1

Engaging Faith-based and 

Community Organizations

Planning Considerations for Emergency Managers 

June 2018

Engaging Faith-based and Community Organizations 

i 

Table of Contents 

Introduction ................................................................................................................................... 1

Background ........................................................................................................................................... 2

The Benefits of this Approach to Engaging Faith-based and Community Organizations ............ 4

Expanding Views of Faith-based and Community Partners Active in Disaster ..................... 5

Government Partners That May Help Reach Faith-based and Community Organizations.. 7

Steps for Engaging Faith-based and Community Organizations ............................................. 8

Step 1: Engagement .............................................................................................................................. 8

Step 2: Assessment .............................................................................................................................. 10

Step 3: Self-Guided and Group Training ......................................................................................... 10

Step 4: Technical Assistance .............................................................................................................. 11

Step 5: Participation in Scenarios/Exercises .................................................................................... 11

Step 6: Affiliation ................................................................................................................................ 12

Step 7: Integration .............................................................................................................................. 12

Sustainability ............................................................................................................................... 13

Appendix A: Organizational Capabilities Assessment Form .......................................... A-1

Appendix B: Individual Skills Survey ............................................................................... B-1

Appendix C: Resources ....................................................................................................... C-1
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Engaging Faith-based and Community Organizations 

1 

Introduction 

This guide provides a foundation for emergency managers to engage with faith-based and 

community organizations that can be partners in building a culture of preparedness and 

enhancing the security and resiliency of our nation. Faith-based and community organizations 

offer a wide variety of human and material resources that can prove invaluable during and after 

an incident. Collaborating with these vital community members will allow emergency managers 

to access a multitude of local resources and ensure members of the whole community can 

contribute to the disaster resilience effort. 

Following the whole community approach outlined in the National Preparedness System, this 

guide builds upon the Federal Emergency Management Agency’s (FEMA) A Whole Community 

Approach to Emergency Management. The whole community approach to emergency 

management engages the full capacity of the private and nonprofit sectors, including businesses, 

faith-based and community organizations, academia, and the public, in conjunction with the full 

participation of state, local, tribal, territorial, and federal government partners. These 

organizations build an effective pathway to security and resilience when they collectively 

understand and assess their community needs, and then together determine how to organize and 

strengthen their assets, capacities, and interests. 

This guide explains a seven-step process for 

effectively engaging faith-based and 

community organizations (Figure 1) developed, 

refined, and validated by the Department of 

Homeland Security Center for Faith and 

Opportunity Initiatives (the DHS Center) in 

collaboration with emergency managers in 

several jurisdictions, faith-based leaders, 

community leaders, and subject-matter experts 

in religious literacy and cultural competency. 

The seven steps are: 

1. Engagement; 

2. Assessment; 

3. Self-Guided and Group Training; 

4. Technical Assistance; 

5. Participation in Scenarios/Exercises; 

6. Affiliation; and 

7. Integration. 

Emergency managers can view this guide as a starting point for expanding existing engagement 

practices with faith-based and community organizations as well as strategizing how to further 

implement whole community principles into emergency management activities. All disasters are 

local. Just as first responders from other areas defer to those in the impacted areas, faith and 

grassroots communities are encouraged to be involved in the response and recovery of their own 

communities. 

Figure 1: The 7-Step Engagement Process
Engaging Faith-based and Community Organizations 

2 

Background 

The Department of Homeland Security Center for Faith 

and Opportunity Initiatives (the DHS Center) was 

established in 2006 to build bridges across the whole 

community and to help overcome coordination challenges 

among faith-based and community groups, emergency 

managers, and other stakeholders. The immediate 

aftermath of hurricanes Katrina, Rita, and Wilma, in 2005, 

identified coordination challenges. Since then, the DHS 

Center has sought to engage a broader cross-section of 

faith-based and community groups in all stages of the 

disaster continuum. 

To address coordination challenges, the DHS Center 

authored this guide in partnership with FEMA’s National 

Integration Center, FEMA’s National Preparedness 

Assessment Division, and with input from emergency 

managers and members of the National Voluntary 

Organizations Active in Disasters (NVOAD). The DHS 

Center “embedded” in several jurisdictions for a time working alongside emergency managers to 

develop and conduct this guidance process. 

Some emergency managers look to external nonprofits to engage faith-based and community 

organizations on their behalf. Emergency managers reported; however, that such an approach, 

often implemented due to staffing constraints, can lead to a limited representation of the whole 

community. 

In contrast, respondents noted that sharing engagement responsibilities among multiple 

organizations, including emergency management agencies, results in expansive, cross-sector 

partnerships. The DHS Center tested this approach through the creation of a seven-step 

engagement process. 

The DHS Center developed the 

seven-step engagement process in 

conjunction with the DHS Science 

and Technology Directorate to study 

and promote best practices on 

engaging faith-based and community 

organizations in emergency 

preparedness. The process can help 

jurisdictions improve emergency 

operations capabilities by helping 

them effectively engage faith-based 

and community groups. These 

groups, in turn, become significant 

force multipliers, connecting with 

historically underserved populations. 

Pensacola, FL, May 18, 2014 – A Spanish 

speaking Disaster Survivor Assistance Team 

(DSAT) member listens to a priest's concerns at 

an event at St. John Church. FEMA's DSAT 

disseminated incident information in Spanish 

after Sunday service. Torrential rain from a pair 

of thunderstorms triggered major flash flooding 

in the area. Photo by Andrea Booher/FEMA

Moore, OK, May 26, 2013 – Volunteers with the Missouri Lutheran 

Church Disaster Response team help survivors clean up after a deadly 

tornado. Volunteers provided much needed personal services and were 

important FEMA partners in disaster recovery. Photo by George 

Armstrong/FEMA
Engaging Faith-based and Community Organizations 

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Through the seven-step process, 

emergency managers can identify and 

engage with faith-based and community 

groups in underserved communities and 

assess their capacity to participate in 

emergency preparedness activities. Based 

on that assessment, emergency managers 

can build partnerships with these groups, 

provide training and technical assistance to 

strengthen their skills, connect them with 

existing partners, and then integrate them 

into emergency management plans and 

exercises. The DHS Center used this

process in a 2011 pilot in Miami-Dade 

County, Florida, and in several 

jurisdictions since then: City of Los 

Angeles/Los Angeles County, California; 

Lakewood Township/Ocean County, New 

Jersey; Albuquerque, New Mexico and New Orleans, Louisiana. The outcomes of these pilots 

demonstrate that communities can effectively integrate faith-based and community groups into 

emergency management plans and operations by using the customizable seven-step engagement 

process. 

In addition to this guide, FEMA and the DHS Center developed a self-paced online study course: 

IS-505: Religious and Cultural Literacy and Competency in Disaster. The course was developed 

in partnership with the University of Southern California Center for Risk and Economic Analysis 

of Terrorist Events (CREATE). This course, and its companion tip sheet resources, were 

developed with the University of Southern California Center for Religion and Civic Culture 

(CRCC) and the National Disaster Interfaith Network. In addition, FEMA personnel assisted the 

development of the course by providing their relevant expertise responding to disasters. The 

course provides emergency management professionals and faith and community leaders active in 

disasters with the religious literacy and competency tools needed to learn how to engage 

religious and cultural groups and their leaders effectively throughout the disaster lifecycle.

Access the course and more information at www.fema.gov/faith-resources. 

Houston, TX, September 6, 2017 – Faith Center of Houston’s 

First Baptist Church, a charitable donation center for 

Houston’s poor and disadvantaged, provides food, water, 

clothing, cleaning and household supplies to Hurricane 

Harvey survivors. FEMA partners with federal agencies, 

states, local communities, counties, Voluntary Organizations 

Active in Disaster (VOAD), and tribal entities in providing 

assistance to disaster survivors. Photo by Christopher 

Mardorf/FEMA
Engaging Faith-based and Community Organizations 

4 

The Benefits of this Approach to Engaging 

Faith-based and Community Organizations 

The engagement process outlined in this guide 

provides three important benefits to emergency 

managers. Using this guide, emergency managers 

will be able to: 

 Identify potential areas for strengthening existing 

engagement strategies and begin to create new 

partnerships with local organizations, 

particularly those in racially, ethnically, 

economically, and religiously diverse 

communities. 

 Uncover numerous untapped community 

resources that can help prepare for all hazards. 

 Incorporate resources from faith-based and 

community organizations (e.g., mass 

communications support, feeding, 

counseling/emotional and spiritual care, health 

care) into their emergency management plans 

and operations. 

This guide contains tools that will make 

engagement more effective. The expansive, 

cross-sector partnerships resulting from this 

process will help establish a stable platform 

to enhance a wide array of community 

resilience activities. 

Identified Outcomes from 

Engaging Faith-based 

and Community Organizations 

Emergency managers using this 

engagement approach uncovered 

previously unknown assets within local 

faith-based and community 

organizations. 

Faith-based and Community 

Organizations can: 

 Serve as communication hubs to 

distribute trusted messages 

 Host Community Emergency 

Response Team (CERT) classes 

and other trainings 

 Be used as points of distribution for 

emergency commodities and 

supplies 

 Provide staging area and reception 

sites for emergency services 

 Support mobile feeding and 

transportation services 

 Provide housing assistance and 

other social services 

 Join a Voluntary Organizations 

Active in Disaster (VOAD) network 

Members of these organizations can: 

 Provide psychological first aid 

 Provide emotional and spiritual care 

 Help conduct welfare checks in the 

community 

Pacific, MO, January 12, 2016 - Jay Grim and Sheri Mott talk to a Tzu 

Chi volunteer about disaster aid at the Multi-Agency Resource Center. 

Taiwan Buddhist Tzu Chi Foundation USA is a faith-based and non-profit, 

non-governmental humanitarian organization that helps survivors in 

disasters. Catholic Charities of St. Louis and the American Red Cross of 

Eastern Missouri are partnering with other local disaster assistance 

organizations to open a "one-stop shop" for survivors of the flood in 

Franklin and Jefferson Counties, Missouri that happened in late 

December 2015. Photo by Steve Zumwalt/FEMA 
Engaging Faith-based and Community Organizations 

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Expanding Views of Faith-based and Community Partners Active 

in Disaster 

Emergency managers often reach out to faith-based and community organizations to provide 

support during and after incidents. However, emergency managers are realizing that many of 

these groups can also be partners in preparing their community for emergencies. Some of these 

organizations may include:

 Advocacy groups  Immigrant service organizations 

 Anti-human trafficking organizations  Interdenominational ministerial 

alliances 

 Burial societies and cemeteries 

 Interfaith councils 

 Child care provider networks 

 Local park and recreation 

 Children and youth service agencies departments 

 Civic and rotary clubs 

 Local public housing 

 Community action programs agencies/facilities 

 Community organizations in  Mutual aid associations 

underserved communities 

 Mental health professionals

 Denominations and judicatories

 Neighborhood councils 

 Domestic violence networks 

 Organizations that serve people with 

 Elder service organizations including disabilities 

area agencies on aging 

 Philanthropic organizations and 

 Ethnic/community resource centers community foundations 

 Faith-based/community  Professional associations, 

hospitals/clinics federations, and networks 

 Faith-based disaster organizations  Schools, colleges, and seminaries 

 Faith-based nonprofits  Social service agencies/nonprofits 

 Food banks  Sorority organizations 

 Fraternity orders/organizations  Veterans organizations 

 Homeless service providers  Voluntary Organizations Active in 

Disaster/Community Organizations 

 Houses of worship Active in Disaster 
Engaging Faith-based and Community Organizations 

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These organizations routinely provide critical services and help prepare for, mitigate, respond to,

and recover from incidents in the community. However, partnerships between emergency 

managers and faith-based and community organizations were not always defined in advance of 

an incident; rather, they were the result of ad-hoc agreements based on emerging needs. A proactive engagement strategy helps emergency managers include what were once referred to as 

non-traditional stakeholders (or spontaneous unaffiliated volunteers) into their network of 

traditional stakeholders and incorporate them into emergency management plans and operations 

in advance of an incident. 

For example, houses of worship, both large and small, 

including those in different faith-based, ethnic, and racial 

communities, may be able to augment their jurisdiction’s 

emergency preparedness. Emergency managers may 

increase participation in all-hazards support among 

congregants and other community members by promoting 

preparedness education, Community Emergency Response 

Team (CERT) classes, and participation in Prepareathon.

Similarly, engaging with denominations can greatly 

expand the partnership network. 

Social service organizations and community groups serve 

many segments of their community, including immigrant 

populations, people with low literacy levels or limited 

English proficiency, senior citizens, children and youth, 

people with disabilities and others with access and 

functional needs, homeless populations, and low-income 

populations. These and other organizations can be 

important partners in reaching, as well as engaging, the 

strengths and resources of such populations in times of 

crisis. 

Traditional emergency management partners are natural 

collaborators for this type of engagement. These 

organizations may offer trainings, or other forms of support, to help build partnerships with 

previously unreached faith-based and community organizations. For example, local chapters of 

the American Red Cross may have previously engaged houses of worship and faith-based groups 

regarding preparedness and shelter operations. 

The faith-based and community sectors have a wide spectrum of resources that can help make 

communities more resilient. By creating a broad set of partnerships, emergency managers can 

gain access to this wide array of force multipliers and existing networks of community members 

who can aid in building community resilience. 

La Paloma, TX, August 2, 2008 – A FEMA 

Disaster Survivor Assistance Team chats with a 

local Catholic priest about FEMA and services 

that may be available to members of his parish. 

FEMA worked with state, local, and volunteer 

organizations to provide services to residents 

affected by Hurricane Dolly. Photo by Patsy 

Lynch/FEMA
Engaging Faith-based and Community Organizations 

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Government Partners That May Help Reach Faith-based and 

Community Organizations 

Other government offices may have existing networks with faith-based and community 

organizations throughout the community. Emergency managers should collaborate with these 

government offices to reach the broad set of organizations discussed above. 

Government partners may include the following: 

 Faith and Community Liaisons: Elected officials 

may assign a staff member to constituent services or, 

in some cases, appoint an official liaison to faithbased, ethnic, and cultural organizations. This person 

may help identify the full range of potential partnering 

organizations in the jurisdiction. 

 Public Safety Officials: Police, fire, emergency 

medical services, and health departments, etc. often 

have relationships with partners throughout the 

community. These officials may be willing to 

collaborate with local emergency managers to 

maximize engagements with influential community 

activists, groups, and leaders. 

 Local, State, Tribal, Territorial, and Federal 

Government Offices: Many government entities have 

public engagement and outreach functions within their 

agencies. Public health offices represent one example 

of faith-based and community engagement. These 

offices typically have well-established community 

engagement platforms that may already include strong 

networks with faith-based and community 

organizations. Emergency managers may collaborate 

with local public health officials, particularly 

community health and public health preparedness 

divisions. 

Seaside Heights, NJ, November 24, 2012 – A 

member of the Mormon Disaster Relief effort clears 

drywall from a home in Seaside Heights, N.J. that 

was damaged when Hurricane Sandy came ashore. 

Volunteer organizations like the Mormon Church 

and other faith-based programs provided free 

assistance to survivors in the affected area. Photo by 

Patsy Lynch/FEMA

“The collaborative piece, working with emergency management and the fire department, increased 

the value of what we were doing. We’ve been able to engage with people who weren’t previously at 

the table and with others who we weren’t reaching before in the community.”

- Shamika Ossey, Los Angeles County Public Health Department 
Engaging Faith-based and Community Organizations 

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Steps for Engaging Faith-based and Community Organizations 

This model establishes a seven-step process for effectively engaging faith-based and community 

organizations. The seven steps are (1) Engagement, (2) Assessment, (3) Self-Guided and Group 

Training, (4) Technical Assistance, (5) Participation in Scenarios/Exercises, (6) Affiliation, and 

(7) Integration. The model is customizable for incorporation into existing engagement strategies. 

Emergency managers can use and repeat aspect(s) of the model, as well as the tools and 

resources in the appendices, to bolster their whole-community engagement efforts. 

Step 1: Engagement 

Identify as many of the faith and cultural traditions and community groups within the 

community as possible. Emergency managers often identify the most common faith and cultural 

traditions in the community, but may not regularly engage with members of lesser-known faithbased groups, cultural centers/associations, and community organizations. The organizational 

capacity of these latter groups may seem small, but their reach into underserved communities can 

be quite significant. Garnering support from the leadership of affiliated faith-based organizations 

can be extremely beneficial and may save time. First, search online and use census data to 

identify the key faith-based and cultural groups in the jurisdiction. Additional questions can 

assist with further analysis: 

‒ Based on the jurisdiction’s population demographics, what faith-based or community 

groups are missing from the agency’s current engagement efforts?

‒ What governmental entities are already working with faith-based or community groups, 

and how can other entities build upon this work? 

‒ Who do potential engagement targets represent (that is, who are their trusted partners)? 

‒ What services do the faith-based or community groups routinely provide? 

‒ What services or roles do the faith-based or community groups currently provide, which 

might be useful during local incidents? 

‒ What gap(s) might they be able to fill during an emergency? 

Consider whether there are people with language barriers, disabilities, access and 

functional needs, or faith-based or cultural differences to accommodate. Before approaching 

any given faith-based or community organization, think about how best to prepare, including 

considering whether an interpreter may be required. Approaching these organizations in a 

culturally or religiously sensitive manner may influence whether or not the engagement will be 

successful. For example, engaging with a group for whom English is not the primary language 

may hinder efforts without an interpreter, even if some members speak English. Failing to 

remove one’s shoes before entering certain houses of worship could close off further engagement 

with those particular community members. FEMA’s Emergency Management Institute course,

“Faith-based and Cultural Literacy and Competency in Disaster,” provides insights about faithbased and cultural sensitivities to consider when engaging with diverse groups. Additionally, the 

course, “Including People With Disabilities & Others With Access & Functional Needs in 

Disaster Operations,” provides an overview of disabilities and access and functional needs and 

explains how disaster staff can apply inclusive practices in their disaster assignments.
Engaging Faith-based and Community Organizations 

9 

Reach out to them. Unengaged groups 

may not understand the language, 

resources, and infrastructure of 

emergency management. Consider 

scheduling time with the organizations 

to meet with their leaders personally 

and to explain these concepts as 

needed. Emergency managers can also 

assign a staff member to attend one of 

the organizations’ regular meetings to 

begin building relationships with 

constituents. 

Start the conversation with the 

organization’s current priorities and 

contributions to the community in 

mind. Emergency operations can often 

incorporate the service capabilities an 

organization regularly uses. 

For example, an organization that 

already runs a soup kitchen likely has capabilities 

to support feeding efforts during an incident. 

Similarly, an organization that has a mobile 

healthcare capability could deploy in an 

emergency. Ask potential partners to share their 

experiences and areas of expertise. Discuss how the 

organization’s activities can be (1) enhanced 

through partnership, technical assistance, and/or 

training, and (2) incorporated into the larger 

emergency operations framework to serve the 

community. 

Emergency managers should recognize that nonprofit organizations will likely need to check with 

their funders to ensure they can add a response 

mission, specifying the length of time and type of 

response work, and considering insurance and 

liability requirements. 

Schedule periodic meetings with faith-based and 

community partners. In many communities, it 

may prove difficult for all of the partners to commit 

to monthly meetings given their wide array of 

responsibilities. However, the benefit of periodic 

(even bi-monthly or quarterly) check-in meetings can be significant.

Inglewood, CA, July, 2014 – The DHS Center partners with the Council on 

Pakistani American Affairs, City of Los Angeles and Los Angeles County 

Office, and University of Southern California Center for Religion and Civic 

Culture (CRCC) to engage imams and leaders within the Islamic faith in 

disaster preparedness during Ramadan. Photo by Jannah Scott/FEMA 

“The ‘whole community’ concept is 

changing the way emergency 

management engages the faith-based 

groups in the community. A lot of 

emergency management agencies have 

relied on partners to engage this 

valuable sector of the community. We’ve 

been waiting on these groups to come 

to us, and that is unlikely to happen. We 

started going to them directly. This 

initiative is about more than sheltering, 

feeding, and mass care; it’s about 

responding to disasters as a community. 

Now we plan and conduct exercises 

with the faith-based groups as part of 

Miami-Dade C.O.R.E. It’s really 

changed how we think about community 

planning.”

- Loubert Alexis, Miami-Dade County 

Office of Emergency Management 
Engaging Faith-based and Community Organizations 

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Work with partners to schedule regular meetings. 

Consider convening meetings in houses of worship or 

community centers, or integrating their engagement 

sessions with existing community meetings. Hosting 

meetings in community facilities, or co-leading with 

existing gatherings, may help increase participation, 

especially in communities where residents must travel 

long distances to reach a government facility. 

Finally, look for barriers that prevent community 

members from participating in meetings (e.g., limited 

access to transportation, inconvenient meeting times) 

and provide solutions where feasible (e.g., arrange for 

the meeting to be held in a location accessible by 

public transportation, schedule meetings to be held 

outside of work hours). 

Build relationships with leadership and influential 

individuals within the organizations. Influential 

individuals are those whom others trust, who may 

have a large knowledge base, and who have a 

significant network. Building relationships with such influential individuals will lend credibility 

to the emergency manager’s message.

Some emergency managers ask influential individuals to lead in the development of 

preparedness initiatives. Share your perspectives of emergency management strengths and 

limitations, and then allow partners to self-identify their strengths and limitations as well. Work 

with them to help coordinate how their resources might deploy to serve unreached communities. 

Step 2: Assessment 

Capabilities assessments may be used to determine how new partners might assist in emergency 

management operations. Appendices A and B include sample capabilities assessment forms for 

both organizations and individuals. 

Use self-assessments to measure the organization’s capabilities. Faith-based and community 

organizations may have a wealth of previously unidentified capabilities and resources that can be 

used after an incident. Self-assessments are successful tools in identifying these capabilities prior 

to an incident. For example, in 2013, the Miami-Dade County Office of Emergency Management 

used the self-assessment approach and identified several previously unreported community 

assets, including nearly 2,500 previously unknown volunteers. 

Track the capabilities, interests, and trainings of the faith-based and community 

organizations. Record information from the organization assessments for future planning 

purposes. 

Step 3: Self-Guided and Group Training 

Afford new partners access to fundamental self-guided and group training. See the links in 

Appendix C for examples of basic training used throughout the emergency management field. 

“We’ve created ‘Disaster Intermediaries’ 

who are our faith-based partners in 

preparedness, response, and recovery. 

Within our EOC [Emergency Operations 

Center], we have a Business 

Operations Center [BOC] that deals 

with public/private organizations, and 

the faith sector has their own seat within 

this center. We now have four faithbased members who are a part of the 

leadership team for the faith sector of 

the BOC. These faith-based sector 

leaders are now part of the EOC 

response team—we trained them to 

function in that leadership position.” 

- Joann Troncale, City of Los Angeles

Emergency Management Department
Engaging Faith-based and Community Organizations 

11 

Coordinate trainings. Emergency managers can use the assessments to help groups identify 

training to build their emergency management operations capacity. In addition, quarterly 

meetings are a good opportunity for training, such as first aid, incident command, and volunteer 

and donations management. The American Red Cross or other voluntary organizations active in 

disaster may have existing specialized training courses as well.

Some organizations will want to take on a larger role in emergency management activities and 

develop a plan to scale up their training and operations. Ask groups to keep an official record of 

any trainings they complete, as well as any certifications or licenses they may acquire.

Step 4: Technical Assistance 

Connect partners to technical assistance programs offered throughout the emergency 

management sector. Some groups may request help to develop relevant skills. Emergency 

managers can use Appendix C to point partners toward self-study courses and downloadable 

resources. 

Keep partners abreast of issues affecting local emergency management. As state, local, 

tribal, territorial, and federal governments mandate changes, emergency management policies 

and processes must also evolve. What was once an acceptable policy and/or process may become 

inadequate and irrelevant. Keep groups updated on such matters to ensure a common 

understanding of issues. 

Step 5: Participation in 

Scenarios/Exercises 

With the help of the FEMA Individual 

and Community Preparedness Division 

and FEMA’s Office of External 

Affairs, standardized exercises are 

available for use with faith-based and 

community groups. In addition, the 

Homeland Security Exercise and 

Evaluation Program (HSEEP) provides 

guidance for jurisdictions to develop 

their own exercises. See the links in 

Appendix C for sample exercises.

Incorporate faith-based and 

community partners in exercises. Help organizations test their increased skills and capabilities 

by making them a part of the jurisdiction’s exercises and scenario planning. The exercises can 

greatly enhance familiarity and coordination between partner organizations and emergency 

responders. In accordance with the standard exercise cycle, emergency managers may begin 

incorporating partner organizations into tabletop exercises and then move toward incorporating 

them into full-scale exercises. These activities may emphasize partner capabilities and the 

communication protocols among organizations, emergency responders, and emergency 

management. 

Los Angeles, CA, April 2014 – Los Angeles Fire Department and LA 

County Public Health conduct CERT training with South Los Angeles 

youth and young adults. Photo by Jannah Scott/FEMA
Engaging Faith-based and Community Organizations 

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Step 6: Affiliation 

Affiliate with exemplary 

organizations. Consider establishing 

formal relationships with the 

organizations that significantly increase 

their capabilities in community 

preparedness activities. An affiliation, 

or more formal affiliate program status, 

can (1) help fortify the groups’ 

involvement in emergency management 

activities, and (2) help the public 

identify organizations that have 

demonstrated their capability and 

willingness to help in times of crisis. 

Memoranda of Understanding (MOUs) 

can outline the role each organization 

will play before, during, and after an incident, and explain the processes for coordination. 

Common components of MOUs are organizational details, goals and objectives, operating 

principles, expectations, roles and responsibilities, and accountability. 

Recognize outstanding organizations. Recognizing faith-based and community organizations 

and their members for their dedicated service is important. Recognition can convey to volunteers 

that their commitment is valued and encourage them to maintain or increase their involvement. 

For example, emergency managers in Georgia invited local elected officials to present 

certificates to volunteer organizations that participated in the Georgia Praise and Preparedness

program. Similarly, in both Los Angeles, California, and Miami-Dade County, Florida, 

numerous partner organizations received recognition for their continued involvement in 

emergency management efforts. 

Step 7: Integration 

A significant part of institutionalizing the engagement of faith-based and community groups is 

integrating them into plans, policies, and standard operating procedures. See the link in 

Appendix C for a template developed by Miami-Dade Communities Organized to Respond in 

Emergencies. Jurisdictions can customize the template to meet their needs and should work with 

their legal counsel to ensure compliance with relevant data collection laws and policies. 

Integrate affiliated groups into existing emergency operations plans. Writing affiliated 

groups into existing emergency operations plans can support the full integration of these 

engagement benefits into day-to-day emergency management practices. Furthermore, by 

outlining the roles and responsibilities of these non-traditional partners within emergency 

operations plans, subsequent emergency managers can both recognize and continue to build upon 

the work already begun. 

Pratt City, AL, January 17, 2012 – Habitat for Humanity and Jewish and 

Muslim New York University student volunteers rebuilding homes after 

deadly tornadoes struck the Southeast. Photo by Tim Burkitt/FEMA
Engaging Faith-based and Community Organizations 

13 

Sustainability 

To sustain engagement efforts with faithbased and community organizations, 

consider how to support the effort from 

an emergency management staffing 

standpoint, and how to maintain the 

groups’ interest during non-disaster 

periods. Jurisdictions that participated in 

the initiative took a number of steps to 

accomplish these objectives, such as 

those outlined below. 

Keeping Emergency Management 

Engaged 

1. Staffing: Using the seven-step 

engagement process, some 

emergency managers maintain financial support by repurposing existing sources. One 

jurisdiction used a percentage of their discretionary funding to establish a Whole Community 

Planner position responsible for sustaining engagement activities. Another jurisdiction 

integrated this effort into its internship program, supporting certain functions such as geomapping, research, and periodic follow-up.

2. Seeking Additional Support through Partnership: Some emergency managers find 

support from other government sectors and organizations (e.g., public health, police and fire 

departments). In addition, private-sector partners bolster this type of community engagement 

through in-kind and direct support. 

3. Shared Engagement Responsibility: Some emergency managers share incident leadership 

and coordination roles with local community leaders. By co-vesting community leaders with 

these responsibilities, emergency managers can still function in a support role to the 

community while redirecting some of their time to other agency initiatives. 

New Orleans, LA, December 10, 2015 - This word cloud represents key 

words and themes from all of the participants at the 2015 PublicPrivate Partnerships Conference. Photo by FEMA News 
Engaging Faith-based and Community Organizations 

14

Keeping the Faith-based and Community Organizations Engaged

1. Maintain Consensus: Seek consensus about the role of each member in the partnership; 

encourage partner communication and joint problem solving. 

2. Maintain Contact: Establish periodic 

meetings and send regular emails and/or 

newsletters to keep partners engaged; answer 

any questions they may have.

3. Increase Contacts with Government 

Partners: Invite government partners to 

engage with disaster networks during nondisaster periods. For instance, FEMA’s 

Voluntary Agency Liaisons use seasons with 

low disaster activity as an opportunity to 

deliver information, tools, and other guiding, 

collaborative resources to educate and 

empower internal and external partners. 

4. Connect Activities to the Groups’ Inherent 

Missions: Help tailor group initiatives to their 

existing priorities and work in the 

community. If group members are able to 

view their emergency management work as a 

natural extension of their existing service to the community, they may be more inclined to 

continue working with the emergency management office. 

5. Practice Preparedness Actions: During steady state, keep groups engaged by participating 

in preparedness events and activities such as Prepareathon, National Preparedness Month,

and You Are the Help Until Help Arrives. 

6. Maintain Skills: Include groups in training and exercise plans and events to help maintain 

their newly acquired skills. Go on FEMA’s website at www.fema.gov/faith-resources for 

some sample exercises to use. 

By incorporating these sustainability tips focused on long-term and continuous partner 

engagement, emergency managers can effectively build resilience across diverse communities. 

Faith-based and community organizations offer a wide variety of human and material resources 

that can prove invaluable during and after an incident. By following the seven-step process 

outlined above and using the tools contained in the appendices, emergency managers can more 

effectively engage with faith-based and community organizations and better prepare their 

jurisdictions for all threats and hazards. 

Fernley, NV, January 13, 2008 – A FEMA Disaster Survivor Assistance 

Team (DSAT) member tells the Calvary Chapel congregation about 

available FEMA services for residents affected by flooding. DSAT

workers contact groups to explain FEMA programs and assistance. 

Photo by George Armstrong/FEMA 
Engaging Faith-based and Community Organizations 

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Appendix A: Organizational Capabilities Assessment Form 

Use this customizable self-assessment form to aid in determining how partner organizations 

might assist in emergency management operations. Elements of this form were developed in 

collaboration with partners in Miami-Dade County Communities Organized to Respond in 

Emergencies (C.O.R.E.), the National Disaster Interfaith Network, and the University of 

Southern California Center on Religion and Civic Culture. 

Partnering Organization’s Information

Name of Organization: _______________________________ Date of Contact: _____________ 

Name of Contact: ___________________________ Position in Organization: ______________ 

Telephone Number: ____________________________ Email: __________________________ 

Organization Address: ___________________________________________________________ 

Organization Main Telephone Number: ______________________________________________ 

Organization Main Email: _______________________ Web URL: ________________________ 

Organization Type (e.g., Faith-Based Organization, Community Based Organization): 

______________________________________________________________________________

Number of Members Total: _____ Number of Adult Members: _____ 

Does your organization have a Disaster or Emergency Plan in place? Yes____ No ____ 

What services/resources do you provide on a daily basis to your members or community? 

To organization members To broader community

Care for people with disabilities or 

access and functional needs  

Child Care  

Clothes Distribution  

Commercial Kitchen  

Community Center  

Counseling  

Food/Commodities Pantry  

Medical Services  

Security  

Shelter  

Shelter Management  

Transportation  

Other _____________________  
Engaging Faith-based and Community Organizations 

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Would your organization be willing to provide these services in an emergency? Yes ___ No ___ 

How is your facility/organization equipped to fulfill the services that you provide? (e.g., space, 

kitchen, equipment) _____________________________________________________________ 

______________________________________________________________________________

______________________________________________________________________________ 

Is your facility equipped with a generator? Yes ___ No ___ 

Please provide information regarding the occupations and skills of members of your organization 

who may be able to serve the community in a crisis (please note any training or certifications 

obtained, as applicable/available):

 Chaplain / Spiritual Care Providers: _____________________________________________ 

 Crisis Counselors: ___________________________________________________________ 

 Individuals Trained in Cardiopulmonary Resuscitation (CPR)/First Aid:_________________

 Interpreters (please include languages, to include American Sign Language): ____________ 

__________________________________________________________________________ 

 Medical Doctors: ____________________________________________________________ 

 Nurses / Licensed Vocational Nurses: ____________________________________________ 

 Paramedics/ Emergency Medical Technicians: _____________________________________ 

 Retired Public Safety Personnel: ________________________________________________ 

 Teachers/Child Care: ________________________________________________________ 

 Veterinarian or Animal Care Services: ___________________________________________ 

 Other (e.g., amateur radio operators): ___________________________________________ 

Does your organization have the ability to distribute food or other commodities to the 

community during a small or large-scale incident? Yes ___ No ___ 

 If yes, how many meals can your organization prepare and serve each day? ______ 

 Does your organization have the ability to deliver food? Yes ___ No ___ 

Does your organization have a shelter space available for use during a small or large-scale 

incident? Yes ___ No ___ 

 If yes, what is the size (including square footage) and type of space that is available for 

sheltering? 

________________________________________________________________________

________________________________________________________________________

 How many people can be sheltered? ______ 

 Can people with disabilities and others with access and functional needs use this facility? 

Yes ___ No ___ (Please provide details) ____________________________________ 
Engaging Faith-based and Community Organizations 

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 Are non-service animals permitted in or around the shelter space? (Please provide 

details.) 

________________________________________________________________________

________________________________________________________________________ 

Does your organization have a licensed or certified childcare facility? Yes ___ No ___ 

 If yes, is your organization willing to serve community members and children who need 

assistance following an incident? Yes ___ No ___ 

 What is your maximum childcare capacity? 

______________________________________________ 

Can your organization provide mental, emotional counseling during a small or large-scale 

incident? Yes ___ No ___ 

 If yes, what types of counseling (mental, emotional)? 

_____________________________________________ 

 If yes, how many licensed/certified/trained counselors will your organization be able to 

provide? 

___________________________________________________________________

Does your organization have a communication system to activate in response to a small or largescale incident? Yes ___ No ___ 

 If yes, what type of system do you have (e.g., amateur radio, phone tree)? 

________________________________________________________________________

 Who does the system reach (e.g., community members, employees)? 

________________________________________________________________________

Does your organization accept donations? Yes ___ No ___ 

 If yes, what type (e.g., food, clothing, money)? 

____________________________________ 

Does your organization distribute donations through case management? Yes ___ No ___ 

 If yes, what type (e.g., food, clothing, money)? 

____________________________________ 

Does your organization have the ability to mobilize volunteers to assist the community during a 

small or large-scale incident? Yes ___ No ___ 

 If yes, how many volunteers could your organization provide at one time? 

____________________________________ 
Engaging Faith-based and Community Organizations 

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Are there additional services that your organization would be able to provide during a small or 

large-scale incident? Yes ___ No ___

If yes, please explain: 

______________________________________________________________________________ 

______________________________________________________________________________ 

______________________________________________________________________________ 

What type of assistance do you believe your organization will need to prepare in advance for 

organizational preparedness/continuity? 

 Communications 

 Developing Partnerships 

 Donations Management 

 Mass Care Feeding 

 Organizational Preparedness/Continuity 

 Service Coordination 

 Sheltering 

 Spiritual and Emotional Care/Counseling 

What type of assistance do you believe your organization will need to respond to or recover from 

a small or large-scale incident (e.g., debris removal, interpreters)? ________________

______________________________________________________________________________ 

Are you a part of, or aware of, other organizations/networks that provide similar community 

services? Yes___ No ___ 

 If yes, please provide their contact 

information:______________________________________________________________ 

Is your organization interested in learning more about one or more of the following? 

 Disaster Response and Emergency Operations Yes___ No ___ 

 Emergency Preparedness Fairs Yes___ No ___ 

 Community Emergency Response Team (CERT) Training Yes___ No ___ 

 American Red Cross CPR / First Aid Training Yes___ No ___ 

 Communications Yes___ No ___ 

 Donations Management in Disasters Yes___ No ___ 

 Volunteer Management in Disasters Yes___ No ___ 

 Sheltering Yes___ No ___ 

 Mass Care Feeding Yes___ No ___ 
Engaging Faith-based and Community Organizations 

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 Spiritual and Emotional Care/Counseling Yes___ No ___ 

 Service Coordination Yes___ No ___ 

 Developing Partnerships Yes___ No ___ 

 Preparedness Activities Yes___ No ___ 

 Protecting Houses of Worship Yes___ No ___ 

 Continuity Planning and Operations Yes___ No ___ 

Additional Comments or Notes: ___________________________________________________ 
Engaging Faith-based and Community Organizations 

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Engaging Faith-based and Community Organizations 

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Appendix B: Individual Skills Survey 

Partner organizations can use this customizable form to inventory the current emergency skills 

of individuals within their organizations. 

Name: _______________________________________ Over 18 years of age? Yes___ No___ 

Home Address (Street/City/Zip): ___________________________________________________ 

Home Phone: _____________ Work / Cell Phone: ______________ Email: _________________ 

Position or service activity with current organization, if any: ______________________________ 

Special Skills / Training / Work Experience (please check the boxes that apply to you): 

 Accounting 

 Community Emergency Response Team 

 Chainsaw Operator 

 Child Care Worker 

 Clergy (religious affiliation): ______________________ 

 Clerical 

 Commercial Driver’s License

 Construction (type): _____________________________ 

 Counseling (type): _______________________________ 

 CPR/AED Certification: Child / Adult (please circle) Expiration: ________

 Elderly/Access and Functional Needs Care Worker 

 First Aid Certification Expiration: ________

 Food Preparation 

 Forklift Operator 

 Amateur Radio Operator 

 Heavy Equipment Operator (type): ______________________ 

 Medical/Nursing (list certifications): _________________ 

 Mountain Climbing/Rappelling 

 Pilot License (type): ______________________________ 

 Red Cross Volunteer 

 Shelter Management 

 Social Media: __________________________________ 

 Specialized Search and Rescue Training 
Engaging Faith-based and Community Organizations 

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 Trucking/Hauling 

 Veterinarian or Animal Care Services 

 Volunteer Management 

 Warehouse/Inventory/Donations Sorting and Management 

 Access to and Trust of Underserved Communities 

 Other Special Skills and Licenses (list):__________________________________________ 

______________________________________________________________________________ 

Transportation (please check the boxes that apply to you): 

 I have a valid driver’s license

 I own a personal vehicle 

 I use public transportation only 

 I rely on friends/family for transportation 

Available Equipment and Resources (please check the boxes that apply to you): 

 Chainsaw 

 Citizens Band (CB) Radios/Walkie-Talkies

 Four-Wheel Drive Vehicle

 Amateur Radio Call Sign: ________ Expiration: ________

 Portable Generator or Solar Power 

 Trailer 

 Water Pump 

 Other (list): ________________________________________________________________ 

______________________________________________________________________________ 
Engaging Faith-based and Community Organizations 

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Language Skills (please indicate proficiency level – Beginner, Intermediate, Advanced):

Reading Speaking Writing

Arabic

American Sign Language

Armenian

Chinese 

Dialect___________

French

French Creole

German

Haitian

Italian

Japanese

Korean

Portuguese

Russian

Spanish

Tagalog

Vietnamese

Other (List): _________

Other (List): _________

Please provide additional details about the skills and resources selected above (use back of page 

if necessary): 

______________________________________________________________________________ 

______________________________________________________________________________ 

______________________________________________________________________________ 

______________________________________________________________________________ 

______________________________________________________________________________ 

______________________________________________________________________________ 
Engaging Faith-based and Community Organizations 

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Engaging Faith-based and Community Organizations 

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Appendix C: Resources 

This appendix contains a list of resources available to both emergency managers and partner 

organizations. Organizations are not expected to complete all trainings listed before becoming 

involved in emergency preparedness. The following information and links to third party sites are 

provided for reference. FEMA does not endorse any non-government website, company, or 

application. 

Agenda topics (examples) for group meetings with new faith-based and community 

partners: 

 Ask the leaders to share their vision of what they think they can do to help in times of 

crisis.

 Encourage connection with the local emergency managers, American Red Cross chapters,

and first responders (e.g., police, fire, public health) to learn how they can contribute to 

the community’s preparedness. 

 Consider sharing local resources and materials, as well as content from 

https://www.ready.gov/ and http://www.disasterassistance.gov.

 Share information about and encourage participation in Prepareathon: 

www.ready.gov/prepare. 

 Ask for suggestions on the best way to stay in touch (e.g., periodic emails, conference 

calls, visits to faith-based and community centers, visit the emergency operations center). 

 Leverage the resources of FEMA Independent Study Courses: 

https://training.fema.gov/is/crslist.aspx.

 Complete IS-505: Religious and Cultural Literacy and Competency in Disaster.

Community Preparedness Resources: 

 Complete IS-909: Community Preparedness: Implementing Simple Activities for 

Everyone.

 Complete You Are the Help Until Help Arrives training.

 Visit www.ready.gov and www.ready.gov/prepare.

 Download the FEMA mobile app and/or local emergency management app on your cell 

phone; instructions for the FEMA app can be found at www.fema.gov/mobile-app. 

 Complete a family communications plan: https://www.ready.gov/make-a-plan. 

 Leverage FEMA continuity training, exercises, and planning resources: 

https://www.fema.gov/continuity-resource-toolkit. 

Disaster Assistance Resources: 

 Complete IS-403: Introduction to Individual Assistance (IA) (DF-103).

 Complete IS-634: Introduction to FEMA’s Public Assistance Program.

 Visit www.dissasterassistance.gov.

‒ Download the Disaster Survivor Application Checklist.
Engaging Faith-based and Community Organizations 

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Emergency Management Fundamentals Resources (found at www.training.fema.gov/is): 

 Complete IS-2000: National Preparedness Goal and System Overview. 

 Complete IS-100.b: Introduction to Incident Command System.

 Complete IS-700.a: National Incident Management System (NIMS), An Introduction.

 Complete IS-366: Planning for the Needs of Children in Disasters.

 Complete IS-368: Including People with Disabilities & Others with Access & Functional 

Needs in Disaster Operations.

 Complete IS-650.A: Building Partnerships with Tribal Governments.

Exercise Resources: 

 Download Prepareathon Tabletop exercise materials from www.fema.gov/medialibrary/assets/documents/100098.

 Take advantage of Community Emergency Response Team (CERT) Drills and Exercises

from https://www.fema.gov/media-library/assets/documents/27997.

 Download the Homeland Security Exercise and Evaluation Program (HSEEP) from 

www.fema.gov/media-library/assets/documents/32326.

Financial Preparedness Resources: 

 Visit www.ready.gov/financial-preparedness. 

‒ Download the Emergency Financial First Aid Kit (EFFAK).

‒ Download Recovery After Disaster: The Family Financial Toolkit.

‒ Connect with Operation Hope (a member of the National Voluntary Organizations 

Active in Disasters) at www.operationhope.org. 

Hazard-specific Resources: 

 Download Prepareathon’s hazard-specific resources for earthquakes, floods, hurricanes, 

tornadoes, wildfires, and winter storms from www.ready.gov/prepare. 

 Visit www.ready.gov/be-informed. 

Increasing an Organization’s Role in Emergency Response and Recovery Training 

Resources: 

 Complete IS-660: Introduction to Public-Private Partnerships.

 Complete IS-244.b: Developing and Managing Volunteers.

 Complete IS-26: Guide to Points of Distribution.

 Complete IS-800.b: National Response Framework, An Introduction.

 Complete IS-2900: National Disaster Recovery Framework (NDRF) Overview.

Organizational Planning Resources: 

 Complete IS-546.a: Continuity of Operations Awareness Course.

 Complete IS-547.a: Introduction to Continuity of Operations.
Engaging Faith-based and Community Organizations 

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 Download the Continuity Guidance Circular to assist in identifying strategies to build 

and maintain organizational resiliency through the development of continuity plans: 

https://www.fema.gov/continuity-guidance-circular-cgc. 

 Complete IS-360: Preparing for Mass Casualty Incidents: A Guide for Schools, Higher 

Education, and Houses of Worship.

 Complete IS-906: Workplace Security Awareness.

 Complete IS-914: Surveillance Awareness: What You Can Do.

 Download House of Worship Guide Emergency Operations Planning tools from 

www.fema.gov/faith-resources.

 Download Prepareathon hazard-specific Prepare Your Organization Playbook from 

www.ready.gov/prepare.

 Visit www.Readyrating.org.

Social Media and Emergency Preparedness Resources: 

 Complete IS-42: Social Media in Emergency Management.

 Follow FEMA, state, and local emergency management Twitter accounts. For handles,

visit https://www.fema.gov/social-media. 

 Download Seasonal Preparedness Messaging Calendar from www.ready.gov/calendar.

Standard Operating Procedure (SOP) Samples for Connecting Faith-based and 

Community Organizations with Emergency Management Agencies: 

 Visit Miami-Dade Communities Organized to Respond in Emergencies: 

http://www8.miamidade.gov/core/important-information.asp.

Resources for Youth in Preparedness: 

 Connect with FEMA Youth Preparedness Technical Assistance Center by emailing femayouth-preparedness@fema.dhs.gov. 

 Download and share FEMA’s youth preparedness tools: www.ready.gov/youthpreparedness.

 Become part of The National Strategy for Youth Preparedness Education: Empowering, 

Educating, and Building Resilience (www.ready.gov/youth-preparedness).

 Encourage youth to apply to become a member FEMA’s Youth Preparedness Council 

(www.ready.gov/youth-preparedness-council). 

 Encourage youth to take IS-317: Introduction to Community Emergency Response 

Teams.

 Start a Teen CERT program (www.ready.gov/cert).

 Encourage youth to take You Are the Help Until Help Arrives training. 
Engaging Faith-based and Community Organizations 

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Religious Literacy and Cultural Competency Resources1: 

 Complete IS-505: Religious and Cultural Literacy and Competency in Disaster.

 Download National Disaster Interfaith Network Disaster Tip Sheets for U.S. Religious 

Leaders: http://www.n-din.org/.

 Download National Disaster Interfaith Network Disaster Tip Sheets for Faith Community 

Partners: http://crcc.usc.edu/report/tip-sheets-sheltering-and-mass-care-of-religiousminorities-in-a-disaster/. 

 Download Working with U.S. Faith Communities During Crises, Disasters and Public 

Health Emergencies. A Field Guide for Engagement, Partnership and Religious 

Competency: http://crcc.usc.edu/report/working-with-u-s-faith-communities-duringcrises-disasters-and-public-health-emergencies-a-field-guide-for-engagementpartnerships-and-religious-competency/. 

 Download Religious Literacy Primer: For Crises, Disasters, and Public Health 

Emergencies: http://crcc.usc.edu/report/the-religious-literacy-primer-for-crises-disastersand-public-health-emergencies/. 

 Visit University of Southern California Center for Religion and Civic Culture Resources 

and Tools for Religious Literacy and Competency Webpage: http://crcc.usc.edu/. 

 Visit Health and Human Services Think Cultural Health Webpage: 

https://www.thinkculturalhealth.hhs.gov/. 

 Download Faith-based and Community Organizations’ Participation in Emergency 

Preparedness and Response Activities: https://sites.duke.edu/ihss/files/2011/12/FaithBased_DeskStudyFinalReport_3-16-10.pdf. 

 Download Heralding Unheard Voices, The Role of Faith-Based Organizations and 

Nongovernmental Organizations During Disasters: 

http://www.homelanddefense.org/downloads/Herald_Unheard_Voices.pdf. 

 Download LLIS Innovative Practice: Community Resilience: Using a Religious Primer to 

Improve Engagement with Faith Communities

https://www.hsdl.org/?abstract&did=758942. 

Staff Self-Care and Compassion Fatigue Resources:

Compassion fatigue and vicarious or secondary trauma can be a problem for those working with 

disaster survivors in the field. The following contain stress management and self-care 

techniques: 

 FEMA Coping with Disaster Webpage: https://www.fema.gov/coping-disaster. 

 National Voluntary Organizations Active in Disaster Resource Page: 

https://www.nvoad.org/resource-center/member-resources/. 

 Substance Abuse and Mental Health Administration (SAMHSA) Store – Free Disaster 

Preparedness and Recovery Resources: https://store.samhsa.gov/term/DisasterPreparedness-Recovery.

 

1

 This guide references engagement concepts and ideas covered more in-depth in these resources. 
Engaging Faith-based and Community Organizations

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 Tips for Disaster Responders: Preventing and Managing Stress – This SAMHSA 

tip sheet helps disaster response workers prevent and manage stress. It includes 

strategies to help responders prepare for their assignment, use stress-reducing 

precautions during the assignment, and manage stress in the recovery phase of the 

assignment. http://store.samhsa.gov/shin/content/SMA14-4873/SMA14-4873.pdf.

This tip sheet is available in Spanish at: http://store.samhsa.gov/shin/content/SMA14-

4873SPANISH/SMA14-4873SPANISH.pdf.

 Tips for Disaster Responders: Understanding Compassion Fatigue – This 

SAMHSA tip sheet defines and describes compassion fatigue, which is composed of 

burnout and secondary traumatic stress. It identifies signs of compassion fatigue, 

presents tips for coping with compassion fatigue and self-care techniques, and 

highlights signs of the need for professional behavioral health assistance. 

http://store.samhsa.gov/product/Understanding-Compassion-Fatigue/SMA14-4869.

This tip sheet is available in Spanish at: https://store.samhsa.gov/product/Tips-forDisaster-Responders-Understanding-Compassion-Fatigue-Spanish-Version-/SMA14-

4869SPANISH.

 Understanding Compassion Fatigue and Compassion Satisfaction: Tips for 

Disaster Responders – This SAMHSA Disaster Technical Assistance Center podcast 

can help disaster behavioral health professionals learn about the positive and negative 

effects of helping disaster survivors. 

https://www.youtube.com/watch?v=aSJ0Lk8MsIQ&list=PLBXgZMI_zqfRcTt9ndxk

bieQ-pQslk-R6.

 Coping With a Disaster or Traumatic Event: Emergency Responders – Tips for 

Taking Care of Yourself – This Centers for Disease Control and Prevention 

webpage notes the positive and difficult aspects of responding to disasters, and it 

offers tips for coping with stress and fostering personal resilience before, during, and 

after disasters. https://emergency.cdc.gov/coping/index.asp.