Disaster Response
Grantmaking Plan
September 2008
Table of Contents
A Guide to Respond to Community Crisis
o Introduction Page 3
o Mission Page 3
o History Page 3
o Core Objectives Page 3
o Principles of Effective Disaster Grantmaking Page 4
o When A Disaster Strikes – CCF’s Decision-Making Response Page 5
o Decision Tree Page 6
o Disaster Relief Fund – Implementation Steps Page 7
Local Landscape
o Disaster Response Grantmaking by Other Foundations Page 9
o Nonprofit Community Disaster Preparedness and Coordination Page 10
Disaster Response Grantmaking Tips Page 11
Findings from The San Diego Foundation’s 2003 Wildfire Needs Assessment Page 12
CCF Grantmaking 2007 Wildfires – Lessons Learned Page 13
CCF Sample Documents (2007 Southern California Wildfire Relief Fund)
o Donor Letter Page 15
o General Contributions Letter Page 16
o Programs E-Mail Blast/Letter Page 17
o Needs Assessment Survey Page 18
o Guidelines and Recovery Application Page 24
Regional Contacts Page 32
Websites for Disaster Information Page 33
Publications and Websites Page 34
A Guide to Respond to Community Crisis
Introduction
We live in an unpredictable world. Natural disasters or man-made catastrophes can strike communities with little or no warning. While local governments and relief agencies function as immediate responders, community foundations, on the other hand, are well suited to address long term recovery needs from a major event. They possess deep knowledge of their communities and can enlist financial support from many sources and channel monetary and material help to those in greatest need.
To effectively respond to intermediate and long-term community needs following a crisis, a foundation must ascertain when and how to get involved. The purpose of this Disaster Grantmaking Plan is to provide that framework for the California Community Foundation. Beginning with the foundation’s mission, history and core objectives of disaster grantmaking, this plan articulates the principles of disaster management, the foundation’s decision-making process, available options, and disaster response implementation steps. Sample documents and resources are attached to this plan. While the foundation’s response is shaped by the conditions of a specific disaster, this framework offers structure and guidance to address any major crisis.
Mission
In the face of a natural or man-made disaster, the California Community Foundation may act as a philanthropic vehicle for individual, corporate and private foundation contributions to support intermediate and long-term relief and recovery efforts in the affected areas.
History
The California Community Foundation has supported domestic and international disaster relief and recovery efforts since 1984. At that time the foundation supported the Save the Books campaign in response to the downtown Los Angeles Central Public Library fire. The foundation next provided relief and recovery support for such crises as the 1992 Civil Unrest, 1993 Topanga/Malibu/Altadena fires, 1994 Northridge earthquake, 1998 Central American hurricane and September 11, 2001. During the midst of its disaster grantmaking for the 2007 Wildfire Relief Fund, the foundation closed out the last grant awarded under the 2003 Wildfire Relief Fund. This is an indication of the long term nature of disaster recovery.
Core Objectives
When a disaster strikes and the California Community Foundation is in a position to respond, the foundation aims to:
· Provide immediate support to emergency responder organizations as determined by the Leadership team;
· Serve as a conduit for relief and recovery support designated by donors;
· Establish a targeted disaster relief fund supported by contributions from individuals, corporations and other foundations;
· Channel unrestricted disaster relief funds for intermediate and long-term relief and recovery assistance subsequent to first responder efforts (see timeline below):
§ Support nonprofit service providers with grants for victims’ assistance and the costs of providing such assistance;
§ Award grants to nonprofits affected by the disaster through damage to or negative impact on infrastructure, resources and/or capacity;
§ Support efforts to strengthen nonprofit and community preparedness for future disasters;
· Respond timely, in coordination with funder and community partners;
· Pass through the full value of all public contributions to relief and recovery efforts;
· Publicly disclose through effective and timely communication the activities of the relief effort, including contributions received, grants awarded, the names of grantee organizations, the purpose of the grants, and other details; and
· Share lessons learned with the community.
Disaster Response Timeline
Immediate Response Intermediate Recovery Long Term Recovery
(1-60 days) (61 days – 2 years) (2+ years)
Local, state & fed. ER Operations Local community agencies Redevelopment agencies
ENLA [(] CCF, United Way LA National funders
American Red Cross Other local & regional funders Local community agencies
The Salvation Army National funders Government entities
Operation USA
Businesses & corporations
Local community agencies
Principles of Effective Disaster Management
The Council of Foundations and the European Foundation Centre distilled eight principles of disaster management from the experience of world wide disaster response efforts[1]. These are:
1. First, do no harm:
The grant should contribute to the solution, not the problem.
2. Stop, look and listen before taking action:
Every disaster has unique features. Learn before responding.
3. Don’t act in isolation:
Coordinate with grantmakers and nonprofits to use resources efficiently.
4. Think beyond the immediate crisis to the long-term:
Support disaster prevention and preparedness activities; later fill gaps between emergency relief and long-term development.
5. Bear in mind the expertise of local organizations:
Do draw on their “on the ground” knowledge. Support them to do their work. Find ways to shield them from repeat “site visits” or calls for information[2].
6. Find out how prospective grantees operate:
Know what approach you are supporting before making a grant.
7. Be accountable to those you are trying to help:
Go beyond finding out how the grant was spent. Engage grantees in a process that assesses social impact.
8. Communicate your work widely, and use it as an educational tool:
Highlight examples of good disaster grantmaking. Build a knowledge base, record lessons learned, and share your experience widely.
When A Disaster Strikes – CCF’s Decision-Making Response
Leadership and management staff of each department shares the responsibility for initiating a team meeting to determine whether a foundation response to the disaster is indicated. The team uses the “Decision Tree – When to Create a Disaster Fund” found on the next page to make its determination.
Activation of a Disaster Relief Fund
A decision to activate a disaster relief fund sets in motion a set of activities. These are outlined in the table “Disaster Relief Fund – Implementation Steps” following the Decision Tree. Each department may maintain more detailed steps specific to its responsibilities.
Alternative Strategies
When a decision is made not to activate a disaster relief fund, but some foundation response is deemed appropriate, several options are available:
· Become a resource for information. This requires researching the scope of the disaster; keeping current on details and statistics as they change; identifying funders and other responders; and posting the information on CCF’s Web site.
· Refer donors, the public and media to philanthropic resources. This involves key staff being provided with information and referrals; FAQs being written to respond to inquiries; CCF’s Web site providing links to other grantmakers’ and responding relief agencies’ Web sites; and External and Donor Relations staff communicating with donors who want to make contributions from their fund.
· Provide donor relations services to corporations or other entities that wish to respond. This involves CCF administering emergency or disaster response funds for corporate donations and/or employee matching programs.
The External and Donor Relations department is the lead for implementing each of the above alternate strategies.
Decision Tree – When to Create a Disaster Fund
Disaster Relief Fund – Implementation Steps
Step
/Responsible Party/Result
/Timeframe
Pre-step / Call team meeting to determine foundation response to disaster / Available leadership and management team members – decision to activate fund is approved by Pres/CEO / When clear a disaster is in the making or has occurred1 / Form interdepartmental “disaster coordinating committee”:
· designate member responsibilities;
· establish initial timeline / Director-level staff from each department – committee composed of directors and other designated staff; members clear on responsibilities, meeting frequency, timelines / Within 2 business days of decision
2 / Create Fund:
· compose memo to file, establishing name and #;
· communicate to disaster coordinating committee, all staff / Donor relations lead – all involved staff reference correct name and # on internal information processing / Within 5 business days of decision
3 / Develop communications materials:
· internal: Staff, board, donors, advisors;
· external: Media, Web, Southern California Grantmakers;
· continue to research and disseminate information / Disaster coordinating committee, particularly communications team and donor relations staff – memo to staff and board announcing fund creation; letter and/or e-mail to donors, professional advisors; announcement on Web site, via list serves; issue news releases. Communication recurs, keeps information current / Within 5 business days of decision; ongoing
4 / Create group email address and forward to all CCF staff
Set up CCF voicemail for public / IT & HR – increased effective and efficient communication with committee members, staff, the public / Within 2 business days of decision
5 / Oversee:
· external and internal communications;
· fundraising activities;
· contributions, other activities / Disaster coordinating committee – fundraising parameters clarified; donations received, properly tracked and parameters fully communicated to external and internal partners / Minimum weekly during peak disaster/ solicitation time; then based on ongoing need
6 / Establish online tools and communication:
· online giving page;
· DonorConnect;
· e-mail list building (for future alerts);
· home page;
· public / Communications team – contributions can be accepted via the Web site; updates on fund activity posted on the Web and sent out to e-mail subscribers / Within 5 business days of decision; ongoing for updates as established by team
7 / Conduct research; update or develop tools & methods:
· needs assessment and administration method;
· determine grantmaking needs and strategies;
· identify other philanthropic partners and coordinate;
· identify other relevant nonprofits and potential grantees;
· review and apply lessons learned from past disaster grantmaking activities / Programs grantmaking team with communication team input – needs assessment developed; guidelines for grants established; partners and potential grantees identified; potential grantees alerted to disaster recovery grants and application process via email alerts, letters / Begin - within 3 business days of appointment; complete - within 5 business days after disaster ends
8 / Implement grantmaking process:
· conduct recovery needs assessment;
· develop and implement condensed application process;
· conduct condensed due diligence;
· recommend grant awards; determine progress, reporting timeframes and format;
· inform Board;
· update GIFTS / Programs department leads - relevant program officers and other staff with assistance from communications team. – Grantmaking process completed; programs department leadership approved grant recommendations; Board informed via memo at next Board meeting; grant information contained in GIFTS; grant agreements completed / Grant recommendations forwarded within 2 weeks of application due date
9 / Award grants / Programs, finance teams – checks mailed with grant agreements / Within 3 business days of grant approvals
10 / Communicate results / Programs, communication teams – awardees notified and press release sent out / Grantees notified within 2 business days of approval; public within 2 business days of grantees
11 / Inactivate fund / Leftover amount, if any, very small / When last grants have been made
12 / Monitor and close grants / Programs, finance teams – program reports reviewed (site visits conducted as relevant), entered into GIFTS; additional installments sent out; files closed / Based on timelines established in grant agreements
13 / Debrief; compose report, including:
· brief description of disaster;
· CCF response: fund contributions, # & purpose of grants; grantee information; donor recognition; lessons learned / Programs team, external & donor relations team, finance team – strengths and weaknesses identified, written material from each team, communications team has completed final first report and uploaded to website / Within 6 weeks of last grants made
14 / Complete update reports, including:
· grant progress;
· lessons learned; / Programs team, communications team – update reports are available on website / Annually, within 3 months of progress report submissions
The Local Landscape
Disaster Grantmaking by Other Foundations[3]
Individual Foundation Responses
Most local foundations do some disaster grantmaking as it aligns with their programs or areas of interest. The Annenberg, Getty, Irvine, Weingart and California Wellness Foundations and The California Endowment fit into this category. They do not have targeted, written disaster grantmaking plans nor written policies in place. United Way of Greater Los Angeles (UWLA) and CCF appear to be the only two funders that have taken a more intentional and strategic approach. Like CCF, UWLA will fundraise to respond to recovery needs from a specific disaster in coordination with its regional United Way partners, allocating funds to each region based on a shared set of criteria. However, it does not have a written disaster grantmaking plan.
The Annenberg and Weingart Foundations and The California Endowment are funding activities or requests to improve disaster preparedness. The latter anticipates that its new strategic plan will make disaster grantmaking a greater area of focus, both from the perspective of funding disaster preparedness and recovery. The Conrad Hilton Foundation in its recent strategic planning process has made disaster relief and recovery a major program area, with an emphasis on recovery. It will be developing policies and processes for international, domestic and local disaster grantmaking.