Community Disaster 

Recovery 
A Guide for BC Local Authorities and 
First Nations 
September 2005 (revised September 2006) 
 
Community Disaster Recovery Guide 
Amendments 
Date Pages Effected Description of Change(s) 
Sept 2005 All Release of Guide to Local Authorities and 
First Nations 
Sept 2006 1.4-1.7, 1.9 & 1.10, 
1.16, 1.18, 1.21 & 1.22 
2(i) to 2(iii) 2.3, 2.5, 2.7 & 2.8 
2.10 
2.17 
2.21 & 2.22 
2.23 & 2.24 
2.25, 2.32-2.34, 2.36, 2.37, 4.2, 4.4, 4.19, 4.26, 4.29, 4.36, 4.38 
Section 4 forms 
5(i) 
5.A.1 
5.F.1 
5.G.1 
• Change "disaster victims" to "those impacted by a disaster" 
• Table of Contents of Annotated Index – revised format and name change to Community Recovery data 
base and Capacity and Needs Assessment 
• Change from backfilling positions coordinating the “emergency response” to “recovery activities” and 
adding reference to the Financial Assistance for Emergency Response and Recovery Costs Guidelines 
for Local Authorities and First Nations 
• Removed duplication of “ICBC” 
• Change "disaster victims" to "those impacted by a disaster" and Community Recovery data base name 
change 
• Added bullets to text under “door-to-door” 
• Change "disaster victims" to "those impacted by a disaster" 
• Amend Claim Submission form, adding definition/examples of "Community Recovery" 
• Update Community Recovery Aids Index 
• Introduce "Capacity and Needs Assessment" 
• Change "disaster victims" to "those impacted by a disaster" 
• Introduce “Provincial Integrated Recovery Council Framework for Cooperation and Coordination” 
Document 
 
Acknowledgements 
The British Columbia Provincial Emergency Program would like to thank the following 
organizations for contributing to the development of this Community Disaster Recovery 
Guide: 
• Adventist Development and Relief Agency 
• BC Ambulance Service 
• BC Emergency Social Services Program 
• Bethel Tabernacle 
• Canadian Mental Health Association 
• Canadian Red Cross Society 
• Christian Reformed World Relief Committee 
• City of Kelowna 
• City of Quesnel 
• Coast Garibaldi Health District 
• Columbia Valley Emergency Program 
• District of Squamish 
• Interior Health Authority 
• Liberty World Ministries 
• Mennonite Disaster Services 
• Ministry of Children and Family Development 
• Ministry of Employment and Income Assistance 
• OVERBC 
• RCMP 
• Regional District of East Kootenay 
• Resort Municipality of Whistler 
• Salvation Army 
• Seventh Day Adventist Church 
• Society of St. Vincent de Paul 
• Squamish First Nations 
• Squamish-Lillooet Regional District 
• St. John Ambulance 
• Victim Services 
• Village of Pemberton 
• Whistler Community Services Society 
• Whistler-Pemberton RCMP Victim Services 
In particular, we thank the following individuals for their willingness to collaborate in 
finalizing the Community Disaster Recovery Guide: 
• Gundula Brigl, Emergency Program Coordinator for the Regional District of East 
Kootenay 
• Robert Bryan, Regional Director Emergency Management, Vancouver Coastal Health 
Region 
• Clare Fletcher, ESS Director, Resort Municipality of Whistler 
• Kimberley Nemrava, Director, Coastal BC Region, Canadian Red Cross Society 
• Ric Raynor, Director of Emergency Services, City of Quesnel 
• Beryl Taylor, Deputy Emergency Program Coordinator, District of Squamish 
 
 Community Disaster Recovery 
Contents of Guide 
Community Recovery Management Tab 1 
Annotated Index Tab 2 
Planning for Community Recovery Tab 3 
Sample Community Recovery Plan Tab 4 
Community Recovery Aids Tab 5 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

Community Recovery Management 

Section 1 – Table of Contents 
PAGE 

INTRODUCTION.......................................................................................................... 1.1 
EFFECTS  OF  DISASTER............................................................................................... 
1.2  RECOVERY 
DEFINED..................................................................................................  1.3  BENEFITS 
OF  RECOVERY  ...........................................................................................  1.5 
SUCCESSFUL  RECOVERY........................................................................................... 
1.5  WHY  LOCAL  AUTHORITIES  SHOULD  LEAD 
RECOVERY...................................................  1.6  FUNDING  RECOVERY 
MANAGEMENT............................................................................ 1.7 
GUIDING PRINCIPLES ............................................................................................... 1.9 
STEPS IN COMMUNITY RECOVERY....................................................................... 1.10 
1 – E 
STABLISH A 

C 
OLLABORATIVE 

T 
ASK 

F 
ORCE 

......................................................... 1.13 2 
– E 
STABLISH THE 

R 
ECOVERY 

O 
RGANIZATION 

.......................................................... 1.14 3 
– E 
STABLISH 
R 
ECOVERY 

F 
ACILITIES 

....................................................................... 1.15 4 
– I 
DENTIFY 

C 
LIENTS 

.............................................................................................. 1.16 5 
– I 
NFORM 

C 
LIENTS AND 

P 
UBLIC 

............................................................................. 1.17 6 
– I 
NTERVIEW AND 

A 
DVISE 

C 
LIENTS 

......................................................................... 1.18 7 
– I 
DENTIFY 

A 
VAILABLE 

R 
ESOURCES 

....................................................................... 1.19 8 
– S 
OLICIT AND 
C 
ONTROL 

D 
ONATIONS 

..................................................................... 1.20 9A 

– M 
ANAGE 

F 
UNDS 

.............................................................................................. 1.21 9B 

– M 
ANAGE 

G 
OODS AND 

S 
ERVICES 

....................................................................... 1.22 9C 

– M 
ANAGE 

V 
OLUNTEERS 

.................................................................................... 1.23 10 

– M 
ATCH 

N 
EEDS AND 

R 
ESOURCES 

...................................................................... 1.24 11 

– T 
RANSITION TO 

C 
OMMUNITY 
S 
ERVICES 

.............................................................. 1.25 
ADDITIONAL INFORMATION ON COMMUNITY RECOVERY ................................ 
1.26 
Provincial Emergency Program 1 (i) 
 
1. Community Recovery Management – Community Disaster Recovery Guide 

Community Recovery Management 

Introduction 
The ability to recover from the physical damage, injury, economic impairment and 
human suffering resulting from a disaster is a critical element of any emergency 
program. 
Successful recovery management depends on the rapid start-up of a community 
recovery task force during the response phase − as soon as people are evacuated or 
when serious damage occurs to homes, infrastructures or businesses. 
Recovery can be divided into at least two categories: 
1. Local Authority Recovery: Reconstruction of critical infrastructure 
and re-establishment of services by local authorities (utility services, roads, buildings, 
dams and dikes); and 2. Community Recovery: Community actions to limit losses, 
reduce suffering, and restore the psycho-social and economic viability of the 
community. 
One key component of an effective community recovery effort is the awareness and 
coordination of all community recovery activities as they are being carried out. Recovery 
activities work best when expertise and resources are shared among volunteers, 
government and private businesses. 
To help ensure this, communities should delegate one person to serve as a Recovery 
Director to provide the leadership needed to coordinate support from all levels of 
government, various service agencies, and the general public. The Recovery Director 
should, in turn, form a Recovery Task Force, comprised of representatives of 
contributing organizations dedicated to work together to meet the needs of residents 
and businesses. 
This  Guide  focuses  on  the  economic  and  psycho-social  recovery  of  small  and  medium 
sized  communities,  and  will  assist  individual  communities  in  the  development  of 
recovery plans specific to their needs. 
Provincial Emergency Program Revised Sept. 2006 1.1 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

In addition to this Community Disaster Recovery Guide, PEP maintains a webpage 

devoted to recovery issues, including an Annotated Index of related topics, and a 
separate guide to planning for recovery, forms and templates, and a Sample 
Community Recovery Plan. 
Users of this Guide should periodically check PEP’s website for the latest information 
and advice on recovery issues. 
Effects of Disaster 
The effects of a disaster depend directly on the type, severity, and duration of the event. 
Some common effects of disaster include: 
Physical Effects 
• Damage to buildings, commercial structures, and community facilities 
• Alteration of the landscape, such as in a landslide or major flood 
• Environmental contamination by chemicals or pollutants 
Social Effects 
• Stress and psychological trauma 
• Focus on the short term, foregoing long-term goals and opportunities 
• Delay of programs that serve long-standing social needs 
• Gaps in community economic classes tend to widen 
Economic Effects 
• Loss of businesses 
• Loss of jobs 
• Reduced cash flow within the community 
• Adverse ripple effects in community investment 
Disasters challenge virtually every community member, either directly or indirectly, to a 
test of personal and economic survival. Specific social and financial conditions will 
influence community, family, and individual recovery. 
Impacts ripple throughout the community, affecting businesses, jobs, school children, 
development proposals, and the elderly, among others. Severe events may affect a 
local government's sources of income, including property taxes, and the entire 
community’s ability to sustain economic viability. 
A well-managed community recovery effort mitigates both short- and long- term impacts 
and can allow impacted communities to introduce improvements that would not 
otherwise have been possible. 
Provincial Emergency Program 1.2 
 
Business Interruption Business as Usual 

Time Figure 
1: Conceptual Timeline Showing Comprehensive Emergency Management 
Comprehensive Emergency Management includes the full complement of all activities 
that address the risks of major emergencies and disasters. Briefly, these elements 
include: 
Risk Assessment – A risk assessment represents an understanding of the hazards that threaten a 
community, the most vulnerable elements, and the likelihood of specific consequences if hazards are 
realized. This understanding can be greatly enhanced through a Hazard, Risk, and Vulnerability 
Assessment (HRVA). 
Preparedness – Preparedness means developing action plans, gathering the equipment and facilities 
implied in the plans, training the right people in the plan and with the equipment, and exercising all of the 
elements with rigorous tests. Effective preparedness depends on a sound understanding of risks. 
Communities of any size or location can benefit from preparing for 1) Response, 2) Business Continuity, 
3) Local Authority Recovery, and 4) Community Recovery. 
Mitigation – This is the "ounce of prevention" side of the risk picture. Good mitigation programs implement 
cost-effective measures that reduce the likelihood of an adverse event, or reduce the consequences 
should an emergency occur, or both. As with preparedness, which may proceed concurrently, mitigation 
depends 
Provincial Emergency Program 1.3 
1. Community Recovery Management - Community Disaster Recovery Guide 

Recovery Defined 
Recovery means a coordinated set of actions designed to reduce the effects of disaster. 
A recovery program implies a deliberate effort to forestall and overcome the adverse 
impacts of a disaster. Recovery is best understood in the context of Comprehensive 
Emergency Management, which includes all of the concepts shown in Figure 1. 
EVENT Level of 
Effort 
Risk Assessment 
Response 
Preparedness 
Mitigation 
Local Authority 
Recovery 
Community Recovery 
 
1. Community Recovery Management – Community Disaster Recovery Guide 
on a good understanding of the hazards and vulnerability factors that contribute to community risk. 
Response – Coordinated response programs include all actions taken during an emergency event to save 
lives, protect property, and limit damage to the environment. Response activities among BC local 
authorities typically involve two levels: 1) Site Response, where first responders and others address the 
immediate task of eliminating hazards or moving people out of harm's way, and 2) Site Support, including 
activities at an Emergency Operations Centre (EOC) that provide resources, information, and direction to 
sites. If residents have been evacuated, re-entry efforts to return evacuees are considered response 
activities. 
Business Interruption Losses – This category includes efforts to continue delivering public services during 
an emergency, and interrupted revenues suffered by the local authority that may not be immediately 
obvious, including lost income from public facilities. These effects may arise from other impacts, such as 
damage to public works and facilities, or the commitment of key local authority personnel to emergency 
response. 
Local Authority Recovery – While a local authority is responding to an emergency, it faces the 
all-important challenge of internal recovery, including two aspects that must occur at the same time: 1) 
Restoration of damaged infrastructure, and 2) Continuation of public services, also known as "business 
continuity." Like response, local authority recovery begins immediately after the event and may involve 
reconstruction of such critical infrastructure as municipal services, roads, public buildings, and dikes. 
Community Recovery – The final element of Comprehensive Emergency Management considers 
recovery among community members, including individuals and families, business owners, farm owners, 
non-profit organizations, and community groups. In recovery, a rural or urban community and its 
inhabitants consciously and collectively act to limit losses and reduce suffering. This includes attention to 
the psycho-social viability and economic health of the community and its inhabitants. 

As illustrated in Figure 1, effective community recovery efforts begin simultaneously with 

response and local authority recovery. It may not receive as much initial effort, but 
community recovery typically lasts much longer than response. In comparison, recovery 
can consume more resources than response in terms of time, effort, and expenditures. 
Community recovery should be managed separately from “local authority recovery,” 
which focuses on infrastructure. 
In this guide, the term “recovery” refers to community recovery as defined above, 
including all of the following concepts: 
• Coordinated information for affected residents and businesses 
• Advocacy for those impacted by a disaster 
• Coordinated donations of funds, goods, and services 
• Volunteer effort to assist with cleanup and reconstruction 
• Facilitated healing 
Provincial Emergency Program Revised Sept. 2006 1.4 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

Benefits of Recovery 
The key benefits for local authorities engaging in community recovery: 
Reduce Human Suffering – First and foremost, a well-coordinated recovery effort reduces human 
suffering. A solid recovery effort directly helps citizens return to normal as quickly as possible. 
Protect Community Culture – Recovery provides an opportunity for the community residents to come 
together to support those citizens most heavily impacted. The entire character of a community can be 
influenced by how well – or how poorly – its leaders manage the recovery process. Failure in any aspect 
of recovery can mean the loss of jobs, taxpayers, and key community features that may have taken 
decades to develop. Success in recovery can mean heightened awareness of community identity and a 
positive future. 
Reduce Economic Losses – Success also means greater market share for new businesses and 
non-government organizations seeking a home. Recovery can encourage growth in every sector of the 
local economy. 
Enhance a Sustainable Community – Properly implemented, recovery supports the concept of 
sustainable and resilient communities. This means that every person, business, and/or institution is better 
able to withstand future disasters with enhanced community health overall. 

Successful Recovery 
Leadership and collaboration are the keys to successful recovery. 
Someone must provide leadership in gathering the many organizations and individuals 
devoted to assisting those impacted by a disaster under one set of objectives, with a 
belief that thoughtful management accomplishes more than individual action. 
Collaboration means working together to achieve specific goals and to undertake 
specific projects for mutual benefit. In community disaster recovery, contributing 
organizations collaborate when they share information, resources, tasks, and decision 
making with the common goal of assisting those affected by a disaster. Collaboration 
also implies respect for the mission and diversity of other organizations. Collaboration 
yields improved services, reduces fragmentation and duplication of effort, enhances 
problem solving, and reduces costs. 
Without both leadership and collaboration, governments, non-government organizations 
and volunteers will spontaneously act without coordination or direction. Such ad hoc 
actions can and often do make a bad situation worse, result in much frustration and 
emotional distress for those impacted, and may extend the recovery time and effort. 
Recovery organizations face confusion in the delivery of services, frustration in 
encountering problems that could be avoided, public criticism, and unnecessary 
economic losses. 
Provincial Emergency Program Revised Sept. 2006 1.5 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

Why Local Authorities Should Lead Recovery 

Public safety and community well-being are responsibilities of all levels of government. 
In British Columbia however, as throughout Canada, primary responsibility for 
community recovery rests with the local authority. Provincial and federal governments 
provide support to local authorities in this effort. Local authorities should lead recovery 
because: 
No One Else Can Lead – Local, regional, and national service agencies and individuals may 
share a common mandate in assisting those impacted by a disaster, but each has limitations on 
their services. Only the local authority has the broad mandate of community recovery and 
should, therefore, coordinate with other service providers. The local authority can generate the 
cooperation among the large array of government agencies, community organizations, 
businesses, and citizens needed for successful collaboration. 
Legislative Requirements – The BC Emergency Program Act requires local governments that 
are designated as local authorities to plan for recovery. Specifically, the Act states: 
A local authority must prepare or cause to be prepared local emergency plans respecting 
preparation for, response to and recovery from emergencies and disasters. – Section 6 (2) 
Further, the Local Authority Emergency Management Regulation states: 
A local authority must, as part of the local emergency plan prepared by it under Section 6(2) of 
the Act...establish the priorities for restoring essential services provided by the local authority 
that are interrupted during an emergency or disaster.... – Section 2.3 (g) and (h) 
Common Sense – It also makes good sense for the local authority to lead the recovery effort for 
several reasons: 
• The local authority can take advantage of opportunities for land use improvements that may 
not arrive in any other way. 
• Clients and other community members are more likely to trust local recovery organizations 
than outsiders. 
• Local authorities are best able to control the outcome of recovery, including economic 
enhancements. 
Timely leadership by the local authority must ensure collaboration of activities by 
volunteers, governments, non-government organizations and private businesses. 
Provincial Emergency Program Revised Sept. 2006 1.6 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

The Role of Volunteer Agencies in Recovery Management – National, provincial, and 

local volunteer service agencies can and do play significant roles in emergency 
management to supplement government assistance, where appropriate. Depending on 
their mandate, service organizations may assist in each of these major areas of 
emergency management: 
Mitigation – During mitigation, volunteer agencies educate their constituents and communities 
about how they can reduce their risks from a range of hazards. 
Preparedness – In preparedness, volunteer agencies work with community Emergency Program 
Coordinators and Committees in developing response and recovery plans. 
Response – During the response phase of major emergencies, service agencies may work in 
partnership with Emergency Social Services to provide mass shelter, food, emotional support, 
family notification, and other services to those immediately affected by an incident. 
Recovery – In recovery, volunteer service agencies assist local governments in providing both 
short- and long-term support, such as performing rapid damage assessment, interviewing those 
impacted by a disaster to assess needs, cleaning up debris, providing temporary shelter, 
managing donated goods and services, and renovating or rebuilding homes, among others. 

Funding Recovery Management 

Community Recovery Costs 
The financial costs of community recovery are a concern for every local authority. These 
costs may be eligible for cost-sharing with the province when Disaster Financial 
Assistance has been authorized (80 percent province – 20 percent local authority). 
Local authority expenditures in community recovery that are eligible for provincial 
cost-sharing include: 
Incremental Costs – When a community employs its own staff and utilizes community-owned office space 
and equipment, overtime and other incremental costs that are over and above normal community 
operational costs. 
Contracting for Staff – Most small, disaster events are adequately handled by local staff. However, when 
a catastrophe occurs, a local authority may wish to contract for the services of a Recovery Director and 
support staff. The local authority may call upon the Provincial Emergency Program for assistance in 
identifying and hiring experienced recovery management contract resources. 
Equipment/Facility  Rental  Costs  –  When  a  community  chooses  to  rent  or  lease  non-government  offices, 
warehouses, meeting rooms, equipment, or other similar resources. 
Provincial Emergency Program Revised Sept. 2006 1.7 
 
1. Community Recovery Management – Community Disaster Recovery Guide 

Funding Options 
Provincial Disaster Financial Assistance (DFA) may also be available for individuals, 
families, small businesses, farms, and charitable organizations when insurance is not 
available. Generally, flooding is a non-insurable hazard, while insurance is readily 
available for fire. This is an important distinction, as it has a direct impact on the level of 
financial support available. 
Private donations will often fund a significant proportion of the support required by 
individuals and families. Recovery leadership is a prerequisite to the fair collection and 
equitable distribution of donated funds. No legislation controls either the solicitation or 
the disbursement of such donations. Therefore, coordination depends on the good will 
of the participants. 
The local authority may choose to solicit local donations by establishing an 
event-specific fund-raising society, or by using a non-profit society existing in the 
community (such as a Search and Rescue Society). Solicitations of local donations are 
intended to supplement the national and international donations by service relief 
agencies. 
If selected, this option 1) Helps ensure that local donations will be applied to local 
needs, 2) Provides tax-deductible receipts to encourage donations, and 3) Collects cash 
that may be used to fund costs not covered by the province under Disaster Financial 
Assistance. 
Local authority personnel need an in-depth understanding of the Emergency Program 
Act and Compensation and Disaster Financial Assistance Regulation, and the Guide for 
Local Authorities on Disaster Financial Assistance for Emergency Response and 
Recovery Costs so they can structure their recovery management process to maximize 
access to financial assistance. 
For more on this topic, refer to the Provincial Emergency Program website 
(www.pep.bc.ca) and review PEP’s Financial Assistance for Emergency Response and 
Recovery Costs. 
Provincial Emergency Program 1.8 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

Guiding Principles 
Activities suggested in this Guide draw from the following basic principles: 
Do No Harm – All aid has the potential for both positive and negative impact. The goal of 
managed recovery is to maximize the benefits and minimize the negative consequences of 
assistance. A coordinated strategy helps reduce possible conflicts between various assistance 
strategies. 
Provide Leadership – Losses cannot be managed by simply allowing things to unfold. The local 
authority must step forward to coordinate the many recovery participants in an effective and 
visible way. Doing so will help forestall the freelancing, duplication of effort, and gaps in 
recovery services that may otherwise occur. 
Foster Collaboration – Many Recovery Organizations can collaborate by working together to 
achieve specific goals and to undertake specific projects for mutual benefit. The Recovery 
Organization should include a structure that encourages collaborative thinking and decision 
making, one that does not unduly restrict or constrain organizations. By sharing common goals 
in recovery and promoting respect for each other’s mission and diversity, the many 
organizations contributing to recovery can be more effective and build a stronger sense of 
community. 
Empower Individuals – Successful recovery means empowering those impacted by a disaster in 
a way that preserves their dignity, embraces their right of choice, and demonstrates respect for 
their experience. Recovery task force members serve as advocates for those impacted by a 
disaster and provide assistance to them in accessing aid. 
Act Quickly, Plan for the Long Term – Some recovery needs are urgent. We believe a small 
amount of help delivered in a timely manner is far more beneficial than delayed services. In 
addition to quick, targeted action, a recovery task force should engage the community in 
creative problem solving over the long term. 
Plan for Transition to Normal Services – It is vitally important that recovery personnel plan for a 
transition to existing community services. The recovery task force will prepare a transition plan 
in writing for consultation among those impacted and other community members. 
Capture Lessons Learned – The recovery period offers a tremendously important opportunity to 
learn what works and what does not within a community. The recovery task force will capture 
these lessons by collecting documents, interviewing recovery personnel and clients, and 
recording the progress of recovery from the first day of activity. 
With these principles in mind, the next section outlines how recovery may progress from 
initiation through completion. 
Provincial Emergency Program Revised Sept. 2006 1.9 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

Steps in Community Recovery 

No written summary can accurately identify every action that may be needed during 
recovery. There are too many variables at work in most situations, and the interactions 
among the players are far too complex to describe in simple terms. Further, disasters 
differ by category of hazard, magnitude of damage, type of community affected, and 
ability of those impacted by a disaster to recover. 
There are common elements, however, in every recovery effort. This section attempts to 
organize what is, in reality, a dynamic and fairly fluid set of steps in the community 
recovery process. 
Transition from Response 
Even before recovery activities begin, there is an important transition from the response 
effort. Specifically, key Emergency Operations Centre (EOC) functions directly support 
recovery activities. These EOC functions include: 
Information Officer – The EOC Information Officer may coordinate early recovery messaging, such as the 
need for certain types of donations and the nature of the recovery effort under development. As with 
every aspect of emergency management, communication of the recovery program is vitally important, and 
it begins in the EOC with the Information Officer. 
Emergency Social Services Branch – The ESS Branch in the EOC Operations Section supports 
evacuations and re-entry during response by establishing Reception Centres or arranging other 
accommodations. Among many other roles, ESS personnel may inform evacuees and those impacted by 
a disaster about recovery issues, and provide continuity of care during the transition from response to 
recovery. Of particular interest, Reception Centres identify potential clients by name, address, and how 
they may be contacted for further information. 
While recovery is not the sole responsibility of Emergency Social Services, ESS staff can reduce the time 
lag in providing recovery services by conducting early “needs assessment” interviews in cooperation with 
the Recovery Organization. 
Situation Unit – The EOC Situation Unit, located in the Planning Section, performs a rapid damage 
assessment following a disaster, including an initial summary of the geographic area of impact, magnitude 
of damage, and approximate time required for response. These are important facts for recovery planning, 
and will usually provide enough information to estimate the approximate resources required. 
Recovery Unit – The most important function in influencing recovery success is the Recovery Unit, 
located within the EOC Planning Section. The Recovery Unit assesses the need for recovery services 
based on the type and extent of damage. In addition, the Recovery Unit Coordinator may take initial steps 
in recovery, such as working with the Information Officer to issue media messages that control the 
donation of unwanted goods. 
Provincial Emergency Program Revised Sept. 2006 1.10 
 
1. Community Recovery Management – Community Disaster Recovery Guide 
Because most events are limited in scope and duration, the Recovery Unit may directly coordinate 
recovery efforts in small events that can be managed while the EOC is active. If recovery needs exceed 
the ability of the Recovery Unit, the Coordinator advises the EOC Director to establish a Recovery 
Organization through the local authority. 
If the situation warrants, the Recovery Unit Coordinator takes several steps to support the initiation of a 
formal Recovery Organization, including: 
• Conduct a rapid damage assessment with others in the EOC Planning Section 
• Use rapid damage information to identify the need for a formal Recovery Organization 
• Prepare to brief the Recovery Director and Task Force on damage to ensure continuity of information. 
If a Recovery Organization is approved while the EOC remains active, the Recovery Unit Coordinator 
continues to provide information that may assist recovery planning, and promotes the coordinated 
recovery effort among service providers. 

All of these steps signify the transition from response to recovery. In essence, the 
Recovery Unit Coordinator “triggers” the Recovery Organization based on an 
assessment of damage, the scope of recovery effort required, and the likely duration of 
the recovery phase. 
Community recovery is represented by four broad functions, identified below and 
explained in more detail in this section: 
Get Organized 
1 – Establish a Collaborate Task Force 2 – Establish a Recovery Organization 3 – Establish 
Recovery Facilities 
Understand Needs 
4 – Identify Clients 5 – Inform Clients and Public 6 – Interview and Advise Clients 
Understand Resources 
7 – Identify Available Resources 8 – Solicit and Control Donations 9 – Manage Donations 
(Funds, Goods and Services, Volunteers) 
Match Needs and Resources 
10 – Match Needs and Resources 11 – Transition to Community Services 
Provincial Emergency Program 1.11 
 
Figure 2. Steps in the Community Recovery Process 
Provincial Emergency Program 1.12 
1. Community Recovery Management - Community Disaster Recovery Guide 

Figure 2 shows another way of thinking about community recovery. In one sense, it is a 
process with a defined beginning, a cycle that addresses victims' needs, and a distinct 
end. 
The following sections describe each step in more detail, suggesting some actions for a 
Recovery Organization to consider, and highlighting best practices from the recovery 
experiences of others. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

1 – Establish a Collaborative Task Force 

Context 
Recovery Director: The Recovery Director organizes and provides leadership to members of the 
community Recovery Organization. 
Authorization and Budget: The Recovery Director establishes contact with the Policy Group to confirm 
authority to act on their behalf. The Policy Group may include elected officials and administrators from 
several affected jurisdictions. The initial Recovery Organization must have a start-up budget. The 
Recovery Director confirms the initial budget for the recovery effort. The Recovery Director also 
establishes contact with the EOC Director, if activated, to coordinate information and activities. 
Service Providers: The Recovery Director will review the rapid damage assessment from the EOC to 
assess the general categories of needs, according to the type and magnitude of impact. Based on the 
needs, the Recovery Director identifies the local, regional, and provincial service providers that may 
contribute to recovery. 
Community Recovery Task Force: The Recovery Director contacts relevant organizations to confirm 
availability and interest in collaboration. The Recovery Task Force should be comprised of 
representatives of organizations that can contribute to the recovery effort, such as national and local 
governments and service organizations. In addition, the Task Force may include representatives of 
survivors of the disaster, at the discretion of the Recovery Director. The Recovery Director sets up an 
initial Task Force meeting, and develops tentative Terms of Reference. 
Collaboration: In the first Task Force meeting, the group reaches consensus on the business rules for 
working together, priorities for recovery objectives, and initial actions. Ideally, there is agreement from all 
participating agencies on sharing client information. 

Actions to Consider... 
1. The Recovery Director establishes contact 
with the Policy Group and EOC Director. 
2. Confirm an initial budget. 
3. Identify service providers that may 
contribute to recovery. 
4. Call an initial meeting of the Recovery 
Task Force. 
5. Prepare Terms of Reference for the 
Recovery Task Force. 
6. Agree on the “business rules” for 
collaboration among Task Force members. 

Sample Best Practices... 

Kelowna, BC – Immediately following the devastating wildland/urban interface fire in 2003, the City 
designated their Community Development Manager as the new Recovery Director. Recovery policies 
were referred to a select committee of council members, and controversial decisions went to the mayor 
and council. 
Provincial Emergency Program 1.13 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

2 – Establish the Recovery Organization 

Context 
Recovery Organization: The Recovery Director identifies the functions to be activated in recovery, and 
establishes an initial Recovery Organization structure. In addition to the primary functions that deliver 
direct assistance to recovery clients, such as reconstruction and donations, the Recovery Organization 
should include support functions, such as Information, Planning, and Logistics. 
Staff Requirements: Any function in the Recovery Organization may be filled by a qualified individual from 
another agency, including a local non-government organization, relief agency, or community volunteer. 
However, the Recovery Director should work directly for the Policy Group, composed of elected officials, 
either as an employee of the local authority or as a contractor. 
The  Recovery  Director  identifies  staff  requirements  for  the  Recovery  Organization  and  seeks support for 
the  assignment  of  local  authority  staff  from  the  Policy  Group.  A  wide  range  of  skills  are  required,  in 
addition to adequate administrative support. 
Note: Personnel for the Recovery Organization should not be drawn from response staff. Responders, 
including Emergency Social Service personnel, will likely be fully committed to the response phase. In 
addition, regular time for employees is not cost-sharable with the province. 

Actions to Consider... 
1. Review the Sample Community Recovery 
Plan and consider the functions identified for an organization structure. 
2. Seek assistance from members of the 
Task Force in staffing the Recovery Organization. 
3. Consider volunteers for staffing the 
Recovery Organization, acknowledging that recovery may continue for months. 
4. Consult your PEP Regional Manager to 
assist in finding additional recovery staff. 
5. Ensure all staff members sign an agreement of confidentiality. 
6. Ensure availability of administration staff to 
help maintain office documentation. 
Provincial Emergency Program 1.14 

Sample Best Practices... 

Canberra, Australia – Following a major wildfire that claimed 4 lives and 500 homes, the local government 
established a "Community and Expert Reference Group" to assist with recovery planning, representing: 
• Survivors 
• Businesses 
• Educational institutions 
• Unions 
The composition of the reference group was adjusted from time to time to reflect the issues and tasks at 
hand in recovery. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

3 – Establish Recovery Facilities 

Context 
Facilities for Recovery: Recovery Director arranges for initial facilities needed to support recovery efforts, 
accounting for short- and long-term requirements. Depending on the scope of the disaster, recovery 
facilities may include: 
Recovery Office: The set of offices and meeting rooms used by the Recovery Director and staff, including 
the Recovery Task Force. 
Recovery Centre: A clearinghouse of recovery information for clients and others affected by the disaster. 
The Recovery Centre may include client interviews. 
Goods Warehouse: Facilities used to receive, sort, store, and disseminate goods purchased in bulk and 
those collected through donations. 
Public Meetings: Temporary facilities used to communicate the recovery process to large gatherings. May 
coincide with public meetings for response information. 
Media Centre: Facilities to support the delivery of recovery information through the news media; may be 
integrated with EOC media sessions. 
One-Stop Disaster Service Centre: Temporary facilities, such as a community centre, where disaster 
clients can meet directly with service providers. 
Note: Recovery facilities should be separate from the EOC, and should not compete with resources 
required for response. Avoid long-term use of local authority facilities or community buildings (such as 
schools and conference centres) that may result in adverse impacts if occupied for many months. 

Actions to Consider... 
1. Work with the EOC Logistics Section to 
avoid competing for similar facilities. 
2. Identify suitable facilities through local real 
estate agents. 
3. Select sites that will not impact long-term 
revenue or other community impacts. 
4. Negotiate agreements with owners through 
contracts. Confirm rates with PEP Regional Managers. 
5. Arrange for phones, computers, janitorial services, and other support services. 
Provincial Emergency Program 1.15 

Sample Best Practices... 

Thompson-Nicola Regional District, BC – To serve as a goods warehouse following a wildfire in 2003, the 
TNRD leased a vacant retail store with 300,000 sq ft of open space. The Salvation Army used the facility 
to sort, store and display donated goods for those in need. 
Kelowna, BC – Following devastating fires in 2003, the City of Kelowna used their community hall to offer 
a One-Stop Disaster Service Centre. Service providers were invited to set up booths where impacted 
citizens could seek specific information and support. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

4 – Identify Clients 
Context 
Clients: People who require recovery services are referred to as "clients." Client categories include: 
• Individuals and Families 
• Business Owners 
• Farm Owners 
• Not-For-Profit Charitable Organizations 
• Community Groups 
Identifying Clients: A majority of clients will identify themselves once they know where to seek support 
and learn what information is required. However, experience shows that some disaster survivors do not 
make an effort to seek assistance. This may reflect a sense of pride and self-sufficiency, or that the 
recovery effort is not widely understood in a community. An “outreach” effort may be needed to inform all 
affected individuals. Detailed Needs Assessment: Additional detailed damage information is required 
early in the recovery process to identify specific clients and the magnitude of their losses. This process 
requires direct contact with individuals impacted by the disaster. A needs assessment usually progresses 
over time, as loss information comes to light gradually from many sources. 

Actions to Consider... 
1. Establish communications with EOC(s) 
and ESS reception centre(s). 
2. Utilize registration information from 
Reception Centres to help identify potential clients and their current contacts. 
3. Collect information on each property from 
accessible sources, such as property tax roles, BC Assessment Authority information, and school district 
lists. 
4. Engage in an "outreach" effort, including 
media broadcasts and group meetings to reach people directly affected by the disaster. 
Provincial Emergency Program Revised Sept. 2006 1.16 

Sample Best Practices... 

Pemberton, BC – Following massive flooding in October 2003, Recovery Centre personnel at Pemberton 
consulted damage assessment maps and realized that some flood victims had not registered with the 
Centre. Staff made a deliberate effort to reach out to those who were reluctant to share their needs. 
Kelowna, BC – In the week following the 2003 interface fire that destroyed 232 homes, Kelowna recovery 
staff used an initial public meeting to identify affected residents and collect alternate contact information. 
The initial session included those known to be impacted by the disaster and their neighbours to start the 
healing process. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

5 – Inform Clients and Public 

Context 
Recovery Information Officer: Assign a trained and experienced staff member as the Recovery 
Information Officer. Recovery Organization members must work with the EOC Information Officer to 
ensure coordination of recovery information during the response phase. Early messaging related to 
donations of cash and used goods is important. 
Recovery Messages: A lack of timely and accurate information may lead to chaos and ill feelings during 
recovery, when many citizens may already be experiencing a high degree of stress. Recovery messages 
must reflect a broad perspective of community loss and avoid focussing only on those who lost homes in 
a disaster. Many community members may have suffered losses, even if their residences have not been 
affected. 
ESS Reception Centre Public Information: Recovery personnel should also work directly with ESS 
reception centre staff to make recovery and individual support information available during response. This 
may require assigning recovery staff directly to reception centres to explain the Recovery Organization 
and initial actions. 
Recovery Centre: A Recovery Centre serves as a central clearinghouse of recovery information. 
Depending on needs at the time, a Recovery Centre may consist of a drop-in office where clients can ask 
questions and pick up information materials in person. It may also house a call centre where clients can 
access information by telephone. 
Public Meetings: Holding public meetings may be required for the community as a whole or with specific 
community groups. 
Website Services: Even before individual clients can be contacted, there is a need for recovery 
information by the general public. Affected residents and businesses have a strong desire to know the 
extent of damage and what they can do to help themselves. Websites help with such communication. 

Actions to Consider... 
1. Assign duties to a Recovery Information Officer, who should work under the direction of the EOC 
Information Officer, when activated. 
2. Develop and distribute public information. 
3. Establish a Recovery Centre as a central 
clearinghouse of recovery information. 
4. Conduct one or more public meetings. 
5. Establish a website for disseminating 
recovery information. 
Provincial Emergency Program 1.17 

Sample Best Practices... 

Penticton, BC – Following the Garnet Interface Fire in 1994, the city held a one-stop disaster service 
session for fire victims, bringing all government and non-government agencies together in one place to 
answer questions from affected residents. 
Canberra, Australia – After the 2003 wildland/urban interface fire, the Australian Capital Territory 
Recovery Task Force developed a website dedicated to keeping the community informed on recovery 
efforts. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

6 – Interview and Advise Clients 

Context 
Client Needs Assessment Form: A standardized questionnaire for client interviews is important if service 
organizations intend to share client information. The Provincial Emergency Program, working with 
relief/support agencies and others, recommends a single needs assessment form for use during recovery. 
Needs Database: An electronic database of client information is also essential to the objectives of sharing 
information and serving clients effectively. 
Client Interviews: Consultation with clients is an essential element of any humanitarian recovery effort. 
During direct contact, recovery staff members interview residents, business owners, farmers, and other 
individuals who have suffered from the disaster. They determine the type and degree of damage, and 
what may be required to assist clients with their own recovery. Initial interviews should include a request 
for client consent in sharing information among service providers. 
Case Management: Considering the number and diverse nature of organizations active in recovery, it is 
important that clients are contacted as few times as possible, and that collected information is shared. 
Client contact should draw from the principles of "case management," where all transactions with the 
client are tracked and shared through a central case file that is accessible by all service providers. 
Caution: People may have an expectation that their needs will be met in a timely manner. Failure to 
deliver will result in strong, negative feedback. 

Actions to Consider... 
1. Hold "one-stop” disaster service sessions 
to bring relevant organizations together for easy access by those impacted by a disaster. 2. Select a 
standardized client needs 
assessment form and needs database. 3. Interview clients using a standardized 
questionnaire, and establish a database of client information. 4. Some clients will need an advocate to 
help 
in completing forms and acquiring needs information. 5. Provide interviewers with appropriate training. 
Monitor staff for stress. 
Provincial Emergency Program Revised Sept. 2006 1.18 

Sample Best Practices... 

Pemberton, BC – Following major flooding, recovery managers set up a case management system to 
identify and track client needs. Recovery Centre staff used case files to monitor client requirements, 
concerns, and emotional state. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

7 – Identify Available Resources 

Context 
Community Resources: Most communities already contain a wealth of recovery resources. In addition to 
local government departments and local service providers, there are usually food banks, counselling 
organizations, child care groups, and church and social service organizations. Identifying such resources 
is an essential step in assisting recovery clients. In addition, there may be an outpouring of volunteer 
support from individuals and businesses following a disaster. 
Out-of-Community Resources: National and international service agencies and religious groups may play 
important roles in recovery. BC’s Provincial Integrated Recovery Council (PIRC) consisting of 
relief/support agencies with provincial capacity, and PEP’s Emergency Social Services and Recovery 
staff, as well as provincial ministries, are also available to assist in recovery. See the PEP website for 
contact information for a variety of service organizations. 
Resource Inventory: With the list of potential recovery needs in mind, the Recovery Task Force should 
identify all of the organizations that may be able to provide the required community and individual 
services. At the same time, it would be wise to identify the limitations of each organization, each 
according to their mandate and resources (see “Service Providers” in Annotated Index). 
Disaster Recovery Funding: Estimate donation solicitation targets. The Recovery Organization may be 
able to access provincial government Disaster Financial Assistance funding, as well as corporate and 
private donations. 

Actions to Consider... 
1. Consult local directories and active social services to identify community resources. 
2. Create an inventory of local and out-of- 
community resources, and prepare a table identifying organizations by service type. 
3. Liaise with service organizations to confirm 
their services and limitations. 
4. Identify how clients may directly access 
recovery services. 
5. Estimate the resource needs and time 
period for recovery services. 
6. Determine eligibility for provincial Disaster 
Financial Assistance. 
Provincial Emergency Program 1.19 

Sample Best Practices... 

Kelowna, BC – As local and national service providers gathered following the loss of more than 200 
homes to wildfire, the Kelowna recovery task force developed a table identifying the types of services 
offered by category of need. This gave staff a good idea of which agencies were providing services. A 
staff person called each agency to keep the list up- to-date and adding offers of service. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

8 – Solicit and Control Donations 

Context 
The act of soliciting donations communicates the needs of those affected to others with the means and 
willingness to help. 
Spontaneous Donations: When disaster strikes, there is often a spontaneous outpouring of human 
generosity. Donations represent an essential element of the healing process for both the recipient and the 
donor. Experience has repeatedly shown that failure to properly manage donations will have a detrimental 
impact on a community’s ability to manage both response and recovery. Disasters generate three types of 
donation: 1) Funds, 2) Goods and Services, and 3) Volunteer Effort. 
Public Messaging: Messages on donations should begin within the first day following the event and must 
focus on an actual assessment of needs. Solicitation of funds should be the early and primary message. 
Misguided media or organizations may spontaneously begin to solicit such items as clothing or bedding, 
and this can lead to problems later. 
Controlling Unwanted Donations: Stories of overwhelming contributions of goods and volunteers are 
legion. In the world of emergency management, they are called "the second disaster" because of the 
disruption they bring. One flood-ravaged community received more than 1,500 used and new stuffed toys 
mixed in a single truckload, which required already busy staff to stop other important activities and weed 
the shipment. 
Refusing Material Donations: Organizations/media outlets must clearly understand goods may not be 
accepted if they have not been inventoried and sorted before delivery. 

Actions to Consider... 
1. Issue a news release as soon as possible 
to request initial donations in cash. 
2. Estimate the need for donations of all 
types in terms of quantity and timing, and set targets. 
3. Advertise the need for certain types of 
donations, such as funds or volunteers. 
4. Approach community business for specific 
kinds of support. 
5. Tap into your local volunteer organizations 
to access available personnel. 
Provincial Emergency Program 1.20 

Sample Best Practices... 

Kamloops – Following the devastating fires of 2003, the Canadian Red Cross issued a plea for donated 
funds to help support the fire victims. As a result of one advertisement, the Red Cross collected 
thousands of dollars on behalf of displaced residents. 
"Sometimes it is best just to press 'pause' until we figure out what is needed." – City of Kelowna 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

9A – Manage Funds 
Context 
Funds are the easiest to manage among all donations because they require little or no transportation, 
storage, or sorting. Most funds can be handled electronically if the receiving account is properly 
structured. Best of all, dollars can be readily converted into tangible assets and services that fit the needs 
of those impacted by a disaster more exactly. Money can also go directly to some victims to help with 
mortgage or vehicle payments. 
Allocation  Principle:  A  small  amount  of  help  delivered in a timely manner may be far more beneficial than 
delayed services. Use donated funds to provide small amounts of help for people with immediate needs. 
Expectations: When clients hear that funds have been donated, there may be unrealistic expectations 
regarding the level of financial assistance available. 
Fund-Raisers: The coordination of fund-raising can be a significant challenge where the Recovery 
Organization has no authority and must rely on the voluntary cooperation of others. Some individual 
communities may choose to establish a funding society and solicit donations. They may sponsor 
community events, such as festivals and concerts, in order to raise funds. 
Community Solicitation: Some national service agencies, such as the Canadian Red Cross and Salvation 
Army, may start the process of soliciting funds almost immediately, as may a variety of ad hoc individuals 
and community organizations. 

Actions to Consider... 
1. Liaise with other fund-raising organizations 
in the community to seek coordination of efforts and consolidation of funds. 
2. If required, manage community 
solicitations and arrange events. 
3. Communicate to the public the fund target, 
amounts received to date, and highlights of large donations. 
4. Work with someone with an event planning background to deal with promoters for fund-raising events, 
such as concerts. 
Provincial Emergency Program Revised Sept. 2006 1.21 

Sample Best Practices... 

Kamloops, BC – A benefit rock concert held on behalf of McLure/Barriere fire victims raised thousands of 
dollars. The North Thompson Relief Fund collected $4 million in cash donations from a wide variety of 
sources, including governments. 
Kelowna, BC – The City of Kelowna set up a tax-exempt society to receive and distribute donated funds 
following the fire damage of 2003. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

9B – Manage Goods and Services 

Context 
Unsolicited donations of tangible items can do more harm than good. With the best of intentions, 
concerned citizens may offer inappropriate clothing, furniture, and appliances to those impacted by a 
disaster. Such offerings can cause severe problems for the Recovery Organization. 
Facilities and Equipment: Large quantities of donated goods require: 
• Storage space and utilities 
• Warehouse equipment, such as pallets and forklift trucks 
• Staff time to store, sort and catalogue goods (more than 100 volunteers were needed at the Kamloops 
warehouse during the fire disaster of 2003) 
• Time for documentation 
Goods Management: A number of volunteer service organizations, such as the Salvation Army, have the 
experience and equipment necessary to manage large volumes of donated goods. For example, 
appliances must be inspected and certified as working and safe before being distributed. 
Costs: Expenditures by the local authority for rental of non-government warehouses and other costs 
associated with managing goods and services are eligible for financial assistance. 
Excess Donations: The community recovery task force, in partnership with the goods donation 
management agency, must have a policy in place to deal with excess donations. Sharing surplus 
donations with other disadvantaged citizens is consistent with the intent of most donors. 

Actions to Consider... 
1. Seek agreement from service agency for 
management of donated goods. 
2. Identify a warehouse facility to receive and 
store donated goods. 
3. Develop a policy for distributing donated 
goods and allocating services. 
4. Coordinate public and corporate 
solicitation of goods according to needs. 
5. Track all costs associated with managing goods for later financial assistance. 
Provincial Emergency Program Revised Sept. 2006 1.22 

Sample Best Practices... 

Thompson-Nicola Regional District, BC – Donations need not always come from non- government 
sources. When the TNRD saw a need to assist fire victims in rebuilding their homes, they waived all fees 
for building, zoning variances, permits, subdivision, and debris disposal. In addition, the TNRD provided 
free inspection services to review building and plot plans. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

9C – Manage Volunteers 
Context 
Convergent Volunteers: Following the terrorist attacks in the USA on September 11, 2001, thousands of 
volunteers converged at the New York and Washington sites with a deep commitment to help in any 
possible way. They did not expect to become a burden on an already over-taxed recovery effort, but that 
was the result of unsolicited volunteers converging at the sites. 
These "convergent volunteers" appear following every disaster, and they pose a major challenge for 
recovery managers. Volunteers often need transportation, protective clothing for some tasks, equipment, 
food and water, accommodation, and supervision. This consumes precious time and resources unless 
planned in advance. 
People Need to Help: If citizens do not see a way they can assist, they may criticize the Recovery 
Organization or, worse, may engage in freelance activity that causes confusion, duplication of effort, 
conflict, and danger. On the other hand, volunteers who are underutilized may lose interest in some 
disasters that persist for many weeks. Volunteer Management: Local service provider agencies that work 
with volunteers on a daily basis should be allowed to take a leadership role in an emergency. The concept 
of "neighbours helping neighbours" can build strong community bonds and bring lasting benefits. 
Volunteering is also a way a community can heal. Volunteers arriving from outside the community may 
require local accommodation. Managing volunteers in the recovery effort can mean the difference 
between a positive and a negative experience. 

Actions to Consider... 
1. Identify the service providers in your 
community who deal with volunteers daily, and request their assistance. 2. Use the PEP volunteer 
registration 
process to provide volunteers with WCB, Disability and third party liability protection. 3. Assign tasks to 
volunteers appropriate to 
their knowledge and skills. 4. Track the number of volunteers by type of 
effort and hours expended. 5. Plan an awards event to acknowledge the 
contribution of volunteers. 
Provincial Emergency Program 1.23 

Sample Best Practices... 

Salmon Arm, BC – The Firestorm that claimed more than 40 structures in 1998 also kindled a strong 
community spirit. On one weekend designated for “community cleanup,” more than 150 volunteers 
showed up to help their neighbours. Salmon Arm recovery managers provided each with a safety briefing, 
personal protective equipment, and instructions. 
Thompson-Nicola Regional District (TNRD) – To ensure safety in the cleanup following a major wildfire 
disaster, the TNRD ensured that all volunteers registered with PEP to receive WCB coverage. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

10 – Match Needs and Resources 

Context 
Needs Assessment: A needs assessment, based on direct interviews with clients, is an ongoing part of 
the broader damage assessment process. Working from a needs database, recovery staff can prepare a 
summary of direct needs, such as how many residents require cleanup assistance. 
The Needs Committee: Collectively, a Needs Committee examines each client's damage, vulnerability, 
history of assistance, and outstanding needs at the present time. In a cooperative effort, the service 
providers agree on steps that can and should be taken to assist each client, and assign responsibility for 
doing so. With a clear idea of specific client needs and a sense of what service providers can offer, a 
Needs Committee is able to match clients with resources. This activity usually consists of a series of 
meetings where service providers consider one case at a time. 
To be effective, the process of matching needs and resources should begin quickly after the event, in a 
matter of days, not weeks. It may be possible to perform this important recovery service while emergency 
response is still underway. 
Share Information: Note that matching needs with resources requires full knowledge of services received 
to date to avoid duplication and gaps. This approach requires all service providers to share a case 
management system, at least as far as providing information on individual clients. 

Actions to Consider... 
1. Establish a Needs Committee comprised of key service provider agencies and organizations. 
2. Use a case file management process to 
track and share client needs information. 
3. Set a policy for allocating donations. 
4. Identify a small decision-making group to 
allocate donated funds, including immediate hardship grants. 
5. Generate summary reports on the 
numbers of clients and the status of matching. 
Provincial Emergency Program 1.24 

Sample Best Practices... 

Squamish, BC – Service providers met each week to allocate resources among about 50 clients. 
Participants included Red Cross, Adventists, Salvation Army, Mennonite Disaster Services, and others. 
Immediate Hardship Grants – Calls from clients can be overwhelming for recovery staff, both in terms of 
content and the time required. Absorbing heartbreaking stories without having the means to help 
eventually leads to stress among recovery workers. Consider allocating a small amount of money to those 
who need it most, using consistent principles. 
 
1. Community Recovery Management - Community Disaster Recovery Guide 

11 – Transition to Community Services 

Context 
Demobilization: Although the need for care may continue for many months or years after a disastrous 
event, local authority recovery efforts cannot. At some point, the demand for services will subside below 
the threshold of an effective formal Recovery Organization. There is a strong need, therefore, to 
determine how ongoing recovery needs will make the transition to existing community services. 
Transition Plan: In one respect, individuals are recovering from emergencies every day in any community. 
Private organizations and non-government agencies offer care in a wide array of services on a daily 
basis, including food, clothing, shelter, jobs, financial assistance, emotional support, and assistance with 
physical tasks. These organizations were active before the disaster and will likely be there during and 
after recovery. A transition to community services means engaging and empowering these organizations, 
including a thoughtful approach to building local capability. 
Dependency: Exercise caution to avoid situations where clients develop long-term dependencies on 
disaster assistance funding. 

Actions to Consider... Sample Best Practices... 

1. Develop a Transition Plan that matches 
needs with community service providers. 
Pemberton, BC – The Recovery Organization worked closely with a local food bank program 
2. Meet with service providers to confirm their 
offers and to ensure the transfer of case information. 
to deliver food vouchers and Christmas hampers to flood victims. This supported ongoing services once 
the Recovery Centre closed. 3. Discuss the Transition Plan with each 
client to be sure they understand the services that will continue. 
Vancouver, BC – The City of Vancouver Emergency Program has identified more than 
4. Consider options for donating some 
100 service organizations that could be called upon to assist with some aspect of disaster collected funds 
to these organizations 
recovery. Examples include: during recovery to help 
them handle the increased demand. 
- Adult Day Care Programs - Non-Profit Housing Societies 5. Mark the end of the formal recovery phase 
- Victim Services 
by a public announcement, celebratory event, or other activity that signifies a closure for all members of 
the community. 
Kamloops, BC – The North Thompson Relief Fund donated monies to the local Food Bank to help provide 
consumable goods to fire victims. 
Provincial Emergency Program 1.25 
 
1. Community Recovery Management – Community Disaster Recovery Guide 

Additional Information on Community Recovery 

This Community Disaster Recovery Guide offers overview information on the large topic 
of community recovery. To support the basic concepts presented here, PEP has 
prepared a webpage devoted to information on recovery issues. Working through the 
Annotated Index, readers can access more details on specific topics of interest. 
The Annotated Index on PEP’s website provides links to additional guides, forms, and 
templates for use in recovery planning and implementation. Figure 3 illustrates the three 
levels of detail on recovery information available from PEP. 
Community Disaster Recovery Guide 
Annotated Index 
Sample Recovery Plan 

Level 1 – Basic Overview 

Level 2 – More Details 
Planning for Recovery Guide 
Forms and Templates 
Other Detailed Guidance 

Level 3 – Detailed Guides 

Figure 3. Levels of Detail in PEP’s Recovery Information 
Access PEP’s Recovery webpage at: www.pep.bc.ca. 
Note that the field of community disaster recovery is rapidly growing as more “lessons 
learned” and tools are documented. Consult the webpage often for improvements and 
new information of interest. 
Provincial Emergency Program 1.26 
 
2. Annotated Index – Community Disaster Recovery Guide 

Annotated Index 
Section 2 – Table of Contents 
PAGE 
ACRONYMS ................................................................................................................ 2.1 
ADVOCATE ................................................................................................................. 2.1 
ACTION PLANS........................................................................................................... 2.1 
BRITISH COLUMBIA RESPONSE MANAGEMENT SYSTEM (BCERMS) ................. 
2.2 
BUSINESS RULES ...................................................................................................... 
2.2 
CASE MANAGEMENT ................................................................................................ 2.3 
COMMUNITY RECOVERY DATABASE...................................................................... 
2.3 
COMMUNITY RECOVERY CAPACITY AND NEEDS ASSESSMENT ........................ 
2.3 
I 
NTERVIEWS 

.............................................................................................................. 2.4 
ESS E 
VACUATION 

C 
ENTRE 

R 
OLE 

............................................................................... 2.4 
COLLABORATION...................................................................................................... 2.5 
W 
HY 

C 
OLLABORATE 
 .................................................................................................. 2.5 B 
ENEFITS OF COLLABORATION 

.................................................................................... 2.5 F 
AILURE TO 

C 
OLLABORATE 

........................................................................................ 2.5 P 
RINCIPLES OF 

C 
OLLABORATION 

................................................................................ 2.6 P 
RACTICE OF 

C 
OLLABORATION 

................................................................................... 2.6 
CONFIDENTIALITY AGREEMENT ............................................................................. 
2.6 
CONSENT FOR INFORMATION SHARING ................................................................ 
2.7 
DAMAGE ASSESSMENT............................................................................................2.7 
R 
APID 

D 
AMAGE 

A 
SSESSMENT 

.................................................................................... 2.7 C 
OMMUNITY 

D 
AMAGE 

A 
SSESSMENT 
 ............................................................................ 2.8 I 
NDIVIDUAL 

D 
AMAGE 

A 
SSESSMENT 

.............................................................................. 2.9 D 
AMAGE 

A 
SSESSMENT 

I 
NFORMATION 

D 
ATABASE 

......................................................... 2.9 
DECISION MAKING IN RECOVERY ........................................................................... 
2.9 
DISASTER FINANCIAL ASSISTANCE ..................................................................... 
2.10 
Provincial Emergency Program Revised Sept. 2006 2 (i) 
 
2. Annotated Index – Community Disaster Recovery Guide 

DONATED FUNDS .................................................................................................... 2.10 

FUNDS  MANAGEMENT.............................................................................................. 
2.10  FUND-RAISING 
EVENTS............................................................................................  2.11  ALLOCATING 
FUNDS ................................................................................................ 2.11 
DONATED GOODS ................................................................................................... 2.12 
DONATED USED GOODS .......................................................................................... 
2.12 CORPORATE DONATIONS 
......................................................................................... 2.12 
DONATED SERVICES............................................................................................... 2.12 
ELECTED OFFICIALS...............................................................................................2.13 
FACILITIES FOR COMMUNITY RECOVERY............................................................ 
2.13 
COMMUNITY  RECOVERY  OFFICE............................................................................... 
2.14  RECOVERY  CENTRE 
................................................................................................  2.14  GOODS 
WAREHOUSE  FACILITY.................................................................................  2.15 
PUBLIC  MEETINGS...................................................................................................  2.16 
MEDIA  CENTRE  .......................................................................................................  2.16 
ONE-STOP  DISASTER  SERVICE  CENTRE.................................................................... 
2.17 
FINANCIAL ACCOUNTABILITY ............................................................................... 
2.19 
FINANCIAL ASSISTANCE FOR RECOVERY COSTS..............................................2.19 
FUNCTIONS IN RECOVERY ..................................................................................... 
2.19 
FUND-RAISING SOCIETIES ..................................................................................... 
2.21 
HAZARD, RISK AND VULNERABILITY ASSESSMENT .......................................... 
2.21 
IDENTIFYING CLIENTS ............................................................................................ 2.21 
INFORMATION OFFICER ......................................................................................... 2.21 
INFORMATION STRATEGY...................................................................................... 2.22 
LOCAL AUTHORITY ................................................................................................. 
2.24 
MITIGATION .............................................................................................................. 2.25 
NEEDS COMMITTEE................................................................................................. 2.25 
PLANNING FOR RECOVERY ................................................................................... 
2.25 
POLICY GROUP ........................................................................................................ 
2.26 
PREPAREDNESS...................................................................................................... 2.26 
PROVINCIAL INTEGRATED RECOVERY COUNCIL (PIRC) ................................... 
2.26 
PROVINCIAL REGIONAL EMERGENCY OPERATIONS CENTRE (PREOC) .......... 
2.26 
Provincial Emergency Program Revised Sept. 2006 2 (ii) 
 
2. Annotated Index – Community Disaster Recovery Guide 

RECOVERY CENTRE................................................................................................ 2.27 

RECOVERY, COMMUNITY ....................................................................................... 
2.27 
RECOVERY DIRECTOR............................................................................................ 2.27 
RECOVERY ORGANIZATION................................................................................... 2.28 
O 
BJECTIVES 

............................................................................................................ 2.28 M 
ANAGEMENT 

......................................................................................................... 2.28 S 
TRUCTURE 

............................................................................................................ 2.29 R 
ECOVERY 

T 
ASK 

F 
ORCE 

.......................................................................................... 2.31 
RECOVERY UNIT COORDINATOR (EOC) ............................................................... 
2.31 
SAMPLE COMMUNITY RECOVERY PLAN .............................................................. 
2.31 
SERVICES IN RECOVERY ........................................................................................ 
2.32 
SERVICE PROVIDERS.............................................................................................. 2.35 
SHARING INFORMATION......................................................................................... 2.36 
STAFFING THE RECOVERY ORGANIZATION ........................................................ 
2.36 
TASK FORCE ............................................................................................................ 
2.37 
TRAINING..................................................................................................................2.37 
UNIFIED COMMAND ................................................................................................. 
2.38 
VOLUNTEERS........................................................................................................... 2.38 
Provincial Emergency Program Revised Sept. 2006 2 (iii) 
 
2. Annotated Index – Community Disaster Recovery Guide 

Annotated Index 
Acronyms 
BCAS BC Ambulance Service BCERMS British Columbia Emergency Response 
Management System CMHA Canadian Mental Health Association CRC Canadian Red 
Cross CRWRC Christian Reformed World Relief Committee DFA Disaster Financial 
Assistance EOC Emergency Operations Centre ESS Emergency Social Services 
FNESS First Nations’ Emergency Services GIS Geographical Information System 
HRVA Hazard, Risk and Vulnerability Analysis ICS Incident Command System JEPP 
Joint Emergency Preparedness Program MAL Ministry of Agriculture and Lands MBO 
Management by Objectives MDS Mennonite Disaster Services MOFR Ministry of 
Forests and Range MOH Ministry of Health MOT Ministry of Transportation PEP 
Provincial Emergency Program PIRC Provincial Integrated Recovery Council PREOC 
Provincial Regional Emergency Operations Centre PSSG Ministry of Public Safety and 
Solicitor General WCB Workers’ Compensation Board 
Advocate 
An advocate is a person who supports the interests of another, either by speaking for 
them or through taking other specific action to their benefit. 
In terms of disaster recovery, an advocate may assist an individual client or group in 
navigating through the sometimes complex requirements of recovery assistance, 
including making presentations on their behalf and helping them complete forms. 
Action Plans 
The Recovery Organization should specify the actions required to meet certain recovery 
objectives, set out by the Recovery Director in consultation with the Recovery Task 
Force. 
Provincial Emergency Program 2.1 
 
2. Annotated Index – Community Disaster Recovery Guide 

As with response efforts, recovery activities can best be managed by preparing, in 
writing, a list of the objectives to be achieved and the actions to be undertaken. This is 
the role of the recovery Action Plan. The Action Plan contains objectives reflecting the 
overall recovery strategy and specific tactical actions and supporting information for the 
next operational period. The Action Plan may have a number of forms or sub-plans as 
attachments (e.g., communication strategy, debris removal plan, and volunteer 
management plan). 
See Recovery Action Plan Form REC 502 intended for use by Recovery Organizations. 
British Columbia Response Management System (BCERMS) 
The British Columbia Response Management System is a comprehensive management 
scheme that ensures a coordinated and organized provincial response and recovery to 
any and all emergency incidents. The broad spectrum of components of the BCERMS 
includes: operations and control management, qualifications, technology, training and 
publications. 
See the BCERMS Overview available through the PEP website. 
Business Rules 
In the initial meeting of the Recovery Task Force, members should develop and agree 
on a set of “business rules” early in the formation of the Recovery Organization. Under 
the leadership of the Recovery Director, the Task Force should address and reach a 
consensus on the following important topics: 
1. Purpose, Authority, Scope of Recovery Organization 2. Principles of Collaboration 3. 
Decision Making, Use of Action Plans, Management by Objectives (MBO) 4. Budget 
and Funding Mechanisms 5. Initial Recovery Organization Structure and Staffing 6. 
Damage Assessment Form 7. Needs Assessment Form for Shared Use 8. Needs 
Committee Members and Principles 9. Donated Funds and Need for Collaboration 10. 
Volunteer Confidentiality Guidelines 11. Communications Strategy (e.g., work through 
one Information Officer) 12. Facilities for Recovery Use 
Refer to specific headings elsewhere in the Annotated Index for more information on 
these topics. 
Provincial Emergency Program 2.2 
 
2. Annotated Index – Community Disaster Recovery Guide 

Case Management 
A “case management” approach should be applied to ensure that no one in need is 
ignored following a disaster and that no needs go unmet. The concept of case 
management anticipates treatment of each individual, family, or business owner 
individually by establishing a “case” file. All service providers consider the same case 
file for each client in need, and record the services actually provided. See also 
“Community Recovery Database” and “Community Recovery Capacity and Needs 
Assessment.” 
Community Recovery Database 
A Community Recovery Database is essential to the principle of sharing client 
information among service providers. A standard needs assessment form should be 
used and contains: 
• Consent to share information up front 
• Basic Form 
• In-depth Form As an option, the Recovery Organization would develop one base 
file for each client. Service providers would have access to all client files, and would be 
able to add specific information unique to their organizational requirements by adding 
in- depth forms. The Planning Section in the Recovery Organization would likely be 
expected to create and manage the Community Recovery Database. See also 
“Community Recovery Capacity and Needs Assessment” and “Case Management.” 
Community Recovery Capacity and Needs Assessment 
Capturing client data could use direct data entry during interviews, but such an 
approach tends to interfere with rapport and listening skills. It may be better to use 
paper forms for collecting data directly from clients. Individuals and families should have 
advocates available, if needed, to help them complete the assessment process. Initial 
interviews should identify immediate needs and be short in duration. It is recommended 
that recovery staff use the standardized “Community Recovery Capacity and Needs 
Assessment” which advises clients how their information will be used. This assessment 
identifies the needs of the clients in recovery and their capacity to assist themselves or 
contribute their special skills/trades to assist their community to recover. All clients 
should have access to the information that is collected on their behalf, upon request. 
The Recovery Organization should have the ability to print the information on hand or 
provide copies. 
Provincial Emergency Program Revised Sept. 2006 2.3 
 
2. Annotated Index – Community Disaster Recovery Guide 

Recognition of community strengths and capacity is a vital component of the overall 

needs assessment. Emphasis should be on community empowerment and resilience, 
specifically in identifying and aiding local community groups to assist clients. 
Note: Every needs assessment form used by every agency must include a client information consent that 
allows for the sharing of client needs information. See “Consent for Information Sharing.” 

Client Interviews 
Consider the following points in designing and carrying out client interviews: 
• Client trust is a major issue. 
• Avoid need for repeat interviews. 
• Provide immediate short-term help whenever possible. 
• Some clients may be economically challenged before the impact of a disaster. 
• Turf issues may impede the objective of sharing information. 
• Some clients may need advocates. 
• Find a balance between obtaining timely information and pestering clients. 
• Avoid developing a culture of dependency. 
Some clients, for a variety of reasons, may not be able to attend a Recovery Centre for 
interviews. Recovery Centre staff will be required to go to them, either at their residence 
or at a temporary shelter. Interviewing clients in their own home offers several 
advantages, including the ability to witness damage first-hand, to observe photographs, 
to access other family members for additional detail, and to offer the comfort most 
people feel at home. Some needs will simply not be identified through a standard form 
and may only arise in conversation. 
If interviewing clients outside the Recovery Centre, it is advisable to have teams of two 
persons. One can establish a rapport with the clients while the other takes notes and 
ensures the collection of critical information. 
Note: Avoid building client expectations that may not later be fulfilled. Elected officials and other service 
organizations may be anxious to reassure citizens by making media announcements that financial 
assistance will be available. The citizens impacted by the disaster have an expectation they will receive 
generous and immediate assistance, when in fact there may be obstacles that limit assistance in terms of 
both amount and timeliness. Client satisfaction is directly linked with their expectations. 

ESS Evacuation Centre Role 

Citizens forced to evacuate their homes may register with ESS at a Reception Centre. 
The ESS registration data can be used to identify recovery clients in some cases, and 
should be requested from Reception Centre staff to support recovery. In addition, ESS 
volunteers may be able to assist in assessing client needs to provide continuity of care. 
Provincial Emergency Program 2.4 
 
2. Annotated Index – Community Disaster Recovery Guide 

Recovery Organizations should use a standard form to collect information on clients. 

See the Community Recovery Capacity and Needs Assessment for a sample. 
Collaboration 
Collaboration occurs when diverse individuals or organizations work together to achieve 
related goals for mutual benefit. 
Why Collaborate When diverse organizations decide to collaborate, they may do so for 
the following reasons: 
• To support common goals 
• To share decision making 
• To share information, resources and tasks 
• To demonstrate respect for each other’s mission and diversity 
• To enhance a sense of community 
Benefits of Collaboration Successful collaboration can help the Recovery Organization 
and its members meet commitments to: 
• Improved service 
• Improved efficiency 
• Reduced fragmentation and duplication of services 
• Expanded capability 
• Opportunity for continued interaction 
• Enhanced problem solving 
• Reduced costs 
• Reduced frustration among clients and volunteers 
Failure to Collaborate Failure among Recovery Organizations to collaborate often yields 
the following adverse results: 
• Confusion in delivery of services 
• Turf battles 
• Waste 
• Frustration 
• Mountain of unneeded goods 
• Public criticism 
• Discrimination 
• Economic loss 
Provincial Emergency Program Revised Sept. 2006 2.5 
 
2. Annotated Index – Community Disaster Recovery Guide 

Principles of Collaboration In establishing a collaborative Recovery Organization, 

consider and adapt the following guiding principles: 
▪ There should be a structure for collaborative thinking and decision making that does 
not unduly restrict or constrain organizations. The structure should be pre-planned by all 
stakeholders. 
▪ Collaboration between all stakeholders can be managed by including a mix of 
government, private and volunteer agencies on the Community Recovery Task Force 
and other sub-committees. 
▪ All participating organizations should be represented on the Task Force. However, this 
may result in a large group, rendering decision making difficult. 
▪ Collaboration should also include representatives of survivors as participants in the 
decision-making process. 
▪ Collaboration should result in common objectives and shared decision making, 
information, resources, and tasks. 
Practice of Collaboration Local authorities can enhance collaboration among Recovery 
Organizations in three specific ways: 
1. Meet with potential Recovery Organizations before disaster strikes to 
gain concurrence with the principles outlined above. Obtain written agreements from 
key players. 2. Establish a Recovery Task Force at the earliest opportunity following a 
disaster and include representatives of all contributing organizations. At the initial 
meeting of the Task Force, specifically discuss and seek commitment to a set of 
“business rules” designed to facilitate collaboration. See “Business Rules.” 3. Commit 
the Recovery Organization to working with a series of Action 
Plans, developed under consultation with Task Force members. 
Confidentiality Agreement 
Members of the Recovery Organization will be exposed to personal information 
collected to assist those affected by the disaster. To ensure confidentially of such 
information, volunteers should sign an agreement not to disclose or misuse client data. 
Refer to the Code of Conduct template document. 
Provincial Emergency Program 2.6 
 
2. Annotated Index – Community Disaster Recovery Guide 

Consent for Information Sharing 

The collaborative concept of sharing client information among service providers is valid 
only if the clients themselves agree to such an arrangement. As information is collected, 
clients should be given the opportunity to consent to information sharing in writing. The 
Recovery Organization should develop and apply an Information Consent Form for 
client signature, if not using the Community Recovery Capacity and Needs Assessment 
which includes a section on information sharing consent. 
While the wording of the consent form will be generally standardized, the form will have 
to be adjusted to identify the collecting agency and community. 
The Consent Form: 
• Informs the client that their private information will be shared for the limited purpose of 
ensuring they receive every available support. 
• Authorizes the Recovery Organization to seek client information from other sources. 
• Allows the Recovery Organization to maintain a “Case Management File” that contains 
information from multiple sources. 
Note: Clients who decide against consenting to the sharing of information still qualify for all available 
recovery assistance. Refer to Community Recovery Capacity and Needs Assessment for an example. 

Damage Assessment 
The Emergency Operations Centre (EOC) often undertakes a damage assessment to 
support response objectives, and is critical in devising action plans for protecting 
people, property, and the environment. An early damage assessment also helps the 
recovery effort, especially in the initial period when decisions about the scope of 
recovery are important. There are three basic types of damage assessment: 1) Rapid 
Damage Assessment, and 2) Community Damage Assessment, and 3) Individual 
Damage Assessment. 
Rapid Damage Assessment The EOC Planning Section will likely conduct a “rapid 
damage assessment” following a major impact. This assessment will be high level and 
likely provide only general information, such as the number of dwellings damaged, 
number of people evacuated, and area affected by the event. The damage assessment 
should include maps and local government property data. 
The rapid damage assessment will allow the Recovery Unit Coordinator in the EOC to 
estimate the resource needs and time period for recovery services. It is 
Provincial Emergency Program Revised Sept. 2006 2.7 
 
2. Annotated Index – Community Disaster Recovery Guide 

possible to estimate the overall recovery needs at an early stage from initial information 
on the type of emergency, area of impact, the degree of impact, and time of year. 
Using a flood, for example, one could predict a need for temporary shelter while 
residents attend to debris disposal, site cleanup, and control of moulds. There may be a 
need to replace damaged furnishings and appliances. Because floods are non-insurable 
events, and Disaster Financial Assistance may be offered those impacted by a disaster, 
there will be need to inform clients of the application process. The number of 
households and businesses affected will have a direct influence on the number of 
resources needed. 
Community Damage Assessment Damage assessment is a progressive activity in some 
events, and can take months to complete. As recovery efforts begin, the Recovery 
Organization may engage in a detailed damage assessment utilizing community maps, 
digital photographs, and technical experts. 
The design of an effective Recovery Organization depends on accurate information 
about the situation. Information required in a community assessment of damage may 
include: 
• Aerial photographs 
• Area affected, including a map, and where the event is going 
• Estimated funding requirements 
• Demographics of area affected 
• History of past events to provide perspective 
• Likelihood of animals affected (number of farms) 
• Nature of damage 
• Number and type of roads lost 
• Number of businesses affected 
• Number of insured 
• Number of jobs lost 
• Number of persons affected 
• Schools affected and need for child care 
• Type of event 
In addition to local resources (relief agencies/service providers) available, recovery 
personnel should consider the following potential sources of information: 
• Chamber of Commerce 
• Damage assessment teams 
• EOC Planning Section 
• First Nations leaders 
• Lead response agency, such as the Ministry of Forests and Range for wildfire 
situations 
• Local government planning department and public works department 
• News media 
Provincial Emergency Program Revised Sept. 2006 2.8 
 
2. Annotated Index – Community Disaster Recovery Guide 

• Police Departments and RCMP Detachments in area 

• Reception Centres 
• Statistics Canada 
Individual Damage Assessment The Recovery Organization is responsible for 
assessing the impact of the disastrous event on individuals, families and businesses. 
This effort may include inspection of individual property sites, and collecting detailed 
information on such items as the property location and degree of damage. Photographs 
of damaged property help to confirm the extent of need. 
The Canadian Red Cross (CRC) and the Christian Reformed World Relief Committee 
(CRWRC) can provide teams of trained volunteers to perform detailed door-to-door 
damage assessments. 
Damage Assessment Information Database The Planning Section in the Recovery 
Organization would likely be expected to create and manage both the Community 
Damage Assessment and the Individual Damage Assessments in a database. 
Database fields for an Individual Damage Assessment may include: 
• Client information (owner/renter) 
• Property address 
• Type of structure 
• Magnitude of damage 
• Estimate of loss 
• Other personal losses and requirements. 
Decision Making in Recovery 
The guiding principle behind response is “command and control.” For recovery, where 
there are many contributing organizations and a somewhat reduced level of urgency, 
success depends on “cooperation and collaboration.” 
Nevertheless, it remains important to be clear on who holds the ultimate responsibility 
for making decisions related to recovery. 
The Recovery Director should make every effort to bring contributing organizations in 
the Task Force to consensus on major decisions. However, to ensure progress, the 
Recovery Director should be empowered by the Local Authority (one or more) to make 
decisions, based on the advice of the Task Force and under the direction of the Policy 
Group. 
Provincial Emergency Program 2.9 
 
2. Annotated Index – Community Disaster Recovery Guide 

Disaster Financial Assistance 

Under the BC Emergency Program Act and Compensation and Disaster Financial 
Assistance Regulation, local authorities can receive financial assistance for eligible 
post-disaster recovery costs expended to repair or restore essential public works, 
structures and facilities, as well as replace essential materials, and to efforts that 
support community recovery. 
Local authorities and First Nations may qualify for up to 80 percent of eligible costs that 
exceed $1,000, including efforts to coordinate local recovery organizations and service 
providers. 
Incremental costs related to community recovery that are eligible for financial assistance 
include: 
• Overtime costs and benefits for local authority staff devoted to community recovery 
• Backfilling positions to temporarily cover full-time staff coordinating the recovery 
activities 
• Facility rental to support community recovery, if other than local authority facility 
• Contractors serving in support capacities 
• Telephone and data services, including installation and operation while Recovery 
Centre is active 
• Costs of materials, supplies, and rented equipment that would not usually be provided 
• Reasonable volunteer expenses (e.g., mileage, hourly rate, meal reimbursement, 
phone charges) 
For more information on financial assistance for community recovery efforts, refer to the 
Compensation and Disaster Financial Assistance (C & DFA) Regulation or the Financial 
Assistance for Emergency Response and Recovery Costs: A Guide for BC Local 
Authorities and First Nations, accessible through the PEP website (www.pep.bc.ca), or 
contact the Recovery Office at PEP at: 
BC Provincial Emergency Program Ministry of Public Safety and Solicitor General PO 
Box 9201 Stn Prov Govt Victoria BC V8W 9J1 Telephone: (250) 952-5505 Toll Free: 
1-888-257-4777 
Donated Funds 
Funds Management Several established Recovery Organizations collect donated funds 
for distribution to those affected. In addition to these, local authorities should consider 
Provincial Emergency Program Revised Sept. 2006 2.10 
 
2. Annotated Index – Community Disaster Recovery Guide 

establishing a separate account through an existing or new non-profit society for the 
purposes of collecting and managing donations. 
This would ensure donations that are collected locally would be applied locally. In 
addition, donated funds could be used to support the Recovery Organization, including 
costs that are not covered through provincial Disaster Financial Assistance (DFA). Any 
local society that is established for the purpose of raising donated funds should be 
registered under the BC Society Act. 
Fund-Raising Events Some disasters may generate interest in fund-raising events, such 
as musical shows or fairs. Although there are many honest operations wishing to truly 
help those hit the hardest by a disaster, beware of predators. Before sanctioning such 
an event by issuing a permit, local authorities should consult their solicitors to generate 
a contract that specifies how collected funds are to be handled and distributed to those 
in need. It would be best to have a manager on the Recovery Organization with an 
events management background, if possible. 
Allocating Funds Imagine this situation: You have collected close to $1 million in 
donations, and clients are clamouring for attention. More funds have been promised, but 
you are not sure how much will eventually be collected. Who do you award donated 
funds to? Who should not receive an allotment at all, such as those who are insured? 
How much should you give? Do you hand out some funds now, or wait until all 
donations come in so they can be evenly divided? These questions are more difficult to 
resolve than they may first appear. 
The Needs Committee considers these issues and each client's ability to absorb some 
losses in ensuring that the recovery effort focuses on those with the greatest needs. 
This policy requires discussion and agreement among members of the Recovery Task 
Force. 
As for the amount to allot, some may consider an even distribution of all collected funds 
among all clients is the fairest method. This approach, however, sometimes forces a 
community to wait until all monies are collected, which may take months, before 
allocating even a small amount. This delay can lead to frustration and more losses. 
Some people expect to be protected from even minor out-of-pocket expenses. Many 
clients may be close to the edge before the disaster they cannot absorb the loss. Others 
stand to lose their business, job, house, or educational opportunities and will not ask for 
help. Very few seek to take advantage of the situation. Therefore, do not make it harder 
for honest people to get help just because of concern about a few cheaters. 
See also “Financial Accountability.” 
Provincial Emergency Program 2.11 
 
2. Annotated Index – Community Disaster Recovery Guide 

Donated Goods 
Donated Used Goods The Recovery Director should make early efforts to dissuade the 
donation of used goods. Not only do used goods demand the immediate attention of 
busy recovery personnel, they often fail to meet the specific needs of disaster victims. 
The Recovery Director and Information Officer should issue an appeal for funds in lieu 
of donated goods, at least until the needs of those affected are known. 
See News Release Template – Donations for an example message. 
Goods storage should occur at a clean and dry warehouse. Operators must be 
experienced in warehouse management, including documentation. 
If more goods are donated to the disaster than can be used, consider ways to utilize 
donations to enhance ongoing programs that will help develop positive community 
relations. 
Corporate Donations Some organizations (such as the Canadian Red Cross and 
Salvation Army) have agreements in place with various corporations for donations 
following disaster. It would be most effective for the Recovery Organization to tap into 
corporate resources for assistance through these established links. 
Note that some local authorities may object to formally advertising specific retailers who 
are offering discounts on the assumption that it may be seen as favouritism by some. 
However, local businesses will want to help. One compromise is to add this statement 
to information on corporate donations provided to clients: "This list should not be seen 
as endorsement of a specific retailer." 
Donated Services 
We often think of donations in terms of funds and goods, and may overlook the fact that 
individuals and businesses may also offer donated services. There are, of course, the 
established organizations that offer specialized services to disaster survivors, including 
the Christian Reformed World Relief Committee and Mennonite Disaster Services (see 
“Service Providers” for more examples). 
In addition, there may be individuals, associations, clubs, institutions, and businesses 
wanting to donate services. Volunteers may arrive at the response EOC or at the 
Recovery Office to offer their time (see “Volunteers”), but others may only be aware of 
the value of donated services if they are contacted by the Recovery Office. 
Provincial Emergency Program 2.12 
 
2. Annotated Index – Community Disaster Recovery Guide 

Some examples of donated services include: 

• International clubs can help clients communicate with families and friends in other 
countries, and help arrange culturally appropriate funerals and other events. 
• Church groups can assist their members and others by providing and coordinating a 
host of services. 
• High school classes can help design and publish books commemorating the event. 
Donated services can be coordinated through a specific function in the Recovery 
Organization, the Service Branch. 
Refer to the Sample Community Recovery Plan for more information on this function. 
Elected Officials 
During recovery planning and implementation, it is vitally important that members of the 
local authority understand their role and responsibilities in support of recovery efforts. 
Emergency Program Coordinators should develop and deliver a short presentation to 
elected officials to specifically address issues of concern to them. Topics may include: 
• Authority – Their authority to make decisions and set priorities in recovery 
• Legislated Responsibilities – Under the Emergency Program Act 
• Political Risks of Inaction – Public expectations. 
• Costs and Benefits – Costs of recovery planning and implementation are outweighed 
by benefits accrued in reducing these losses 
• Scope of Effort – The tasks selected for recovery planning, including meetings with 
local and regional service providers, preparation of a Community Recovery Plan, 
training, and exercises. Budget requirements by program year and funding option. 
• Policy Group – Roles and responsibilities of Policy Group members. 
Facilities for Community Recovery 
The Recovery Organization will require both short- and long-term access to a number of 
facilities. Experience has shown that the facility will be required for nine months to a 
year or more, particularly where reconstruction of homes is necessary. Long term is 
defined as greater than nine months. 
Provincial Emergency Program 2.13 
 
2. Annotated Index – Community Disaster Recovery Guide 

Community Recovery Office (Full Time – Long Term) 

The Community Recovery Office will become the centre of recovery collaboration within 
the community. It should have appropriate telephone and internet communications 
capabilities, and workspaces to meet the needs of the Recovery Organization. 
Ideally, the office space will have boardroom facilities and perhaps other meeting rooms 
where members of the Recovery Task Force and other sub-committees can meet. 
However, available private facilities, such as hotel conference rooms, can be utilized. 
Location 
▪ Located near the EOC, but not in the same building. 
▪ Located in an available (non-critical) facility, e.g., a previously vacant store front office. 
▪ Located on a bus route if possible. 
▪ Separate from any donated goods warehouse. 
▪ Avoid buildings owned by the local authority if needed to continue with the normal 
provision of public services. Local government facilities are not eligible for provincial 
financial assistance. 
Size and Equipment 
▪ Telephone service is the first priority for the Community Recovery Office. 
▪ The size of the Community Recovery Office should be large enough to anticipate 
growth of the Recovery Organization over time. It is easier to downsize the office space 
than to move to another location. 
▪ Boardroom space would be helpful to accommodate meetings by the Recovery Task 
Force and other committees. 
▪ Computers and internet access will be required. Software should include spreadsheet 
or database software to accommodate information sharing. 
▪ Use signs to clearly identify the Community Recovery Office. 
Recovery Centre (Optional – Periodic Use – Long Term) 
A Recovery Centre is a clearinghouse of community recovery information. Alternately, it 
may serve as a storefront drop-in centre where clients can ask questions and pick up 
information materials in person. It may also serve as the interview centre for recovery 
clients, and should include the appropriate small meeting areas or rooms to facilitate 
private conversations. 
The Recovery Centre may also house a toll-free Call Centre where Recovery Centre 
members address questions about recovery. The Call Centre should also include a 
taped voice message that explains the centre's hours of operation and a telephone 
number that clients can call in an emergency. 
Provincial Emergency Program 2.14 
 
2. Annotated Index – Community Disaster Recovery Guide 

When locating the Recovery Centre, consider the proximity to the affected population 
and their ability to easily travel to the centre. The Recovery Centre facilities and 
equipment should be dedicated to the function for the anticipated recovery period. 
Facility management includes telephones and security. Recovery Centre facilities 
should allow reasonable access to persons of all ability levels. 
A Recovery Centre requires knowledgeable staff, with sufficient alternate members to 
allow staff to take suitable breaks. With some recovery efforts continuing for months or 
even years, no Recovery Centre staff member should be expected to fill a position 12 
hours a day, 7 days a week. Use local staff members who know the impacted 
population. 
Following  floods  in  Pemberton,  BC,  Recovery  Centre  staff  covered  one  entire  wall  with 
paper,  and  encouraged  clients  and  other  visitors  to  express  their  feelings  and 
appreciation. The wall proved to be a focal point of the Recovery Centre. 
Location 
▪ Located near transportation nodes that are easily accessible by disaster clients 
▪ Near or adjoining the Community Recovery Office. 
▪ Avoid buildings owned by the local authority if needed to continue with the normal 
provision of public services. Local government facilities are not eligible for provincial 
financial assistance. 
Size and Equipment 
▪ Telephone service is the first priority. PEP may be able to supply a toll-free telephone 
number and expedite emergency installation for the Recovery Centre. Cell phones are 
not adequate. 
▪ Use signs to clearly identify the Recovery Centre. 
▪ Include ramps to allow wheelchair access. 
Goods Warehouse Facility (Full Time – Long Term) 
Depending on the size of the disaster and the publicity, past history has shown that 
there may be many truckloads of unsolicited used clothing, food, pots and pans, 
bedding, furniture and children’s toys donated. The community will require adequate 
space to inventory, store, sort, repair, clean and distribute these goods. 
Goods storage should occur at a clean and dry warehouse. Operators must be 
experienced in warehouse management, including warehouse documentation. 
Smooth management of donated goods does not just happen. It takes planning and 
preparation ahead of time in a few important steps. Overall, the Goods Coordinator 
should establish the information and facilities needed to be fully 
Provincial Emergency Program 2.15 
 
2. Annotated Index – Community Disaster Recovery Guide 

functional within 24 hours of a disaster. List warehouse options by location and contact, 
and arrange for appropriate warehouse equipment (e.g., forklift) and personnel (e.g., 
warehouse manager) for donated goods. 
Location, Size, and Equipment 
▪ The location within the community is not a critical factor, but should have easy access 
to the main transportation routes. 
▪ A local real estate firm can usually locate an empty warehouse or suitable building. 
Think big. 
▪ Loading and unloading ramps are a necessity, as well as a forklift and pallets. 
▪ Consider a 6-month lease or rental with an option for an extension. 
▪ The warehouse should have at least one telephone. 
Management and Staffing: 
▪ The Salvation Army has experience in training and managing volunteers to sort and 
organize the goods. 
Public Meetings (Temporary – Periodic Use) 
A large facility may be needed for public meetings on recovery, a location where 
potential clients and other community members will receive critical information and be 
able to ask questions. 
Anticipate that a significant proportion of the community may attend, not only those 
impacted by the event. A large facility such as an arena, community hall, or live 
performance theatre may serve. 
While the EOC is active, coordinate all public meetings with the EOC Information 
Officer. 
Media Centre (Temporary – Periodic Use) 
The EOC will have identified a media centre location where media briefings are held 
during the response phase. While the EOC is active, all media contact through a Media 
Centre for recovery issues should be combined with response issues and managed by 
the EOC Information Officer. 
The EOC media centre facility may be available after the end of the response phase, 
and should be used to continue the delivery of recovery messages. A meeting room in a 
hotel can be used if necessary. 
Provincial Emergency Program 2.16 
 
2. Annotated Index – Community Disaster Recovery Guide 

One-Stop Disaster Service Centre (Temporary – Periodic Use) 

Depending upon the type and severity of a disaster significant numbers of homes and 
businesses may have been damaged. Citizens may be forced to find temporary shelter 
while their homes are repaired or a new home is constructed. They face the very 
daunting task of replacing their possessions and dealing with a myriad of government 
red tape and regulations. 
The purpose of a “One-Stop Disaster Service Centre” is to arrange for all of the services 
providers (private, non-profit and government) to be available at one central location to 
quickly answer questions clients may have about a range of recovery issues, such as 
building permits, debris disposal, insurance, and where to pick up their mail, and how to 
access financial assistance. Short workshops can be held on rotating bases, dealing 
with cleanup, health and safety issues and other issues of interest. 
The size and services provided by a Disaster Service Centre directly depend on the 
type of disaster event, the extent and type of damage, and the number of citizens 
impacted. 
Possible participating organizations to consider for a One-Stop Disaster Service Centre 
include: 
Potential Participant Topics to Address Animal Care Groups • Provide advice on fence and corral 
reconstruction, animal 
care following disaster Banks and Credit Unions • A financial institute could provide small, no interest, 
unsecured loans to victims BC Housing • Temporary shelter 
assistance during reconstruction Canada Post • Temporary mail delivery services Emergency Social 
Services (Ministry of Public Safety and Solicitor General) 
• Ongoing financial assistance for homeless in the long term 
• Extraordinary assistance for persons already on assistance 
Health Authority Medical Health Officer 
• Provide advice on disease prevention during cleanup 
Mental Health Association 
• Provide advice on drinking water and septic system safety 
• Arrange for inspections 
• Provide advice on mental health issues Human Resources 
Development Canada 
• Employment insurance 
Insurance Corporation of British Columbia (ICBC) 
• Vehicle damage claims 
 • Provide immediate cash advance for people who have had their vehicle destroyed Insurance Bureau of 
Canada • Review policies and provide support on the insurance claim 
process 
• Problem solve (advocate) 
Provincial Emergency Program Revised Sept. 2006 2.17 
 
2. Annotated Index – Community Disaster Recovery Guide 
Legal Aid • Provide assistance and advice respecting legal issues Local Government • Service centre 
management 
• Public information 
• Debris removal 
• Inspection services 
• Building permits Ministry of Employment and Income Assistance 
• Extraordinary aid for persons already on assistance 
Provincial Integrated Recovery Council (PIRC) 
• Council of volunteer service agencies and provincial ministries as a collaborative recovery management 
team to coordinate and provide recovery services and volunteers Provincial Emergency Program (Ministry 
of Public Safety and Solicitor General) 
• Disaster Financial Assistance (DFA) 
School Board • Where one or more schools have been damaged, or where 
there has been an interruption of the school calendar Utility 
Companies • Electrical power, gas, telephone, cable services 
• Information for safe re-entry 
• Site inspection and reconnection Volunteer Service Agencies • 
Distribution of support 
• Rebuilding homes 
• Debris removal 
• Cleanup 
• Temporary shelter 
• Rent and other financial assistance 

Tips for Recovery Facilities: 

▪ Management: The Recovery Organization manages all facilities, with the assistance of 
the Logistics Branch. 
▪ Transportation: Citizens may require assistance by means of shuttle bus or volunteer 
drivers to some facilities. 
▪  Advertisements:  The  Recovery  Organization  should  advertise  the  presence  and 
location of all facilities by means of media outlets and personal contact. 
▪ Reception: In facilities open to the public, take steps to avoid lineups, provide group 
information briefings on rotating bases, provide refreshments, and arrange for childcare. 
▪ Privacy: Prevent unsupervised access by the news media, and screen off interview 
areas where appropriate. Designate areas where media can interview clients and others 
if they wish. 
▪ Multicultural and Multilingual Services: Call upon local community groups with the 
appropriate skills. 
Refer to PEP’s Financial Assistance for Emergency Response and Recovery Costs, 
and contact the PEP Recovery Office to confirm assumptions about eligibility. 
Provincial Emergency Program 2.18 
 
2. Annotated Index – Community Disaster Recovery Guide 

Financial Accountability 
Donated funds are an important resource for client recovery, and many witnesses to a 
disaster feel compelled to give generously. However, those collecting donations must 
take steps to maintain public confidence by adopting transparent and accountable 
procedures. 
It is important for any individual or organization collecting donated funds to adopt, in 
writing, accountability guidelines and to report regularly to the Recovery Director. 
Financial Assistance for Recovery Costs 
See “Disaster Financial Assistance.” 
Functions in Recovery 
The Recovery Organization, following the principles of BCERMS, anticipates a number 
of functions that work cooperatively in a single organization. 
Refer to the “Sample Community Recovery Plan” for an example organization chart and 
checklists for each recommended function. 
Staffing these functions should consider the following skills, knowledge, and experience. 
Recovery Director 
• Leadership and Team Building 
• Interpersonal Communications 
• Conflict Resolution 
• Organization and Management 
• Budgeting 
Risk Management Officer 
• Risk Assessment 
• Safety Assessment 
• Liability Management 
• Documentation 
Liaison Officer 
• Knowledge of Community 
• BCERMS 
• Knowledge of Recovery Organization and functions 
Provincial Emergency Program 2.19 
 
2. Annotated Index – Community Disaster Recovery Guide 
Information Officer 
• Knowledge of News Media 
• Briefing Elected Officials 
• Information Research 
• Writing Skills 
• Event Organization 
• Website Organization 
Client Advisory Branch 
• Listening Skills 
• Confidentiality 
• Organization of Complex Information 
• Case Management Experience 
• Supervisory Experience 
Needs Committee Member 
• Ability to Weigh Community Priorities 
• Demonstrable Fairness 
Transition Branch 
• Knowledge of Local Social Services 
• Case Management Experience 
Funds Branch 
• Bookkeeping 
• Knowledge of Accountability Procedures 
• Documentation 
Goods Branch 
• Warehousing Skills 
• Documentation 
Service Branch 
• Project Management Skills 
• Organization and Management 
• Scheduling 
• Knowledge of Service Providers 
• Personal Communication Skills 
Planning Section 
• Knowledge of BCERMS 
• Skills in Plan Development 
• Documentation 
Logistics Section 
• Knowledge of BCERMS 
• Knowledge of Local Resources 
• Resource Management Skills 
Finance/Administration Section 
• Knowledge of BCERMS 
• Bookkeeping Skills 
• Clerical Skills 
• Knowledge of Provincial Disaster Financial Assistance 
Provincial Emergency Program 2.20 
 
2. Annotated Index – Community Disaster Recovery Guide 

Fund-Raising Societies 
Refer to “Donated Funds.” 
Hazard, Risk and Vulnerability Assessment 
The process of preparing for recovery would benefit from a full understanding of the 
hazards, risks and vulnerabilities in a community. Local authorities can develop 
optimum guidance for their recovery program by knowing what might happen, where 
disasters may strike, and the potential magnitude of events. A Hazard, Risk, and 
Vulnerability Assessment (HRVA) is a vital first step in the recovery planning process. 
Refer to the PEP website for more information on conducting an HRVA for your 
community. 
Identifying Clients 
Recovery clients may not readily identify themselves following a disastrous event for a 
variety of reasons. Recovery Organization personnel should consider information from 
the following sources in identifying clients: 
• Reception Centre 
• Recovery Centre and community recovery database 
• Maps and properties and owners, e.g., from BC Assessment Authority 
• Outreach, e.g., door-to-door, media, call centre, website 
• Hazard, Risk and Vulnerability Assessment information 
• Property taxation roles 
Information Officer 
An Information Officer is a member of the Recovery Organization responsible for 
interfacing with the public and media or with other agencies requiring information 
directly about the recovery efforts. The Recovery Information Officer may have 
assistants. 
The Recovery Information Officer should report to EOC Information Officer while the 
EOC is active, so the community response and Recovery Organizations speak with one 
voice. 
Recovery messages should be approved by the EOC Director while the EOC is active, 
then by the Recovery Director when the EOC is no longer active. 
Provincial Emergency Program Revised Sept. 2006 2.21 
 
2. Annotated Index – Community Disaster Recovery Guide 

Information Strategy 
The Recovery Organization should develop an Information Strategy for recovery, 
working collaboratively among participating organizations. Communications should 
include the timely sharing of information among recovery staff, organizations, elected 
officials, impacted citizens, news media, and general public. 
The Information Strategy should include: 
• A public media release that informs the general public and organizations that cash 
donations are preferable to the donation of goods, such as clothing. The Recovery 
Organization would coordinate this media release through the EOC Information Officer 
who would ensure that all applicable areas of the EOC, such as the Director, Planning 
Section, Recovery Unit, etc. have an opportunity for review and input. The media 
release should be widely distributed to news media, appropriate organizations, and 
stakeholder agencies. 
• Website messaging about cash donations as well as messaging for any pre-recorded 
information lines that may be in use. 
• A review of the public information bulletins and publications specific to the hazard that 
can be provided by each of the Recovery Task Force organizations, e.g., “One Step at a 
Time – A Guide to Flood Recovery.” 
• Development of any new information bulletins with appropriate information that may 
not already exist, e.g., actions to take when air quality alerts are issued. 
• Continued public information about Call Centre information lines while they are 
operational. 
• Public information on the location of the Recovery Centre, hours of operation, and 
contact information. Public information should also include a list of the types of services 
offered to victims, e.g., temporary housing, Disaster Financial Assistance forms, food 
vouchers, needs assessments, and access to donations. 
• Invite community partners (e.g., utilities) to prepare “frequently asked questions” 
(FAQs) for distribution via handouts and website. 
Means of communication for recovery messages may include, in the following order of 
progression: 
News Media messages on what the local authority is doing to assist those impacted by 
a disaster (coordinated through the EOC, when the EOC is operational). Continue use 
of a Media Centre and media briefings as needed. 
Telephone contact with clients to provide recovery information (consider initial contact 
vs. follow-up contact). Consider these additional points: 
▪ May have capacity problems in some disasters. 
▪ Not everyone has a phone. Some people have unlisted numbers. 
Provincial Emergency Program Revised Sept. 2006 2.22 
 
2. Annotated Index – Community Disaster Recovery Guide 

▪ Some may only have cell phones. 

▪ Using telephones may result in issues around trust (who is calling). 
▪ Recorded messages may be useful. 
▪ Consider use of forced choices in answering service (“If you would like to know about 
debris disposal, press 2”). 
▪ Call takers need a reliable source of good information. 
▪ Work closely with the EOC Call Centre so there is one voice, using one phone number 
to advise community members about both response and recovery. 
▪ May make appointments for face-to-face interviews in the home. Face-to-face 
interviews with individuals and families at the Recovery Centre. Door-to-door 
messengers to provide direct recovery information to potential clients (allows 
face-to-face interactions). Consider these points: 
▪ The time required for door-to-door service depends on size/resources 
▪ Specific skills are required for people to go door-to-door; need to screen volunteers for 
this activity 
▪ Need to train teams in confidentiality and sensitivity 
▪ Door teams of two should be assigned and given identification and pre-packaged 
information 
▪ Door-to-door is only efficient if clients are at their residences 
Neighbourhood information centres may also provide useful means of disseminating 
recovery information. Some communities and neighbourhoods have natural gathering 
places, such as a general store or popular restaurant, where recovery information would 
be easily accessible by all. Public meetings are useful in disseminating information and 
ensuring impacted citizens have a forum to ask questions. Community recovery 
website, perhaps building on response information, and a chat room where survivors 
can share their experiences. In designing a website, consider these points: 
▪ Use an outside organization website to promote multi-agency approach (not city 
website) 
▪ Include FAQs from participating organizations 
▪ Consider a chat room that will help clients share their experiences, photos, tips, 
questions, and answers. Coordinate content with EOC 
▪ Ensure website is supported, updated frequently 
▪ Provide links from main site to other member organization websites 
▪ Offer a Bulletin Board 
▪ Consider an intranet for Recovery Organization 
▪ Include the website address in all public information 
Provincial Emergency Program Revised Sept. 2006 2.23 
 
2. Annotated Index – Community Disaster Recovery Guide 

Recovery may not generate as much interest as response among media organizations, 
especially national or international news centres that tend to focus on incident damage 
and response. Local media, however, usually maintain interest in the recovery phase 
because local readers want the story. Recovery organizations may have to generate 
messages and news stories to inform the general public about the facts. This effort may 
include informing affected residents and business people on how they can protect 
themselves from further harm. 
Providing a consistent message is important for all media releases. It is, therefore, 
important for all government and non-government organizations to agree on a single 
approach to information dissemination. 
Some service organizations may reserve the right to issue communication through their 
established systems. After all, news media representatives may contact them directly. 
This should not present a problem if they agree to include only information about the 
recovery effort that has been approved by the Recovery Director. 
Common messages in recovery may include: 
• Take responsibility for your recovery 
• Donate funds, not goods 
• Volunteer through established organizations, and here is how 
• If affected, register with Recovery Organization 
All information released by the Recovery Organizations should have the following 
characteristics: 
• Factual 
• Clear 
• Not too complex 
• Language appropriate to audience 
• Contextually clear 
Where there may be language and cultural barriers, consider involving cultural clubs 
and church groups in translating information. Ask for assistance from the PREOC in 
accessing translators and cultural representatives. The Ministry of Employment and 
Income Assistance also contracts with interpreters. 
Refer to the template Information Strategy. 
Local Authority 
Local authorities are defined by the BC Emergency Program Act to include: 
• For a municipality, the municipal council 
• For an electoral area in a regional district, the board of the regional district 
Provincial Emergency Program Revised Sept. 2006 2.24 
 
2. Annotated Index – Community Disaster Recovery Guide 

Mitigation 
Mitigation includes activities taken to eliminate or reduce the probability of an event, or 
to reduce its severity or consequences prior to a disaster or emergency. 
Members  of  the  Recovery  Organization  may  help  disaster  survivors  identify  ways  to 
reduce  the  potential  for  impact  from  a  future  event,  such as adding elevation to a home 
that is rebuilt following a flood. 
Actions that are taken during an emergency to protect publicly-owned facilities may be 
eligible for provincial financial assistance. Works that are undertaken as preventative 
measures to guard against future disasters are not eligible for financial assistance 
without prior approval from PEP. 
Needs Committee 
A coordinated recovery depends on an organization that will facilitate the matching in an 
efficient manner. Often, all that is needed is to connect survivors with service providers, 
and empower clients to manage their own recovery. Many of those impacted by a 
disaster will remain self-sufficient, meaning they will seek information about recovery 
services and take the initiative to ensure they fill their needs without outside 
coordination. 
Other affected residents may not be a position to manage their own recovery without 
assistance. A "Needs Committee" has been used by others to fulfill this requirement. 
This effort calls for a collaborative group of local and regional agencies that share the 
common mandate of assisting disaster victims. A Needs Committee assists these 
individuals, considering one case at a time. See the Guidelines for Needs Committee 
template. 
Planning for Recovery 
Recovery involves the coordination of government, non-government, and private 
organizations and individuals over a long time period. Although individual lives are not 
usually at stake during recovery, livelihoods may be. Recovery influences the survival of 
families, businesses, jobs, tax revenues, and neighbourhoods – even whole 
communities. 
It makes sense, therefore, to plan ahead for recovery following disaster by identifying 
the many organizations that may play a role in reducing losses. 
Access PEP’s Planning for Recovery section for more information. 
Provincial Emergency Program Revised Sept. 2006 2.25 
 
2. Annotated Index – Community Disaster Recovery Guide 

Policy Group 
Community recovery following a disaster constitutes "new ground" for most local 
authorities, requiring decisions that arise once a decade or more. In such events, local 
authorities will inevitably be challenged to make new policies. 
Policy decisions that may arise during recovery may include such examples as: 
• Should the local authority lead the community recovery effort, or should the 
responsibility be delegated to another organization? 
• How much access should we provide news media representatives? 
• Should donated funds be collected through the local authority or through a 
non-government organization? 
The Policy Group for the recovery effort should be the same local authority 
representatives identified for response. For a municipality, the local authority is 
identified in the BC Emergency Program Act as the municipal council. For an electoral 
area in a regional district, the local authority is the board of the regional district. 
The British Columbia Emergency Response Management System (BCERMS) 
recommends that Policy Group members do not attend the EOC, rather they meet 
separately to determine specific and binding policies in response to the situation at 
hand. Similar protocols should apply to the recovery effort. 
Policy Group for recovery is the same as for the EOC, including collaboration among 
several jurisdictions, if required. 
Preparedness 
See “Planning for Recovery.” 
Provincial Integrated Recovery Council (PIRC) 
The Provincial Integrated Recovery Council is co-chaired by Emergency Social Services 
and the Recovery/Disaster Financial Assistance Office of the Provincial Emergency 
Program, to provide a forum for collaborative recovery management within the province. 
PIRC coordinates the efforts of the many organizations engaged in recovery and fosters 
effective recovery programs to support local authorities within the province. 
Provincial Regional Emergency Operations Centre (PREOC) 
A Provincial Regional Emergency Operations Centre manages activities at the 
Provincial Regional Coordination Level and coordinates the joint efforts of government 
and non-government agencies. 
Provincial Emergency Program 2.26 
 
2. Annotated Index – Community Disaster Recovery Guide 

Recovery Centre 
See “Facilities for Recovery.” 
Recovery, Community 
Community Recovery is defined as: Community actions to limit losses, reduce suffering, 
and restore the psycho-social and economic viability of the community. 
Recovery does not include returning residents to evacuated areas. This function 
remains with the response efforts and should be managed by the EOC. 
Also, Community Recovery does not include “local authority recovery,” defined as those 
efforts to return local government infrastructure and facilities to restore public services. 
Recovery Director 
The Recovery Director serves a critically important function in the Recovery 
Organization. Leadership by the Recovery Director is essential to recovery success. 
Because the Recovery Director may commit the local authority to significant financial 
expenditures, this function should be filled by a local government employee or 
contractor appointed by a municipal council or regional district board. The local authority 
delegates its legislative powers in recovery from the Emergency Program Act. 
Once appointed by the local authority, the Recovery Director reports to the Policy Group 
throughout the recovery period. The Recovery Director acts on behalf of the local 
authority in the management of all recovery activities. 
The Recovery Director must posses certain knowledge, skills, and attitudes to be 
successful. Unlike responders, the recovery effort involves a great deal of voluntary 
effort and cooperation among local members of the community and regional or perhaps 
national non-government service providers. The Recovery Manager must possess the 
ability to lead and to listen, to defend and to accept, and to keep a distance from the 
day-to-day activities and maintain a perspective on the overall organization. 
Selection of a Recovery Director with experience and the necessary skills can be 
difficult for small and medium size communities due to the very infrequent occurrence of 
disaster events. A community, in consultation with the PEP Recovery Manager, may 
choose to contract for the services of experienced personnel outside of their own 
community. 
Provincial Emergency Program 2.27 
 
2. Annotated Index – Community Disaster Recovery Guide 

Recovery Organization 
Objectives The Recovery Organization serves the following objectives: 
• To facilitate the collaboration of community services in effective recovery. 
• To establish uniform policies for effective coordination to accomplish recovery and 
restoration tasks. 
• To coordinate the actions of community, welfare, business and education 
organizations in their contribution to the recovery to ensure the most effective use of 
skills and resources. 
•  To  provide  advice  to  the government and non-government organizations on the needs 
and responses of the affected individuals, communities and other sectors. 
• To provide regular progress reports to the local authority, as well as regular community 
and media information on the recovery progress. 
Management Any organization is improved with effective management, and this is 
especially true when multiple service organizations come together in recovery. There is 
always the potential for freelancing, duplication of effort, and gaps in recovery services 
unless all the players agree to work through a single organization. Managing the 
recovery effort to enhance cooperation takes strong leadership, balanced with 
sensitivity to personal needs. 
As with the response effort, recovery can benefit from the principles of the Incident 
Command System, including the establishment of operational periods, delineating 
objectives, and regularly sharing functional needs in planning meetings to encourage 
collaboration. 
Management also means looking after the personal needs of the organization members, 
such as monitoring stress levels and providing sufficient alternate personnel for key 
positions. 
Consider these additional actions: 
• Establish the Recovery Organization early and rotate people in and out of positions. 
• Set operational periods for regular reporting and decision making (e.g., every day near 
the beginning and up to one week later). 
• Ask each section of the Recovery Organization to prepare written objectives for each 
operational period. 
• Conduct recovery planning meetings where each section has a chance to highlight 
objectives and needs. 
• Arrange for training in stress debriefing and stress counselling services for recovery 
personnel. 
Provincial Emergency Program 2.28 
 
Provincial Emergency Program 2.29 
2. Annotated Index – Community Disaster Recovery Guide 

Structure Flexibility is an important feature of a successful Recovery Organization. As 

with the coordination of response, a structure can benefit from the principles laid out in 
the Incident Command System. Although each type of emergency may bring unique 
challenges, the need for an overall guiding framework will not change. 
As with the Response Organization, the recovery organizational model should serve a 
flexible scope, ranging from small to large, depending on the needs of the situation at 
hand. A Recovery Organization should be flexible enough to address multiple hazards. 
When a disaster event impacts multiple jurisdictions, it is imperative that recovery 
activities be coordinated across all jurisdictions. For example, a severe winter storm 
event may impact municipal, regional district, and First Nations jurisdictions that share 
requirements for recovery resources. 
A specific, trained group may begin the recovery process by initially filling key functions 
in the recovery organization, which would later be assumed by members of the local 
community. The figure below shows an organization structure for a complex recovery. 
 
2. Annotated Index – Community Disaster Recovery Guide 
Policy Group 
• Elected officials from affected jurisdiction(s). 
Recovery Director 
• Develop/manage the Recovery Organization based on an assessment of needs/resources. 
• Develop close working relationships with local, regional and national non-governmental organizations 
(NGOs), and prepare procedures for collaboration. 
• Keep the Policy Group informed on recovery progress and challenges. 
• Chair the Task Force to facilitate collaboration of decision making and sharing of information, resources, 
and tasks. 
• Maintain links with the EOC Director and Recovery Unit Coordinator in the EOC. 
Task Force 
• Meet regularly to develop and adopt objectives for recovery Action Plans. 
• Share information that enhances the effectiveness of all organizations. 
• Identify opportunities to share resources among Recovery Organizations to meet needs. 
• Divide tasks according to organization mission and policies. 
Advise Clients 
• Assess the need for assistance to individuals, families, business owners, farm owners, and the 
community in recovery from a major emergency or disaster. 
• Supervise the effort to identify specific clients and to manage client information. 
• Develop and manage one or more Recovery Centres to facilitate direct contact with clients. 
Match Needs and Resources 
• Examine each client’s damage, vulnerability, history of assistance, and unmet needs. 
• Agree on steps to take to assist each client, and assign responsibility for action. 
• Match clients with resources. 
Coordinate Transition 
• Facilitate a smooth transition of recovery services to local providers at the end of the formal recovery 
period. 
Coordinate Services 
• Support the delivery of recovery services, including measures to forestall gaps in and duplication of 
effort. 
• Coordinate all services to ensure collaborative sharing of information, resources, and tasks. 
Coordinate Goods 
• Develop procedures for managing goods, both donated and purchased in bulk. 
• Forestall the delivery of unwanted goods. 
• Manage donations of goods, including transportation, storage, sorting, repair, and delivery. 
Coordinate Funds 
• Develop expedient means of identifying financial resources that may be able to assist clients with 
disaster recovery. 
• Develop policies and procedures for managing received financial donations. 
• Prepare criteria for distribution of donated funds, as approved by the Recovery Director. 
• Coordinate the collection and distribution of donated funds among multiple agencies. 
Other Recovery Organization Functions 
• Consider the same general functions as in the EOC for: Risk Management, Liaison, Information Officer, 
Planning, Logistics, and Finance/Administration. 
• Note that the Information Officer would manage joint information on behalf of all participating agencies, 
and report through the EOC Information Officer when the EOC is active. 
Provincial Emergency Program 2.30 
 
2. Annotated Index – Community Disaster Recovery Guide 

Recovery Task Force 

The Recovery Director establishes the “Community Recovery Task Force” composed of 
a broad base of stakeholders, government, and volunteer services agency 
representatives. 
A representative of the community’s Emergency Social Service organization, if 
available, should be included in the Task Force to provide a continuity of information 
about those affected by the event. 
The Task Force should include at least one representative of the survivors, those 
directly affected by the event, to facilitate their active participation. As one report from 
Emergency Management Australia put it: 
“Effective recovery can be achieved only where the affected community participates 
fully in the recovery process and where it has the capacity, skills and knowledge to 
make its participation meaningful.” 
See the Planning for Community Recovery section for more information on developing a 
Recovery Task Force. 
Recovery Unit Coordinator (EOC) 
The Recovery Unit will likely coordinate recovery efforts in small events that are limited 
in scope and duration while the EOC is active. 
The Recovery Unit Coordinator assesses available damage information to foresee the 
need for larger coordination efforts through a Recovery Organization. If warranted, the 
Coordinator requests that the EOC Director approach elected officials that comprise the 
local authority with a recommendation to 1) Identify and authorize a Recovery Director, 
and 2) Establish an initial budget for recovery. 
See the recommended EOC Recovery Unit Coordinator Checklist in the Community 
Recovery Aids section. 
Sample Community Recovery Plan 
PEP provides a sample Community Disaster Recovery Plan to help local authorities get 
started with the planning process. However, it is important to remember that no single 
plan will serve the needs of every community. Each local authority, working with their 
Emergency Planning Committee members and recovery stakeholders, is encouraged to 
adapt the sample plan to suit their individual needs. 
See the Sample Community Disaster Recovery Plan. 
Provincial Emergency Program 2.31 
 
2. Annotated Index – Community Disaster Recovery Guide 

Services in Recovery 
Advocacy: Work on behalf of those impacted by a disaster with special needs (e.g., 
those with disabilities, orphans, single parents, seniors, or those with special dietary 
needs) to obtain needed resources and services. 
Animal Care: Provide care services for animals during the disaster including rescue, 
sheltering, repairing fences and barns, and grieving services for people who have lost 
pets and other animals. Provide resources for pet and livestock, animal food, water, 
medications, and carcass disposal. 
Child Care: Establish and staff temporary childcare centres for those impacted by a 
disaster as they deal with reorganizing their personal affairs. 
Communication: Assist displaced persons in communicating with others through 
gatherings, mail services, telephone access, radio, e-mail, and internet services. 
Construction, Repair: Provide staff, equipment, or tools to make repairs to homes 
following a disaster (short-term protective efforts and long-term repairs). 
Counselling: Provide professional assistance to those impacted by a disaster and relief 
workers to help alleviate mental stress and anguish caused either by the disaster or the 
disaster relief operation. 
Damage Assessment: Physically review damaged areas to document consequences 
and estimate resources required for rebuilding or reconstruction. 
Debris Removal: Provide debris removal services, including removing, transporting and 
disposing of debris. 
Economy Support: Coordinate activities designed to protect the viability of businesses, 
institutions, and other centres of local employment. 
Elder Care: Provide a variety of support services, such as home-care, transportation, 
advocacy, and counselling to the elderly. 
Employment: Provide assistance to clients in resolving disputes with employers, and in 
obtaining access to job opportunities to replace work-related income lost due to the 
disaster. 
Financial Assistance: Provide financial assistance to those affected by disaster, such as 
financial aid and interest-free loans. This may include eligible Disaster Financial 
Assistance available from the province. Help review their current financial situation and 
provide advice to help them recover from the economic effects of the disaster. 
Provincial Emergency Program Revised Sept. 2006 2.32 
 
2. Annotated Index – Community Disaster Recovery Guide 

Funds Management: Set up accounts and means for receiving, tracking, and distributing 
funds donated to support disaster victims. 
Goods Management: Establish means of receiving, transporting, warehousing, and 
distributing donated goods during recovery disasters. Control unsolicited donations. 
Purchase and distribute basic commodities in bulk that are not readily available at the 
time of need (beyond ESS services). Acknowledge the need for special foods among 
some client groups. 
Health Care: Provide first aid and CPR to workers in shelters and on disaster sites. 
Provide assistance to those impacted by a disaster and relief workers. Coordinate 
critical care for home-bound people (e.g., respirators). 
Housing Relocation: Help move individuals and families from damaged areas to shelters 
and other temporary or permanent housing facilities. 
Identification: Help locate those impacted by a disaster retrieve personal identification 
and access to personal accounts and records. 
International Services: Provide tracing services for foreign nationals affected by local 
disaster situations. Help individuals communicate with relatives in foreign countries. 
Legal Services: Arrange for free legal services to clients in need of short-term advice 
and support. 
Mass Care Long Term: Provide a variety of mass care activities. Activities may include: 
• Identify and set up shelter facilities 
• Staff shelters with skilled staff including feeders, registrars, mental health workers, and 
health care providers 
• Distribute food and other goods to the shelters 
• Feed those impacted by a disaster victims (either in the shelters or through mobile 
feeding units) 
• Provide temporary shelter for those impacted by a disaster 
• Provide housing for disaster relief workers 
• Render first aid when necessary 
Mitigation Planning: Assist clients with decisions about mitigation during recovery, such 
as: 
• Rebuilding homes outside of hazard zones 
• Retrofitting damaged buildings in hazardous areas 
• Educating families on mitigation measures in the home 
Mobile Feeding: Use mobile feeding units to serve hot meals to those impacted by a 
disaster and relief personnel on site. 
Provincial Emergency Program Revised Sept. 2006 2.33 
 
2. Annotated Index – Community Disaster Recovery Guide 

Radio  Communication  Services:  Provide  emergency  radio  communication  to  fellow 

agencies and local government personnel who are engaged in disaster recovery. 
Rebuilding: Help individuals repair and rebuild their homes damaged by disaster. Work 
with private businesses to encourage the donation of needed building materials. 
Sanitation Services: Provide portable toilets, shower units, cleanup kits, comfort kits, or 
personal hygiene kits to those impacted by a disaster. 
Spiritual Care: Provide spiritual counselling for people with serious personal problems, 
such as lack of faith and discouragement, and provide a supporting presence that 
communicates care and understanding. 
Training: Train community-based volunteers in major activities during recovery, and 
provide job skills training to disaster-affected individuals. 
Translation: Provide linguists for the purposes of transcribing documents and 
communicating with those impacted by a disaster. 
Transportation: Provide transportation services for those impacted by a disaster, 
particularly individuals with special needs such as the elderly and the physically 
disabled. Use transportation means to bring donated goods from outside the disaster 
area to areas in need. 
Volunteer Management: Provide trained volunteers to support response and recovery 
activities and coordinate spontaneous, unaffiliated volunteers. Recruit and train 
volunteers, and provide housing, meals, and emergency health care to volunteers. 
Warehousing: Locate and set up central locations for storing and organizing bulk- 
purchased and donated goods, such as food, water, clothing, medical supplies, and 
furnishings. 
Provincial Emergency Program Revised Sept. 2006 2.34 
 
2. Annotated Index – Community Disaster Recovery Guide 

Service Providers 
The following service providers are known to operate within British Columbia and should 
be considered in building a Recovery Organization: 
BC Housing 
www.bchousing.org 
BC Nurse Line and Health Guide 
www.bchealthguide.org/kbaltindex.asp 
Buddhist Compassion Relief Tzu Chi Foundation Canada 
www.tzuchi.ca 
Canadian Disaster Child Care 
http://members.shaw.ca/disasterchildcare 
Canadian Mental Health Association 
www.cmha-bc.org 
Canadian Red Cross Society www.redcross.ca 
Christian Reformed World Relief Committee 
www.crwrc.org 
Community Services Society Various locations 
Emergency Social Service Program 
www.ess.bc.ca 
First Nations’ Emergency Services 
www.fness.bc.ca 
Health Authorities 
Various locations 
Mennonite Disaster Services 
www.mds.mennonite.net 
Provincial Emergency Program 
www.pep.bc.ca 
RCMP Victim Services 
www.vaonline.org/vsu.html#Canada 
Salvation Army, BC Division 
www.salvationarmy.ca/britishcolumbia 
Society of Saint Vincent de Paul 
www.ssvp.ca 
St. John Ambulance 
www.sja.ca 
Provincial Emergency Program 2.35 
 
2. Annotated Index – Community Disaster Recovery Guide 

Sharing Information 
Information collected by one agency for the purposes of assisting those affected by a 
disaster should be shared among all service providers with the same objective. This will 
often require agreement from all participating government and non-government service 
organizations ahead of time. 
Consider the following principles in establishing sharing agreements: 
• No organization has ownership of either the client or the client’s need assessment 
information. 
• Failure to share client information will harm the client by forcing multiple interviews, 
duplication of effort, and gaps in service. 
• All client forms should include an area for client’s consent to share personal 
information (e.g., the Community Recovery Capacity and Needs Assessment includes 
this consent authorization). 
• Clients who do not consent to information sharing are still eligible for full recovery 
services. 
Client information can be shared in several ways: 
• Electronic 
• Photocopying 
• Case conferencing 
Sharing client data may require a central electronic database and computer resources. 
Recovery Organizations may have to share information in paper format if electronic 
means are not available. 
See also “Consent to Share Information.” 
Staffing the Recovery Organization 
The Recovery Director identifies the need for staff in the Recovery Organization, 
according to the type, scope, and magnitude of the disaster impacts. The number and 
type of staff members required depends on the functions activated in the recovery effort. 
Recovery Directors should not overlook the importance of administration and clerical 
staff for office management, data entry, case management, file maintenance, and 
similar important duties. 
Refer to “Functions in Recovery” and “Recovery Organization” for more on each of the 
possible functions. 
In staffing the Recovery Organization, the Recovery Director considers the skills, 
knowledge, and experience of available personnel to attain the best fit, and identifies at 
least one primary and one alternate person for each function. 
Provincial Emergency Program Revised Sept. 2006 2.36 
 
2. Annotated Index – Community Disaster Recovery Guide 

Avoid using local authority employees in the Recovery Organization (other than the 
Recovery Director) because: 1) Local authority employees may be tired from the 
response, or may be involved with repairing critical infrastructure, 2) A recovery effort 
that requires weeks or months would take local authority employees away from other 
public services, and 3) Local authority employees are not eligible for Disaster Financial 
Assistance for regular hours. 
Consider the following optional sources for recovery personnel: 
• Local, regional and national service organizations, identified through members of the 
Recovery Task Force, such as the Red Cross 
• Other local community volunteer groups, such as the Lion’s Club 
• ESS volunteers, if available and rested 
• Convergent community volunteers 
• Other communities, including municipal employees on leave and volunteers 
• Contractors, such as those identified through PEP 
When considering volunteers, note that the long-term workload often associated with 
large disasters requires a commitment beyond the capabilities of most volunteers. 
Be aware that continual contact with those impacted by a disaster and hearing about 
their losses can negatively affect recovery staff, especially when they cannot offer direct 
and immediate relief. Consider ways to speed the relief effort, allow staff members in 
direct contact with clients to offer relief when available, and monitor staff for the effects 
of stress. 
See “Recovery Director” for more information on staffing the Recovery Organization. 
Task Force 
See “Recovery Task Force.” 
Training 
As with response functions, training in recovery is an important contributor to success. 
Over the next few years, the Provincial Emergency Preparedness plans to coordinate 
the development of recovery courses with approved educational institutions. 
Until such courses are available, consider the roles, responsibilities, and checklists in 
the “Sample Community Recovery Plan” as training material, 
Provincial Emergency Program Revised Sept. 2006 2.37 
 
2. Annotated Index – Community Disaster Recovery Guide 

augmented by the requirements of your own community. Several service providers, 

such as the Canadian Red Cross, may be able to provide experienced training staff. 
Unified Command 
In the Incident Command System, Unified Command is a unified team effort that allows 
all agencies with jurisdictional responsibility for the incident, either geographical or 
functional, to manage an incident by establishing a common set of incident objectives, 
strategies and action plans. This is accomplished without losing or abdicating agency 
authority, responsibility, or accountability. 
Volunteers 
The management of volunteers will be an important part of any recovery effort. 
Disasters generate an outpouring of volunteer altruism and a strong desire to help those 
impacted by events beyond their control. Unless these volunteers are properly 
managed, they can complicate recovery efforts. 
Volunteers may be engaged in a wide variety of activities, including: 
• Assisting clients with local transportation 
• Caring for pets and other animals 
• Cleaning damaged properties 
• Offering free professional services to clients, such as financial planning 
• Sorting donated goods 
The function of finding and organizing volunteers falls to the Logistics Section of the 
Recovery Organization, including the registration of volunteers. Once registered, 
recovery volunteers may be assigned to any of a number of functions or direct services, 
and be offered the training required to perform their tasks safely. 
Volunteers  may  have  access to personal information collected to assist disaster victims. 
All volunteers should sign an agreement not to disclose or misuse client data. 
See the Code of Conduct for a template document. 
Provincial Emergency Program 2.38 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

Planning for Community Recovery 

Section 3 – Table of Contents 
PAGE 
INTRODUCTION............................................................................................................ 
3.1 
PLANNING ASSUMPTIONS ......................................................................................... 
3.2 
STEPS  IN  RECOVERY  PLANNING  .............................................................................. 
3.3  A  –  CONFIRM  INTERNAL 
SUPPORT................................................................................3.3  B  –  BUILD 
EXTERNAL  SUPPORT....................................................................................3.5  C  – 
IDENTIFY  RECOVERY  TASK 
FORCE..........................................................................3.6  D  –  DEVELOP  RECOVERY 
ORGANIZATION......................................................................3.8  E  –  DEVELOP 
GUIDES,  FORMS  AND  TEMPLATES  ..........................................................3.12  F  – 
PREPARE  SUPPORT  INFORMATION 
........................................................................3.14  G  –  TRAIN  PARTICIPANTS  AND 
EXERCISE  RECOVERY  PLAN  ..........................................3.16 FIGURE 1. RECOVERY 
NEEDS  BY  HAZARD  TYPE..........................................................3.17  FIGURE  2. 
POTENTIAL  CONTRIBUTORS  TO  COMMUNITY  RECOVERY  ..............................3.18 
FIGURE  3.  PRINCIPLES  OF 
COLLABORATION................................................................3.20  FIGURE  4. 
FACILITIES FOR THE RECOVERY ORGANIZATION ..........................................3.21 
Provincial Emergency Program 3 (i) 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

Planning for Community Recovery 

Introduction 
Community recovery is a vital component of any emergency management program. 
Because recovery often takes time, some have the mistaken impression that issues can 
be addressed when they arise. However, the opportunities for calm dialogue and 
reasoned decision making can diminish as the urgency to address client needs rises. 
Recommendations from communities with experience in disaster recovery highlight the 
critical need for pre-disaster planning. 
If recovery is important, and planning ahead means the difference between success and 
failure,  what  can  and  should  local  authorities  do  to  prepare?  If  they  were  to  follow  best 
practices, what would recovery planning look like? 
This Planning for Community Recovery Guide offers the following 20 specific 
suggestions on how a local authority can and should work with others to consider their 
community’s unique needs in recovery before disaster strikes. 
A – Confirm Internal Support 
1. Design Recovery Program 2. Estimate a Budget 3. Present Recovery Program to Local 
Authority 
B – Build External Support 
4. Identify Hazards and Recovery Needs 5. Identify Contributing Organizations and Their 
Services 
C – Identify Recovery Task Force 
6. Hold an Initial Meeting 7. Arrange Regular Meetings 
D – Develop Recovery Organization 
8. Design an Organization Structure 9. Identify Recovery Organization Staff 10. Arrange for 
Recovery Facilities 11. Document Financial Assistance Requirements 
Provincial Emergency Program 3.1 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 
E – Develop Guides, Forms and Templates 12. Develop a Communication Strategy 13. Develop 
an Information Consent Form 14. Prepare a Standard Client Needs Assessment Form 15. 
Prepare Volunteer Policies and Forms 16. Develop Needs Committee Guidelines 
F – Prepare Support Information 
17. Prepare and Annually Update a Contact List 18. Establish a Donations Fund 
G – Train Participants and Exercise Recovery Plan 
19. Train Recovery Staff 20. Exercise the Recovery Plan 
Each of the following planning activities will generate specific decisions, policies, 
procedures, or information of relevance to the Recovery Organization. Capturing this 
information in written form helps immeasurably in communicating the recovery program 
to others, in training personnel in specific actions, and in guiding the recovery effort 
when needed. 
The Emergency Program Coordinator bears responsibility for preparing the Community 
Disaster Recovery Plan. Consider the Sample Community Recovery Plan in Section 4 
and adapt it, as needed. 

Planning Assumptions 
The following material is primarily directed to the Emergency Program Coordinator in 
each local authority, with the following assumptions in mind: 
• The Emergency Program Coordinator, acting on behalf of the local authority, will 
prepare a Community Disaster Recovery Plan. 
• The Emergency Program Coordinator will lead the planning process, involving the 
Emergency Planning Committee and Recovery Organizations in appropriate 
discussions and decisions. 
• The Emergency Program Coordinator will consult the Annotated Index and Sample 
Community Disaster Recovery Plan. 
Provincial Emergency Program 3.2 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

Steps in Recovery Planning 

This Guide offers a series of recovery planning steps that can be undertaken over time 
to build a solid foundation for collaborative recovery efforts. 
A – Confirm Internal Support 
1. Design Recovery Program – For communities that have not yet addressed recovery, 
a good place to begin is with your Emergency Planning Committee. 
Arrange a committee meeting to discuss the key elements in the design of your 
community recovery program, including: 
• The purpose of the program and Recovery Plan, specifically that it serves as a guide 
for action, not as a prescriptive set of procedures to be blindly followed. 
• The authority for recovery planning management, to forestall confusion about who 
should be in charge of the effort. 
• The scope of the Recovery Plan indicates its boundaries in terms of geography, time, 
effort, and hazard type. 
• The principles that guide the planning process. The Sample Plan suggests six basic 
principles for local authorities to consider. 
• The recovery objectives to summarize the overall intentions of your local authority. 
• How decisions will be made during the recovery effort. 
Refer to the appropriate sections of the Sample Community Recovery Plan to aid 
discussion. Check with your PEP Regional Manager or with your organization's solicitor 
if you are unclear on the requirements of local authorities under the BC Emergency 
Program Act and Compensation and Disaster Financial Assistance (C & DFA) 
Regulations. 
ACTION: Discuss with your Emergency Planning Committee the key elements of a recovery program, 
including the purpose, objectives, scope, guiding principles, and decision-making elements of a 
Community Recovery Plan. 
Provincial Emergency Program 3.3 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

2. Estimate a Budget – As with other elements of your overall emergency program, 

recovery planning may require funds. Expenditures may be needed for meetings, 
contractor assistance with plan development, equipment purchases, training, and 
exercises. Like response planning, consider the availability of provincial grants, Joint 
Emergency Preparedness Program (JEPP) applications, corporate donations, and local 
authority funds in identifying funding options. 
ACTION: Estimate the budget requirements for recovery planning, including considering the funding 
options through grants, JEPP, corporate donations, and local authority funding. 

3. Present Recovery Program to Local Authority – Working with the PEP Regional 
Manager for your area, the Emergency Program Coordinator should develop and deliver 
a presentation to elected officials on the recovery program, including the role of the local 
authority in funding the effort and contributing to policy interpretation during recovery. 
Topics may include: 
• Authority – Their authority to make decisions and set priorities in recovery 
• Legislated Responsibilities – Under the Emergency Program Act. 
• Political Risks of Inaction – Public expectations. 
• Costs and Benefits – Costs of recovery planning and implementation are outweighed 
by benefits accrued in reducing these losses 
• Scope of Effort – The tasks selected for recovery planning, including meetings with 
local and regional service providers, preparation of a Community Recovery Plan, 
training, and exercises. Budget requirements by program year and funding option. 
• Policy Group – Roles and responsibilities of Policy Group members. 
Seek specific approval by your local authority of the scope of effort and requested 
budget for developing a Recovery Plan. 
ACTION:  Working  with  your  PEP  Regional Manager, deliver a presentation to your local authority elected 
officials on the recovery program, and their role in supporting community efforts. 
Provincial Emergency Program 3.4 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

B – Build External Support 

4. Identify Hazards and Recovery Needs – In order to identify the external organizations 
that might support community recovery, it would help to anticipate the types of events 
that could require coordination. In several BC communities, flooding, severe weather 
events, and wildfires have generated the need for widespread recovery services; the 
same can be anticipated for earthquakes in some areas of the province. The 
Emergency Planning Committee will find it valuable to identify the types of hazards 
unique to your community that could result in large recovery efforts. 
Next, the Committee will also be interested in the potential needs that may arise from 
each hazard type. Home reconstruction may be an essential service following a wildfire, 
but is not likely after prolonged power outage, or following an outbreak of animal or 
human disease. Refer to Figure 1 at the back of this section for an example of this step. 
This action will also help develop a method for estimating the overall recovery needs at 
an early stage, and should be included in your Recovery Plan. 
ACTION: Review your community or regional Risk Assessment to identify the types of events that could 
require the coordination of recovery, and the potential types of recovery needs. 

5. Identify Contributing Organizations and Their Services – With a firm idea of the 
services that may be required during disaster recovery in your community, it is essential 
to understand who the potential contributors are and what they can offer. In this 
planning activity, the Committee would identify potential service providers ahead of time 
and list the resources they represent. This will also help the recovery effort to organize 
quickly when needed. 
One key here is to look carefully at the capacity of your full community to assist with 
recovery. Certainly, local representatives, such as Canadian Red Cross, Salvation 
Army, and St. Vincent de Paul, should be considered, as well as provincial and regional 
government services. Other important local organizations may not immediately come to 
mind. Some examples include: 
• Local volunteer organizations can help manage convergent volunteers during 
recovery. 
• Learn-to-read or language translating organizations can help clients understand 
recovery documents and complete written forms. 
• Service clubs can assist in site cleanup. 
Provincial Emergency Program 3.5 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

• Chamber of Commerce can help advise businesses affected by the event. 

• RCMP or Community Police Victim Services can help advise those directly affected by 
disaster. 
Adapt and use a table like the one shown in Figure 2 at the back of this section to list all 
possible local, regional, and provincial organizations with skills in recovery services. 
Completing Figure 2 may require discussion with individual service providers to confirm 
their capabilities and limitations. 
ACTION:  For  each  need  type,  identify  local,  regional,  provincial,  and  federal  agencies,  and 
non-government  organizations  that  may  contribute  to  recovery  following  a  disaster,  and  develop  a  table 
showing the types of services offered by each organization. 

C – Identify Recovery Task Force 

Much  of  the  success  in  any  recovery  effort  depends  on  the  willingness of many service 
organizations  to  collaborate.  Your  emergency  program  can  boost  collaboration  by 
bringing the key players together ahead of time to discuss and agree on key principles. 
6. Hold an Initial Meeting – After identifying the full range of government and 
non-government organizations likely to be active in recovery, invite representatives from 
each organization to an introductory meeting. The purpose of this gathering will be to 
“kick-start” the recovery planning process and to help build a working rapport among 
those who will work together during recovery. In an initial meeting, you will help 
establish a pre- event dialogue that will help all to understand their roles and the 
respective missions of other organizations. 
This is a good time to identify potential members of a Recovery Task Force, a 
permanent committee of service organization representatives that will consider and 
agree on the principles required for working together. Begin by addressing the purpose, 
authority, scope, guiding principles, and decision-making policies developed by the 
Emergency Planning Committee in Step 1. 
ACTION: Hold a “kickoff meeting” with members of your Community Recovery Task Force to involve them 
in the recovery planning process. Review with the Task Force the purpose, authority, and scope of the 
Recovery Plan. 
Provincial Emergency Program 3.6 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

7. Arrange Regular Meetings – As you develop your initial Recovery Plan, there is 
benefit in meeting regularly with members of the Community Recovery Task Force to 
address key issues, at least for the initial year or so. Once complete, the Task Force 
may meet less frequently, perhaps once a year, to keep everyone informed on changes 
in recovery policies and capabilities. 
During early meetings with your Recovery Task Force, discuss the principles of 
collaboration and how to implement this important concept in your community, 
addressing the statements offered in Figure 3. Seek agreement on outstanding issues 
and record the discussions. 
The Task Force should also develop and agree on a set of “business rules” that allow 
each organization to contribute fully during recovery. The Task Force should address 
and reach a consensus on the following critical topics: 
13. Purpose, authority, scope of Recovery Organization 
14. Cooperation agreements 15. Decision making, use of Action Plans in recovery 
16. Budget and funding mechanisms 17. Initial Recovery Organization structure and 
staffing 
18. Damage Assessment Form for shared use 19. Needs Assessment Form for shared 
use 
20. Needs Committee members and principles 21. Donated Funds and need for 
collaboration 
22. Volunteer confidentiality guidelines 23. Communication strategy 
24. Facilities for recovery use 
Consult the Annotated Index for information on each of these topics. 
ACTION: Arrange regular meetings of the Recovery Task Force to reach consensus on the Business 
Rules for the recovery organization. 
Provincial Emergency Program 3.7 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

D – Develop Recovery Organization 

Defining the Recovery Organization that will operate on behalf of the local authority is 
one of the most important steps in planning, and sets out the “concept of operations” for 
recovery. By simply communicating the desired structure, your partner service providers 
will know who is in charge and how they fit with others. 
8. Design an Organization Structure – This action identifies all of the functions that 
could be activated in a large-scale recovery effort. The intent here is to anticipate a 
reporting relationship in the largest potential Recovery Organization, one that clearly 
delineates the functions and specifies who is in charge. 
As with the principles of the BC Emergency Response Management System (BCERMS) 
for response, the recovery functions may be filled only as needed and then vacated 
when the need no longer exists. The important step in the planning process is to specify 
the functions, anticipate how they work together, and define the relationships to other 
local authority elements, such as the EOC. 
Discuss with the Emergency Planning Committee the Recovery Organization elements 
suggested in the Sample Community Disaster Recovery Plan. Adapt or adopt your own 
views on a practical organization, and record the position titles selected in relationship 
to others. Prepare a Recovery Organization chart. 
The value of written checklists as reminders of key policies and procedures has been 
proven in many response operations, and apply equally well to recovery efforts. In this 
activity, lead your Emergency Planning Committee and/or Task Force members in 
developing checklists for each of the functions. 
Each checklist should briefly list the function’s responsibilities, the supervisor, the 
procedures to follow, and any function aids. PEP’s Sample Community Recovery Plan 
offers some examples for key recovery functions. 
ACTION: Identify the recovery functions and organization structure that best fits the needs of your 
community, and prepare function checklists, considering the examples in the Sample Recovery Plan. 
Provincial Emergency Program 3.8 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

9. Identify Recovery Organization Staff – With the Recovery Organization in mind, the 
next task calls for identifying people who may fill specific functions. 
Unlike site and site support response, there is little need to identify staff for most 
functions in recovery. The need for community recovery in any single community will 
likely arise infrequently, and personnel may change over the years. Also, there will be 
time during the recovery phase to train the personnel needed for most of the functions 
to be activated. 
However,  personnel  should  be  identified  before  a  disaster  for  three  critical  positions  in 
recovery so they can receive specific training and be prepared to act: 
EOC Recovery Unit Coordinator – One or more persons for this EOC function should 
already be identified and trained as part of the Emergency Response Plan. If not, the 
Emergency Program Coordinator should attend to this requirement as a critical element 
in the success of recovery. Consult the sample checklist for the EOC Recovery Unit 
Coordinator in PEP’s Annotated Index for Community Recovery for more on this 
function. 
Recovery Director – The Recovery Director is the most critical position in the Recovery 
Organization, and the selected person must possess skills in facilitation, consensus 
building, and project management. Unlike the other Recovery Organization functions, 
the Recovery Director should either be a local authority employee, or have written 
authorization from the local authority to act on its behalf, with and through the powers 
conferred under the BC Emergency Program Act. 
Recovery Information Officer – An Information Officer dedicated to recovery issues is 
highly recommended. It is essential that this function issue early news media messages 
that effectively guide donations and support the development of a collaborative 
Recovery Organization. It is also important that the Recovery Information Officer knows 
to work under the direction of the EOC Information Officer, while the EOC is active. 
Considering the skills and knowledge required in these three functions, identify at least 
one primary and one alternate for each function. Confirm with the selected personnel 
their willingness to serve, record their name and contact information in the Recovery 
Plan, and arrange for training. 
Note that it may be better to avoid using local authority employees in the Recovery 
Organization (other than the Recovery Director) for three 
Provincial Emergency Program 3.9 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

reasons. First, local authority employees may be exhausted following the response 
effort, or may be devoted to local authority recovery (including repairing critical 
infrastructure and dealing with service interruptions). Second, recovery typically requires 
many weeks or months of effort, taking local authority employees away from other 
perhaps vital public services. Third, the local authority will not be eligible for provincial 
financial assistance for regular hours (non-overtime) for local authority employees, 
whereas the cost of contractors is eligible for provincial financial assistance at 80 
percent. 
Fortunately, there are options to using local authority employees. Consider recovery 
personnel from the following external sources: 
• Local, regional and national service organizations, identified through members of the 
Recovery Task Force 
• Other local community volunteer groups, such as the Lion’s Club 
• ESS volunteers, if available and rested 
• Convergent community volunteers 
• Other communities, including municipal employees on leave and volunteers 
• Contractors, such as those identified through PEP 
ACTION: Identify personnel who may serve in the key functions of the Recovery Organization, including a 
Recovery Director, considering the skills and knowledge required. 

10. Arrange for Recovery Facilities – As with any other human activity, people need 
space and tools to work. In recovery, some of the effort involves direct contact between 
disaster victims and individuals who possess essential information. Other efforts 
demand space to sort and store donated goods. 
Depending on the unique needs of a disaster, the Recovery Organization may require 
the following six basic types of recovery facilities: 
• Community Recovery Office 
• Recovery Centre 
• Goods Warehouse Facility 
• Public Meeting Facility 
• Media Centre 
• One-Stop Disaster Service Centre 
Provincial Emergency Program 3.10 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

The Emergency Planning Committee should identify at least one primary and one 
alternate facility for each type, and check if the selected facilities can be quickly outfitted 
with telephones, fax machines, and photocopy machines, as required. Refer to Figure 4 
for assistance with this activity. 
For some facilities, it may be advisable to negotiate use agreements with facility owners 
ahead of time to avoid disappointments. Once confirmed, the facilities should be 
identified in your Community Disaster Recovery Plan, including the location and contact 
information for primary and alternate sites. 
ACTION: Identify at least one primary and one alternate facility for each type, and negotiate use 
agreements with facility owners, where required. 

11. Document Financial Assistance Requirements – Questions on how to pay for the 
recovery effort will invariably arise during the effort, so it makes sense to research and 
address these issues beforehand. Past events have proven that confusion on this single 
point can delay the delivery essential services and prolong the recovery period. 
In this task, members of the Emergency Planning Committee should review the PEP 
website materials on Financial Assistance for Response and Recovery Costs, and seek 
to understand the limitations on any recovery claims made by local authorities. If 
required, discuss recovery expenses with your PEP Regional Manager or the PEP 
Recovery Manager. 
Record your findings in the Recovery Plan as summaries for the Recovery Director and 
Finance/Administration Section Chief. 
ACTION: Understand and document the eligibility requirements for provincial financial assistance with 
recovery costs by reviewing PEP website materials. 
Provincial Emergency Program 3.11 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

E – Develop Guides, Forms and Templates 

Planning for recovery includes effort to assist members of the Recovery Organization 
through specific guides, forms and templates. 
12. Develop a Communication Strategy – Keeping disaster survivors and the general 
public informed throughout the recovery period is perhaps the most critical service any 
Recovery Organization can offer. Confusion and frustration can only increase without 
accurate information on the status of the disaster or about the services available, or 
where announcements by several organizations conflict. 
In this pre-disaster task, the Emergency Program Coordinator leads the Recovery Task 
Force in developing a collaborative approach to communication, including guidelines on 
how to: 
• Issue news releases requesting initial donations in cash, and highlighting what the 
Recovery Organization is doing to assist those affected. 
• Contact disaster clients directly and inform them about recovery services. 
• Identify mechanisms for establishing a Community Recovery website. 
• Offer information on frequently asked questions generated by community and utility 
services, such as BC Hydro and the Society for the Prevention of Cruelty to Animals 
(SPCA). 
• Empower individuals to help themselves by managing their own recovery. 
These are elements of a communication strategy for keeping the community informed 
on recovery progress. Refer to the topic in PEP’s Annotated Index for more information. 
ACTION: Prepare a communication strategy for keeping the community informed on recovery progress 
after a disaster, working with the Recovery Task Force. 

13. Develop an Information Consent Form – While information sharing among service 
providers helps reduce gaps and duplication, it depends on the willingness of each 
disaster client to release their personal information for these purposes. To help maintain 
confidence in the recovery process, the Recovery Organization should develop and 
apply an Information Consent Form for client signature. 
Provincial Emergency Program 3.12 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

In this step, the Recovery Task Force develops a standard information release consent 
form for use by all agencies during recovery. Every Client Needs Assessment Form 
should include a consent that allows for the sharing of client needs information. 
ACTION: Develop an information release consent form for signature by disaster clients to permit the 
sharing of client data among Task Force members. 

14. Prepare a Standard Client Needs Assessment Form – Information sharing would 
also be aided by use among all Recovery Organizations of a standard form identifying 
clients and their needs. 
In this task, the Emergency Program Coordinator seeks agreement ahead of time 
among Task Force members on the sharing of client information. Participating 
organizations should also agree to a "case management" approach to client services, 
including the development of a form and electronic database for client contact. 
Upon agreement, your community Task Force should develop a standardized Client 
Needs Assessment Form for use in interviewing clients. Consider the example 
presented in the Annotated Index. Where agencies have their own form and must 
continue its use, consider the need for written memoranda of understanding allowing 
the sharing of information among key agencies. 
Once  a  form  has  been  adopted,  the  Task  Force can develop an electronic database for 
client contact. A simple spreadsheet program may suffice for this purpose. 
ACTION: Develop a standardized Client Needs Assessment Form and electronic database for use by the 
Recovery Organization. 

15. Prepare Volunteer Policies and Forms – Managing volunteers in a disaster situation 
is a big challenge in the Recovery Organization because people are so intent on helping 
others. Preparing for volunteers ahead of time is essential to success and can be 
accomplished with the assistance of local volunteer organizations. 
It may help to first identify the potential actions volunteers can assist with during 
recovery, such as site cleanup, sorting donated goods, or acting as advocates for 
clients requiring assistance. 
Provincial Emergency Program 3.13 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

In this activity, the Emergency Program Coordinator and Committee prepare volunteer 
registration policies and forms ahead of time. Note that the volunteer registration 
procedures for recovery should match those for response. 
ACTION: Prepare volunteer registration policies and forms to facilitate the safe management of 
volunteers engaged in recovery activities. 

16. Develop Needs Committee Guidelines – Matching client needs with resources lies 
at the heart of the recovery effort. At first glance, the function seems straight-forward, 
especially if both the clients and resources are known. 
There are, however, a number of issues to resolve for successful matching. Most 
revolve around a fair and transparent method for allocating funds, goods, services, and 
volunteer labour. A Needs Committee may consider each client's ability to absorb 
losses in ensuring that the recovery effort focuses on those with the greatest needs. On 
the other hand, the Needs Committee may simply divide the available resources equally 
among all those affected, regardless of need. This policy requires discussion and 
agreement among members of the Recovery Task Force before disaster strikes. 
Preparedness includes taking measures in advance to support the Needs Committee. In 
particular, the Task Force should develop written guidelines for allocating limited 
resources among disaster clients, including criteria for decision making. In addition, the 
Task Force should develop examples of resource matching to guide the Needs 
Committee members. This effort should extend to the criteria to be applied in allocating 
immediate hardship grants, should the requirement arise. 
ACTION: Develop criteria for and examples of resource matching to guide the Needs Committee 
members, including immediate hardship grants. 

F – Prepare Support Information 

In addition to the forms and templates noted above, the Community Recovery Task 
Force should develop specific support information for use during recovery. 
17. Prepare and Annually Update a Contact List – As with your response plans, a list of 
key participants and their contact information is 
Provincial Emergency Program 3.14 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

especially helpful during recovery. Contact information should include e- mail and 
website addresses, where available. 
The categories of recovery contacts may include: 
• The Recovery Director and Information Officer 
• Local and regional service organizations 
• Facility managers/owners 
• Technical experts for the hazard types 
• Provincial government departments with roles in recovery 
• Regional or government agencies with unique recovery responsibilities 
ACTION: Prepare a contact list for the Recovery Plan, and update the information at least annually. 

18. Establish a Donations Fund – Confusion and stress can be greatly reduced by 
thinking ahead on how donated funds will be collected, managed, and allocated to 
disaster victims. The Task Force should undertake several steps in advance to establish 
the relationships needed to work with partner agencies on this important service. In 
particular, those organizations that collect donated funds should address how such 
funds will be allocated to clients, such as through a single Needs Committee sanctioned 
by the Task Force. 
Your local authority should specifically consider using an existing or establishing a new, 
non-profit society for the purposes of collecting and managing donations. 
This approach offers several advantages. First, it would ensure that all local donations 
would be applied locally. Some national or international organizations have a policy of 
allocating donated funds according to the greatest need internationally. In addition, 
donated funds could be used to support the Recovery Organization, including costs that 
are not covered by provincial financial assistance. 
Any fund-generating society should be registered under the BC Society Act, and apply 
to the federal government to enable the issuance of tax- deductible receipts for 
donations. 
ACTION: If deemed appropriate, use an existing society or develop a new society for the receipt and 
management of donations. 
Provincial Emergency Program 3.15 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

G – Train Participants and Exercise Recovery Plan 

19. Train Recovery Staff – In addition to preparing a Recovery Plan, it is important that 
some staff members and others from outside the local authority are trained ahead of 
time. This requires training materials that are specific to the recovery functions. Until 
such courses are available for provincial distribution, consider the roles, responsibilities, 
and checklists in your Community Recovery Plan as training material. 
Also, your Emergency Planning Committee should develop training materials for easy 
use after disaster strikes and as recovery begins. This “just-in-time” training will greatly 
expand the capabilities of your community to manage the recovery efforts. 
ACTION: Provide appropriate training to people identified as potential Recovery Organization staff, using 
appropriate training materials. 

Preparedness includes training appropriate personnel for their roles in recovery. Such 
training may include techniques for personal and telephone interviews, data entry, 
donation management, and stress recognition. 
The Emergency Program Coordinator should arrange appropriate training to those 
identified as potential Recovery Centre Staff. 
20. Exercise the Recovery Plan – As the final step in recovery planning, remember the 
value of exercises applies to both response and recovery. 
Exercises allow you, your Emergency Planning Committee, and the Recovery Task 
Force to test the people selected for the Recovery Organization, the policies and 
procedures developed in the steps above, the facilities and equipment identified to 
support recovery, and the training that has been offered. 
Exercises  can  be  function-specific.  In  one  example,  members  of  a  Needs  Committee 
could  use  a  tabletop  exercise  to  test  and  finalize  the  criteria  to  be  applied  in  matching 
clients  and  limited  resources.  Other  exercises  can  use  the  forms  and  templates 
prepared earlier to test their usefulness and accuracy. 
ACTION: Exercise Recovery Plan with multiple stakeholders, and revise personnel, plans, forms and 
training accordingly. 
Provincial Emergency Program 3.16 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

Figure 1. Recovery Needs by Hazard Type 

What will your community likely need during recovery, by hazard? Considering the types of 
widespread hazards that may affect your community, identify the needs that may surface during 
the recovery period. Use the table below to: 
• First, identify the hazardous events that may affect your community, such as flood, 
earthquake, wildfire, or pandemic flu. Write them at the top of the blank columns. 
• Second, for each hazard, indicate by checkmark the types of services, goods, or funds that will 
likely be required. Refer to the Annotated Index for descriptions of need categories. 
Hazards 
Needs Advocacy Animal Care Child Care Communication Construction, Repair Counselling Damage 
Assessment Debris Removal Economy Support Elder Care Employment Financial Assistance Funds 
Management Goods Management Health Care Housing Relocation Identification International Services 
Legal Services Mass Care Long Term Mitigation Planning Mobile Feeding Radio Communication 
Services Rebuilding Sanitation Services Spiritual Care Training Translation Transportation Volunteer 
Management Warehousing 
Provincial Emergency Program 3.17 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

Figure 2. Potential Contributors to Community Recovery 

Who are the potential contributors in your community and what can they offer? With the 
list of potential recovery needs in mind (see Figure 1), identify all of the organizations 
that may be able to provide the required community and individual services. 
Consider existing local service providers by consulting telephone and other local 
directories. Discuss services with government and non-government organizations to 
confirm the services they offer and any limitations that should be noted. 
Service Organizations That May Serve Organization’s Limitations Advocacy 
Animal Care 
Child Care 
Communication 
Community Outreach 
Construction, Repair 
Counselling 
Damage Assessment 
Debris Removal 
Economy Support 
Elder Care 
Employment 
Financial Assistance 
Financial Planning 
Funds Management 
Provincial Emergency Program 3.18 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

Organizations That May Serve Organization’s Limitations Service Goods 

Management 
Health Care 
Housing Relocation 
Identification 
International Services 
Legal Services 
Mass Care Long Term 
Mitigation Planning 
Mobile Feeding 
Radio Communication 
Rebuilding 
Sanitation Services 
Spiritual Care 
Training 
Translation 
Transportation 
Volunteer Management 
Warehousing 
Provincial Emergency Program 3.19 
 
3. Planning for Community Recovery – Community Disaster Recovery Guide 

Figure 3. Principles of Collaboration 

Lessons from other recovery efforts highlight the importance of collaboration among key 
service providers. Collaboration means to work jointly with others, to cooperate with 
agencies with which one is not immediately connected. 
Discuss within the Community Recovery Task Force the following principles of 
collaboration and how to implement the concept in a Recovery Organization: 
Principles of Collaboration For Your Notes 
1. There should be a structure for 
collaborative thinking and decision making that does not unduly restrict or constrain 
organizations. 
2. Collaboration between all stakeholders can 
be managed by including a mix of government, private and volunteer agencies on the 
Community Recovery Task Force and other sub-committees. 
3. Every participating organization should 
have a seat at the decision-making table. 
4. Collaboration should also include 
representatives of survivors as participants in the decision-making process. 
Provincial Emergency Program 3.20 
 
Figure 4. Facilities for the Recovery Organization 
Identify at least one primary and one alternate facility for each of the following types in 
your community. Note the facilities that will require use agreements with facility owners. 
Facility Type – Long Term 
Location Primary 
Agreement Required? Use 
Secondary Location 
Use Agreement Required? 
1. Community Recovery Office – Facilities where members of the Recovery Organization can meet and 
operate. Should include a boardroom that can accommodate the Recovery Task Force and other sub- 
committees, such as a Needs Committee. 
2. Recovery Centre – Clients may go to a Recovery Centre to be assessed and to receive advice, 
information, and services on a variety of issues. Facility should be readily accessible by the majority of 
clients. 
3. Goods Warehouses – Facilities to receive, sort, and store goods intended for clients. Warehouse 
equipment should include storage areas, pallets and forklifts. 
Facility Type – Temporary – Short Term 
4. Public Meetings – The location where the general public and potential clients will receive information in 
a series of public meetings. 
5. Media Centre – Recovery media briefings will likely be held concurrently with EOC briefings. Once the 
EOC closes, a recovery media centre must be identified. 
6. One-Stop Disaster Services Centre – A hall where numerous government, private, and volunteer 
organizations can set up booths and be available to clients for a short time (4 to 8 hours per session) to 
answer questions in person. 
Provincial Emergency Program 3.21 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Sample Community Recovery Plan 

Section 4 – Table of Contents 
PAGE 
INTRODUCTION.......................................................................................................... 4.1 
P 
URPOSE 

................................................................................................................. 4.1 A 
UTHORITIES 

............................................................................................................ 4.1 S 
COPE 

..................................................................................................................... 4.1 P 
RINCIPLES 

.............................................................................................................. 4.2 R 
ECOVERY 

O 
BJECTIVES 

............................................................................................ 4.3 
CONCEPT OF RECOVERY OPERATIONS ................................................................ 
4.3 
T 
HE 

R 
ECOVERY 

O 
RGANIZATION 

.................................................................................. 4.3 C 
OLLABORATIVE 

A 
GENCIES IN 

R 
ECOVERY 

................................................................... 4.5 R 
ECOVERY 

F 
UNCTIONS 

.............................................................................................. 4.5 D 
ECISION 

M 
AKING 

..................................................................................................... 4.7 R 
ECOVERY 

F 
ACILITIES 

............................................................................................... 4.7 F 
UNDING THE 

R 
ECOVERY 

E 
FFORT 

.............................................................................. 4.8 
RECOVERY FUNCTION CHECKLISTS...................................................................... 4.8 
P 
OLICY 

G 
ROUP 

......................................................................................................... 4.9 R 
ECOVERY 

O 
FFICER 

................................................................................................ 4.11 R 
ISK 

M 
ANAGEMENT 
O 
FFICER 

................................................................................... 4.14 L 
IAISON 

O 
FFICER 

.................................................................................................... 4.16 I 
NFORMATION 

O 
FFICER 

............................................................................................ 4.18 O 
PERATIONS 

S 
ECTION 

C 
HIEF 

................................................................................... 4.20 C 
LIENT 

A 
DVISORY 

C 
OORDINATOR 

............................................................................. 4.22 N 
EEDS 

C 
OMMITTEE 

C 
OORDINATOR 

........................................................................... 4.24 T 
RANSITION 

C 
OORDINATOR 

...................................................................................... 4.25 F 
UNDS 

C 
OORDINATOR 

............................................................................................. 4.26 G 
OODS 

C 
OORDINATOR 

............................................................................................ 4.28 S 
ERVICE 

C 
OORDINATOR 

.......................................................................................... 4.30 P 
LANNING 

S 
ECTION 

C 
HIEF 

....................................................................................... 4.32 L 
OGISTICS 

S 
ECTION 

C 
HIEF 

....................................................................................... 4.35 F 
INANCE 

/A 
DMINISTRATION 

S 
ECTION 

C 
HIEF 

................................................................ 4.37 
COMMUNITY RECOVERY FORMS .......................................................................... 
4.39 
Provincial Emergency Program 4 (i) 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Sample Community Recovery Plan 

Introduction 
Community recovery refers to the coordination of humanitarian aid to citizens following 
disaster. This includes attention to the economic and psycho-social recovery of the 
entire community and its inhabitants, including individuals and families, business 
owners, farm owners, non-profit organizations, and community groups. The type and 
magnitude of the hazard and specific event will determine the need for community 
recovery following any emergency or disaster. 
Purpose The purpose of this Community Disaster Recovery Plan is to set out the 
concepts of recovery management, overall policies, and functional guidelines adopted 
by the Local Authority for consideration during the recovery period. The intent is to 
make the recovery process transparent, and to clarify the Local Authority framework for 
contributing service agencies and for planning teams that may follow. 
Authorities Although community recovery requires the cooperation of several 
government agencies and non-government organizations, only the Local Authority has 
the legislated responsibility for community-wide recovery under the BC Emergency 
Program Act and Compensation and Disaster Financial Assistance Regulation. 
The Local Authority (municipal council or regional district board) is specifically identified 
as the entity under the Act with authority and responsibility for setting and implementing 
recovery policies and priorities. A delegate of the Local Authority will be authorized as 
the Recovery Director to lead the management and coordination of all recovery 
activities within our jurisdiction. 
Scope The recovery activities assumed under this Plan address any major emergency 
or disaster resulting in impacts within the jurisdictional boundaries of the Local Authority. 
Recovery begins at the moment of impact, and continues until a formal, coordinated 
effort ceases to be effective. A separate Local Authority Recovery Plan addresses the 
restoration and recovery of critical infrastructure, such as electrical power, gas service, 
potable water, sewer and wastewater services, and roadways. 
Provincial Emergency Program 4.1 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Principles In approving this Community Disaster Recovery Plan, the Local Authority 
considered the following principles: 
Do No Harm – All aid has the potential for both positive and negative impact. The goal 
of managed recovery is to maximize the benefits and minimize the negative 
consequences. A coordinated strategy helps reduce possible conflicts between various 
assistance strategies. 
Provide Leadership – Losses cannot be managed by simply allowing things to unfold. 
The local authority must step forward to coordinate the many recovery participants in an 
effective and visible way. Doing so will help forestall the freelancing, duplication of 
effort, and gaps in recovery services that may otherwise occur. 
Foster Collaboration – Many recovery organizations can collaborate by working together 
to achieve specific goals and to undertake specific projects for mutual benefit. The 
Recovery Organization should include a structure that encourages collaborative thinking 
and decision making, one that does not unduly restrict or constrain organizations. By 
sharing common goals in recovery and promoting respect for each other’s mission and 
diversity, the many organizations contributing to recovery can be more effective and 
build a stronger sense of community. 
Empower Individuals – Successful recovery means empowering those impacted by a 
disaster in a way that preserves their dignity, embraces their right of choice, and 
demonstrates respect for their experience. Recovery task force members serve as 
advocates for those impacted by a disaster and provide assistance to them in accessing 
aid. 
Act Quickly, Plan for the Long Term – Some recovery needs are urgent. We believe a 
small amount of help delivered in a timely manner is far more beneficial than delayed 
services. In addition to quick, targeted action, a recovery task force should engage the 
community in creative problem solving over the long term. 
Plan for Transition to Normal Services – It is vitally important that recovery personnel 
plan for a transition to existing community services. The recovery task force will prepare 
a transition plan in writing for consultation among those impacted and other community 
members. 
Capture Lessons Learned – The recovery period offers a tremendously important 
opportunity to learn what works and what does not within a community. The recovery 
task force will capture these lessons by collecting documents, interviewing recovery 
personnel and clients, and recording the progress of recovery from the first day of 
activity. 
Provincial Emergency Program Revised Sept. 2006 4.2 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Recovery Objectives This Community Recovery Plan has been prepared with the 
following objectives in mind: 
To Reduce Human Suffering – We believe a well-coordinated recovery effort reduces 
human suffering and directly helps citizens return to normalcy as quickly as possible. 
To Protect Community Culture – The entire character of our community can be 
influenced by how well we manage the recovery process. Success in recovery means 
protection of residents, jobs, and community features, as well as a heightened 
awareness of community identity. 
To Reduce Economic Losses – In combination with individual assistance, recovery also 
addresses protection of critical businesses and non-government organizations. 
Recovery can encourage growth in every sector of our local economy. 
To Enhance a Sustainable Community – This Recovery Plan reflects our commitment to 
ensuring a sustainable and resilient community. This means we support the principle 
that every person, business, and/or institution should be able to withstand future 
disasters, with enhanced community health overall. 

Concept of Recovery Operations 

Our community recovery program focuses on the social and economic recovery of the 
people, property, businesses, and industry of the Local Authority, including but not 
limited to psycho-social support and financial aid. 
The Recovery Organization To activate the Recovery Plan, the EOC Director 
determines the need for recovery coordination based on the advice of the EOC 
Recovery Unit Leader. The overall framework for recovery anticipates a collaborative 
approach under the leadership and direction of a single Recovery Director, appointed by 
the Local Authority. Subsequently, the Recovery Director establishes a Recovery Task 
Force, including a number of appropriate partner service organizations. 
The crisis aspect of a disaster demands a clear understanding and acceptance by all 
recovery organizations at the outset. 
Provincial Emergency Program 4.3 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Key components in the recovery organization adopted by the Local Authority include the 
following: 
Policy Group – The Policy Group for the recovery effort is the same local authority 
representatives identified as the Policy Group for the response effort. This includes the 
Local Authority positions (e.g., mayor and council) that will make high level decisions 
concerning the community's recovery. The Policy Group does not directly manage 
recovery activities, but may consider and develop overall policies that guide the 
program. 
Recovery Director – A Recovery Director assumes overall responsibility for coordinating 
the collective services offered to those impacted by a disaster on behalf of the Local 
Authority. The Recovery Director sets priorities, develops strategies, and assigns tasks 
to partner organizations. The Recovery Director is given the widest possible scope to 
use his or her initiative with minimal jurisdictional restrictions. 
The Recovery Director may call upon the Local Authority Emergency Operations Centre 
(EOC) at any time to provide support, but the recovery organization remains separate 
from the EOC. 
Recovery Task Force – The Recovery Task Force serves as the guidance group for 
community recovery, based on policy direction from the Policy Group and Recovery 
Director. This group represents selected representatives among the Local Authority 
organization, partner service providers, disaster survivors, and other individuals, and 
operates under the authority of the Recovery Director. 
The Recovery Task Force is responsible for guiding the decisions required to support 
efficient and effective recovery. The size and composition of the Recovery Task Force 
may vary according to the requirements of the particular circumstances. The Recovery 
Task Force complements and does not conflict with the actions of the Emergency 
Operations Centre. 
Recovery Organization – The entire collection of individuals, partners, and collaborative 
service organizations is called the Recovery Organization. In most cases, the 
composition will change over time, depending on the needs and resources available. 
Needs Committee – Coordinated recovery services depend on collaboration among 
available service providers of many descriptions. The Local Authority will take the lead 
role in coordinating the direct delivery of services to community members affected by a 
disaster. The Recovery Director may create and authorize a "Needs Committee" to 
facilitate the matching of clients and resources in an efficient manner, when required. 
Provincial Emergency Program Revised Sept. 2006 4.4 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Depending on the type of damage and losses, members of a Needs Committee may 
include our partners in recovery. 
Collaborative Agencies in Recovery Collaborative service agencies include local, 
regional, and national voluntary service organizations in support of community recovery. 
Our recovery partners include, but may not be limited to the following: 
• BC Housing 
• BC Ministry of Children and Family Development 
• BC Ministry of Health 
• Buddhist Compassion Relief Tzu Chi Foundation Canada 
• Canadian Disaster Child Care 
• Canadian Mental Health Association 
• Canadian Red Cross 
• Christian Reformed World Relief Committee 
• Food Banks 
• Health Authority 
• Mennonite Disaster Services 
• Provincial Emergency Program: 
➢ Emergency Social Services ➢ Recovery/Disaster Financial Assistance 
• Salvation Army 
• St. John Ambulance 
• St. Vincent de Paul 
• Victim Services – RCMP and Community Police 

Each service organization has an interest and possesses expertise in a specific area of 
recovery, and may target their services at different phases of the recovery process. It is 
the Recovery Director's role to coordinate these services for the benefit of all. 
To be effective, each service organization must have a clear understanding of their role, 
and how they should interact and coordinate with others. This Community Disaster 
Recovery Plan outlines the functions and organization in which each partner may 
participate. 
Recovery Functions Recovery operations in the Local Authority may require a number 
of functions, depending on the severity of the damage and extent of impact. In a fully 
developed community Recovery Organization, we anticipate the following functions: 
• Policy Group 
• Recovery Director 
• Recovery Task Force 
• Risk Management Officer 
Provincial Emergency Program 4.5 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 
• Liaison Officer 
• Information Officer 
• Client Advisory Branch 
• Needs Committee 
• Transition Branch 
• Service Branch 
• Goods Branch 
• Funds Branch 
• Planning Section 
• Logistics Section 
• Finance/Administration Section 

Figure 1 illustrates the reporting structure among these functions in a recovery 

organization chart. 
Figure 1. Community Disaster Recovery Organization Chart 
Provincial Emergency Program 4.6 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

The chart above reflects the structure for a fully developed recovery organization. Not 
every recovery function or position will be filled in every disaster, or throughout the 
complete recovery period. The situation at hand will dictate the functions and elements 
to be activated. As a minimum, an active Recovery Organization requires only a 
Recovery Director. 
Note that all staff for these functions need not work directly for the Local Authority. In 
consultation with our partner agencies we have identified opportunities for functions to 
be filled by service agency staff or, in some cases, community volunteers. 
Decision Making The Recovery Director represents the Local Authority in decisions 
related to the recovery organization and how it operates. While endeavouring to build 
consensus in a collaborative approach, the Recovery Director nevertheless holds the 
responsibility and authority to make decisions that commit the Local Authority to actions 
and expenditures. The Recovery Director will also keep the Policy Group informed 
throughout the recovery period, and seek guidance on major policy issues and priorities. 
Recovery Facilities The primary and alternate sites identified for these functions include 
the following: 
Recovery Office – Members of the Recovery Organization need facilities where they 
can gather to confer on the overall organization. Such facilities will be housed at 
(location). 
Recovery Centre – The Recovery Centre will serve as a clearinghouse of community 
recovery information, and as a drop-in centre where clients can ask questions and pick 
up information materials in person. Primary facilities for the Recovery Centre are 
located at (location). 
Goods Warehouse Facility – We have identified several optional facilities that may be 
required to receive, sort, store, and disseminate goods purchased in bulk or collected 
through donations. Options include facilities located at (location). 
Public Meetings – Contact with the general public and potential clients will be conducted 
at a series of public meetings, to be held at (location). 
Media Centre –While the EOC is active, recovery briefings will be held concurrently with 
response issues. The alternate media centre is identified as (location). 
Provincial Emergency Program 4.7 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

One-Stop Disaster Service Centre – As with public meetings, One-Stop Disaster 

Service sessions will be held at (location) as the primary option. 
Funding the Recovery Effort The Local Authority anticipates financial assistance for 
some aspects of the recovery effort from the provincial and federal governments, under 
the existing Disaster Financial Assistance (DFA) program. The Local Authority may be 
eligible for cost-sharing community recovery expenses from the province at 80 percent 
of the accepted community recovery claim which exceeds $1,000 for: 
Incremental Costs: Costs such as overtime for community employees, rental of office 
space not owned by the local, provincial or federal government, equipment and 
telecommunication rentals, and other costs above normal community operational costs. 
Contract Costs: Costs of contracting for recovery services, such as a Recovery Director, 
support staff, offices, warehouses, and equipment. 
Public and Private Donations: The Local Authority may establish a non- profit society for 
the purpose of collecting and disseminating donations related to disaster relief. 
Donations may be applied to other extraordinary local authority costs or to the recovery 
costs not eligible for provincial disaster financial assistance. 

Recovery Function Checklists 

The following are checklists for all functional positions in the recovery organization. 
It is important to note that not all functions are required for all disasters. Also, some 
personnel could fill multiple functions in the Recovery Organization. Only those 
positions needed to provide effective services should be staffed. 
Provincial Emergency Program 4.8 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Policy Group 
Responsibilities: The Policy Group supports the recovery effort by providing interpretation 
of existing policies, developing new policies to address recovery issues, and providing continuity 
of governance throughout the recovery effort. Members of the Policy Group may include the 
local authorities with jurisdiction over recovery. 
1. Consider Policies – Advise on existing policies and examine the 
requirement for new or temporary policies to support community recovery. 
2. Set Expenditure Limits – Determine appropriate expenditure limits 
for recovery. 
3. Request Outside Support – Upon the advice of the Recovery 
Director, request extra-ordinary resources and/or outside assistance. 
4. Assist Public Information – Upon request, act as a spokesperson 
for the jurisdiction and participate in media briefings on the recovery efforts. 
5. Acknowledge Contributions – Ensure steps are taken to 
acknowledge the contributions of recovery staff and volunteers. 
Checklist: 1. Consider Policies 
❑ Meet as the Policy Group – Convene as the Recovery Policy Group at 
the site and times recommended by the Recovery Director. ❑ Review Recovery Status – Obtain 
current situation status and a 
briefing on priority recovery actions from the Recovery Director. Keep appraised as to the status 
of the recovery efforts by reviewing Recovery Office Situation Reports. ❑ Examine Issues – 
Consult with Recovery Director and/or legal advisors 
regarding any potential legal issues and recommended courses of action. ❑ Develop Policies – 
Examine the need for new or temporary policies, as 
required to support recovery operations. Develop policies and communicate them to the 
Recovery Director. 
2. Set Expenditure Limits ❑ Set Limits on Recovery Expenses – Consult with Recovery Director 
to determine appropriate expenditure limits, considering the likely time requirements for 
recovery. 
3. Request Outside Support ❑ Determine Need for Support – Consult with Recovery Director to 
determine the need for extra-ordinary resources and/or outside assistance. 
Provincial Emergency Program 4.9 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Policy Group 
❑ Request Support – Request recovery support from appropriate local, 
regional, provincial, and federal agencies, upon the advice of the Recovery Director. 
4. Assist Public Information ❑ Present Public Information – Act as a spokesperson for the 
jurisdiction, 
upon request. Upon request, prepare for and participate in any media briefings. 
5. Acknowledge Contributions ❑ Lead Efforts to Acknowledge Recovery Efforts – Ensure steps 
are 
taken to acknowledge recovery personnel for their efforts. 
Function Aid: Form 
• Recovery Decision/Approval Log (REC 407) 
Provincial Emergency Program 4.10 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Recovery Officer 
Responsibilities: The Recovery Director coordinates recovery activities to ensure an 
effective and cooperative effort. The Recovery Director role may be filled by two or more 
representatives of agencies with jurisdiction, working in collaboration. 
1. Assess the Situation – Gather information about the disaster and its 
impacts. Assess the magnitude and severity of the situation to determine the appropriate type 
and level of recovery coordination. 2. Liaise with Service Providers – Lead local, regional, and 
national service providers in collaborative recovery, including the sharing of information, tasks, 
and personnel. 3. Develop Recovery Organization – Develop a Recovery Organization 
that meets current requirements, and select personnel to fill specific functions. 4. 
Develop/Approve Action Plans – Prepare Recovery Office action plans with other recovery 
members based on an assessment of the situation and available resources. Set priorities and 
recovery objectives for implementation. 5. Inform Others – In consultation with the Information 
Officer, assist 
recovery information actions using the best methods of dissemination. Approve press releases 
and other public information materials. Keep the Policy Group and Task Force informed. 6. 
Manage Recovery Facilities – Ensure the management of all 
facilities required to support recovery efforts. 
Reports To: Policy Group 
Checklist: 1. Assess the Situation 
❑ Obtain PEP Task Number – Identify the PEP Task Number for the 
incident, if available, from the EOC Director, Emergency Coordination Centre at PEP, or from 
the PREOC, if activated. Ensure the PEP Task Number is prominently displayed in the 
Recovery Office. ❑ Collect Information – Gather information from a number of sources and 
assess the needs for recovery. Obtain a briefing from EOC Director or Recovery Unit 
Coordinator, if available. ❑ Set the Level of Recovery – Determine the initial level of recovery. 
Set operational periods for regular reporting and decision making (e.g., every day at first, 
extended to a maximum of one week). ❑ Request Initial Assistance from Personnel – Mobilize 
appropriate 
personnel for the initial activation of the recovery effort. 
2. Liaise with Service Providers ❑ Contact Service Providers – Identify and contact local, 
regional, and 
national service agencies and NGOs with recovery roles. 
Provincial Emergency Program 4.11 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Recovery Officer 
❑ Review Roles – Meet with local and national service providers to 
introduce the Community Recovery Program and to review their roles in recovery. ❑ Liaise with 
Other Agencies – Act as liaison with other disaster 
assistance agencies to coordinate the recovery process. ❑ Secure Cooperation – Ensure all 
participating organizations and 
individuals agree to cooperate. Gain agreement from all participating agencies to share client 
information (see Information Sharing Agreement). 
3. Develop Recovery Organization ❑ Identify Recovery Functions – Select functions required 
for the 
recovery challenge at hand (see Sample Recovery Organization Chart). Prepare an 
organization structure to specify how players fit together. ❑ Select Recovery Personnel – 
Identify the individuals to serve on the 
Recovery Task Force. Select personnel to fill recovery functions based on knowledge and skill 
sets. ❑ Acquire Additional Personnel – Request additional personnel for the 
Recovery Organization from the Policy Group and service provider organizations, as necessary. 
❑ Monitor Recovery Staff – Monitor the personal needs of the 
organization members, such as stress levels, and arrange for stress counselling services, as 
required. 
4. Develop/Approve Action Plans ❑ Hold Planning Meetings – Convene at least one Action 
Planning Meeting in each operational period. Meeting is chaired by the Recovery Planning 
Section Chief. Attendance should include all members of the Recovery Task Force and other 
key agency representatives. ❑ Determine Appropriate Actions – Consult local, regional, and 
international service providers regarding appropriate actions. Prepare Action Plans for recovery. 
❑ Monitor Recovery Actions – Monitor activities to anticipate problems in 
meeting objectives. 
5. Inform Others ❑ Inform the Policy Group/EOC – Inform the Policy Group and EOC Director, if 
active, on recovery status, priorities, and objectives. ❑ Establish Contacts – Maintain contact 
with adjacent jurisdictions, 
service agencies, and PEP. ❑ Keep Others Informed – Communicate recovery priorities and 
objectives to all involved parties. Keep others informed on the overall 
Provincial Emergency Program 4.12 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Recovery Officer 
Recovery Organization, and its objectives and progress. ❑ Review Messages – Review and 
approve recovery information 
intended for public release. 
6. Manage Recovery Facilities ❑ Locate Recovery Office – Determine location of the Recovery 
Office, 
considering hazards. Communicate Recovery Office location to others. ❑ Manage Recovery 
Facilities – Oversee the management of recovery 
facilities, including the Recovery Office, Recovery Centres, and warehouses. ❑ Provide 
Equipment and Supplies – Ensure that appropriate equipment and supplies are in place, 
including telecommunications, maps and status boards. 
Function Aids: Aids 
• Confidentiality Guidelines 
• Information Sharing Agreement 
• Needs and Service Provider Matrix 
• Recovery Facility Options 
• Sample Recovery Organization Chart 
Forms 
• Position Log (REC 414) 
• Recovery Action Plan (REC 502) 
• Community Recovery Office Check-in, Check-out (REC 511) 
• Recovery Registration (REC 512A) 
Provincial Emergency Program 4.13 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Risk Management Officer 

Responsibilities: The Risk Management Officer assesses the high level risks of the 
recovery  effort  and  takes  steps  to  protect  organizations  from  unexpected  losses.  The  Risk 
Management  Officer  monitors  and  assesses  hazardous  or  unsafe  situations to ensure safety of 
recovery staff and volunteers. 
1. Manage Risks – Ensure that good risk management practices are 
applied throughout the recovery effort. Monitor situations for risk exposures and ascertain 
probabilities and potential consequences of future events. 2. Ensure Safety of Recovery Staff – 
Provide advice on safety issues. 
A Technical Specialist familiar with all aspects of site safety and relevant legislation may be 
required to assist. 3. Ensure Security – Ensure that appropriate security measures have 
been established to allow only authorized access to recovery facilities and documents. 
Reports To: Recovery Director 
Checklist: 
1. Manage Risks ❑ Evaluate Damage and Potential Losses – Collect damage and financial 
loss information, working with the EOC. ❑ Evaluate Liability Exposure – Evaluate situations 
and advise the 
Recovery Director of any conditions and actions that might result in liability exposure for any 
organization engaged in recovery, such as improper debris removal procedures. ❑ Advise 
Recovery Organizations – Advise members of Recovery 
Organizations regarding options for risk control, during operational meetings and upon request. 
❑ Promote Loss Prevention – Advise on actions to reduce loss and suffering and, where 
appropriate, proactively support recovery objectives. ❑ Identify Claimants – Identify potential 
claimants and the scope of their 
needs and concerns. ❑ Collect Evidence – Gather and organize evidence that may assist all 
Recovery Organizations in managing legal claims, including documentation that may be more 
difficult to obtain later. ❑ Interview Witnesses – Conduct interviews and take statements that 
address risk issues. ❑ Assist Public Information – Assist the Recovery Director in reviewing 
press releases and public information materials. ❑ Organize Records – Organize and 
prepare records for final audit. 
Provincial Emergency Program 4.14 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Risk Management Officer 

2. Ensure Safety of Recovery Staff ❑ Identify Recovery Facility Hazards – Assess hazardous 
conditions of facilities anticipated for use by the Recovery Organization, especially following a 
seismic event. ❑ Assist in Acquiring Safety Equipment – Assist Recovery Office 
Logistics Section Chief in obtaining any special safety equipment or preparing procedures for 
recovery staff safety. ❑ Advise Recovery Organization Personnel – Provide guidance to 
recovery staff regarding actions to protect themselves from hazards, such as aftershocks from 
an earthquake. ❑ Support Personnel Injury Claim Investigation – Work with the Recovery 
Finance/Administration Section Chief on any recovery personnel injury claims or records. 
3. Ensure Security ❑ Monitor Recovery Office Security – Establish security checkpoints and 
recovery facility access, in cooperation with the Logistics Section Chief, and arrange for staff 
sign-in and identification procedures. ❑ Improve Security, Where Needed – Address any 
security issues with 
the Recovery Director, recommending improvements where necessary. ❑ Secure 
Documentation – Advise the Recovery Planning Section on the types of information to collect, 
the organization of collected information, confidentiality, and document security measures to 
undertake. 
Function Aid: Form 
• Position Log (REC 414) 
Provincial Emergency Program 4.15 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Liaison Officer 
Responsibilities: 
The Liaison Officer is the Recovery Office point of contact for assisting and cooperating agency 
representatives, and responds to requests or concerns from recovery stakeholders. 
1. Assist Agency Representatives – Function as the principal point of 
contact for representatives from other agencies. 2. Keep External Agencies Informed – 
Liaise with organizations not 
represented in the Recovery Organization. 3. Advise Recovery Director on Recovery 
Office Staffing – Advise 
Recovery Director in ensuring adequate recovery organization and staffing. Assist the Recovery 
Director in ensuring proper procedures for directing agency representatives. 4. Advise on 
Recovery Action Plans – Advise Recovery Director and 
Planning Section Chief by provide information and guidance related to the external functions of 
the Recovery Organization. 5. Lead VIP Tours – Conduct VIP and visitor tours of recovery 
facilities 
and sites. 
Reports To: Recovery Director 
Checklist: 1. Assist Agency Representatives 
❑ Greet Agency Representatives – Identify yourself as the principal point 
of contact for representatives from agencies new to the Recovery Organization. ❑ Advise on 
Recovery Office Functions – Working with the Recovery Director, assist agency representatives 
in filling all necessary roles within the Recovery Organization. ❑ Assist with Access to Recovery 
Office Equipment and Supplies – Ensure that agency representatives have access to 
functioning telephones, radio communications, and other office equipment. 
2. Keep External Agencies Informed ❑ Establish Communications – Ensure that 
communications with 
appropriate external non-represented agencies (such as PEP, utility companies, volunteer 
organizations, private sector, etc.) are established. ❑ Work With External Agencies – Liaise 
with adjacent local authorities, provincial agencies, federal agencies, and other organizations 
not represented in the Recovery Organization. Communicate the recovery Action Plans and 
situation information, and request situation reports from external non-represented agencies and 
forward to the Planning Section Chief. 
Provincial Emergency Program 4.16 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Liaison Officer 
❑ Advise the Recovery Director – Let the Recovery Director know of any 
critical information and requests that come to light in working with external agencies. 
3. Advise Recovery Director on Staffing ❑ Advise on Recovery Organization – Work with the 
Recovery Director to 
ensure the organizational structure meets the requirements of the situation. ❑ Advise on 
Recovery Office Staff – Assist the Recovery Director in 
determining appropriate staffing for the Recovery Office. Help identify potential Recovery Office 
staff members. Provide assistance with shift change activity as required. ❑ Orient New 
Recovery Office Staff Members – Upon request, advise all 
new Recovery Office members on their roles and responsibilities. Provide an overview of 
Recovery Office operations and organization to all untrained personnel. 
4. Advise on Recovery Action Plans ❑ Assist with Action Plans – Provide information on 
external and non- 
represented agencies to the Planning Section to assist in the development, continuous updating 
and implementation of recovery action plans. ❑ Advise on External Agencies – Assist and serve 
as an advisor to the Recovery Director and Planning Section Chief, providing information and 
guidance related to the external functions of the Recovery Office. ❑ Help Set Priorities – Assist 
the Recovery Director and Task Force in developing overall recovery priorities. Advise on the 
capabilities and willingness of external agencies to undertake cooperative actions. 
5. Lead VIP Tours ❑ Lead VIP Tours – Conduct VIP and visitor tours of the affected areas in 
the region and the recovery facilities, and explain the functions within. ❑ Participate in Media 
Tours – Working with the Recovery Office 
Information Officer, conduct media tours of recovery facilities, as requested. 
Function Aids: Forms 
• Position Log (REC 414) 
• Community Recovery Office Check-in, Check-out (REC 511) 
Provincial Emergency Program 4.17 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Information Officer 
Responsibilities: The Recovery Information Officer provides overall coordination of 
information on the recovery effort for all members of the public, for media outlets, and for 
internal staff in the Recovery Organization, in support of the EOC Information Officer, where 
present. 
1. Gather Information – Collect and verify relevant information on the 
recovery operations from a range of sources, both internal and external to the Recovery Office. 
2. Keep the Public Informed – Implement and maintain an overall 
public information program on the recovery effort, including damage assessment, safety, and 
recovery information. 3. Facilitate News Media Relations – Accommodate the news media 
requirements for accurate information and access to damaged areas under recovery, within the 
bounds of Recovery Office policies. 4. Facilitate Public Gatherings – Hold public meetings to 
report on the 
status of recovery, and facilitate One-Stop Disaster Service Centre sessions to promote access 
by victims to relevant organizations. 
Reports To: Recovery Director 
Checklist: 
1. Gather Information ❑ Identify Information Needs – Anticipate the type of information to 
collect and disseminate, appropriate to the threat at hand and considering: 
o Status of recovery o Community elements affected o Resources available for recovery o 
Prognosis for short- and long-term recovery ❑ Identify Information Sources – Identify a range of 
information sources, 
both internal and external to the Recovery Office. Coordinate with the Planning Section and 
identify methods for obtaining and verifying significant information as it develops. ❑ Collect 
Information – Collect and verify relevant information, including 
maps, on the recovery effort from a range of sources. ❑ Establish Authority – Inform every 
Recovery Organization member that all media contacts should be referred to the Information 
Officer, and provide your contact information. ❑ Collaborate with EOC – Liaise with the EOC 
Situation Unit, if activated, 
and identify methods for obtaining and verifying significant information as it develops. Work with 
Information Officers at all active EOCs, and with other service organizations to ensure 
consistent information. ❑ Share Information Internally – Coordinate all information collection 
with the Recovery Planning Section Chief and Risk Management Officer. 
Provincial Emergency Program 4.18 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Information Officer 
2. Keep the Public Informed ❑ Prepare Public Messages – Develop messages to ensure the 
public 
receives complete, accurate, and consistent information on recovery. ❑ Establish Website – 
Establish a recovery website to facilitate the 
distribution of public information. ❑ Arrange for Translations – Ensure that recovery 
messages are 
translated for non-English speaking, hearing impaired, etc. ❑ Distribute Public Information – 
Establish distribution lists for recipients of all public information releases, including ESS 
Reception Centres. ❑ Arrange for FAQs – Invite community partners (e.g., utilities) to prepare 
FAQs / Top 10 Questions for immediate distribution. 
3. Facilitate News Media Relations ❑ Identify News Media Personnel – Develop a working 
relationship with 
local and regional news media as quickly as possible. ❑ Prepare Recovery Messages – 
Write press releases on recovery 
efforts, coordinating with officials representing other service providers. The Recovery Director 
must approve all media releases. ❑ Set up Media Facilities – Establish facilities where media 
briefings may 
be conducted on recovery issues. Develop the format for media briefings in conjunction with the 
Recovery Director. ❑ Offer Media Tours – Conduct media tours of disaster areas, upon 
approval of Incident Commanders (if active) and of recovery facilities. ❑ Monitor News – 
Monitor news media broadcasts and written articles for 
accuracy. 
4. Facilitate Public Gatherings ❑ Hold Public Meetings – Conduct one or more public meetings 
to report 
on the status of recovery to date; identify the need for separate public meetings at specific 
locations. ❑ Conduct One-Stop Disaster Service Centre Session – Host One-Stop Disaster 
Service Centre sessions to bring all relevant agencies and organizations together for easy 
access by those impacted by a disaster. 
Function Aids: Aid 
• Suggested participants in One-Stop Disaster Service Centre sessions. 
Form 
• Position Log (REC 414) 
Provincial Emergency Program Revised Sept. 2006 4.19 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Operations Section Chief 

Responsibilities: 
The Recovery Operations Section Chief coordinates resource requests, resource allocations, 
and recovery efforts in support of Operational Branch Coordinators. 1. Participate in Recovery 
Action Planning Meetings – Prepare 
Section objectives for presentation at Recovery Office action planning meetings, at least once in 
each operational period. 2. Coordinate Recovery Actions – Work with service providers to 
coordinate the management of recovery funds, goods, and services. 3. Coordinate 
Resource Requests – Collect and coordinate resource 
requests from Branch Coordinators, working with the Recovery Logistics Section. 4. Share 
Recovery Information – Collect recovery information and 
distribute to the Recovery Planning Section, the Information Officer, and the Recovery Director. 
Reports To: Recovery Director 
Checklist: 
1. Participate in Recovery Action Planning Meetings ❑ Determine Issues and Objectives – 
Identify key issues currently 
affecting recovery efforts in the Operations Section. Meet with Branch Coordinators and 
determine appropriate section objectives for each operational period. ❑ Determine Needs – 
Based on the known or forecasted situation, 
determine likely future needs for recovery efforts. ❑ Contribute to Action Plans – Prepare for 
and participate in Recovery 
Action Planning meetings (See Form REC 401A for Briefing Format). ❑ Determine 
Strategies – Detail the strategies required for carrying out 
the recovery objectives of the Operations Section. 
2. Coordinate Recovery Actions ❑ Implement Objectives – Work closely with each Branch 
Coordinator in 
the Operations Section to ensure implementation of all recovery objectives defined in the current 
Action Plan. ❑ Coordinate Recovery Information – Coordinate overall recovery status 
and resource information. ❑ Coordinate Recovery Efforts – Based on the situation, 
coordinate 
appropriate branches as necessary: 
o Client Advisory o Needs Committee o Transition o Funds o Goods o Services 
Provincial Emergency Program 4.20 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Operations Section Chief 

o Others as needed 
3. Coordinate Resource Requests ❑ Coordinate Internal Resource Requests – Ensure that 
Operations 
Section branches coordinate all recovery resource needs through the Logistics Section. ❑ 
Coordinate External Resource Requests – Authorize external resource requests and forward 
extraordinary and critical resource requests to the Recovery Director for approval. 
4. Share Recovery Information ❑ Keep Planning Section Informed – Ensure that situation and 
resource 
information is provided to the Recovery Planning Section as the situation requires, including 
Branch Status Reports. ❑ Keep Recovery Director Informed – Brief the Recovery Director and 
Recovery Task Force members, as required. ❑ Brief Operations Section – Brief Branch 
Coordinators periodically on 
any updated information you may have received. 
Function Aids: Forms 
• Recovery Briefing Format (REC 401A) 
• Position Log (REC 414) 
Provincial Emergency Program 4.21 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Client Advisory Coordinator 

Responsibilities: 
The Client Advisory Coordinator manages all contact between the Recovery Organization and 
current and potential clients. 
1. Assess Need for Assistance – Assess the need for assistance to 
individuals, families, business owners, farm owners, and the community in recovery from a 
major emergency or disaster. 2. Establish Call Centre – Develop a telephone call centre to 
provide 
information and advice concerning recovery efforts. 3. Identify Potential Clients – Supervise 
activities to identify specific 
clients, including “out-reach” efforts to inform the affected community. 4. Assist Clients – 
Interview clients to collect information on needs 
using a standardized Needs Assessment Form and case management database. 5. Manage 
Client Information – Use paper forms and a centralized 
database to track client needs and the delivery of client services. 6. Manage Recovery 
Centre – Develop and manage one or more 
Recovery Centres to facilitate direct contact with clients. 
Reports To: Recovery Director or Recovery Operations Section Chief, if activated 
Checklist: 1. Assess Need for Assistance 
❑ Estimate Need for Assistance – Estimate the overall recovery needs at 
an early stage. ❑ Activate Client Advisory Services – Based on the situation, activate the 
necessary units within the Client Advisory Branch: Call Centre, Outreach Teams, and/or 
Recovery Centre. 
2. Establish Call Centre ❑ Set up a Call Centre – Develop a public information call centre to 
provide information and advice concerning recovery. Work with the Logistics Section to arrange 
telephone equipment and services. ❑ Train Call Takers – Ensure that call takers are mobilized 
to staff a Call 
Centre. Provide call takers with timely and accurate information. 
3. Identify Potential Clients ❑ Identify Affected Properties – Obtain a rapid damage assessment 
from 
the EOC, if active, using maps that identify individual properties. ❑ Identify Potential Clients – 
Collect information on affected properties 
from accessible sources, such as property tax roles, BC Assessment Authority, and school 
district lists to identify potential clients. ❑ Use Reception Centre Data – Obtain registration 
information from 
Reception Centres to identify potential recovery clients. 
Provincial Emergency Program 4.22 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Client Advisory Coordinator 

❑ Employ Out-Reach – Reach out to members of the affected community 
to let them know of the recovery effort and resources available. 
4. Assist Clients ❑ Identify Client Needs – Meet with clients to collect information on their 
needs and to provide information on status of disaster and available assistance. See Sample 
Client Needs Assessment Form. ❑ Obtain Consent to Share Information – Explain Consent 
Form for 
Information Release to clients and obtain signatures, where offered. ❑ Assist Clients with 
Documents – Help clients complete documentation 
required to access assistance. Track client files through Recovery Organization to remove 
obstacles. ❑ Assist Special Needs Clients – Work on behalf of clients with special needs, such 
as single parent families, mental health clients, or the disabled. 
5. Manage Client Information ❑ Create Systems to Manage Information – Develop methods to 
record 
client needs, including paper forms and a centralized database. ❑ Develop a "case 
management" approach to client services, including 
central case filing system. ❑ Share Client Information – Ensure collected information is 
shared among Recovery Organizations. Gain agreement from all partner agencies on sharing 
client information. 
6. Manage Recovery Centre ❑ Set up Recovery Centre – Establish a Recovery Centre as a 
central 
clearinghouse of recovery information. Develop a sign identifying the Recovery Centre as a 
multi-agency entity. The sign should allow partner NGOs to affix their logos. ❑ Staff Recovery 
Centre – Supervise staff in contact with clients and set 
out procedures. Register all volunteer staff with PEP for WCB coverage. Be aware of critical 
incident stress among Recovery Centre staff, and report observations to the Recovery Director. 
Function Aids: Aids 
• Sample Client Needs Assessment Form 
• Electronic database for recovery clients, using fields from the PEP damage and needs 
assessment (refer to PEP website). 
• Consent Form for Information Release 
Form 
• Position Log (REC 414) 
Provincial Emergency Program 4.23 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Needs Committee Coordinator 

Responsibilities: 
The  Needs  Committee  Coordinator establishes policies and procedures for matching needs and 
resources.  Working  with  the  Needs  Committee,  the  Coordinator  ensures  a  transparent process 
of decision making. 
1. Establish Needs Committee – Identify participants in a Needs 
Committee, and develop an equitable and transparent process for matching needs and 
resources. 2. Manage Allocation of Resources According to Needs – Oversee 
the process of matching needs with resources, using creative options. 3. Maintain Records – 
Manage client information using a case 
management system, including records of how needs are filled. 
Reports To: Recovery Director or Operations Section Chief, if activated 
Checklist: 
1. Establish Needs Committee ❑ Assess Requirement – Determine if a Needs Committee is 
required, 
based on the number of clients and types of service being offered. ❑ Identify Needs 
Committee Members – Determine participants in Needs Committee. To forestall claims of 
favouritism, ensure members have no ties or implied links to local, provincial, or federal politics. 
❑ Set Out Policies – Establish policies for matching needs and 
resources, including transparent criteria for allocating donations of all types; involve clients in 
developing such criteria. 
2. Manage Allocation of Resources According to Needs ❑ Oversee Matching – Supervise the 
process of matching needs with 
resources. ❑ Support Needs Committee – Ensure access by the Needs Committee 
to case files and resource lists. 
3. Maintain Records ❑ Document How Needs are Met – Manage client information using a 
case management system, including documentation of how needs are filled. ❑ Maintain 
Records – Generate summary reports on the numbers of 
clients and the status of matching needs with resources. 
Function Aids: Aid 
• Guidelines for Needs Committee Template 
Form 
• Position Log (REC 414) 
Provincial Emergency Program 4.24 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Transition Coordinator 
Responsibilities: 
The Transition Coordinator facilitates a smooth transition of recovery clients to local service 
providers at the end of the recovery period. 
1. Identify Local Service Providers – Meet with each service provider 
to confirm the services provided, and to confirm methods for the smooth transfer of care, 
including case information. 2. Prepare a Transition Plan – Develop a written plan for transition of 
services to local organizations and discuss the plan with each client to be sure they understand 
the services they will continue to receive. 3. Mark the End of Formal Recovery Effort – 
Coordinate a public 
announcement, celebratory event, or other activity to signify the closure of the formal recovery 
period. 
Reports To: Recovery Director or Operations Section Chief, if activated 
Checklist: 1. Identify Local Service Providers 
❑ Determine Local Services – Meet with each service provider to confirm 
the services provided. ❑ Develop Transition Methods – Confirm methods for the smooth 
transfer of care, including case information. 
2. Prepare a Transition Plan ❑ Write Transition Plan – Develop a written plan for transition of 
services 
to local organizations, matching the expected ongoing needs with specific service providers in 
the community. ❑ Support Local Service Providers – Consider options for donating some 
collected funds to these organizations during recovery to assist with the increased demand. ❑ 
Inform Clients of Transition – Discuss the Transition Plan with clients to 
be sure they understand the services they will continue to receive. 
3. Mark the End of Formal Recovery Effort ❑ Develop a Closing Event – Mark the end of the 
formal recovery phase by a public announcement, celebratory event, or other activity that 
signifies a milestone of closure for all members of the community. 
Function Aid: Form 
• Position Log (REC 414) 
Provincial Emergency Program 4.25 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Funds Coordinator 
Responsibilities: 
The Funds Coordinator develops expedient means of gathering financial resources to assist 
clients with disaster recovery. The Funds Coordinator develops policies and procedures for 
managing received financial donations. 
1. Establish Accounting Procedures – Develop transparent criteria 
and accounting procedures for collecting and allocating donated funds. 2. Allocate Immediate 
Hardship Grants – Allocate available funds 
early in the recovery period to ease immediate hardships. 3. Receive and Manage Funds – 
Manage all donations of funds, 
working in cooperation with other organizations. 4. Manage Fund-Raising Events – Manage 
benefit concerts and other 
related events intended to solicit donations. 5. Allocate Funds – Coordinate the allocation of 
donated funds to 
disaster clients, according to the Needs Committee. 
Reports To: Recovery Director or Operations Section Chief, if activated 
Checklist: 1. Establish Accounting Procedures 
❑ Adopt Accounting Procedures – Develop written procedures for 
advertising for, receiving, holding, and allocating donated funds. ❑ Prepare Allocation Criteria – 
Develop transparent criteria for allocation 
of donated funds, and accounting procedures. 
2. Allocate Immediate Hardship Grants ❑ Offer Immediate Financial Aid – Empower a small 
group (such as a sub-group of the Needs Committee) to allocate immediate hardship grants, 
and document the criteria applied. 
3. Receive and Manage Funds ❑ Establish an Account – In consultation with other collectors of 
donations, such as the Red Cross, consider establishing a secure and independent financial 
account to receive cash donations on behalf of those impacted by a disaster. ❑ Establish 
Non-Profit Status – If appropriate, establish a tax-deductible, 
non-profit organization to receive donated funds. ❑ Inform the Public – Work with Recovery 
Information Officer to 
communicate to the public the fund target, amount received to date, and highlights of large 
donations. ❑ Record Funds Received – Record all received funds using established 
accounting methods. 
Provincial Emergency Program Revised Sept. 2006 4.26 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Funds Coordinator 
❑ Manage Funds – Manage all donations of funds, working in 
cooperation with other organizations. 
4. Manage Fund-Raising Events ❑ Evaluate Options for Fund-Raising Events – Develop and 
coordinate 
proposals for community events to help raise donated funds for disaster clients. ❑ Manage 
Event Promoters – Identify criteria for working with 
professional event promoters, such as written contracts specifying a percentage designated for 
clients. ❑ Manage Events – Manage benefit concerts and other related events 
intended to solicit donations. 
5. Allocate Funds ❑ Distribute Funds – Working with the Needs Committee, allocate funds 
in specified amounts and times. 
Function Aids: Aid 
• Sample media messages for soliciting donations of funds 
Form 
• Position Log (REC Form 414) 
Provincial Emergency Program 4.27 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Goods Coordinator 
Responsibilities: 
The Goods Coordinator manages donation of goods including solicitation, control of unwanted 
goods, receiving and warehousing, sorting, labelling, quality control, servicing of goods, and 
distribution. The Goods Coordinator develops and manages facilities for receiving goods that 
are donated or purchased in bulk. 
1. Forestall Unneeded Goods – Ensure that only the goods that are 
needed and in acceptable condition arrive in the community. 2. Assess Available Resources – 
Identify goods that may arrive by 
spontaneous donations and available through local suppliers. 3. Solicit Donations of Goods – 
Solicit donations for goods, working 
with local businesses and service providers. 4. Establish Facilities to Handle Goods – 
Arrange for warehouse 
space, equipment, and inventory management to control donated goods. 5. Receive and 
Manage Goods – Establish and oversee an 
organization to manage donated goods. 6. Manage Goods Information – Develop methods 
to record goods 
received, stored, and allocated. 
Reports To: Recovery Director or Operations Section Chief, if activated 
Checklist: 1. Forestall Unneeded Goods 
❑ Anticipate Needs – Estimate the need for goods of all types in terms of 
quantity and timing. ❑ Control Unneeded Goods – Take steps to ensure that only the goods 
that are needed and in acceptable condition arrive in the community, such as informing 
contributors of the potential problems with unneeded goods. 
2. Assess Available Resources ❑ Anticipate Spontaneous Donations of Goods – Identify the 
types of 
spontaneous donations likely to arrive, based on the type and magnitude of the disaster. ❑ 
Estimate Supply of Local Goods – Identify the local suppliers that may 
supply needed goods. 
3. Solicit Donations of Goods ❑ Identify Goods to Solicit – Based on client needs and available 
resources, identify the need for specific goods. ❑ Request Donations from Local Businesses 
– Encourage private 
businesses to donate goods required, such as materials required for reconstruction. 
Provincial Emergency Program 4.28 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Goods Coordinator 
❑ Request Public Donations of Goods – Solicit donations for goods from 
the general public, working with service providers. 
4. Establish Facilities to Handle Goods ❑ Establish Warehouse and Services – Arrange for 
warehouse space, equipment, and inventory management to control donated goods. 
5. Receive and Manage Goods ❑ Identify Staff to Manage Goods – Identify and authorize staff 
to 
manage the receipt, storage, and cataloguing of donated goods. ❑ Support Local Service 
Providers – If more goods are donated to the 
disaster than needed, consider utilizing donations in a way that will enhance existing community 
programs. ❑ Manage Donated Goods – Store, sort, catalogue, and distribute 
donated goods to those impacted by a disaster, according to guidance of the Needs Committee. 
❑ Store and Distribute Bulk Goods – Store and distribute bulk goods (food, water, health and 
sanitary products, baby and child care products, medicines, bedding) that may not readily be 
available otherwise. 
6. Manage Goods Information ❑ Record Available Goods – Develop methods to record 
resources as 
they become available, including paper forms and a centralized database. ❑ Record the 
Allocation of Goods – Use the case management system 
and database to track the allocation of specific resources. 
Function Aids: Aid 
• News Release Template - Donations 
Form 
• Position Log (REC 414) 
Provincial Emergency Program Revised Sept. 2006 4.29 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Service Coordinator 
Responsibilities: 
The Services Coordinator assists recovery service providers in the delivery of a wide range of 
recovery services. 
1. Identify Need for Services – Estimate the need for recovery services 
considering the nature of the disaster. 2. Assess Available Services – Identify local, regional, 
provincial, and 
national service providers likely to be available. 3. Coordinate Recovery Services – Develop 
policies and procedures 
for managing services, such as tracking the deliver of services and accomplishments among all 
service providers. 4. Support Service Providers – Facilitate the delivery of recovery 
services by assisting service providers in accessing client information, accommodation, food, 
potable water, and safety equipment. 
Reports To: Recovery Director or Operations Section Chief, if activated 
Checklist: 1. Identify Need for Services 
❑ Anticipate the Need for Services – Estimate the need for services of all 
types in terms of quantity and timing, considering the nature of the disaster and impacts. 
2. Assess Available Services ❑ Identify Local Service Providers – Identify local providers that 
may 
provide required services. Record and maintain a list of contacts for each service provider 
organization. ❑ Identify Other Service Providers – Identify regional, provincial, and 
national service providers likely to be available. 
3. Coordinate Recovery Services ❑ Create Policies for Equitable Services – Develop policies 
and 
procedures for managing services. ❑ Coordinate Service Delivery – Assign sectors and 
allocate geographic 
divisions among service providers, if required. ❑ Track Needs and Services Provided – 
Establish a record system to 
track needed and available services. Track the deliver of services and accomplishments among 
all services. 
4. Support Service Providers ❑ Share Client Information – Supervise the availability of client 
information among service providers. ❑ Manage Requests for Resources – Work with 
Operations Section 
Chief and Logistics, if activated, to fill requests for resources among service providers, where 
reasonable and available. 
Provincial Emergency Program 4.30 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Service Coordinator 
❑ Arrange Accommodation, Food and Water for Service Providers – 
Work with Logistics to arrange accommodation for service providers arriving from outside the 
community. Assist service providers in accessing food and potable water for their personnel. 
Assist service providers with transportation requirements. ❑ Promote Safety – Work with the 
Risk Management Officer to ensure 
worker safety among all recovery personnel, including traffic safety, vests, steel-toe footwear, 
gloves, and first-aid services. 
Function Aid: Form 
• Position Log (REC 414) 
Provincial Emergency Program 4.31 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Planning Section Chief 

Responsibilities: The Recovery Planning Section Chief provides overall collection, 
evaluation and dissemination of all information concerning the recovery effort. 
1. Assess the Situation – Gather information about the recovery effort. 
Collect, analyze, and display situation information. Prepare periodic Recovery Situation Reports. 
2. Prepare Recovery Action Plans – Chair recovery action planning 
meetings in each operational period. Prepare and distribute Recovery Action Plans. 3. 
Anticipate Future Events – Conduct advance planning activities to 
forecast events and issues related to the recovery effort. 4. Keep Records – Document and 
maintain paper and electronic files 
on all recovery activities. 5. Coordinate Technical Specialists – Coordinate technical support 
services to the Recovery Organization, as required. 6. Prepare Recovery Debrief Report – 
Coordinate the assembly of 
"lessons learned" from contributions from Recovery Organization staff and from outside agency 
representatives. 
Reports To: Recovery Director 
Checklist: 1. Assess the Situation 
❑ Collect Information – Collect, analyze, and display information relevant 
to the recovery effort. Meet with service providers or Operations Section Chief; if active, to 
obtain information on needs and available resources. ❑ Assess Damage – Oversee the 
collection of damage information from the EOC Planning Section. Maintain damage and 
recovery reports for distribution to the Recovery Director. ❑ Prepare Recovery Situation Report 
– Produce a Recovery Situation 
Report for approval by the Recovery Director with each operational period. ❑ Display 
Information – Ensure that all recovery status boards, maps, 
and other displays are kept current and that posted information is neat and legible. Ensure that 
the Information Officer has immediate and unlimited access to all status reports and displays. 
2. Prepare Recovery Action Plans ❑ Prepare Recovery Action Plan – Prepare a Recovery 
Action Plan for 
each operational period, based on objectives adopted at action planning meetings. 
Provincial Emergency Program 4.32 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Planning Section Chief 

❑ Chair Action Planning Meetings – Chair the Recovery Action Planning 
meetings. ❑ Document Meetings – Following the meeting, send approved Action Plan (see 
Form REC 502) to the Documentation Unit for distribution prior to the next operational period. 
3. Anticipate Future Events ❑ Review Available Information – Review the current reports, 
recovery 
plans, and meet with the Recovery Organization members to determine the future direction and 
outcomes of the recovery effort. ❑ Identify Approaching Issues – Identify potential 
recovery-related issues 
likely to occur within the next few days or week. Example: Review building codes and zoning 
requirements to identify conflicts with reconstruction. ❑ Report on Future Events – Develop and 
distribute a report that 
highlights forecasted events or conditions likely to occur, particularly those situations which may 
influence the overall priorities of the recovery effort. ❑ Anticipate Mitigation – Address mitigation 
of future potential loss 
events, either related or repeat. Example: Develop recommendations for rebuilding outside 
hazardous areas or for risk controls for building in hazardous areas. ❑ Recommend Recovery 
Objectives – Prepare an Advanced Plan to 
recommend recovery objectives that acknowledges approaching issues. 
4. Keep Records ❑ Take Minutes – Record proceedings of all Recovery Organization 
briefings and meetings. ❑ Copy and Distribute Reports and Plans – Reproduce and 
distribute 
approved recovery reports and plans. ❑ Document Recovery Records – Document and 
maintain files on all 
recovery activities. ❑ Archive Files – Maintain files on all recovery activities and provide 
reproduction and archiving services for the Recovery Organization, as required. 
5. Coordinate Technical Specialists ❑ Manage Technical Specialists – Provide and manage 
technical 
services, such as environmental advisors and other technical specialists to all recovery 
activities, as required. 
6. Prepare Recovery Debrief Report ❑ Develop Recovery Debrief Report – In consultation with 
Recovery 
Organization Section Chiefs and Recovery Task Force, prepare the Recovery Debrief Report. 
Provincial Emergency Program 4.33 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Planning Section Chief 

Function Aids: Aid 
• Action Planning 
Forms 
• Recovery Briefing Agenda (REC Form 401) 
• Briefing Format (REC Form 401A) 
• Position Log (REC Form 414) 
• Recovery Action Plan (REC Form 502) 
Provincial Emergency Program 4.34 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Logistics Section Chief 

Responsibilities: 
The Recovery Logistics Section Chief coordinates the provision of personnel, facilities, services, 
equipment, and material in support of the Recovery Organization. 
1. Provide Communication and Information Technology Services – Establish telephone and 
computer systems to recovery facilities, including the Recovery Centre, Call Centre, and Media 
Centre. 2. Manage Recovery Facilities – Provide and maintain recovery 
facilities, including all utilities, office supplies, equipment, and security. 3. Coordinate 
Personnel – Coordinate requests for recovery personnel, 
manage volunteers, and assign available personnel appropriate with their training and 
qualifications. 4. Supply Material Resources to Service Providers – Allocate 
supplies and material not normally provided by service providers. 5. Arrange Transportation – 
Coordinate transportation needs among 
Recovery Organization personnel. 
Reports To: Recovery Director 
Checklist: 1. Provide Communication and Information Technology Services 
❑ Support Use of Information Technology in Recovery Facilities – 
Establish computer, printer, and internet access for key recovery facilities, including the 
Recovery Office. ❑ Establish and Maintain Recovery Telephone and Fax Communications – 
Provide telephone and fax services to recovery staff. Working with the Client Advisory 
Coordination, establish a Call Centre, if required. Consider using the same telephone number as 
used in response. ❑ Establish Telecommunications at Media Centre – Work with the 
Information Officer to provide necessary telecommunications for a recovery Media Information 
Centre. 
2. Manage Recovery Facilities ❑ Manage Recovery Facilities – Provide and maintain recovery 
facilities, including all utilities, office supplies, and equipment. Secure access to and manage all 
recovery facilities. ❑ Manage Security for Recovery Facilities – Manage security for all 
recovery facilities. Ensure adequate measures are taken to secure all facilities from access by 
unauthorized people. 
3. Coordinate Personnel ❑ Support Recovery Personnel Requests – Coordinate requests for 
recovery personnel and assign available personnel appropriate with their training and 
qualifications. Coordinate with Recovery Director or Operations Section Chief, if activated. 
Provincial Emergency Program 4.35 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Logistics Section Chief 

❑ Acquire Volunteers – Identify a single location where volunteers can 
access information on how best to help those impacted by a disaster. Issue news releases as 
needed to request appropriate volunteers. Liaise with community volunteer organizations to 
acquire personnel for work in the Recovery Organization, including the Recovery Office. 
Develop systems to manage walk-in volunteers. ❑ Manage Volunteers – Register willing 
volunteers to provide WCB 
coverage. Assign tasks to volunteer personnel that are appropriate to their knowledge and skills. 
Track the number of volunteers by type of effort and hours expended. Arrange permission with 
property owners for volunteers to enter private property. ❑ Support Confidentiality – Ensure all 
staff and volunteers sign 
confidentiality guidelines (see Code of Conduct and Confidentiality). ❑ Acknowledge 
Volunteers – Plan an event or awards to acknowledge 
the contribution volunteers make to the recovery effort. 
4. Supply Material Resources to Service Providers ❑ Identify Needs for Material Resources – 
Work with the Operations 
Section Chief to identify the number and type of resources required, where they are needed, 
and the person or organization that should receive the resources. Validate resource requests 
from service providers prior to acting on a request. ❑ Acquire Resources – Oversee the 
acquisition and allocation of 
supplies and material not normally provided through service providers. Locate or acquire 
equipment, supplies, and facilities. Work with Operations Section Chief to establish priorities for 
resource allocation. ❑ Ensure that all resources are tracked and accounted for in cooperation 
with the Planning Section. 
5. Arrange Transportation ❑ Determine Transportation Needs and Limitations – Coordinate 
transportation needs among Recovery Organization personnel, and determine the status of 
transportation routes in the region. ❑ Acquire Transportation Resources – Identify potential 
transportation 
resources. Coordinate the delivery of transportation resources. 
Function Aids: Aid 
• Code of Conduct and Confidentiality 
Forms 
• Recovery Briefing Agenda (REC 401) 
• Briefing Format (REC 401A) 
• Position Log (REC 414) 
• Recovery Action Plan (REC 502) 
Provincial Emergency Program Revised Sept. 2006 4.36 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Finance/Administration Section Chief 

Responsibilities: 
The Finance/Administration Section Chief provides overall administrative and financial services 
to the Recovery Organization, including financial and cost analysis, billing, accounting, filing, 
and payments. 
1. Record Personnel Time – Collect and process on-duty time for all 
recovery personnel, including volunteers and agency representatives. 2. Coordinate 
Purchasing – Control acquisitions associated with 
recovery, including purchase orders and contracts. 3. Coordinate Compensation and Claims 
– Document any legal 
claims and process worker injury compensation claims associated with recovery activities. 4. 
Maintain Records – Maintain financial records for recovery 
throughout the event. Keep the Recovery Director and elected officials aware of the current 
fiscal situation. 
Reports To: Recovery Director 
Checklist: 1. Record Personnel Time 
❑ Obtain PEP Task Number – Consult the Recovery Director for the PEP Task Number. Advise 
all recovery personnel to track their time and costs and include the PEP Task Number and date 
on each document they produce. ❑ Record Time Sheets – Record on-duty time for all recovery 
personnel, including volunteers and local authority representatives. Note: Use the same time 
sheet forms used in non-emergency times, if possible. ❑ Forward Time and Expenses for 
Processing – Forward timesheets and 
expense forms to local authority office for prompt processing for local authority employees. 
2. Coordinate Purchasing ❑ Identify Authorization to Contract – Identify personnel authorized to 
commit the Recovery Organization to a contract. Determine spending limits in consultation with 
the Recovery Director. ❑ Determine Spending Limits – In consultation with the Recovery 
Director determine spending limits, if any, for Logistics, Operations and Recovery Organization 
staff. ❑ Coordinate with Other Recovery Organization Sections – Coordinate 
with Logistics Section Chief and Operations Section Chief on all matters involving the need to 
purchase, hire, contract, rent, or lease. ❑ Confirm Rates – Confirm equipment and contract 
rates adopted by the 
local authority for use during recovery. ❑ Prepare EAFs – To confirm assumptions about 
eligibility for provincial financial assistance in recovery, submit Expenditure Authorization 
Provincial Emergency Program 4.37 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Finance/Administration Section Chief 

Forms (REC Form 530A) to PEP on behalf of the Recovery Director and with his or her 
signature. ❑ Pay for Acquisitions – Organize and control any acquisitions required 
in recovery efforts. Process purchase orders and develop contracts in a timely manner. 
3. Coordinate Compensation and Claims ❑ Document Potential Legal Claims – Document any 
claims or threats of 
claims from those impacted by a disaster. ❑ Process WCB Claims – Ensure that any 
workers’ compensation claims resulting from recovery activities are forwarded to the local 
authority for processing within a reasonable time. The Workers Compensation Act requires the 
local authority to complete and submit the WCB Form 7 within three days of a claimed injury. ❑ 
Document Individual Claims – Document any claims or threats of 
claims from those impacted by a disaster and keep the Recovery Risk Management Officer 
informed. 
4. Maintain Records ❑ Develop Cost Record System – Maintain all financial records 
throughout the recovery period. ❑ Inform Recovery Organization on Costs – Keep the 
Recovery Director, 
Section Chiefs, and Elected Officials aware of the current financial situation and other related 
matters, on an ongoing basis. ❑ Submit Cost Summaries to PEP – Ensure that all recovery 
documentation is accurately maintained and submitted to PEP. ❑ Ensure that all financial 
records are secured against fire, theft, or 
misuse throughout the recovery period. ❑ Provide Clerical Support – Coordinate secretarial 
and clerical services 
for use in the Recovery Organization. 
Function Aids: Forms 
• Recovery Briefing Agenda (REC 401) 
• Briefing Format (REC 401A) 
• Position Log (REC 414) 
• Recovery Action Plan (REC 502) 
• Recovery Expenditure Authorization (REC 530A) 
• Recovery Daily Expenditures (REC 532A) 
• Recovery Total Expenditures (REC 534A) 
• Daily Overtime Spreadsheet 
• Community Recovery Claim Submission 
Provincial Emergency Program Revised Sept. 2006 4.38 
 
4. Sample Community Recovery Plan – Community Disaster Recovery Guide 

Community Recovery Forms 

REC 401 Recovery Briefing Agenda 
REC 401A Recovery Briefing Format 
REC 407 Recovery Decision/Approval Log 
REC 414 Position Log 
REC 502 Recovery Action Plan 
REC 511 Community Recovery Office Check-In, Check-Out 
REC 512A Recovery Registration 
REC 530A Recovery Expenditures Authorization 
Daily Overtime Spreadsheet 
REC 532A Recovery Daily Expenditures 
REC 534A Recovery Total Expenditures 
Community Recovery Claim Submission 
Provincial Emergency Program 4.39 
 
Recovery Briefing Agenda REC 401 
Event: Date: Meeting Time: 
# Function / Position 
Items to Cover: 1 – Objectives Accomplished 
2 – Objectives for Next Period 3 – Needs 4 – Issues Other Specific Items: 
1. Operations 
2. Planning 
3. Logistics 
4. Finance / Admin 
5. Risk Management Officer 
6. Liaison Officer 
7. Information Officer 
8. Recovery Director 
9. Others 
10. Objectives for Next Operational Period 
Responsible Function 
Completion Time (Est.) 
Approved by Planning Section Chief: Approved by Recovery Director: 
 
Recovery Briefing Format REC 401A 
Event: Date: Meeting Time: Function: 
Objectives Accomplished: 
Objectives for Next Operational Period: 
Unmet Needs: 
Issues the Recovery Office Should Note: 
 
Recovery Decision / Approval Log REC 407 
Event:: Date: Time: Function: 
Date / Time 
Issue (Needs / Options Available) 
Discussion (Pros / Cons) 
Decision 
Approved By 
 
Position Log REC 414 
Event: Recovery Function: Name: 
Date 
Time (24 hr) 
Major Events / Decisions / Actions Taken 
Page____ of ____ 
 
Recovery Action Plan REC 502 
Event: Date: Time: 
Situation Summary: 
General Recovery Goals 
Recovery Objectives for Next Operational Period 
Responsible 
Completion Time: Function 
Estimated Actual 
Attachments (Check if Attached): 
Organization Chart 
Section Assignment List 
Public Information 
Map 
NOTE: Action Plan to be distributed to all Recovery Section Chiefs. 
Approved by Planning Section Chief: Approved by Recovery Director: 
 
Community Recovery Office Check-In, Check-Out REC 
511 
Event: PEP Task No.: Check-In Location: Date: 
Print Your Name (Last, First) 
Agency or Organization You Represent 
Check- Out Time (24 hr) Assignment: 
Check- 
Check- Out 
Out 
(e.g., Function) 
Time 
Time (24 hr) 
(24 hr) 
Page ____ of ____ Name of Check-In, Check-Out Supervisor: 
Check-In Time (24 hr) 
Check-In Time (24 hr) 
Check-In Time (24 hr) 
 
Recovery Registration REC 512A 
Event: PEP Task No.: PEP Region: 
Date: Location of Registration: 
Print Your Name (Last, First) 
Your Home Telephone Number 
Name and Phone Your Address 
Number 
Your Signature of Next-of-Kin 
Page ____ of ____ 
Logistics Representative Signature: 
I certify that the persons identified above attended this task. 
_____________________________ Date: _____________ 
 
Recovery Expenditures Authorization REC 530A 
Event: Date: PEP Task No.: Time: 
EAF #: 
Requesting Authorized Person / Agency: 
Location / Tel / Fax: 
Incident Description: (include date, time, location and nature of recovery activity or service being 
provided) 
Amount Requested: 
Expenditure Authorized "Not to Exceed" 
Expenditure Request Approved by Recovery Finance / Admin Section Chief: 
______________________________________ Name and Signature 
______________________________________ Time and Date 
Expenditure Request Approved by Recovery Director: 
______________________________________ Name and Signature 
______________________________________ Time and Date 
Tel: 
______________________________________  Signature  of  Designated  Authorizing  Person  (PEP 
representative) 
_________________ Date Approved 
Fax: 
Distribute Completed Form To: 
∎ Recovery Director ∎ Finance / Admin Section ∎ Planning Section ∎ Originator of Request ∎ 
PEP ∎ Other _______________________ 
 
DAILY OVERTIME SPREADSHEET - MASTER 
Date: 
Reg. Start 
Reg. End 
Total O/T 
Hrs. @ 

rs. @ Name Type Rate Shift Pattern 

Time 
Time O/T Start O/T End 
Hrs. 
1.0 
1.5 
Total Overtime including Benefits (up to 23%) 
Hrs. @ 
2.0 Cost of SAMPLE Jane Doe Full Time $ 20.9270 M-F; 8 hrs./day 8:00 AM 4:00 PM 4:00 PM 9:00 PM 5.0 - 2.0 3.0 
$ 18 J. Smith Casual $ 19.9500 as & when req'd. n/a n/a 8:00 AM 9:00 PM 13.0 8.0 2.0 3.0 $ 339.15 $ $ 
O/T 
8.34 
Total Overtime 
- - 
 
Recovery Daily Expenditures REC 532A 
Event: Date: 
PEP Task No.: Time: 
Time Payee 
Number Invoice 
Wages Travel 
Supplies/ Materials 
Food Other Total 
Page ___ of____ 
Recovery Daily Expenditures completed by (Name, Position, Telephone #): 
Distribution List: 
❑ Recovery Director ❑ Logistics Section ❑ Operations Section ❑ Finance and Administration 
Section ❑ Planning Section ❑ Other _______________________ 
 
Recovery Total Expenditures REC 534A 
Event: Date: 
PEP Task No.: Time: 
Time Payee 
Number Invoice 
Wages Travel 
Supplies/ Materials 
Food Other Total 
Page ___ of____ 
Recovery Daily Expenditures completed by (Name, Position, Telephone #): 
Distribution List: 
❑ Recovery Director ❑ Logistics Section ❑ Operations Section ❑ Finance and Administration 
Section ❑ Planning Section ❑ Other _______________________ 
 
COMMUNITY RECOVERY CLAIM SUBMISSION 
Local Government Name: 
DFA Event/Task #: 
Is this the final claim? □ YES □ NO 
COMMUNITY RECOVERY COSTS 
Community Recovery costs are defined as: Costs of a local authority to coordinate multiple stakeholders 
(governments, commercial operations, service providers, and volunteer groups) to limit losses, reduce suffering and 
restore the psycho-social and economic viability of the community after a disaster. Examples: costs to rent public 
halls, warehouse space/equipment to manage donated goods, advertise recovery activities in the media, 
equipment/supplies of a Recovery Centre and incremental costs of community recovery personnel. 
Project # Vendor Invoice # 
Date Goods or Invoice 
Services or bill of 
Received (if sale date 
different from date of invoice) 
(A) Net Invoiced Costs (net of taxes) 
Gross Invoice Total 
(C) Eligible GST 
Total Eligible = Columns A+B+C 
SAMPLE: 
7.0 
Purpose 
(B) 
Gross PST 
GST 
ABC Leasing 
ab1122 01-Oct-04 
2-Aug-04 to 30-Sep-04 
Lease Warehouse for donated goods 
$12,025.00 $841.75 $841.75 $13,708.50 $ - $12,866.75 
$ $ $ $ $ $ 
Less first $1,000 

NOTE: *GST is reimbursed at the portion not recoverable by the GST 

Note: Reimbursement per event is at 80% of the 

ligible rebate, as per the Public Service Body Rebate (GST) Regulations - 
accepted claim which exceeds $1,000 for 
ecovery municipalities 0% (42.86% prior to Feb. 1, 2004), public hospitals 17%, 
infrastructure recovery and community recovery. 

ayable @ schools 32%, and universities/public colleges 33%. 80% 

$ 
Revised Sept. 2006 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 

Community Recovery Aids 

Section 5 – Table of Contents 
PAGE 
CAPACITY AND NEEDS ASSESSMENT ..............................................5.A.1 
CODE OF CONDUCT AND CONFIDENTIALITY.....................................5.B.1 
COMMUNICATION STRATEGY FOR DISASTER RECOVERY.................5.C.1 
GUIDELINES FOR NEEDS COMMITTEE.............................................5.D.1 
SAMPLE NEWS RELEASE................................................................5.E.1 
RECOVERY UNIT COORDINATOR (EOC)............................................5.F.1 
PROVINCIAL INTEGRATED RECOVERY COUNCIL - FRAMEWORK........5.G.1 
Provincial Emergency Program Revised Sept. 2006 5 (i) 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 

CAPACITY AND NEEDS ASSESSMENT 

TEMPLATE 
The Provincial Integrated Recovery Council has 
developed a Capacity and Needs Assessment template 
for use post-disaster by a Community Recovery 
Organization that is established by a Local Authority and 
First Nations. Also included is “Information for 
Interviewers” as a guide to assist the Community 
Recovery Organization train volunteers to complete the 
Capacity and Needs Assessment. 
Finalized form and instructions are posted on website: www.pep.bc.ca. 
Provincial Emergency Program Revised Sept. 2006 5.A.1 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 

Code of Conduct and Confidentiality 

Agreement for Community Disaster Recovery 
Organizations, Staff and Volunteers 
TEMPLATE 
U N D E R D E V E L O P M E N T 
By the 
Provincial Integrated Recovery Council 
Finalized form will be posted on website: www.pep.bc.ca. 
Provincial Emergency Program 5.B.1 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 

Communication Strategy for Disaster 

Recovery 
TEMPLATE 
(The Recovery Director and Task Force will develop a collaborative Communication Strategy that 
guides the development and delivery of recovery messages on behalf of all participating 
organizations. Consider and adapt this template.) 

Purpose 
• The reason you want to communicate, generally to create awareness and understanding 
Background 
• Point form list of salient facts. 
Audiences 
• List the groups of people that have a vested interest in what you are communicating, or who 
would benefit from knowing, or who you require to understand the messages. 
Objectives 
• These should describe what it is you want to achieve, or what action you want people to take. 
Challenges and Opportunities 
• Identify the issues or challenges that could hamper the success of your goal. 
• Anticipate the elements that could inhibit your ability to meet the communication objectives. 
Key Messages 
• Three to five succinct statements that you will use repeatedly in your communication. 
Provincial Emergency Program 5.C.1 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 
• These are the positioning statements, messages you want people to know and remember. 
Strategies 
• A point form list of the strategies and actions you will use to support your objectives in 
communicating with the audiences you have identified. 
• Strategies should: 
- Support each of the objectives - Communicate directly with each of the audiences - Reduce 
the challenges and take advantage of the opportunities. 
Communication Tools 
• A list of tools or materials that will be used to implement your communication strategies and 
actions. 
• Tools are tangible outputs such as e-mail notes, news releases, media advisories, fact sheets, 
information bulletins, advertisements, brochures, posters, public service announcements, web 
postings, recorded messages, and elected official briefing materials. 
Resources 
• The resources, both human and financial, required to implement the Communication Strategy. 
• Estimate the human resource time commitment in terms of hours or days. 
Evaluation 
• A point form list of the measures that will be used to gauge the success of the Communication 
Strategy and monitor its progress. 
• Measures of success should be as specific and quantifiable as possible. 
Budget 
• Funds needed to complete the implementation of the Communication Strategy. 
Date: ______________________ 
Prepared by: Name _________________________________ 
Position _________________________________ 
Organization _________________________________ 
Provincial Emergency Program 5.C.2 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 

N G 
UIDELINES FOR 
EEDS 
C 
OMMITTEE 
TEMPLATE 
(The Recovery Director and Task Force will collaborate to develop guidelines for use by the Needs 
Committee in allocating limited recovery resources to disaster clients.) 

Mission 
The mission of the Needs Committee is to help households and businesses meet their ongoing 
basic needs and regain pre-disaster self-sufficiency. The Needs Committee assists citizens in 
recovery from the impacts of a disaster by evaluating needs, identifying resources for meeting 
priority needs, and recommending the allocation of limited resources. 
The Needs Committee reports to the Recovery Director through the Operation Section, if active. 
Principles 
The (Name) Community Disaster Recovery Organization adopts the following guiding principles 
for use by the Needs Committee: 
1. Ultimately, those affected by disaster are responsible for their own recovery, and 
are therefore expected to use their own actual and potential resources in meeting their needs. 2. 
Recovery assistance is for disaster related losses only and is not intended to 
redress prior existing conditions. 3. The Needs Committee will act in ways that further equity 
among disaster victims, 
accounting for individual capabilities and situations. 4. Disaster aid has the potential for both 
positive and negative impact. The objective of the Needs Committee is to minimize the negative 
consequences of any offered resource. 5. Needs assessment and resource allocation must take 
into account the policies, 
standards and actions of local authorities and recovery activities implemented by service 
providers. 6. As part of the support of the community recovery process, the Needs Committee 
will make every reasonable attempt to support the local economy and business community. 
Provincial Emergency Program 5.D.1 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 

Assistance Based on Need 

Disaster assistance allocated through the Needs Committee should not be designed to replace 
what each individual or business has lost in a disaster. Rather, assistance attempts to provide 
what each individual or business need as a result of a disaster. 
Some individuals or businesses will suffer losses for which compensation may not be available 
through the Recovery Organization, other aid agencies, governments, or insurance companies. 
The amount and type of disaster assistance an individual or business receives will vary 
according to verified needs, based on: 
• An individual’s or business’s level of vulnerability 
• Immediate basic needs, rather than material losses 
Guidelines for Allocation 
The Needs Committee will consider the following in setting priorities for allocation: 
1. Each household or business should be assessed for needs and available 
response capacity on a case-by-case basis. 2. Assistance should be targeted to the most 
needy and most vulnerable 
individuals. 3. All individuals affected by a disaster should have immediate and long-term 
access to adequate food, water, pharmaceuticals, and medical care. 4. Each household should 
have safe, adequate and affordable housing options 
available to them. 5. Where resources are limited and could assist both individuals and 
businesses, 
priorities will be assigned to individuals. 6. Resources should be allocated in ways that 
support and build the local economy, 
where possible, such as in purchasing material resources and services through community 
businesses. 
Public Accountability 
The Needs Committee will operate in a transparent manner by making the following information 
available to the public: 
• The mission and principles of the Needs Committee 
• Needs assessment guidelines and principles 
• Regular reports on the disbursement of limited resources 
Client Privacy 
The Needs Committee will respect the privacy of disaster clients and safeguard confidentiality of 
client information. 
Provincial Emergency Program 5.D.2 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 

N S 
AMPLE 
EWS 
R 
ELEASE 
TEMPLATE 
Organization Logo/Letterhead 
NEWS RELEASE 
For Immediate Release Date: Number: 01 
DONATIONS FOR FIRE VICTIMS 
ASH CITY (location): An interface wildfire destroyed 80 homes, 20 farms, and 10 businesses on 
(date) leaving nearly 500 homeless. Many individuals, businesses and organizations are 
preparing to donate cash, goods or services to help the fire victims. 
Please do not donate goods at this time. Used goods may not meet the needs of individual 
families, and usually demand a great deal of staff time to sort, check, and distribute the 
materials. Cash donations are preferable until specific needs can be identified. 
The Recovery Organization has established a recovery fund account, and has made 
arrangements with local banking institutions to accept cash donations and forward them to the 
recovery fund account. 
Cash donations can be made in person at any local bank or credit union by identifying that you 
wish to donate funds to the ASH CITY FIRE VICTIM RECOVERY FUND. 
Mail in donations should be sent to: 
ASH CITY FIRE VICTIM RECOVERY FUND 123 Main Street Ash City BC V1A 2B3 
For more information about cash donations, please phone: (250) 123-4567. 
For information on volunteering to assist fire victims with cleanup and recovery, phone (250) 
234-5678. 
For further information on donations of all types, please contact: 
Name Information Officer (250) 135-7913 Website: www.ashcity.bc 
Provincial Emergency Program 5.E.1 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 

Recovery Unit Coordinator (EOC) 

Responsibilities: 
The Recovery Unit Coordinator assesses the need for both local authority and community 
recovery activities based on the type and extent of damage. In addition, the Recovery Unit 
Coordinator may take initial steps in recovery, such as working with the Information Officer to 
issue media messages that control the donation of unwanted goods. 
1. Assess Situation – Assess the need for immediate and long-term 
reconstruction, restoration, and recovery of public facility infrastructure and community services. 
2. Assist Local Authority Recovery – Provide damage information to 
allow local authority departments to assess requirements and plan reconstruction projects. 3. 
Support Community Recovery – The Recovery Unit Coordinator 
may directly coordinate recovery efforts in small events that can be managed while the EOC is 
active. If recovery needs exceed the ability of the Recovery Unit, the Coordinator advises the 
EOC Director to establish a Recovery Organization through the local authority. 
Reports To: 
EOC Planning Section Chief 
Getting Started: ❑ Follow the Generic "Getting Started" Checklist. 
Main Checklist: 1. Assess Situation 
❑ Collect and Evaluate Damage Information – Working with others in the Planning Section, 
conduct a damage assessment in anticipation of local authority and community recovery. ❑ 
Determine Immediate Recovery Needs – Assess the need for 
immediate reconstruction efforts, such as utility restoration and debris removal. ❑ Determine 
Long-Term Recovery Needs – Assess the need for long- term recovery actions required to 
restore and recover public and private infrastructure, property, mental and public health, and the 
socio-economic fabric. 
2. Assist Local Authority Recovery ❑ Provide Information – Advise local authority departments 
on the 
actions required by priority for recovery of roads, potable water systems, sewer systems, 
hospitals, and other infrastructure to pre- emergency conditions. 
3. Support Community Recovery ❑ Assist Recovery Organization – If a Recovery Organization 
is approved while the EOC remains active, the Recovery Unit Coordinator continues to provide 
information that may assist recovery planning, and promotes the coordinated recovery effort 
among service providers. 
Provincial Emergency Program 5.F.1 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 

Recovery Unit Coordinator (EOC) 

❑ If the situation warrants, the Recovery Unit Coordinator takes several 
steps to support the initiation of a formal Recovery Organization, including: 
- Conduct a rapid damage assessment with others in the EOC 
Planning Section - Use rapid damage information to identify the need for a formal 
Recovery Organization - Prepare to brief the Recovery Director and Task Force on 
damage to ensure continuity of information. ❑ Issue Public Messages – Initiate public 
messages to request donations 
in the form of cash until specific needs can be identified. Work with the Information Officer to 
ensure this message is released as soon as possible. ❑ Access Victim Information – Assist 
ESS Reception Centres in 
collecting evacuee information and sharing data with the Recovery Organization. 
Before Leaving: ❑ Follow the Generic "Before Leaving" Checklist. 
Function Aids: Form 
Position Log (Form EOC 414) 
Provincial Emergency Program 5.F.2 
 
5. Community Recovery Aids – Community Disaster Recovery Guide 

R P 
ROVINCIAL 
I 
NTEGRATED 
ECOVERY 
C 
OUNCIL 
A Framework for Cooperation and Coordination 
The framework provides the integrated approach of the Provincial Integrated Recovery 
Council and its members’ relief/support agencies to support the recovery efforts of Local 
Authorities and First Nations. 
Finalized framework is posted on website: www.pep.bc.ca. 
Provincial Emergency Program New Sept. 2006 5.G.1