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158 | POLICY RECOMMENDATIONSPolicy Challenges:This approach represents a good wayto hire recovery staff focused on theadministration of the Hazard MitigationGrant Program and the PublicAssistance Program. It does not providethe means to hire staff to focus onthe broader long-term recovery process.Since the funds are intended tobe used for the administration of twospecific programs, the staff hired usingthis method must be released once theprograms are completed. As a result, thestate is unable to retain trained staff followingthe completion of the programs,unless other funding mechanisms areidentified. This represents a major challengeto state emergency managementagencies across the country.Establishing Local and Inter-State Disaster-recoveryNetworks. Following majordisasters like Hurricane Katrina, majorfinancial constraints are placed on localand state governments. Further, thesegovernments are often unprepared toaddress the policy challenges, includingbroad economic and social recoverychallenges. In order to provide assistanceto local officials, who are oftenstretched to provide daily public services,a locally-created assistance “network”is necessary. These networks may takethe form of a standing disaster-recoverytask force or other organizationalstructure that meets on an ongoing basisto address issues, offer solutions, andconvey local needs to state and federalofficials. The creation of local recoverytask forces should be the driving forcebehind the creation of a local recoveryplan, many of which are in the initialstages of development. Similarly, a commonrecommendation of a recoverytask force is to develop a comprehensiverecovery and reconstruction planthat identifies local issues and needs andoutlines the steps necessary to addressthem.Maximizing the Use of Existing Stateand Federal Contract Vehicles to Bring inLong-Term Recovery Experts to Assist theState and Local Communities. In additionfor the need to draw from localexpertise, others from within the stateor from across the United States have agreat deal of disaster-recovery expertise,much of which has been learned firsthand.The ability to draw quickly fromthis expertise is possible, but often noteffectively utilized. This is particularlytrue in the case of long-term communityrecovery. The Emergency AssistanceCompact (EMAC), for example,provides a tested vehicle to provide stateand local experts. Those called, however,often are focused on the administrationof the three primary FEMA programs(Hazard Mitigation Grant Program,Public Assistance, and Individual Assistance)rather than those individuals whohave experience in local community recoveryplanning and the administrationof multiple federal, state, nonprofit andprivate sector funding streams.The Governor’s Commission recommendsthat the EMAC, workingin concert with the Governor’s Office,MEMA and FEMA, identify and deploya cadre of long-term communityrecovery planning experts who can becalled on to assist directly the state andlocal governments with the range ofissues that occur as part of long-termrecovery activities. An emphasis shouldbe placed on those who have extensivebackgrounds in the developmentand implementation of comprehensiverecovery strategies to include planningfor post-disaster-recovery and reconstructionas well as the identificationand implementation of the resourcesneeded to achieve a sustainable recov-
THE GOVERNOR’S COMMISSION REPORT | 159ery. FEMA can also provide experiencedrecovery experts through the useof two existing contracts, the TechnicalAssistance Contract and the HazardMitigation Technical Assistance Program(HMTAP) Contract. At this timethe NISTAC contract has been usedto bring on staff who works withinFEMA’s Long-Term Community Recoveryteam, often referred to as EmergencySupport Function 14 (ESF-14).The National Response Plan includes15 Emergency Support Functions, all orsome of which can be called upon toassist following presidentially-declareddisasters. The HMTAP contract hasbeen used to perform a number of activities,including the assessment of howstructures performed following HurricaneKatrina, documenting high watermarks, creating Flood Advisory Maps,and assisting local governments develophazard mitigation plans and mitigationgrant program implementation strategies.To meet the needs of local governmentsand disaster victims effectively,the state, working in cooperation withFEMA should conduct a local personnelneeds assessment and determine thebest way to identify and deploy thosewith the requisite experience, skills andabilities to identified communities.Developing Trained Local and State Cadreof Disaster-Recovery Planning, Policy andGrants Management Experts. As noted inthe previous recommendation, staff expertisein disaster-recovery planning,policy, and grants management are cruciallyimportant. It is also important tohire staff for an extended period of timeas local recovery will last for at least fiveyears, if not longer. EMAC and FEMAcontractors represent a valuable sourceof assistance but will not be presentthroughout the entire recovery process.The State of Mississippi, therefore, coordinatingwith the Governor’s Office,the Mississippi Development Authority,Mississippi Emergency ManagementAgency, Mississippi State University,Coastal Planning Development Districts,and FEMA; will provide planners,recovery policy specialists, and grantsmanagement experts to the six southernmostcounties and affected municipalities.The Governor’s Office will providelong-term recovery policy analysts andstaff to help coordinate the state’s implementationof long-term recovery planningefforts. This staff will be located inJackson as well as the Coast. Emphasiswill be focused on the implementationof a long-term recovery strategy, includingthe creation of recovery policy, theidentification and resolution of policyissues, as well as directing the overalllong-term recovery planning, policy,and grant implementation efforts. A seriesof federal state and regional agenciesand organizations will be workingwith the Governor’s Office to assist inthe implementation of recovery objectives.Mississippi DevelopmentAuthority should provide thefollowing services:■ Provide financial and technicalgrants management and recoveryplanning assistance to counties andmunicipalities. This assistance iscontingent on counties and municipalitiesagreeing to develop initialplans that identify how to improveplanning for future growthparticularly in Pearl River, Stoneand George Counties, and developrecovery plans that describe a strategicplan of action identifying specificpolicies and projects that theywill implement.“We have the chanceto make the Coast awonderful placefor tourists,vacationers, and bothpoor and richresidents.”– Charlie Swanson, Diamondhead
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Governor’s Commissionon Recovery,
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THE GOVERNOR’S COMMISSION REPORT
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INFRASTRUCTUREThe four subcommittee
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12 | LAND USE■ City land use plan
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14 | LAND USEgional level, coastal
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16 | LAND USElored for South Missis
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18 | LAND USEThe qualityof life and
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20 | LAND USEand building requireme
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22 | LAND USEThroughout the Renewal
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24 | LAND USEapproval process for c
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26 | INTERMODAL TRANSPORTATIONINTER
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28 | INTERMODAL TRANSPORTATIONson C
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30 | INTERMODAL TRANSPORTATIONOn pu
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32 | INTERMODAL TRANSPORTATIONOn th
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34 | INTERMODAL TRANSPORTATIONOn th
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36 | PUBLIC SERVICESPUBLICSERVICESK
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38 | PUBLIC SERVICEStic tank use; a
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40 | PUBLIC SERVICESsources. The go
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42 | PUBLIC SERVICESBefore Katrinan
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44 | PUBLIC SERVICEScoverage capabi
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46 | PUBLIC SERVICESThe methods by
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48 | AFFORDABLE HOUSINGAFORDABLEHOU
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50 | AFFORDABLE HOUSINGTable 1, bel
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52 | AFFORDABLE HOUSINGlived below
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54 | AFFORDABLE HOUSINGthat about 6
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56 | AFFORDABLE HOUSINGbe helpful.
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58 | AFFORDABLE HOUSING[I]t would a
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60 | AFFORDABLE HOUSINGcities or co
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62 | AFFORDABLE HOUSINGand heavy tr
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64 | AFFORDABLE HOUSINGInvestment A
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66 | AFFORDABLE HOUSINGmendations i
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68 | AFFORDABLE HOUSINGadvice on th
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70 | AFFORDABLE HOUSINGAs insurance
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72 | AFFORDABLE HOUSINGRecommendati
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ECONOMICDEVELOPMENTIn this section
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