routine use” 

language in relevant System of Records Notices (SORNs) to determine whether any 

changes are warranted that could provide greater flexibility to share information 

for planning purposes, to share information across State agencies and with local 

governments and to broaden categories of records to cover data from other 

sources. Attorneys in FEMA’s Office of Chief Counsel who have considered this 

issue have offered to make themselves available to provide guidance.

Recommendation Status: Completed 

Completion Date: September 30, 2014

Lead and Supporting Agencies 

FEMA; HUD

Narrative Update

While the Privacy Act places key restrictions on federal agencies to share PII data, some data can be shared 

if the disclosure falls within one of twelve exceptions. One of these exceptions is a disclosure for “routine 

use” published in an agency’s SORN. These routine uses must be compatible with the purposes for which the 

agency collects and maintains the data to be shared. Reviewing and revising routine uses for disaster related 

data allows more effective and expedited sharing of critical federal data with key partners like States, locals, 

Tribes, other federal agencies and voluntary organizations.

FEMA has expanded its ability to share critical valuable data with other federal agencies by renewing its 

Disaster Recovery Assistance Files SORN. As a result of this effort and subsequent accompanying guidance, 

FEMA can now share more of its disaster IA and Individuals and Households Program (IHP) applicant data 

with more key trusted partners. The guidance explains how and to what degree key partners receiving FEMA 

data can further disseminate it. For instance, a declared State can list FEMA data with other sub entities, 

or sub recipients, listed in the State’s FSA referred to in Recommendation 65. Thus, the State can share the 

information with other entities working under the State’s framework and auspices and do not have to contact 

FEMA separately to obtain data. The ISAA (please see Recommendation 65) and FSA addresses how and to 

what degree the trusted partner receiving data can accomplish this. FEMA also recently published its Hazard 

Mitigation, Disaster Public Assistance, and Disaster Loan Programs SORN with similar published routine uses.

In contrast, because HUD’s current system for CDBG-DR does not contain individual level information, no 

changes are required for HUD’s existing SORN. However, as the Data Hub envisioned in Recommendation 66

is implemented, HUD will likely create a new SORN that will have the desired flexibility to share information 

for planning purposes, to share information across State agencies and with local governments, and to broaden 

categories of records to cover data from other sources.
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Rebuilding Strategy Goal: 

Improving Data Sharing Between Federal, State and Local Officials

What this means for communities

After carefully reviewing the routine use language for relevant SORNS and addressing necessary changes, 

federal data will be more readily available to States and other key trusted partners who will in turn be 

able to receive data expediently and in turn provide additional disaster assistance more effectively and 

quickly.

For More Information

• FEMA’s Hazard Mitigation, Disaster Public Assistance, and Disaster Loan Programs SORN, 79 Fed. Reg. 

16,015 (Mar. 24, 2014): http://www.gpo.gov/fdsys/pkg/FR-2014-03-24/pdf/2014-06361.pdf

• FEMA’s Disaster Recovery Assistance Files SORN, 78 Fed. Reg. 25,282 (Apr. 30, 2013): http://www.gpo.gov/

fdsys/pkg/FR-2013-04-30/html/2013-10173.htm

• FEMA Recovery Policy 9420.1: http://www.fema.gov/media-library-data/1407352097991-13785338d2a

e0606987b2259cab33fa0/Recovery%20Policy%20Sharing%20Survivor%20Data%20with%20Trusted%20

Partners%20090913.pdf
FEMA/Kenneth Wilsey
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Data Sharing and Accountability: 

The Program Management Office (PMO)

DATA SHARING AND ACCOUNTABILITY 

THROUGH THE PROGRAM 

MANAGEMENT OFFICE (PMO)

The Program Management Office (PMO) provides a concrete example of the ways in which open and 

transparent data sharing practices between agencies can encourage smarter and more effective decisionmaking in recovery and rebuilding efforts. The size, complexity, and urgency of the funding for Hurricane Sandy 

recovery made it clear—even before the Sandy Supplemental was enacted—that the Task Force needed a 

central coordinating office that would work closely with agencies, OMB, and the oversight community, such as 

the agency Inspectors General and the Recovery Accountability and Transparency Board (RATB). PMO was also 

established to leverage lessons learned from Hurricane Katrina, as well as best practices from the American 

Recovery and Reinvestment Act of 2009 (ARRA).

Lead and Supporting Agencies

Federal Emergency Management Agency (FEMA) Department of Housing and Urban Development 

(HUD)

Recommendations in this policy area include:

68. Continue functions of PMO to track the progress of the Sandy supplemental funding and performance.

69. Document the functions and processes used by the Task Force recovery in a “PMO toolkit” which could 

be quickly deployed in the event of future supplemental funding.
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Data Sharing and Accountability: 

The Program Management Office (PMO)

RECOMMENDATION #68 

Continue functions of PMO to track the progress of the Sandy supplemental 

funding and performance.

Recommendation Status: Completed 

Completion Date: October 29, 2014

Lead and Supporting Agencies 

HUD (PMO)

FEMA

Narrative Update

Since the Task Force and its PMO disbanded on time and under budget on September 30, 2013, the PMO 

function has successfully continued through the Sandy PMO within HUD.

The Sandy PMO continued and expanded upon the role of the Task Force PMO by growing its monitoring 

system beyond the supplemental funding and performance data to include implementation tracking for the 

69 recommendations of the Rebuilding Strategy. The Sandy PMO has also organized and provided data for 

five Sandy Principals’ meetings, co-chaired by the Secretary of HUD and the FEMA Administrator, ensuring 

continued cabinet-level engagement in this important work, even after the sunset of the Task Force.

Finally, the PMO plays an important role in providing data and communicating progress to the public. The 

PMO has partnered with the RATB to improve transparency of the supplemental funding, providing regular 

data to the public in the form of maps and downloadable files. The PMO also publishes periodic reports to 

its website to communicate the progress being made towards implementing the Rebuilding Strategy and its 

recommendations.

The success of the PMO during the Task Force and over the last year has prompted a decision to continue 

the core PMO functions beyond the original intent of the recommendation. In November 2014, the PMO and 

its responsibilities will transfer from HUD to FEMA. The PMO worked closely with FEMA to ensure a smooth 

transition so that monitoring of the supplemental funding, performance data, and the 19 recommendations 

still in progress at the time of publication continues uninterrupted. 
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Data Sharing and Accountability: 

The Program Management Office (PMO)

What this means for communities

The PMO provides transparency for the public on the progress of recovery and accountability for federal 

agency partners by providing detailed information on the progress of the Supplemental funding; the PMO 

also supports quarterly cabinet-level meetings to facilitate the implementation of the Rebuilding Strategy 

recommendations.

For More Information

• Rebuilding Strategy Implementation and Sandy PMO overview: http://portal.hud.gov/hudportal/HUD?src=/

sandyrebuilding/accountability

• Sandy Supplemental Financial Data: http://www.recovery.gov/Sandy/whereisthemoneygoing/maps/Pages/

HudPmo.aspx

• Hurricane Sandy Progress: http://portal.hud.gov/hudportal/HUD?src=/sandyrebuilding/recoveryprogress
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Data Sharing and Accountability: 

The Program Management Office (PMO)

RECOMMENDATION #69 

Document the functions and processes used by the Task Force recovery in a “PMO 

toolkit” which could be quickly deployed in the event of future supplemental 

funding.

Recommendation Status: Completed 

Completion Date: March 20, 2014

Lead and Supporting Agencies 

HUD (PMO)

FEMA

Narrative Update

For any future supplemental appropriation, whether in response to a disaster or otherwise, government 

leaders should develop a strategy to track funding across agencies to ensure that agency leadership and other 

stakeholders have visibility into the comprehensive picture of the status of funds. Quickly establishing the PMO 

was critical to creating that picture during the Sandy recovery. 

Given this experience, one of the recommendations of the Task Force was to create a toolkit that identifies the 

processes, stakeholders, and considerations required to rapidly establish a similar interagency tracking function 

for large-scale and complex funding situations. To this end, the PMO created a new resource for federal 

agencies—the PMO Toolkit—which documents and compiles key lessons, tools, and tips for the development 

of a PMO so that these processes may be replicated in the event of a future disaster or other large, crossagency supplemental appropriation.

The PMO Toolkit describes in detail the functions of the Task Force PMO, which was designed specifically to 

operate in the Federal Government context with the goal of tracking a well-defined set of programs. Topics 

discussed in the Toolkit include: designing a common set of program management practices which include 

centralized templates, guidelines, and processes for a range of agencies; building and maintaining the 

infrastructure to provide a quick turnaround to incorporate changes, revisions, and challenges to existing 

processes; facilitating communication across diverse programs and agencies to improve cross-agency 

communication through definition of terms and applying consistent standards; and, intensive technical 

assistance to deploy terms, processes, and support agencies in adapting them and ensuring that they are 

sustainable in the long-term. 

The PMO Toolkit is available to all federal agencies through the MAX Community platform.
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Data Sharing and Accountability: 

The Program Management Office (PMO)

What this means for communities

The PMO Toolkit will allow agencies to quickly establish a PMO in response to future disasters or other 

large, cross-agency supplemental appropriations, providing for the centralized tracking of spending and 

performance data to increase transparency for taxpayers and accountability for federal agencies. 

For More Information

• Rebuilding Strategy Implementation and Sandy PMO overview: http://portal.hud.gov/hudportal/HUD?src=/

sandyrebuilding/accountability
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Appendix A: 

Targeted Completion by Policy Area

 Completeed In progress

APPENDIX A: 

TARGETED COMPLETION BY POLICY AREA

This appendix briefly describes the efforts to track and drive progress towards 

achieving the recommendations identified in the Hurricane Sandy Rebuilding 

Strategy. Please see Appendix B for details on each recommendation.

Of the total 69 recommendations:

• 50 (72%) have been completed. Of the 19 recommendations in progress:

• 7 are targeted for completion between November 1—December 31, 2014

• 12 are targeted for completion in 2015 & beyond

Policy

Total 

Recommendations

Completed In Progress

19 Recs In Progress 

Target 

Completion 

by December 

31, 2014

Target 

Completion 

in 2015 & 

Beyond

Community Planning & 

Capacity Building 5 5 0 0 0

Data Sharing 6 4 2 0 2

Housing 9 4 5 4 1

Infrastructure 22 17 5 1 4

Insurance 6 1 5 2 3

Program Management 

Office 2 2 0 0 0

Resilience 3 3 0 0 0

Small Business 16 14 2 0 2

Total 69 50 19 7 12
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Appendix B: 

List of All Recommendations, Agency Leads, and Completion Status

 Completeed In progress

APPENDIX B: 

LIST OF ALL RECOMMENDATIONS, AGENCY 

LEADS, AND COMPLETION STATUS

Recommendation 

Number Recommendation Text Lead Agencies*

Status

 

Completion 

or Anticipated 

Completion 

Date

Recommendation 

#1

Facilitate the incorporation of future risk 

assessment, such as sea level rise, into 

rebuilding efforts with the development of a 

sea-level rise tool.

CEQ; FEMA; 

NOAA; USACE; 

USGCRP 

June 20, 2013

Recommendation 

#2

Develop a minimum flood risk reduction 

standard for major Federal investment that 

takes into account data on current and future 

flood risk.

Task Force April 4, 2013

Recommendation 

#3

Create a design competition to develop 

innovative resilient design solutions that 

address the Sandy-affected region’s most 

pressing vulnerabilities.

HUD June 2, 2014

Recommendation 

#4

Apply Infrastructure Resilience Guidelines 

to all Federal infrastructure investments and 

projects for Sandy recovery.

MitFLG; RSFLG; 

SRO

July 8, 2014

Recommendation 

#5

Consider applying the Infrastructure Resilience 

Guidelines nationally.

DHS (NPPD); 

NSC

November 

2014

Recommendation 

#6

Federal, State, and local agencies should 

continue to coordinate Sandy recovery 

infrastructure resilience projects.

HUD; SRO October 15, 

2014

Recommendation 

#7

Institutionalize regional approaches to 

resilience planning in the NDRF and the 

National Mitigation Framework.

MitFLG; RSFLG October 29, 

2014

Recommendation 

#8

Establish a Sandy Regional Infrastructure 

Permitting and Review Team that leverages 

the Executive Order 13604 framework for 

Sandy projects.

HUD February 7, 

2014

Recommendation 

#9

Leverage the Executive Order 13604 

framework to identify opportunities to 

expedite and improve other types of review 

processes through programmatic agreement 

or consultation where appropriate.

Infra SC March 2015

Recommendation 

#10

Disaster recovery efforts should account 

for the temporary staffing needs of Federal 

agencies and State and local governments who 

conduct reviews and permitting of Federal 

disaster recovery projects.

CEQ; OMB October 29, 

2014
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Appendix B: 

List of All Recommendations, Agency Leads, and Completion Status

 Completeed In progress

Recommendation 

Number Recommendation Text Lead Agencies*

Status

 

Completion 

or Anticipated 

Completion 

Date

Recommendation 

#11

Provide technical assistance to States and 

localities to help optimize Sandy recovery 

infrastructure funding, share best practices, 

leverage resources, advance sustainability, and 

meet the needs of vulnerable communities.

DOE; DOT; HUD August 29, 

2014

Recommendation 

#12

Ensure that Sandy recovery energy 

investments are resilient.

DOE July 7, 2014

Recommendation 

#13

Mitigate future impacts to the liquid fuels 

supply chain like those experienced during the 

Sandy recovery.

DOE July 7, 2014

Recommendation 

#14

Encourage Federal and State cooperation to 

improve electric grid policies and standards.

DOE September 1, 

2014

Recommendation 

#15

Mobilize the private sector and non-profit 

community to develop innovative solutions 

that support and integrate whole community 

efforts for disaster relief.

FEMA; OSTP July 29, 2014

Recommendation 

#16

Develop a resilient power strategy for wireless 

and data communications infrastructure and 

consumer equipment.

DOE; NTIA September 12, 

2014

Recommendation 

#17

Expedite flow of Sandy transportation funding 

to needed repairs.

DOT (FTA) September 22, 

2014

Recommendation 

#18

Align Sandy transportation funding 

expenditures with national policy goals.

DOT (FTA) September 22, 

2014

Recommendation 

#19

Consider green infrastructure options in all 

Sandy infrastructure investments.

DOI; EPA; 

FEMA; HUD; 

NOAA; USACE; 

USDA

July 7, 2014

Recommendation 

#20

Improve the understanding and decisionmaking tools for green infrastructure through 

projects funded by the Sandy Supplemental.

DOI; EPA; 

FEMA; HUD; 

NOAA; USACE; 

USDA

July 7, 2014

Recommendation 

#21

Create opportunities for innovations in green 

infrastructure technology and design using 

Sandy funding, particularly in vulnerable 

communities.

DOI; EPA; 

FEMA; HUD; 

NOAA; USACE; 

USDA

July 7, 2014

Recommendation 

#22

Develop a consistent approach to valuing the 

benefits of green approaches to infrastructure 

development and develop tools, data, 

and best practices to advance the broad 

integration of green infrastructure.

CEQ April 2015
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Appendix B: 

List of All Recommendations, Agency Leads, and Completion Status

 Completeed In progress

Recommendation 

Number Recommendation Text Lead Agencies*

Status

 

Completion 

or Anticipated 

Completion 

Date

Recommendation 

#23

Ensure Sandy recovery water infrastructure 

investments are timely, resilient, sustainable, 

and effective.

EPA; USACE January 2015

Recommendation 

#24

Ensure Sandy recovery water infrastructure 

projects are coordinated with other 

infrastructure investments.

HUD; SRO October 15, 

2014

Recommendation 

#25

States and localities should adopt and enforce 

the most current version of the IBC and the 

IRC. 

MitFLG July 2015

Recommendation 

#26

For future disasters that affect high-density 

and high cost areas, shelter-in-place programs 

like New York City’s Rapid Repair and FEMA’s 

Sheltering and Temporary Essential Power 

(STEP) programs should be implemented 

to reduce the number of people displaced 

from their homes who would otherwise 

require short term housing. Evaluate the 

effectiveness of STEP and compare outcomes 

to other forms of temporary emergency 

sheltering implemented in response to Sandy. 

In addition, evaluate the New York, New 

Jersey, and New York City implementation of 

sheltering in place programs. 

FEMA December 

2014

Recommendation 

#27

HUD should expedite future allocations from 

the remaining CDBG-DR funds for Sandy 

recovery and other eligible disasters, as well 

as other allocations (if appropriated) for future 

disasters. HUD should continue to provide 

consistent and appropriate standards for the 

use of CDBG-DR funding. In addition, HUD 

should encourage grantees to use toolkits and 

other existing resources to expedite program 

implementation.

HUD November 18, 

2013

Recommendation 

#28

Require grantees to use CDBG-DR funding to 

support public and HUD-assisted multi-family 

housing as well as subsidized and tax creditassisted affordable housing with recovery and 

risk mitigation efforts. 

HUD November 18, 

2013

Recommendation 

#29

Align the foreclosure prevention policies of 

the FHA and the FHFA – including policies on 

moratoria, forbearance, and refinancing.

HUD December 

2014

Recommendation 

#30

HUD should explore ways to assist State 

and local governments to develop model 

affordable housing programs that leverage 

funding from the public, private, and 

philanthropic sectors for affordable housing 

development and preservation in Sandyaffected areas, as well as in other regions 

that could potentially be affected by future 

disasters.

HUD May 7, 2014
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Appendix B: 

List of All Recommendations, Agency Leads, and Completion Status

 Completeed In progress

Recommendation 

Number Recommendation Text Lead Agencies*

Status

 

Completion 

or Anticipated 

Completion 

Date

Recommendation 

#31

Encourage and promote the Insurance 

Institute for Business and Home Safety (IBHS) 

FORTIFIED home programs/ Resilience STAR 

development standards.

DHS February 2015

Recommendation 

#32

Help identify opportunities for state and 

local housing programs to leverage funds and 

create public-private partnerships.

HUD May 31, 2013

Recommendation 

#33

FEMA, EPA, HUD, and HHS should issue 

consolidated guidance on remediation of 

indoor air pollutants (e.g. mold, lead, radon, 

and asbestos) that can pose health hazards 

for workers and residents in the Sandyaffected region. In addition, these agencies 

should recommend or establish region and 

housing stock specific toolkits related to 

indoor air pollutants for States and localities 

responding to disasters. Tribal, State, and local 

governments should include the remediation 

of these indoor environmental pollutants in 

their rebuilding construction/rehabilitation 

programs.

HUD December 

2014

Recommendation 

#34

Bring together the Housing RSF and 

Emergency Support Function six partner 

agencies to review and integrate existing 

housing plans, as well as existing statutes, 

regulations, and policies for potential changes 

(statutory, regulatory or policy) to improve 

the delivery of housing solutions for future 

disasters.

FEMA; HUD December 

2014

Recommendation 

#35

Build a Disaster Preparedness and Operations 

Team (DPOT) focused on planning to help 

SBA district offices, including those in the 

Hurricane Sandy region, ensure clear and 

consistent guidance on how to access both 

local and Federal aid following a disaster.

SBA July 31, 2014

Recommendation 

#36

Institute a “No Wrong Door” approach to 

federal information sharing after disasters by 

building on existing information platforms and 

cross-referencing Hurricane Sandy disaster 

recovery resources. Furthermore, measures 

should be taken to ensure that information 

about economic recovery from Hurricane 

Sandy is accessible to vulnerable populations.

RSFLG August 2015

Recommendation 

#37

Encourage HUD CDBG-DR grantees to address 

the needs of a broad range of affected small 

businesses, including through the provision of 

grant funds to community organizations that 

work closely with businesses whose needs 

might otherwise be unmet. 

HUD November 18, 

2013
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Appendix B: 

List of All Recommendations, Agency Leads, and Completion Status

 Completeed In progress

Recommendation 

Number Recommendation Text Lead Agencies*

Status

 

Completion 

or Anticipated 

Completion 

Date

Recommendation 

#38

Remove statutory barriers for SBA programs 

that provide additional technical assistance to 

small businesses before, during, and after a 

disaster. 

SBA

(pending 

statutory 

change)

October 29, 

2014

Recommendation 

#39

Provide SBA statutory authority to fund 

incubators and accelerators. 

SBA

(pending 

statutory 

change)

October 29, 

2014

Recommendation 

#40

Institute new and innovative process 

improvements to SBA’s Disaster Loan program.

SBA April 25, 2014

Recommendation 

#41

Modify regulations to adopt and “alternative 

size standard” for small businesses for SBA’s 

Economic Injury Disaster Loans similar to the 

standard for SBA business loan programs, to 

enable more businesses to qualify for loans. 

SBA October 2016

Recommendation 

#42

Increase SBA’s unsecured disaster loan limits 

and expedite the disbursement of small dollar 

loans. 

SBA

(pending 

statutory 

change)

October 29, 

2014

Recommendation 

#43

Defer loan payments due to SBA from 

Microloan Intermediaries, when appropriate 

as determined by SBA Administrator, if a 

certain percent of the Intermediary’s portfolio 

is made up of loans to microborrowers in 

major disaster areas, including the Hurricane 

Sandy region.

SBA June 1, 2013

Recommendation 

#44

Encourage HUD CDBG-DR grantees and private 

sources to fund additional CDFI outreach and 

support to small businesses in vulnerable 

communities.

HUD; Treasury November 18, 

2013

Recommendation 

#45

Raise awareness that Treasury’s SSBCI Program 

can be used for disaster recovery, including 

Hurricane Sandy recovery.

Treasury June 4, 2014

Recommendation 

#46

Create opportunities and tools to increase 

access for small businesses to rebuild their 

businesses and participate in Hurricane Sandy 

rebuilding. 

SBA December 31, 

2013
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Appendix B: 

List of All Recommendations, Agency Leads, and Completion Status

 Completeed In progress

Recommendation 

Number Recommendation Text Lead Agencies*

Status

 

Completion 

or Anticipated 

Completion 

Date

Recommendation 

#47

Make statutory changes to existing SBA 

initiatives to make it easier for small and local 

businesses to access Federal contracts for 

Hurricane Sandy rebuilding.

SBA

(pending 

statutory 

change)

October 29, 

2014

Recommendation 

#48

Promote best practices of local workforce 

agencies that are integrating disaster recovery 

and long-term Hurricane Sandy rebuilding into 

their ongoing efforts. 

DOL June 30, 2014

Recommendation 

#49

Encourage HUD CDBG-DR grantees, in 

complying with Section 3 regulations, to 

maximize efforts to create specialized skills 

training programs in the areas needed most 

for Sandy rebuilding, ranging from mold 

remediation and construction to ecosystem 

and habitat restoration, green infrastructure, 

and coastal engineering. Furthermore, the 

Task Force recommends that these training 

programs include low-income individuals and 

other vulnerable populations and create local 

Hurricane Sandy recovery jobs that pay wages 

and benefits at industry standards.

HUD December 10, 

2013

Recommendation 

#50

Pursuant to Executive Order 13502, executive 

agencies should be encouraged to consider 

consideration of Project Labor Agreements 

(PLAs) on large-scale construction projects 

in the Hurricane Sandy region in order to 

promote economy and efficiency in Federal 

procurement. 

DOL October 6, 

2014

Recommendation 

#51

Establish Unified Insurance Disbursement 

Process. 

FHA; FHFA; 

HUD; Lenders

January 16, 

2014

Recommendation 

#52

Support efforts to reduce consumer confusion 

regarding risk and insurance coverage while 

working to increase hazard preparedness.

FEMA; FIO August 2015

Recommendation 

#53

Improve National Flood Insurance Program 

(NFIP) policyholder awareness of factors that 

affect flood risk and insurance rating decisions.

FEMA November 

2014

Recommendation 

#54

Encourage increased hazard mitigation 

activities including elevation in order to 

protect property against future losses.

FEMA December 

2014

Recommendation 

#55

Continue to assess actuarial soundness of 

decreasing premiums based on mitigation 

activities other than elevation.

FEMA March 2015

Recommendation 

#56

Analyze affordability challenges of flood 

insurance and the impact on economically 

distressed households facing premium 

increases.

FEMA; FIO; 

HUD

June 2018
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Appendix B: 

List of All Recommendations, Agency Leads, and Completion Status

 Completeed In progress

Recommendation 

Number Recommendation Text Lead Agencies*

Status

 

Completion 

or Anticipated 

Completion 

Date

Recommendation 

#57

Work with States and local jurisdictions 

to consider funding strategies and raise 

awareness about the need to fill LDRM 

positions. 

CPCB RSF June 1, 2014

Recommendation 

#58

Support the New York Rising Community 

Reconstruction Program.

CPCB RSF; HUD July 30, 2014

Recommendation 

#59

Support New Jersey planning efforts, including 

pilots for New Jersey Local Resilience 

Partnerships, and encourage Federal agencies, 

the State of New Jersey, non-profits, and 

philanthropic organizations to provide 

both financial and technical support for 

the formation and operation of the Local 

Resilience Partnerships.

CPCB RSF; HUD June 15, 2014

Recommendation 

#60

Package the variety of existing Federal 

resources and tools related to disaster 

recovery and create new ones specific to 

community planning and capacity building 

in order to establish a coordinated suite of 

assistance that enhances and streamlines 

access to the recovery expertise needed by 

impacted communities.

CPCB RSF June 30, 2014

Recommendation 

#61

Facilitate and expand opportunities for 

philanthropic and non-profit engagement 

in recovery, including opportunities for 

organizations that work with vulnerable 

populations. The CPCB RSFs in New York 

and New Jersey should actively support 

funder collaboratives that provide grants 

to nonprofits working in coordination 

with government. This should include 

encouragement of sub-grants to NGOs that 

would assist in accomplishing the Federal 

outreach requirements, including those 

specific to vulnerable populations to ensure 

they are included in the recovery planning 

process.

CPCB RSF June 30, 2014

Recommendation 

#62

Agencies should make aggregated, PIIscrubbed data about disaster-affected 

populations available to the public using a 

central website similar to http://www.data.

gov. Specifically, FEMA, HUD, and SBA should 

coordinate to create a new website or adapt 

an existing one (such as FEMA’s openFEMA 

site) for data posting during disasters. In 

addition, FEMA, HUD, and SBA should create 

a process for digesting raw data into an 

aggregated form that the public can view.

FEMA; HUD; 

SBA

April 2015
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Appendix B: 

List of All Recommendations, Agency Leads, and Completion Status

 Completeed In progress

Recommendation 

Number Recommendation Text Lead Agencies*

Status

 

Completion 

or Anticipated 

Completion 

Date

Recommendation 

#63

Each agency and each State should identify 

a “data steward” who serves as a point of 

contact for data requests. This contact should 

not only be available after disasters, but 

also serve as an informational resource in 

advance of disasters. FEMA, HUD, and SBA 

should each designate an individual within 

their agencies that is permanently available 

to receive data sharing requests and related 

questions from States, local governments, 

and non-governmental entities. Each agency 

should then distribute the name and contact 

information of that individual to all 50 States. 

In the event of a disaster, agencies should 

send affected States a reminder that the data 

steward is available to assist them and that 

each State is responsible for identifying a 

central point of contact within the governor’s 

office or within the primary disaster response 

agency to coordinate requests with Federal 

agencies.

FEMA; HUD; 

SBA

October 29, 

2014

Recommendation 

#64

Each agency should catalogue its disaster data 

in a “menu” that describes the data that it 

may share with States and local governments. 

Specifically, each agency’s data steward 

(see recommendation 63) should create a 

document containing a list of all data sets that 

are typically requested during a disaster. Each 

data item description should include the fields 

in the data set and the units of measurement, 

as well as a brief description of how the 

data can be used by States responding to a 

disaster and describe the limitations of the 

data (privacy requirements, aggregation, 

data latency, etc.). This document should be 

distributed to disaster agencies in each State.

FEMA; SBA October 29, 

2014

Recommendation 

#65

FEMA, HUD, and SBA should adopt a common 

data sharing agreement template so that 

data requestors do not have to familiarize 

themselves with three separate forms. 

Attorneys and privacy officials from these 

agencies should meet to compare their 

current data sharing agreement formats and 

identify common boilerplate language that can 

serve as the basis for an interagency template. 

Once drafted, this template should then be 

distributed by each agency’s data sharing 

steward to the States.

FEMA; HUD; 

SBA

October 29, 

2014
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Appendix B: 

List of All Recommendations, Agency Leads, and Completion Status

 Completeed In progress

Recommendation 

Number Recommendation Text Lead Agencies*

Status

 

Completion 

or Anticipated 

Completion 

Date

Recommendation 

#66

Work towards a multi-agency integrated 

data repository, or “data hub,” shared and 

operated by FEMA and HUD, that, to the 

extent permitted by law and Federal policy, 

allows those agencies to access and store 

one another’s data and to pass these data 

along to States in the event of a Federally 

declared disaster. FEMA and HUD should 

provide technical support and personnel 

resources to further this tool’s development in 

preparation for the next disaster. In addition, 

agency attorneys and privacy officials should 

discuss what steps will be necessary to begin 

preparing the legal framework for a multiagency data portal.

FEMA; HUD March 2017

Recommendation 

#67

To help make Federal data available to States, 

agencies should review “routine use” language 

in relevant SORNs to determine whether any 

changes are warranted that could provide 

greater flexibility to share information for 

planning purposes, to share information across 

State agencies and with local governments 

and to broaden categories of records to cover 

data from other sources. Attorneys in FEMA’s 

Office of Chief Counsel who have considered 

this issue have offered to make themselves 

available to provide guidance.

FEMA; HUD September 30, 

2014

Recommendation 

#68

Continue functions of PMO to track the 

progress of the Sandy supplemental funding 

and performance.

HUD (PMO) October 29, 

2014

Recommendation 

#69

Document the functions and processes used 

by the Task Force recovery in a “PMO toolkit” 

which could be quickly deployed in the event 

of future supplemental funding.

HUD (PMO) March 20, 2014

10

*Lead Agencies refers to agencies that are primary recommendation owners and drive the implementation of each recommendation, and do 

not include supporting agencies. Lead Agencies were responsible for monthly policy reporting and served as primary points of contact for PMO’s 

monitoring activities. While the Rebuilding Strategy identified specific agencies (such as the Department of Housing and Urban Development) to 

lead implementation, in some cases these leads have changed, or more specific subcomponents of or offices within an agency (such as the Office 

of Community Planning and Development) have been identified. Further, for some recommendations, the Rebuilding Strategy also identified 

contributing or supporting agencies. This progress report primarily reflects the latest Lead and Supporting Agencies only, and does not necessarily 

include all contributing agencies.
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Appendix C: 

Tracking the Sandy Supplemental

APPENDIX C: 

TRACKING THE SANDY SUPPLEMENTAL

The Disaster Relief Appropriations Act of 2013, commonly referred to as the 

Sandy Supplemental, provided approximately $50 billion ($47.9 billion after 

sequestration) to 19 federal agencies to help communities rebuild after Hurricane 

Sandy. Since March 2013, the Hurricane Sandy Program Management Office (PMO) 

has been collecting Funds Obligated (Awarded) and Funds Outlayed (Paid Out) 

data. 

For more information, please visit www.recovery.gov.11

Sandy Supplemental Funding Over Time

$47.99

$21.95

$11.54

$0

$5

$10

$15

$20

$25

$30

$35

$40

$45

$50

 Appropriated (post sequester) Funds Awarded (Obligated) Funds Paid Out (Outlayed)

Sandy Supplemental Funding by State (through September 2014)*

$12,702

$5,941

$1,038 $935 $1,335

$6,513

$3,294

$612 $489 $637

$-

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

New York New Jersey Other Sandy States All Other States National/Regional

 Funds Awarded Funds Paid Out

*Other Sandy States—Includes all other Hurricane Sandy-impacted states—CT, DE, MA, MD, NH, OH, PA, RI, VA, WV, and DC.

All Other States—Includes funding to recipients in states—other than NY, NJ, and the states listed above—impacted by disasters occurring in 2011, 

2012, and 2013 that were included in the Sandy Supplemental. 

National/Regional—Includes funds that cannot be broken out by state or funds applied to multiple states and U.S. territories, as well as funds 

for a small number of programs not currently reporting at the state level. 
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Appendix D: 

Executive Order 13632

APPENDIX D: 

EXECUTIVE ORDER 13632

Administration of Barack Obama, 2012 

Executive Order 13632—Establishing the Hurricane Sandy Rebuilding Task Force

December 7, 2012 

By the authority vested in me as President by the Constitution and the laws of the United States of America, it 

is hereby ordered as follows: 

Section 1. Purpose. Hurricane Sandy made landfall on October 29, 2012, resulting in major flooding, extensive 

structural damage, and significant loss of life. A dangerous nor’easter followed 9 days later causing additional 

damage and undermining the recovery effort. As a result of these events, thousands of individuals were 

displaced and millions lost power, some for an extended period of time. Over 1,600 stores were closed, and 

fuel distribution was severely disrupted, further complicating the recovery effort. New York and New Jersey—

two of the Nation’s most populous States—were especially hard hit by these storms. 

The Federal Emergency Management Agency (FEMA) in the Department of Homeland Security is leading 

the recovery efforts to assist the affected region. A disaster of Hurricane Sandy’s magnitude merits a 

comprehensive and collaborative approach to the long-term rebuilding plans for this critical region and its 

infrastructure. Rebuilding efforts must address economic conditions and the region’s aged infrastructure—

including its public housing, transportation systems, and utilities—and identify the requirements and resources 

necessary to bring these systems to a more resilient condition given both current and future risks. 

This order establishes the Hurricane Sandy Rebuilding Task Force (Task Force) to provide the coordination 

that is necessary to support these rebuilding objectives. In collaboration with the leadership provided 

through the National Disaster Recovery Framework (NDRF), the Task Force will identify opportunities 

for achieving rebuilding success, consistent with the NDRF’s commitment to support economic vitality, 

enhance public health and safety, protect and enhance natural and manmade infrastructure, and ensure 

appropriate accountability. The Task Force will work to ensure that the Federal Government continues to 

provide appropriate resources to support affected State, local, and tribal communities to improve the region’s 

resilience, health, and prosperity by building for the future. 

Sec. 2. Establishment of the Hurricane Sandy Rebuilding Task Force. There is established the Hurricane Sandy 

Rebuilding Task Force, which shall be chaired by the Secretary of Housing and Urban Development (Chair). 

a. In addition to the Chair, the Task Force shall consist of the head of each of the following executive 

departments, agencies, and offices, or their designated representatives: 

i. the Department of the Treasury; 

ii. the Department of the Interior; 

iii. the Department of Agriculture; 

iv. the Department of Commerce; 

v. the Department of Labor; 
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Appendix D: 

Executive Order 13632

vi. the Department of Health and Human Services; 

vii. the Department of Transportation; 

viii. the Department of Energy; 

ix. the Department of Education; 

x. the Department of Veterans Affairs; 

xi. the Department of Homeland Security; 

xii. the Environmental Protection Agency; 

xiii. the Small Business Administration; 

xiv. the Army Corps of Engineers; 

xv. the Office of Management and Budget; 

xvi. the National Security Staff; 

xvii. the Domestic Policy Council; 

xviii. the National Economic Council; 

xix. the Council on Environmental Quality; 

xx. the Office of Science and Technology Policy; 

xxi. the Council of Economic Advisers; 

xxii. the White House Office of Public Engagement and Intergovernmental Affairs; 

xxiii. the White House Office of Cabinet Affairs; and 

xxiv. such other agencies and offices as the President may designate. 

b. The Chair shall regularly convene and preside at meetings of the Task Force and determine its agenda 

as the Task Force exercises the functions set forth in section 3 of this order. The Chair’s duties shall also 

include: 

i. communicating and engaging with States, tribes, local governments, Members of Congress, other 

stakeholders and interested parties, and the public on matters pertaining to rebuilding in the 

affected region; 

ii. coordinating the efforts of executive departments, agencies, and offices related to the functions of 

the Task Force; and 

iii. specifying the form and subject matter of regular reports to be submitted concurrently to the 

Domestic Policy Council, the National Security Staff, and the Chair. 

Sec. 3. Functions of the Task Force. Consistent with the principles of the NDRF, including individual and family 

empowerment, leadership and local primacy, partnership and inclusiveness, public information, unity of effort, 

timeliness and flexibility, resilience and sustainability, and psychological and emotional recovery, the Task Force 

shall: 

a. work closely with FEMA in the coordination of rebuilding efforts with the various intergovernmental 

activities taken in conjunction with the NDRF; 

b. describe the potentially relevant authorities and resources of each member of the Task Force; 
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Appendix D: 

Executive Order 13632

c. identify and work to remove obstacles to resilient rebuilding in a manner that addresses existing and future 

risks and vulnerabilities and promotes the long-term sustainability of communities and ecosystems; 

d. coordinate with entities in the affected region in efforts to: 

i. ensure the prompt and orderly transition of affected individuals and families into safe and sanitary 

long-term housing; 

ii. plan for the rebuilding of critical infrastructure damaged by Hurricane Sandy in a manner that 

accounts for current vulnerabilities to extreme weather events and increases community and 

regional resilience in responding to future impacts; 

iii. support the strengthening of the economy; and 

iv. understand current vulnerabilities and future risks from extreme weather events, and identify 

resources and authorities that can contribute to strengthening community and regional resilience 

as critical infrastructure is rebuilt and ecosystem functions are restored; 

e. prior to the termination of the Task Force, present to the President a Hurricane Sandy Rebuilding Strategy 

(Strategy) as provided in section 5 of this order; 

f. engage local stakeholders, communities, the public, Members of Congress, and other officials throughout 

the areas affected by Hurricane Sandy to ensure that all parties have an opportunity to share their needs 

and viewpoints to inform the work of the Task Force, including the development of the Strategy; and 

g. communicate with affected tribes in a manner consistent with Executive Order 13175 of November 6, 

2000, regarding the consultation and coordination with Indian tribal governments. 

Sec. 4. Task Force Advisory Group. The Chair shall, at his discretion, establish an Advisory Group to advise the 

Task Force and invite individuals to participate in it. Participants shall be elected State, local, and tribal officials 

and may include Governors, Mayors, County Executives, tribal elected officials, and other elected officials from 

the affected region as the Chair deems appropriate. Members of the Advisory Group, acting in their official 

capacity, may designate employees with authority to act on their behalf. The Advisory Group shall generally 

advise the Task Force as requested by the Chair, and shall provide input on each element of the Strategy 

described in section 5 of this order. 

Sec. 5. Hurricane Sandy Rebuilding Strategy. 

a. Within 180 days of the first convening of its members, the Task Force shall prepare a Strategy that includes: 

i. a summary of Task Force activities; 

ii. a long-term rebuilding plan that includes input from State, local, and tribal officials and is supported 

by Federal agencies, which is informed by an assessment of current vulnerabilities to extreme 

weather events and seeks to mitigate future risks; 

iii. specific outcomes, goals, and actions by Federal, State, local, and tribal governments and the 

private sector, such as the establishment of permanent entities, as well as any proposed legislative, 

regulatory, or other actions that could support the affected region’s rebuilding; and 

iv. a plan for monitoring progress.
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Appendix D: 

Executive Order 13632

b. The executive departments, agencies, and offices listed in section 2(a) of this order shall, as appropriate 

and to the extent permitted by law, align their relevant programs and authorities with the Strategy. 

Sec. 6. Administration. 

a. The Task Force shall have a staff, headed by an Executive Director, which shall provide support for the 

functions of the Task Force. 

b. The Executive Director shall be selected by the Chair and shall supervise, direct, and be accountable for the 

administration and support of the Task Force. 

c. At the request of the Chair, other executive departments and agencies shall serve in an advisory role to the 

Task Force on issues within their expertise. 

d. The Task Force may establish technical working groups of Task Force members, their representatives, and 

invited Advisory Group members and elected officials, or their designated employees, as necessary to 

provide advice in support of their function. 

e. The Task Force shall terminate 60 days after the completion of the Strategy described in section 5 of this 

order, after which FEMA and the Lead and Supporting Agencies for the Recovery Support Functions, as 

described in the NDRF, shall continue the Federal rebuilding coordinating roles described in section 3 of 

this order to the extent consistent with the NDRF. 

Sec. 7. General Provisions. 

a. For purposes of this order, “affected tribe” means any Indian tribe, band, nation, pueblo, village, or 

community that the Secretary of the Interior acknowledges to exist as an Indian tribe pursuant to the 

Federally Recognized Indian Tribe List Act of 1994 (25 U.S.C. 479a), located or with interests in the affected 

area. 

b. To the extent permitted by law, and subject to the availability of appropriations, the Department of 

Housing and Urban Development shall provide the Task Force with such administrative services, facilities, 

staff, equipment, mobile communications, and other support services as may be necessary for the Task 

Force to carry out its functions, using funds provided from the Disaster Relief Fund by agreement with 

FEMA and any other available and appropriate funding. 

c. Members of the Task Force, Advisory Group, and any technical working groups shall serve without any 

additional compensation for their work on the Task Force, Advisory Group, or technical working group. 

d. Nothing in this order shall be construed to impair or otherwise affect: 

i. the authority granted by law to an executive department, agency, or the head thereof, or the status 

of that department or agency within the Federal Government; or 

ii. the functions of the Director of the Office of Management and Budget relating to budgetary, 

administrative, or legislative proposals. 

e. This order shall be implemented consistent with applicable law, and subject to the availability of 

appropriations.
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Appendix D: 

Executive Order 13632

f. This order is not intended to, and does not, create any right or benefit, substantive or procedural, 

enforceable at law or in equity by any party against the United States, its departments, agencies, or 

entities, its officers, employees, or agents, or any other person. 

BARACK OBAMA

THE WHITE HOUSE, 

December 7, 2012. 
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Appendix E: 

Acronyms and Abbreviations

APPENDIX E: 

ACRONYMS AND ABBREVIATIONS

ARRA American Recovery and Reinvestment Act of 2009

BW-12 Biggert-Waters Flood Insurance Reform Act of 2012

CDBG-DR Community Development Block Grant – Disaster Recovery

CDFI Community Development Financial Institution

CEQ White House Council on Environmental Quality

CHP Combined Heat and Power

CNJG Council of New Jersey Grantmakers

CPCB RSF Community Planning and Capacity Building Recovery Support Function (FEMA led)

CSRIC Communications, Security, Reliability and Interoperability Council 

CoF Council of Foundations

DBC Delaware Bayshore Committee

DHS U.S. Department of Homeland Security

DOC U.S. Department of Commerce

DOD U.S. Department of Defense

DOE U.S. Department of Energy

DOI U.S. Department of the Interior

DOJ U.S. Department of Justice

DOL U.S. Department of Labor

DOT U.S. Department of Transportation

EOP Executive Office of the President

EPA U.S. Environmental Protection Agency

ERB New Jersey Energy Resilience Bank

ETA Employment and Training Administration (DOL)

FAA Federal Aviation Administration (DOT)

Fannie Mae Federal National Mortgage Association

FCC Federal Communications Commission

FDRC Federal Disaster Recovery Coordinator (FEMA)

FEMA Federal Emergency Management Agency (DHS) 

FFB Federal Financing Bank

FHA Federal Housing Administration (HUD)

FHFA Federal Housing Finance Agency

FHWA Federal Highway Administration (DOT)
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Appendix E: 

Acronyms and Abbreviations

FIO Federal Insurance Office (Treasury)

FRA Federal Railroad Administration (DOT)

FRP Sandy Regional Federal Review and Permitting 

Freddie Mac Federal Home Loan Mortgage Corporation

FTA Federal Transit Administration (DOT)

GIS Geographic Information System

GSA General Services Administration

GSE Government Sponsored Enterprise

HHS U.S. Department of Health and Human Services

HUBZone Historically Underutilized Business Zone

HUD U.S. Department of Housing and Urban Development

IA Individual Assistance (FEMA)

IBC International Building Code

IBHS Insurance Institute for Business and Home Safety

IRC International Residential Building Code

LDRM Local Disaster Recovery Manager

LEED U.S. Green Building Council’s Leadership in Energy and Environmental Design

LWD New Jersey Department of Labor and Workforce Development

MitFLG Mitigation Framework Leadership Group

MOU Memorandum of Understanding

NDRF National Disaster Recovery Framework

NFIP National Flood Insurance Program

NGO Non-Governmental Organization

NIST National Institute of Standards and Technology (DOC)

NOFA Notice of Funds Availability

NOAA National Oceanic and Atmospheric Administration (DOC)

NSC National Security Council 

NPPD National Protection and Programs Directorate (DHS)

NTIA National Telecommunications Information Administration (DOC)

NYC-HDC New York City Housing Development Corporation

NYRCR New York Rising Community Reconstruction Program

OMB White House Office of Management and Budget

OSHA Occupational Safety and Health Administration (DOL)

OSTP White House Office of Science and Technology Policy

PII Personally Identifiable Information


FALL 2014