Issue link: https://blog.providence.org/i/1367431
14 9 Stys, Jeffrey J., Strategic Decision Associates, (January 17, 2011). "Non-Profit Involvement in Disaster Response and Recovery", Prepared for the Center for Law, Environment, Adaptation and Resources (CLEAR) at the University of North Carolina School of Law. FEMA, (May 2004), "Community Based Pre-Disaster Mitigation for Community and Faith-Based Organizations", accessed at https://www.fema.gov/media-library-data/20130726-1445-20490-8956/cbo_studentguide.pdf. 10 Kapucum Naim, et al, "Nonprofit Organizations in Disaster Response and Management: A Network Analysis", European Journal of Economic and Political Studies 2011, 4(1). 11 Cuervo, Isabel, et al.,"Promoting Community Preparedness and Resilience: A Latino Immigrant Community–Driven Project Following Hurricane Sandy", American Journal of Public Health. 2017 September; 107(2): S161–S164. Community Based Organizations Community Based Organizations have an important role in disaster preparedness response. Though it is the decision of every community what organization(s) will have a prominent and leadership role in preparedness and response, collaborative groups that certainly come to mind include the Voluntary or Community Organizations Active in Disaster (VOAD and COAD, respectively). The literature indicates a few common recommendations for CBO disaster preparedness and response. In practice, those who are part of a CBO know that disaster response, especially when tagged on to sustained usual operations, can be incredibly fatiguing. Some recommen- dations for CBOs to operate more efficiently and effectively post-disaster, include 9 : • Additional planning efforts: including Continuity of Operations (COOs); Community Planning for Recovery Operations • Additional connection with Emergency Response Organizations and Agencies (i.e. commu- nication method, hand-off/referral process) • Establishment of official communication networks (these can be physical or virtual, but should be recognized and comfortable for the community) • Long Term Recovery Organizations/Groups (LTRO/Gs) should have clear leadership and roles or they will be inefficient and ineffective. Long term recovery is a resource commit- ment that should be taken seriously. • With regard to funding, private philanthropy comes faster than government funding. CBOs are best advisors for government funds, which are larger and might come later. • Stakeholders should advocate for formal legal and regulatory recognition of CBOs. Be- cause of the importance of non-profits in providing unmet services and enhancing the effectiveness of government disaster response (both short and long term), federal, state, and local policy and regulation should have a place and role for CBOs. An additional finding for CBOs is that those that seek a relationship with the National Volun- tary Organizations Active in Disaster (NVOAD) reap benefits of enhanced communication and resource acquisition that helps them to achieve their mission. 10 CBOs are stronger in preparedness and response when they clearly coordinate their activities with other CBOS as well as with government agencies. Moreover, they are stronger when the government response is strong. The nonprofit sector fills gaps in government funding and functions most effectively as an adjunct to a strong state. For example, the state response was strong after September 11, and CBOs could fill in the short- and long-term gaps left by the government. By contrast, the immediate state response to Katrina was weak and the nonprofit sector did not have the structure or resources to meet immediate needs. Finally, as in the literature shows regarding the response of the philanthropic community, research also shows that CBOs should be engaged in phases of relief, recovery, and resilience. 11