2. 1 Message from First Lady Mary Pat Christie
2 Relief Fund Milestones
4 Sandy Recovery Challenges
11 Fundraising Analysis
13 Grantmaking Analysis
14 Grant Distribution Analysis
16 Relief Fund Impact
18 Grant Highlights
24 Wind Down Recommendations
27 Who Did Your Gift Support?
CONTENTS
3. DEAR FRIEND,
Hurricane Sandy brought destruction on a scale never before seen to the doorsteps of New
Jersey’s families, businesses and communities. Chris and I knew we had to act, and so—with
guidance and input from fellow funders and organizations experienced in disaster relief and
response—the Hurricane Sandy New Jersey Relief Fund was formed. Founding and chairing a
nonprofit focused on recovery from a natural disaster was not something I had ever anticipated
having to do, but it has been one of the most significant experiences I’ve had as First Lady of
the great State of New Jersey.
As a funder of New Jersey’s long-term recovery from Hurricane Sandy, our objective went
beyond the collection and distribution of philanthropic dollars. The Relief Fund endeavored to
be a committed partner, an empathetic ear, and an advocate for the communities and residents
navigating a path forward. The following report describes our experiences and insights meeting
recovery challenges, raising funds, and awarding grants. In sharing our story, we hope to
recount the obstacles we faced and illuminate the lessons we learned with the ultimate goal
of helping similar organizations deliver effective relief.
As Chair of the Hurricane Sandy New Jersey Relief Fund, I’d like to thank you for standing
with us. Whether you volunteered to rebuild a family’s home, made a donation to our mission,
or brought awareness to the ongoing rebuilding efforts, your compassion has been invaluable
for the thousands of residents who found themselves in need of kindness, support and a helping
hand in the wake of Sandy.
While I hope to never see a storm of this magnitude again, the outpouring of aid and the
displays of solidarity I’ve witnessed since October 2012 give me both confidence and comfort
in the strength of our State’s resolve and in the resilient spirit of my fellow New Jerseyans.
Proud to be a New Jerseyan,
Mary Pat Christie
First Lady of New Jersey
Chair, Hurricane Sandy New Jersey Relief Fund
MESSAGE FROM
FIRST LADY MARY PAT CHRISTIE
“Our objective went beyond
the collection and distribution
of philanthropic dollars. The
Relief Fund endeavored to
be a committed partner,
empathetic ear and an
advocate for the communities
and residents navigating
a path forward.”
4. 2
10.29.2012
Hurricane Sandy destroyed
homes and businesses leaving
millions without power.
It was estimated by state
officials that Sandy will cost
New Jersey $32 billion.
11.2012
The Relief Fund announced its
Honorary Advisory Board including;
US Senator Bill Bradley, Jon Bon Jovi,
Bruce Springsteen, John Hess,
Kelly Ripa, Kevin Jonas, Bono,
Dr.OzBrianWilliams.
06.2013
National Dine Out Day:
Over 2,000 restaurants
across the country donated
a percentage of sales
to the Relief Fund.
09.2013
$1.1 million awarded to
six nonprofits.
01.2014
Attended Kickoff to Rebuild,
a Super Bowl-sanctioned
event. The Governor and First
Lady helped move a Sandy-
affected family into their new
home constructed with
Relief Fund grant dollars.
03.2013
First $1 million in
grants awarded to six
county-based long
term recovery groups.
05.2013
$10 million awarded
to 45 nonprofits.
07.2013
Accepted a $4.5 million donation
from the United Arab Emirates to
help 30 public schools repair and
enhance technological equipment.
Accepted $1 million donation from
Honorary Board Member Jon Bon Jovi.
10.2013
Convened first Grantee
Summit bringing together 75
Relief Fund partners to discuss
recovery efforts and promote
collaboration.
05.2014
$774,000 awarded
to three nonprofits.
MILESTONES MADE POSSIBLE
WITH YOUR SUPPORT
10.29.2013
— One year after Sandy, the Relief Fund raised
$38 million, allocated $25 million and
partnered with 80+ nonprofits.
— Organized Sandy Service Day: Mobilizing
3,000 volunteers for two days of service
in communities impacted by Sandy.
5. 3
06.2014
— Cohosted Sandy Trauma
Resilience Conference
with Robert Wood Johnson
Foundation convening 50 mental
health recovery professionals.
— Welcomed home the first two
families that participated in the
Rebuilding Union Beach home
demonstration project.
07.2014
Opened the Sandy Housing
Recovery Resource Center
and its mobile office
Winnebago providing
housing counseling in
Monmouth Ocean Counties.
09.2014
Hosted Monmouth County
Nonprofit Builders Meeting
to promote partnerships
and streamline the
construction process.
10.29.2014
— Two years after Sandy, the Relief Fund
raised $40 million, allocated $37.2 million
and partnered with 106 nonprofits.
— Organized Sandy Service Day: Urging
volunteerism and raising awareness
of the ongoing need in New Jersey.
06.16.2015
Convened final Grantee Summit
focused on capacity-building, donor
engagement and sustainability to equip
Relief Fund partners with the resources
and tools needed to continue their work.
06.2015 - 10.2015
The Relief Fund is recognized for its
partnership and support by Habitat for
Humanity of Monmouth County, Preferred
Behavioral Health, United Way of Ocean
County, Affordable Housing Alliance,
O.C.E.A.N. Inc. and St. Bernard Project.
07.2014
$7.3 million awarded
to 27 nonprofits.
10.29.2015
— $37.8 million distributed to 109 nonprofits.
— Hosted a Partner Appreciation Reception
to recognize the impact YOU’VE made in
New Jersey.
6. 4
SANDY
RECOVERY
CHALLENGES
Hurricane Sandy was a storm of unprecedented power with consequences
on a scale never before seen in our State. The recovery effort presented many
challenges for leaders and citizens alike including:
n Housing displaced residents
n Navigating flood insurance
n Establishing long term recovery groups
n Distributing funds
n Addressing emotional trauma
n Complying with federal flood map requirements
n Managing volunteers
7. 5
HOUSING DISPLACED RESIDENTS
Sandy forced tens of thousands of New Jersey residents from
their homes. According to the New Jersey Department of Human
Services, at its peak, there were over 7,000 individuals in shelters
as a result of Hurricane Sandy. This figure does not include
residents who stayed with friends and family in the immediate
aftermath of the storm. The Federal Emergency Management
Agency (FEMA) provided more than 5,500 families with short-
term accommodations in 435 hotels and motels around the
state. Impacted residents were housed for up to six months
after the storm through the Transitional Sheltering Assistance
(TSA) program.* The challenge of temporarily housing displaced
residents was compounded by the State’s expensive rental
rates—a 2011 report identified New Jersey as the fourth most
expensive state in the nation for renters.**
Housing displaced residents was further exacerbated as Hurricane
Sandy destroyed much of the rental stock along the shore, making
it all the more difficult for impacted residents to find affordable
housing solutions in their area. Summer tourism and prolonged
winter weather often slowed construction and increased demand
for short-term rental properties, driving up rental prices at a
time when families were struggling to pay monthly bills, make
mortgage payments and fund rebuilding projects.
NAVIGATING FLOOD INSURANCE
Many New Jersey homeowners living in the flood plains are
insured for flood damage under the National Flood Insurance
Program (NFIP) administered by FEMA. Federal laws govern NFIP
policies and claims handling, preventing residents from turning to
local agencies for dispute resolution or assistance.
Common criticisms of the NFIP from homeowners ranged from
insurance companies offering unrealistic settlements to falsified
engineering reports and charges that insurers refused to cover
mold or wind damage related to the storm. Persistent advocacy
led to FEMA announcing in March 2015 that any of the 74,000
New Jersey homeowners in the NFIP who believe their claims
were unjustly denied or short-changed would be eligible to
request to have their claims re-opened and reviewed.
“Very few people (including homeowners, lawyers
and contractors) are familiar with the NFIPs
specific rules on proofs of loss submissions and
deadlines, let alone the laws that come into play
when a dispute arises between the homeowner
and FEMA.”
AMY BACH
EXECUTIVE DIRECTOR, UNITED POLICYHOLDERS
**Figures taken from FEMA Press Release, October 2014.
**Report “Out of Reach 2011” released by National Low Income Housing Coalition
(NLIHC), the Housing and Community Development Network of New Jersey and the
Mercer Community Development Team.
8. 6
ESTABLISHING LONG TERM RECOVERY GROUPS
Following the storm community organizations came together
to establish county-based long term recovery groups (LTRGs)
with the guidance and support of the New Jersey Voluntary
Organizations Active in Disaster (NJVOAD) and several FEMA
Voluntary Agency Liaisons. The goal of a LTRG is to match
recovery resources with community needs to ensure even the
most vulnerable residents recover from the storm. LTRGs often
become involved when personal resources, insurance, government
grants or loans are not sufficient to achieve recovery.
While FEMA recommended the formation of LTRGs throughout
New Jersey, federal funding was not available to support critical
start-up costs, resulting in significant delays. It took many of
the newly formed groups six months or more to secure funding,
establish a governance framework, institute financial controls, hire
staff, find office space, develop program guidelines and conduct
outreach. Still more time was required to establish a disaster case
management system and implement an unmet needs review
process that would safeguard the fair distribution of community
resources to impacted residents.
DISTRIBUTING FUNDS
Federal funding was not appropriated to address Sandy recovery
needs until late January 2013, three months after Hurricane
Sandy struck. These early delays at the federal level initially
slowed the distribution of storm assistance to New Jersey
families and businesses in need. In total, Congress allocated $6.92
billion to the State of New Jersey for Sandy recovery efforts,
yet federal distribution timetables affected the pace at which
funding could be disseminated to residents. For example, federal
funding streams supporting Sandy home rebuilding efforts
were distributed in three separate installments spread out over
three years. This process resulted in thousands of homeowners
enrolled in the State’s primary home rebuilding program, the
Rehabilitation, Reconstruction, Elevation and Mitigation program
(RREM), being placed on a waitlist. New Jersey received its final
federal funding allocation in spring 2015, which allowed nearly
2,000 homeowners on the RREM waitlist to begin the rebuilding
process two and a half years after the storm.
Homeowner progress was also slowed by programmatic and
administrative changes to the RREM program. Modifications
simplified and accelerated the program, but also created
uncertainty leaving some homeowners in a holding pattern out of
concern that they might jeopardize their State grant award or
program eligibility. Ultimately, an estimated 8,000 New Jersey
homeowners will be assisted through the RREM program, of these,
2,200 have completed construction.*
In addition to the delays associated with homeowner grant
assistance programs, a multitude of other variables hampered the
pace of home construction including weather and the municipal
permitting process. Many residents facing financial hardship and
longer than anticipated construction timelines turned to using
insurance money and other funds intended to help complete their
home to ‘stay afloat’ resulting in problematic funding gaps during
the rebuilding process.
ADDRESSING EMOTIONAL TRAUMA
The Sandy Child and Family Health Study published in July 2015
reports that three years after the storm “more than one in four
New Jerseyans whose homes were damaged during Sandy are
experiencing mental health distress.”
Mental health professionals report an increase in the severity of
issues presented as the months of recovery continue and turn to
years. They see a correlation between the physical recovery needs
and the emotional health of their clients. Many impacted residents
are simply not ready to focus on their mental well-being until the
uncertainty surrounding housing is resolved and their basic needs
are met.
“Many clients expected their recovery to be
complete three years after the storm and we
are seeing increased signs of disillusionment,
despair, post-traumatic stress, frustration and
anger as the wait for funding and/or permits
continues for months and years.”
WILLIAM WOOD
EXECUTIVE DIRECTOR, PREFERRED BEHAVIORAL HEALTH
*Figures from the New Jersey Office of Recovery and Rebuilding, December 2015.
9. 7
FEDERAL FLOOD MAP REQUIREMENTS
Construction standards for homes deemed substantially
damaged—greater than 50% damage to the assessed value of
the structure—or post-Sandy new constructions were dictated
by FEMA’s Base Flood Elevations (BFEs). It wasn’t until June
2013—eight months after Hurricane Sandy—that FEMA released
revised BFEs, providing much-needed guidance for impacted
homeowners anxious to learn more about rebuilding requirements
and flood insurance rates.
Changes to the FEMA flood maps in the wake of Sandy delayed
construction. Local flood plain administrators classified 15,370
New Jersey structures as substantially damaged. This category of
damage requires that each of these units be elevated to the height
specified in FEMA’s BFEs.
MANAGING VOLUNTEERS
Post-Sandy, New Jersey experienced an outpouring of support,
both financial and otherwise. Images of the storm’s impact
compelled people from around the world to come and join the
recovery effort, but disaster response organizations weren’t ready
to receive them. More time was needed to survey damage, locate
survivors, restore transportation and determine the best use
of available charitable resources before hosting volunteers.
Additionally, a lack of available volunteer housing and the absence of
a single entity capable of coordinating, deploying and streamlining
volunteer resources at the scale required by Sandy’s destruction
prevented many nonprofit organizations from making full use of the
free labor at their disposal immediately after the storm.
REMEMBERING HURRICANE SANDY
346,000
housing units
damaged
statewide
$25
MILLION
in damages to
New Jersey schools
2.7
MILLION
people and
1,000 schools were
left without power
$32
BILLION
in damages sustained
by New Jersey
$6.92
BILLION
awarded by federal
departments to New Jersey
for Sandy recovery as of
October 2015
400,000
businesses impacted
causing nearly $2B
in commercial loss
127miles of New Jersey
coastline impacted by
Hurricane Sandy
9New Jersey counties
deemed highly impacted
by federal agencies:
Atlantic, Bergen, Cape May,
Essex, Hudson, Middlesex,
Monmouth, Ocean and
Union Counties
8.9 MILLION
people living in New Jersey
in 2012
Figures from New Jersey Office of Recovery and Rebuilding Press Release, November 2012.
10. In coping with New Jersey’s specific recovery challenges, the
Relief Fund gleaned general insights that we hope will prove
useful to other organizations building back from natural disasters.
VOLUNTEER COORDINATION
AND HOUSING IS CRITICAL
In April 2015, www.HelpNJNow.org was launched in partnership
with the NJVOAD, the NJ Office of Emergency Management
(NJOEM), and the NJ Governor’s Office of Volunteerism. This
initiative links volunteer labor with recovery projects, increases
coordination of resources and services, and minimizes duplication
of efforts.
To help local organizations capitalize on volunteer interest many
Hurricane Sandy New Jersey Relief Fund (HSNJRF) grants went
to improving and expanding volunteer housing in highly-impacted
communities including:
n CAMP EVANS
Serving: Monmouth and Ocean Counties
Camp Evans provides volunteers with access to the two
counties most impacted by Hurricane Sandy. Project
completion was scheduled for 2013, but due to weather
and construction delays the host site did not accept its first
volunteers until October 2014. Since opening its doors, more
than 630 volunteers—providing more than 30,000 volunteer
hours—have stayed at Camp Evans during its first year of
operation. The facility is able to host 150 volunteers per night
and will be a valuable resource in the event of future natural
disasters.
n POINT PLEASANT PRESBYTERIAN CHURCH,
VOLUNTEER VILLAGE
Serving: Monmouth and Ocean Counties
Volunteer Village recruited, housed and supplied nonprofits
active in the recovery effort with volunteer labor. Over the
term of the grant, Volunteer Village hosted upwards of 1,150
volunteers who worked 36,000 hours on Sandy relief projects.
Their time, energy and talents benefited 200 families and kept
local organizations staffed with much-needed volunteer labor.
HOMEOWNERS WILL NEED
MORE THAN FINANCIAL ASSISTANCE
Homeowners impacted by a natural disaster are faced with
difficult, expensive and critical decisions. For many, these
questions are best answered with expert guidance.
n Should I rebuild, replace or relocate?
n Do I have the resources to rebuild?
n What is a realistic housing goal?
n If I can’t afford to rebuild, how do I responsibly dispose
of my property?
n What policies, clauses, amendments, etc. should be in
my home insurance plan?
n What are the pros and cons of acting as my own general
contractor?
Speaking with a professional housing counselor helps residents
better understand their options, make informed decisions and
develop a recovery plan based on their individual situation.
The HSNJRF funded Sandy Housing Recovery Resource Center
(HRRC) provides HUD-certified housing counseling to help
homeowners make smart choices, understand rebuilding best
practices and avoid falling into further financial difficulty. HSNJRF
support also allowed the HRRC to transform a Winnebago into
a mobile office, eliminating transportation hurdles for impacted
residents and bringing vital housing counseling services to
communities in need.
In addition to counseling, the Relief Fund has made efforts to
connect low to moderate income homeowners with nonprofit
builders whose access to volunteer labor and bulk-purchase
discount programs allow them to complete repair projects well
below market rates. On average nonprofit builders are able to
complete projects 20% to 30% below market rate costs.*
What makes nonprofit organizations unique are their wraparound
services. They can help overwhelmed disaster survivors apply for
grants, access funds, locate community resources and guide them
each step of the way through the recovery process. This holistic
approach to recovery and the importance of effective housing
counseling and disaster case management cannot be emphasized
enough.
INSIGHTS
*Figures based on HSNJRF impact reports from New Jersey nonprofit building
organizations.
11. 9
Ocean
County LTRG
$1,750,000
Atlantic
County LTRGs
$1,145,000
Bergen
County LTRG
$1,050,000
Monmouth
County LTRG
$850,000
Essex
County LTRG
$100,000
Middlesex
County LTRG
$516,000
Cumberland
County LTRG
$250,000
Union
County LTRG
$250,000
Southwest LTRG
$150,000
Cape May
County LTRG
$150,000
STRONG LTRGs ARE ESSENTIAL TO RECOVERY
LTRG representatives have been champions for the recovery
of their communities and residents who are working through
especially difficult circumstances. Because they know the local
officials and neighborhoods as well as the unique challenges
facing their clients, they are well positioned to build community
trust, to act as advocates for their county and to administer
philanthropic aid. LTRG representatives have stressed that
securing the financial and institutional support needed to keep
their organizations operational and available is critical to their
ability to respond effectively to current and future disasters.
Because the Relief Fund quickly recognized the vital role LTRGs
would play in New Jersey’s recovery, our very first grants
supported the establishment of six LTRGs providing over $1 million
in seed funding. In the last three years HSNJRF has distributed
more than $6.2 million to 11 LTRGs.
Originally, the Relief Fund provided grant funding to LTRGs
operating in the nine highly-impacted counties of New Jersey,
as defined by federal agencies. From our attendance at Sandy-
focused meetings and conversations with individuals on the
ground, we learned that Sandy’s reach went beyond these nine
counties, affecting residents of Cumberland, Gloucester and Salem
Counties as well. Due to federal regulatory limitations individuals
residing outside the nine highly-impacted counties were not
eligible to apply or receive state grants. HSNJRF, and other
funders, were able to step in to help meet the needs of these
communities and families.
SURVIVORS REQUIRE EMOTIONAL SUPPORT
HSNJRF provided support to nine mental health organizations
offering a variety of post-disaster treatment services, including
peer-to-peer support groups, individual counseling, family
counseling, art therapy, Eye Movement Desensitization
Reprocessing (EMDR), animal assisted therapy and school-based
programs. Many Sandy counseling programs initially offered
six to eight sessions, but found that clients often needed many
more to obtain positive outcomes.
Outreach is a critical component of providing mental health
support. Clinicians found that establishing community partnerships,
particularly with schools, helped them reach parents reluctant
to get help for themselves, but willing to seek assistance for their
children. In this way, service providers were able to engage adults
in the community by first working with their children.
Mental health needs among Sandy clients continued to rise after
the first and second anniversaries of the storm as people coped
with the complexities of a protracted recovery. Additionally, the
clients’ concrete needs—such as housing, financial and legal
issues—required mental health professionals to take on the
added role of referral providers, versing themselves in the various
available Sandy recovery programs.
$6.2 MILLIONDISTRIBUTED TO 11 LONG TERM RECOVERY GROUPS
12. 10
EDUCATE ABOUT INSURANCE
Insurance education was often mentioned as an urgent need
by organizations focused on housing counseling and assistance.
Many homeowners were found to have either inadequate
insurance or the incorrect type of insurance, which would
prohibit them from receiving federal assistance in the event
of another disaster. Additionally, many homeowners needed
guidance navigating NFIP requirements and deadlines.
A HSNJRF grant to United Policyholders (UP), a nonprofit that
specializes in NFIP and insurance matters, organized an open NFIP
webinar in March 2014 to walk New Jersey case managers, relief
organizations and homeowners through the unique NFIP coverage
and loss documentation rules. Webinar topics included proper
filing of proof of loss forms, approaching deadlines, how to file an
appeal and addressing common questions about flood damage
and insurance coverage.
Of the 74,000 New Jerseyans eligible to have their NFIP settlement
reevaluated more than 9,000 filed the necessary documentation. Over
400 cases have been reviewed as of October 2015 with 29% of the
homeowners being awarded additional funds by FEMA. The average
payout received is roughly $7,200, according to FEMA figures.
Homeowners who chose not to appeal cited paperwork fatigue,
distrust and fear of retribution among their reasons for not pursuing
a claims review. The Ocean County LTRG utilized HSNJRF support
to offer NFIP “Hands-On” Clinics giving homeowners the opportunity
to sit with an insurance expert to determine if they were entitled to
additional insurance funding from the NFIP. The Ocean County LTRG
found that of the 300 cases reviewed by their insurance expert, 90%
of the homeowners could receive additional money upon appeal.
EXPECT RECOVERY PROGRAMS
TO CHANGE AND ADAPT
There is a learning curve for residents, nonprofit organizations,
faith-based groups, local officials and state government
departments working to respond and recover from a disaster. It
should be expected that the initial set-up of recovery centers and
government assistance programs will not only take time, they will
need to adapt in order to better assist survivors. Large State-
run grant programs are subject to federal regulatory guidelines,
requirements and approvals that often impact a state’s ability to
quickly modify programs or transfer funds.
Program changes are both positive and necessary, but they can
make it difficult for disaster case managers, counselors, contractors,
housing advisors and homeowners to keep up-to-date with the
most accurate information. Communication at all levels ensures
continuity of information and helps prevent the most vulnerable
and complicated cases from falling through the cracks.
A prolonged recovery meant many homeowners were paying
rent, mortgage and taxes while working to rebuild their homes.
Consequently, financial assistance for short-term living expenses
has been a significant recovery need. In addition to FEMA Individual
Assistance, the State allocated more than $300 million to programs
focused on helping residents with various non-construction needs.
These programs assisted more than 29,000 Sandy-affected
households with rent, mortgage, utilities, furniture and appliances.
However, many homeowners often exhausted program funds
well before they were able to complete construction and return
to their primary residence. New Jersey’s nonprofit community
complemented the State’s efforts to address this recovery
need, reallocating grant dollars meant to fill gaps in the cost of
rebuilding and elevating homes to help households pay living
expenses. Developing assistance programs that complement state-
administered programs provided the additional support necessary
to help ensure residents achieved a full recovery.
ANTICIPATE AN INCREASED DEMAND FOR HOUSING
The post-disaster rebuilding process takes time and displaced
homeowners and renters will require temporary housing while
properties are being repaired, rebuilt or elevated.
The State committed more than $600 million to the repair,
conversion or construction of affordable rental housing throughout
New Jersey. Projects funded by the State will result in an estimated
9,000 affordable rental units.* HSNJRF grants also supported the
construction of affordable housing solutions for Sandy-impacted
residents and provided direct financial assistance to help displaced
survivors pay rental costs.
n O.C.E.A.N. INC.
Serving: Ocean County
Funded for the construction of 12 three-bedroom, single-family
rental properties in Ocean County for displaced families.
n RESTART THE SHORE
Serving: Statewide
Recognized by the White House as one of 17 “Hurricane Sandy
Champions of Change,” Restart the Shore redeveloped failing and
abandoned properties in storm-affected counties turning them into
affordable rental homes. A HSNJRF grant of $500,000 developed
10 affordable rental properties for residents impacted by Sandy.
n AFFORDABLE HOUSING ALLIANCE’S PINE TREE
MANUFACTURED HOME COMMUNITY
Serving: Monmouth County
Supported the purchase and construction of six affordable
manufactured homes specifically for Sandy survivors in need
of temporary housing.
*Figures based on New Jersey Department of Community Affairs Superstorm Sandy
Community Development Block Grant Action Plan Amendment Number 11, April 2015.
13. 11
FUNDRAISING
ANALYSIS
WHO DONATED
Corporations were by far our largest contributors, donating
more than $25.5 million and representing 62% of the total funds
raised by the Relief Fund. Our experience follows a recognized
trend in disaster response: increased corporate engagement.
Corporate philanthropy has become a central component to
disaster response, credited with large donations, relevant in-kind
contributions and increased awareness of social responsibility.
WHERE OUR DONORS ARE FROM
Individuals and corporations located in New Jersey gave the
most to help their neighbors recover from Sandy. New Jersey
based donors represented 35% of the total funds raised. In a
show of solidarity, generous donors from all 50 states and from
25 countries contributed to the Relief Fund’s efforts.
A MAJORITY OF THE FUNDS RAISED
WILL COME EARLY
More than half of the total funds raised by HSNJRF were
received in the first three months following the storm.
Fundraisers and annual appeals surrounding the Anniversary
of Sandy yielded modest contributions. It is important for
organizations to be ready to capture the initial outpouring
of support, while media attention is at its height, and to
recognize that the total raised six months after the disaster
will likely represent a majority of the funds available to support
recovery efforts.
ENGAGE CORPORATE PARTNERS
Corporations, companies and small businesses are charitable
funders of philanthropy, capable of large contributions. Our
corporate partners gave generously to New Jersey’s relief
and recovery efforts; offering vital financial support, hosting
days of service in their offices and sending employees to
volunteer at recovery projects throughout the state. While
individuals accounted for more than 90% of the Relief
Fund’s 35,000 donors, they represented just 14% of the funds
we received.
MAKE GIVING EASY
Donating should be simple and multiple channels should be
available for giving. HSNJRF received donations via text-
to-donate services, online giving, corporate matching gifts
programs, cause related promotional campaigns, check and
wire transfer. Although numerous traditional and nontraditional
ways to give were available to donors, nearly 70% of the
donations received came via check. On the opposite end
of the spectrum text-to-donate was the least popular mode
of donating to the Relief Fund yielding just $7,000.
INSIGHTS
62% Corporations/Companies ($25.5M)
14% Individuals ($5.8M)
11% Foreign Countries ($4.6M)
10% Foundations ($3.9M)
3% Community Organizations* ($1.2M)
53% Other States ($21.8M)
35% New Jersey ($14.5M)
12% International ($4.7M)
$41 MILLIONraised from
35,000 SUPPORTERSworldwide.
*Examples of Community Organizations include: faith based groups, clubs, schools etc.
14. 12
GRANT
MAKING
ANALYSIS
The Relief Fund’s approach to grantmaking was guided by the principles
of listening, transparency, flexibility and evaluation.
TRANSPARENCY
The HSNJRF broadly publicized all
requests for proposals (RFPs) and grant
awards. The RFPs were circulated via press
release and social media channels stating
the Relief Fund’s eligibility requirements,
priority areas and evaluation criteria.
Grant awards were announced publicly
and listed on our website. Information
provided to the public included grant
amount, services provided and geographic
focus. Having this information available
online let the public know where to seek
services, allowed other funders to know
what organizations were taking an active
leadership role in the recovery effort and
exemplified the Relief Fund’s commitment
to transparency in its grantmaking.
GRANT PROPOSAL EVALUATION
Applications were carefully reviewed 3-6
times and approved by the Relief Fund’s
Grants Committee. Grant proposals were
evaluated on several criteria including:
n Organizational background and
capacity
n Track record of success
n Project alignment to priority funding areas
n Clarity of project implementation,
budget, expected outcomes and
synergy with other recovery work
n Opportunity for impact
GRANT ELIGIBILITY CRITERIA
HSNJRF provided financial assistance to
charitable organizations and did not make
grants to individuals directly. To apply for
a grant, organizations had to meet the
following criteria:
n Needed to be charitable organizations
with 501(c)(3) status from the Internal
Revenue Service
n Needed to be organizations seeking
funding for projects/programs to benefit
one or more New Jersey communities
affected by Hurricane Sandy
n Needed to be projects/programs
seeking funds aligned with HSNJRF
priority funding areas
n Needed to offer projects reflecting a
manageable scope of work reflective
of the size and capacity of the
organization
n Needed to demonstrate a direct
connection to Sandy recovery assistance
n Needed to provide recent audited
financials or an explanation and detailed
description of the current financial
controls and processes
n Needed to use 90% of requested funds
for program related expenses
n Needed to request an amount of
$10,000 or more
LISTENING
HSNJRF listened to the experts and
conducted a comprehensive needs analysis
in collaboration with national and local
authorities practiced in disaster relief
and recovery efforts. First responders,
government agencies and community
based organizations were all part of this
conversation. After listening to experienced
professionals and evaluating the research,
the Relief Fund prioritized the following
areas for assistance:
n Long Term Recovery Group Support
n Housing Assistance
n Mental Health and Social Services
n Financial Education Legal Counseling
n Small Business Assistance
n Education
15. 13
ADAPT TO CHANGING CIRCUMSTANCES
A fundamental element of long-term recovery is constant
change. Federal guidelines will be altered, state programs will
be revised and a client’s circumstances will continually evolve.
Therefore it’s important that the nonprofit community be given
the flexibility to react and adjust its programs in accordance
with what they are experiencing on the ground.
Thanks to its local roots and narrow focus, the Relief Fund was
able to adapt quickly and appropriately in its grantmaking and
partnerships. HSNJRF worked closely with grantees throughout
the grant terms to understand grant modification requests and
accommodate when possible to ensure the greatest opportunity
for impact and best use of grant dollars.
FIND LOCAL COLLABORATORS
Philanthropic disaster recovery services are best administered
at the local level. While HSNJRF supported a few national
organizations active in New Jersey’s recovery, we found it most
effective to support local organizations. In a post-disaster
environment, people seek help from organizations they know
and trust. Local organizations are best positioned to know and
understand local cultural norms, to recognize the best channels
for the dissemination of information, and to utilize preexisting
relationships with local governments, community partners and
other service providers. This local know-how is critical to serving
communities quickly and effectively.
TAKE CALCULATED CHANCES
The vast majority of HSNJRF grants were directed to
established nonprofits with strong records of success and
local credibility; however we did make a few calculated
investments in new organizations and we’re glad we did.
These newer organizations exhibited a deep understanding
of their community, an urgency to help their neighbors, and
a spirit of unity and solidarity with their fellow New Jerseyans
that positioned them as effective champions for local recovery.
HSNJRF’s nontraditional investment in these high-performing
start-up organizations and LTRGs ultimately led to many of
these grassroots groups developing into key leaders in the
recovery effort. We also learned that our support of these new
organizations helped them to gain credibility and attract more
funders to their cause.
INSIGHTS
FLEXIBILITY
In the months and years after Sandy, community needs and recovery
plans changed and evolved in response to state and federal grant
program modifications, FEMA flood mapping alterations, insurance
appeals, availability of nonprofit assistance and severe weather. These
factors significantly impacted the rate of recovery and required
HSNJRF and its nonprofit partners to work together and adjust grant
programs and budgets as needed. The Relief Fund tried to be as
flexible and responsive as possible to keep programs aligned with
fluctuating community needs.
121HSNJRF grant agreements executed for 109nonprofits
60%of our grant agreements required
one or more modifications
Three most commonly cited reasons for requesting a change
to the grant agreement:
n Term Extension. Grant analysis indicated that grantees, on
average, needed an additional three months to hit program
milestones and expend grant dollars.
45%required a grant term extension
n Budget Reallocation. The most common factors in budget
reallocations were shifts in program personnel and transfers
of program funds to address emerging recovery needs.
32%required a budget reallocation
n Revised Project Scope. Common program changes included
expanding the scope and service area of a grant and amending
milestones and goals.
12%required a revised scope of work
EVALUATION
The Relief Fund devoted significant resources to monitoring grant
programs and evaluating results. Grantees submitted project
impact reports every 3-4 months documenting progress against
expected outcomes, budget expenditures and lessons learned.
Additionally, Relief Fund staff conducted more than 80 field
site visits to meet with grantee partners in person. Face-to-face
conversations with grantees allowed the Relief Fund to learn from
their experiences, better understand front line recovery issues
and trends, help problem solve program challenges, and celebrate
their progress and accomplishments.
16. 14
GRANT
DISTRIBUTION
ANALYSIS
The Relief Fund granted $37.8 MILLION to 109 nonprofit
organizations, making HSNJRF the largest philanthropic funder of
New Jersey’s recovery from Sandy.
HOW WE DISTRIBUTED DONATIONS
Housing assistance was, and continues to be, the most significant
need across the state. Thousands of homeowners have encountered
construction delays, rebuilding complications, and an average
gap of $35,000 or more between the cost to rebuild and available
resources. More than 50% of HSNJRF grants went to addressing
housing related needs.
WHERE WE GAVE
Federal and State agencies declared Monmouth and Ocean
Counties to be the two most-impacted counties. Accordingly,
they received the most support from the Relief Fund.
8% Atlantic ($3.1M)
36% Ocean ($13.4M)
28% Monmouth ($10.6M)
5% Middlesex ($2M)
1% Union ($564K)
4% Hudson ($1.5M)
3% Essex ($966K)
5% Other Counties ($1.9M)
2% Cape May ($879K)
8% Bergen ($2.9M)
Housing Assistance $19.2M
Long Term Recovery Groups $6.2M
Mental Health Social Services $5M
Education $4.5M
Legal/Financial Counseling $1.7M
Economic Development $1.2M
51%
16%
13%
12%
5%
3%
December
2012
April
2013
August
2013
December
2013
April
2014
August
2014
December
2014
April
2015
August
2015
December
2015
$27.3M
$24.9M
$18.3M
$14.2M
$6.0M
$1.0M0
$32.9M
$36.0M $37.8M
WHEN WE GAVE
Our approach to granting was guided by our commitment
to addressing long-term recovery needs. HSNJRF
managed six grant cycles, making its first grants
in March 2013 and distributing all funds
by December 2015.
17. 15INSIGHTS
THINK LONG-TERM
Immediate and long-term funding is complementary; both
are necessary in a disaster recovery situation. HSNJRF recognized
that there were several skilled organizations capable of providing
immediate disaster relief services in the first few months following
Sandy including the American Red Cross, FEMA and The
Salvation Army.
We were advised to focus our resources on filling recovery gaps
and addressing long-term needs in impacted communities.
Disaster response and relief experts provided best practices and
recommended conducting a needs analysis to determine the most
impactful geographic areas and recovery categories to direct Relief
Fund dollars.
By resisting the temptation to distribute funding quickly, HSNJRF
adhered to its mission of long-term recovery. As New Jersey
Sandy assistance programs were introduced and residents began
receiving private insurance funds, it became more evident to
organizations on the frontlines of the disaster what and where
the needs were greatest. In following the early advice of disaster
relief experts to think long-term, learn about the State-funded
programs and strategically support organizations addressing
the most critical challenges, HSNJRF avoided duplication of
efforts, used its funding to keep high-performing programs open
and available, and was able to respond in real time to shifting
recovery needs.
GET THE WORD OUT
Keeping the public posted on progress and programs as they
are funded helps grantee partners attract media attention, gain
recognition in the community and raise awareness of recovery
needs and services.
Many HSNJRF grantees were able to secure additional funding after
receiving our support. In an independent survey of our nonprofit
partners, 65% said receiving a HSNJRF grant helped unlock
additional funds in support of their Sandy program.
LEAVE THE OFFICE
Staff conducted more than 80 site visits over the life of the Relief
Fund. Leaving the office and getting out into the field to meet
partner organizations face-to-face made all the difference in
providing the staff a sense of where and what the needs were,
as well as the opportunity to learn, strengthen relationships, ask
questions and witness HSNJRF-supported programs in action.
JOIN FORCES
Early in the recovery effort the rush for critical grant dollars
created a competitive atmosphere among organizations. By
convening three Grantee Conferences and leveraging our funder
position to encourage collaboration, HSNJRF fostered strategic
partnerships and opened the lines of communication. Cooperation
between groups resulted in better assistance for clients, and
facilitated the spread of accurate information. Over time the
most effective organizations built an environment of trust and
teamwork essential to short- and long-term progress.
HSNJRF often looked to share information and partner with fellow
Sandy funders including the American Red Cross, the Robin
Hood Foundation and the Robert Wood Johnson Foundation on
recovery programs. We found that often our largest and most
impactful programs were collaborative efforts whose results
would not have been possible with a single funding source.
Additionally, HSNJRF worked to refer high-performing partners
in need of additional support to other funders focused on specific
causes and issues.
“I would like to commend the Fund for its
judgment on its timetable for distributing funds.
It recognized early on that this recovery was a
long-term project and did not rush to allocate
the funds as other funders did. As a result, we
believe that the Fund had a more significant
impact because it was better matched to the
timing of the needs of those affected by Sandy.”
ROBERT HODNETT, ASSOCIATE DIRECTOR
CHILDREN FAMILY SERVICES OF CATHOLIC CHARITIES
18. 16
HOUSING
SOCIAL
SERVICES
ECONOMIC
ASSISTANCE
82LIFTS OR RAMPS
Installed
2,265
HOME REPAIRS
Reconstructions Completed
3,060
HOUSEHOLDS
Provided Mental
Health Support
2,300
CHILDREN
Received Counseling
Emotional Support Services
1,127SMALL BUSINESSES
Provided Loans
31,275
RESIDENTS
Received Financial Counseling
RELIEF FUND IMPACT
ON NEW JERSEY
19. 17
127,500
NEW JERSEYANS
Assisted with Unmet Needs
(including rent, utilities, appliances,
furniture and more)
2,050
CLIENTS
Assisted with Legal Counseling
20,473
STUDENTS
in 30 Schools Benefited from
Technological Enhancements
80,500VOLUNTEERS MOBILIZED
2.5MILLION
MEALS
Delivered
26,000PEOPLE
Received Disaster Case Management Services
Your Dollars Made a Difference in the Lives of Over 250,000 New Jerseyans.
Figures represent impact as of December 2015.
20. 18
GRANT
HIGHLIGHTS
Each of our grantees is worthy of high praise for their commitment day in and
day out. They have brought hope and progress to our state and the Relief Fund
has been honored to support their efforts.
This section features a few programs that warrant particular merit due to their
innovation, impact and potential to be replicated.
21. 19
GRANTEE: New Jersey Community Capital (NJCC)
PRIORITY AREA: Housing
COUNTY: Statewide
PROGRAM IMPACT: 798 households representing 1,680
residents
HOW IT WORKS: GFI is a collaborative program, receiving $10
million from the American Red Cross and $6.7 million from the
Hurricane Sandy New Jersey Relief Fund to help homeowners
fill the gap between the total cost to repair a home and
available resources including private insurance, State grants,
and philanthropic assistance. GFI benefits homeowners enrolled
in New Jersey’s RREM Program by providing grants of up to
$30,000 to help homeowners complete repairs and obtain a
certificate of occupancy.
n Be patient and flexible. It’s common for State rebuilding
programs to change and evolve, so expect to modify
your program to adapt. GFI underwent three substantial
modifications in response to changes in the state RREM
program. It is important to make sure organizational roles and
responsibilities are clearly articulated in a Memorandum of
Understanding to ensure accurate information exchange.
n Work within existing frameworks if possible. GFI worked
with the New Jersey Department of Community Affairs’
(DCA) RREM program to lessen the burden on homeowners
by allowing them to submit similar documentation for both
programs. By leveraging the controls embedded within
the RREM program framework, GFI could effectively serve
hundreds of homeowners, many of whom may have walked
away from their homes without this assistance.
n Learn from others. It would have been helpful if GFI had more
knowledge of potential administrative and implementation
challenges experienced by preceding disaster recovery
programs, ideally utilizing evidence-based research.
n Celebrate success. Regular acknowledgment of program
successes can lift spirits and serve as an impactful reminder
to staff and recovery partners about why, who and how our
work is making a difference. Highlighting progress helps
attract more clients, build credibility and acknowledge the
support of program contributors.
GAP FUNDING INITIATIVE (GFI)
“To have grants available and have assistance is
overwhelming. I am so grateful. If it wasn’t for
GFI, I would have had to walk away. I wouldn’t
have been able to rebuild at all.”
DONNA F.
HOMEOWNER, LITTLE EGG HARBOR
INSIGHTS
22. 20
GRANTEE: St. Bernard Project
PRIORITY AREA: Housing Assistance
COUNTY: Monmouth and Ocean Counties
PROGRAM IMPACT: 50 referrals (and counting) received
from the State
HOW IT WORKS: LINKS developed a referral system with the
DCA to quickly identify eligible homeowners with a funding gap
and offer them the opportunity to rebuild cost-effectively using
a nonprofit builder. These building organizations use volunteer
labor, fundraising, and bulk purchasing discounts to close
funding gaps and complete construction below market rates.
In addition nonprofits provide wraparound services such as
referrals to counseling organizations and community resources
to address other recovery needs.
n Launch ASAP. Nonprofits are ready and able to rebuild, but
their role is made more complicated if the client has already
begun work, or has already signed an agreement with a
contractor. Often homeowners signed contracts they couldn’t
afford leaving them with unfinished or non-compliant homes
and no funds to complete the job. Nonprofit builders are
licensed general contractors that are able to reduce the cost
of construction through the use of volunteer labor and donor
dollars, giving homeowners a more cost-effective option for
home reconstruction.
n State and local involvement. This program worked with the DCA
and the state-funded Housing and Recovery Centers to create
a referral system. This standardized referral system is far more
effective in identifying interested and eligible homeowners than
stand alone outreach and awareness campaigns.
n Assisting the most vulnerable. This program has the potential
to develop into an effective vehicle to keep people from falling
through the cracks or stalling in their recovery. Rebuilding
and reconstruction is confusing, and the support nonprofits
provide is holistic. Case management services ensure residents
are able to navigate reconstruction, comply with regulations
and have quality work done.
n Communication matters. Open dialogue between organizations
results in a unified force that can inform policy decisions, making
the nonprofit community a powerful advocate.
NONPROFIT BUILDER
LINKS PROGRAM
“DCA is proud to work with the St. Bernard
Project and other nonprofits through the
LINKS Program to ensure that Sandy-impacted
residents of limited financial means are aware
of all possible assistance. The LINKS Program
is one of the many creative ways DCA and our
partners are helping hard hit families in their
ongoing recoveries.”
SAM VIAVATTINE
DIRECTOR SANDY RECOVERY DIVISION
NJ DEPARTMENT OF COMMUNITY AFFAIRS
INSIGHTS
23. 21
GRANTEE: The Affordable Housing Alliance (AHA)
PRIORITY AREA: Housing
COUNTY: Monmouth Ocean Counties
PROGRAM IMPACT: 800 clients
HOW IT WORKS: The HRRC offers HUD-certified housing
counselors to help clients make informed decisions about
whether it is in their best interest to replace, rebuild or relocate.
A Winnebago transformed into a Mobile HRRC Office enabled
the organization to bring these vital services where the needs
were greatest. Educational workshops were also provided. HRRC
services include:
n Individual Housing Counseling Budget Assessment
n Mortgage Modification Foreclosure Prevention
n Maximizing Closing Out Your RREM Grant
n Managing Construction Contracts Avoiding Contractor Fraud
n Locating Monetary Resources Volunteer Assistance
n Housing counseling is essential. Counseling may be the best
resource available to storm-affected homeowners and renters.
They can trust that the information received from the HUD-
certified counselors is accurate, realistic and current with
State program changes.
n Additional funds are needed. The HRRC expected to see
more clients in need of foreclosure counseling and mortgage
modifications. Instead, counselors found that many New
Jerseyans had depleted their savings or used insurance funds
to keep current with their mortgage, thereby creating a need
for assistance in funding construction costs.
n Prepare homeowners for future. At-risk homeowners need
to be aware that they will likely be deemed ineligible for
federal assistance in the event of another disaster. Residents
need to be educated on the different types of homeowner
insurances to ensure sufficient coverage. In the HRRC’s
experience, many of the insurance policies reviewed were
inadequate, while other homeowners had never been required
to purchase flood insurance.
n Train counselors quickly. Training housing counselors in
disaster case management as soon as the program was
developed would have helped housing counselors learn their
role within the existing disaster recovery process more quickly.
SANDY HOUSING RECOVERY
RESOURCE CENTER (HRRC)
“The HRRC staff has been extremely helpful
and responsive. Working with them has
helped to clarify and expedite what until now
has been a confusing and arduous process.”
HRRC CLIENT
HOMEOWNER, ATLANTIC HIGHLANDS
INSIGHTS
24. 22
GRANTEE: UCEDC
PRIORITY AREA: Economic Development
COUNTY: Ocean County
PROGRAM IMPACT: 27 Seaside Heights businesses
HOW IT WORKS: The First Impressions Program was a small-
business makeover program linking 27 businesses with a
professional retail design consultant and giving them each a
$2,000 grant to implement the recommendations. The result
was revamped facades, fresh interiors, and colorful displays
to help businesses make the best possible first impression.
n Find committed local partners. As ‘outsiders’ with no
standing relationship with the Seaside Heights business
community, UCEDC’s association and work with the Seaside
Heights Business Improvement District (BID) gave the
program instant credibility. Not only did the BID introduce
UCEDC to the businesses, but they stuck with the project from
start to finish, providing reminders and giving encouragement
to participants.
n Prepare for waxing and waning enthusiasm among the
participants. The demands of day-to-day business life can
lead to program delays. Because participants can become
overextended, it is important to be patient and consistent in
your communications.
n Every little bit helps. Though the grant size was small, many
business owners were genuinely grateful for the opportunity
to work with a retail designer and marketing expert. Some
businesses passed on the grant, recommending it go to a
business more in need and opting instead for the guidance
and advice the designer offered. As a result, this program
impacted more businesses than intended, lifted the spirits of
many business owners whose homes were also impacted by
Sandy, and improved the overall look of the Seaside Heights
business district.
SEASIDE HEIGHTS
FIRST IMPRESSIONS PROGRAM
INSIGHTS
“Partnering with the Business Improvement
District and dedicating a highly visible and
accessible staff member helped us quickly
identify impacted businesses that could benefit
from our program. It was this combination of
a local introduction and a consistent presence
that made all the difference in our ability to
help so many small businesses.”
MAUREEN TINEN
EXECUTIVE DIRECTOR, UCEDC
25. 23
GRANTEE: Rebuilding Union Beach
PRIORITY AREA: Housing
COUNTY: Monmouth County
PROGRAM IMPACT: 12 Modular homes and 2 traditional
stick-built homes designed, installed and completed,
impacting 14 families.
HOW IT WORKS: A comparative home demonstration project
designed to return Union Beach families to durable, storm-
resilient homes via a cost-effective, demolition-to-reconstruction
model. The project provides a blueprint for homeowners and
towns interested in building smarter and more resilient homes.
Rebuilding Union Beach received numerous awards and
recognition for its innovation and commitment to sustainability.
The project was funded in large part by a HSNJRF grant of $1.67
million and an additional $770,000 from the Robin Hood Sandy
Relief Fund.
n Provide a road-map. The “Rebuilding Union Beach Guide”
was developed to inform nonprofits, local officials and
residents about the benefits and challenges of modular
vs. stick-built rebuilds. It also distilled all of the lessons
learned from this project. The Guide is available online at
www.RebuildingUnionBeach.org as a resource to help inform
future rebuilding efforts.
n Compare and contrast. This project allowed for a side-by-
side comparison in timing, benefits, challenges and costs
associated with modular vs. traditional stick-built rebuilding
methods. Modular home construction was chosen for the
majority of homes because it offered a potentially faster and
more cost-effective way to rebuild than traditional on-site
construction. Ultimately, the modular homes were built faster,
cost less, and had fewer issues than those homes built on-site.
n Provide 360-degree assistance. Disaster case management
services alongside financial, legal, and insurance counseling
were vital to the project’s success and to providing the
selected families with the support necessary to make informed
decisions.
n Cooperation is key. It took 30 organizations working
collaboratively on this project to bring 14 families home.
Rebuilding Union Beach serves as an example of how many
partnerships and entities it takes to help a single family recover.
REBUILDING UNION BEACH INSIGHTS
“When Sandy devastated the Tri-state area,
the Robin Hood Sandy Relief Fund was
honored to join with the First Lady’s Fund
to support the recovery of communities.
The Rebuilding Union Beach project offered
an opportunity not just to help families
return home, but to serve as a model for
how reconstruction could be done.”
SUSAN SACK
ROBIN HOOD
26. 24
WIND DOWN
RECOMMENDATIONS
As the Relief Fund works to close it remains committed to:
n Strengthening its grantees by facilitating new partnerships and providing access
to capacity building tools and resources.
n Sharing its story and insights with the ultimate goal of helping similar
organizations deliver effective relief.
n Collecting feedback from Sandy recovery partners to learn more about how the
funding community can better respond and assist.
27. 25
BUILD GRANTEE CAPACITY
HSNJRF convened three Grantee Conferences and held several
meetings to support and strengthen the work of our Sandy
recovery partners. Our final Grantee Conference focused on
increasing organizational effectiveness. We brought together a
team of experts to address the issues our grantees told us they
cared about most:
n Board Management
n Donor Engagement
n Fundraising Storytelling
n Managing Through Transitions
Additionally, the Relief Fund offered grantees the opportunity
to take the TCC Group’s Core Capacity Assessment Tool (CCAT),
a strategic planning tool that provides information and insights
about an organization’s culture, strengths and opportunities for
improvement. The CCAT is used widely throughout the United
States by charitable organizations. It provides a customized
report, a recommended capacity building plan and the technology
to generate self-selected benchmark reports from a national
database of over 3,500 nonprofits.
Grantees who took advantage of this opportunity were very
impressed with the detailed recommendations the CCAT made to
strengthen their organizations. Most intend to use their results to
inform future strategic planning sessions.
RECORD RESULTS LEARNINGS
We’ve found it helpful to continually report and share program
results with community leaders, partners and donors. In the
aftermath of a large scale disaster, progress is often slower than
expected. It’s important to mark milestones, highlight achievements
and celebrate success stories to keep donors, volunteers, media
and communities informed and engaged over time.
Each year the Relief Fund published an impact report to record
and share the collective results, progress and contributions of
its grantees. Every disaster offers opportunities for learning as
organizations implement and refine disaster relief and recovery
services. HSNJRF encouraged a few grantees to document their
programs by sharing their process, insights and recommendations
in reports, how-to guides and articles. We hope documenting
the hard lessons learned through the Sandy relief effort will
help inform the future work of organizations engaged in
disaster recovery.
“Meeting up with so many colleagues was helpful
both professionally and personally. I especially
enjoyed the sessions on Donor Engagement and
Interpreting Your CCAT. We will be using our CCAT
to plan for the future. Thank you and Mrs. Christie
for all you’ve done and continue to do.”
MAUREEN MULLIGAN
EXECUTIVE DIRECTOR, COASTAL HABITAT FOR HUMANITY
28. 26
SEEK FEEDBACK
Three years after Hurricane Sandy, HSNJRF commissioned an
independent assessment of its own performance and received
high marks from its grantees. In particular grantees appreciated
the Relief Fund’s responsiveness, flexibility and understanding of
complex systems and processes inherent to disaster recovery work.
The only critical feedback received focused on the closure of the
Relief Fund after three years. Disaster recovery organizations
were unanimous in their dismay that virtually all funding has
been exhausted three years post-storm while the work in many
communities continues.
The assessment also collected grantee feedback and
recommendations for the “broader funding community” to
keep in mind when supporting future disaster relief initiatives.
SURVEY RESPONSE
43responses received
58%response rate
11phone interviews conducted
FINANCIALS
HSNJRF annually files required tax forms providing public
disclosure and transparency of the organization’s operations and
activities. Annual audits are available to the public on our website
www.sandynjrelieffund.org.
95% Programming Services
2% Management and Operations
3% Fundraising
HSNJRF AUDITED FINANCIALS NOV. 2012 – JUNE 2015
GRANTEE RECOMMENDATIONS FOR
FUNDING COMMUNITY:
PLANNING
n Recognize that recovery will take five to ten years, not
three.
n Develop clear action plans, but remain flexible as recovery
needs unfold.
n Funding needs to be available to keep VOADs and LTRGs
functional between disasters so they are ready when the
need arises.
FUNDING
n Funders and grantees should not cave to pressure
to spend funds quickly.
n Budget. Know that donations will come very soon
and dry up quickly.
n Ensure coordination with government programs
and other major funders.
n Provide critical funding for administrative costs and
capacity building.
n Know that the philanthropic sector is an important
partner, but it can’t shoulder the full cost of recovery.
REBUILDING
n Develop and facilitate partnerships to leverage
expertise, coordinate services and maximize the
distribution of resources.
n Be aware that out-of-staters and pop-up organizations
are helpful, but they disappear.
n It is critical to set realistic expectations for residents
and responders alike. The complexities inherent in
disaster recovery will slow, and potentially stall, the
pace of rebuilding several times.
n Understand that mental health problems emerge
over time.
n Disaster case managers play a critical role in the
recovery process.
HSNJRF GRANTEE
SURVEY INSIGHTS
29. 27
WHO DID
YOUR GIFT
SUPPORT?
$37.8 Million Awarded to 109 Nonprofit Organizations
ORGANIZATION NAME FUNDING PRIORITY COUNTY SERVED HSNJRF GRANT AMOUNT ($)
FINANCIAL LEGAL COUNSELING
Legal Services of New Jersey Counseling/Legal Statewide 593,880
Operation HOPE Counseling/Financial Statewide 600,000
United Policyholders Counseling/Insurance Statewide 76,000
Volunteer Lawyers for Justice Counseling/Legal Statewide 399,000
ECONOMIC DEVELOPMENT
Dress for Success Mercer County Economic Development Monmouth Ocean 28,000
Intersect Fund Corporation Economic Development Statewide 250,812
UCEDC Economic Development Statewide 928,000
HOUSING
A Future With Hope Housing Statewide 750,000
Affordable Housing Alliance Housing Monmouth Ocean 725,000
Alliance Center for Independence Housing Monmouth Ocean 140,000
Atlantic City Rescue Mission Housing Atlantic 50,000
Bayonne Economic Opportunity Foundation Housing Hudson 250,000
Catholic Charities, Diocese of Trenton Housing/Social Services Monmouth Ocean 600,000
Catholic Family Community Services Housing Morris, Passaic Sussex 30,000
Church of the Visitation Housing Ocean 530,000
Churches Improving Communities Housing Middlesex, Monmouth Ocean 99,000
Coastal Habitat for Humanity Housing Monmouth Ocean 1,059,000
Community Loan Fund of NJ (New Jersey Community Capital) Housing Statewide 7,220,800
Family Promise of Monmouth County Housing Monmouth 100,000
First Baptist Church of Manasquan Housing Monmouth 10,000
First Presbyterian Church of Matawan Housing Middlesex Monmouth 68,000
Gateway Church of Christ Housing Monmouth 608,000
HABcore Housing Ocean 100,000
Habitat for Humanity in Monmouth County Housing Monmouth 500,000
Habitat for Humanity International Housing Statewide 750,000
Ironbound Community Corporation Housing/LTRG Essex 375,000
Jewish Family Service of Atlantic County Housing Atlantic Cape May 225,500
Lutheran Social Ministries of New Jersey Housing/LTRG Hudson, Monmouth, Ocean Union 265,000
Newark Emergency Services for Families Housing Essex 10,000
Northern Ocean Habitat for Humanity Housing Ocean 653,000
O.C.E.A.N., Inc. Housing Ocean 250,000
Point Pleasant Presbyterian Church Housing Monmouth Ocean 31,300
Portlight Strategies Housing Statewide 300,000
Princeton Area Community Foundation/Rebuilding Union Beach Housing Monmouth 1,674,100
Rebuilding Together Bergen County Housing Bergen 701,000
Rebuilding Together Jersey Shore Housing Monmouth 200,000
Room In Our Hearts Housing Monmouth 20,000
St. Bernard Project Housing Monmouth Ocean 750,000
30. 28
ORGANIZATION NAME FUNDING PRIORITY COUNTY SERVED HSNJRF GRANT AMOUNT ($)
St. Francis Community Center, LBICC Housing Ocean 64,000
United Way of Northern New Jersey Housing Monmouth 150,000
United Way of Ocean County Housing Ocean 100,000
Volunteer Center of Bergen County Housing Bergen 400,000
LONG TERM RECOVERY GROUPS
Atlantic City Long Term Recovery Group LTRG/Housing Atlantic 945,000
Atlantic County Long Term Recovery Group LTRG Atlantic 200,000
Bergen County Long Term Recovery Group LTRG Bergen 650,000
Cape May County Long Term Recovery Group LTRG Cape May 150,000
Cumberland County Long Term Recovery Group LTRG Cumberland 250,000
Essex County Long Term Recovery Group LTRG/Housing Essex 100,000
Middlesex County Long Term Recovery Group LTRG Middlesex 516,000
Monmouth County Long Term Recovery Group LTRG Monmouth 850,000
Ocean County Long Term Recovery Group LTRG Ocean 1,750,000
Southwest Long Term Recovery Group LTRG/Housing Gloucester Salem 150,000
Union County Long Term Recovery Group LTRG Union 250,000
MENTAL HEALTH
180 Turning Lives Around Mental Health Monmouth 257,000
Cape Counseling Services Mental Health Cape May 222,000
Community YMCA Mental Health Monmouth 148,000
CPC Behavioral Healthcare Mental Health Monmouth 94,000
Mental Health Association of Monmouth County Mental Health Monmouth 230,000
Ocean Mental Health Services Mental Health Ocean 494,720
Preferred Behavioral Health of New Jersey Mental Health Ocean 695,800
The Children’s Home Society of New Jersey Mental Health Monmouth Ocean 39,000
Visiting Nurse Association of Central Jersey Mental Health Middlesex, Monmouth Ocean 140,000
SOCIAL SERVICES
Big Brothers Big Sisters of Ocean County Mental Health Ocean 100,000
Caregiver Volunteers of Central Jersey Social Service Ocean 20,000
Caregivers of New Jersey Social Service Ocean 250,000
Community Health Law Project Social Service Atlantic, Monmouth Ocean 125,000
Community Services of Ocean County Social Service Ocean 39,000
Foodbank of Monmouth and Ocean Counties Social Service Monmouth Ocean 500,000
Habitat for Humanity of Trenton Social Service Mercer 15,000
Jersey Cares Social Service Statewide 278,000
Lunch Break Social Service Monmouth Ocean 27,000
Mental Health Association of New Jersey Social Service Atlantic Ocean 165,000
People’s Pantry Social Service Ocean 276,420
Puerto Rican Association for Human Development Social Service Bergen, Hudson, Middlesex,
Ocean Union
220,000
St Marys by-the-Sea Social Service Ocean 14,000
Table to Table Social Service Bergen, Essex, Hudson Passaic 50,000
The Salvation Army Social Service Statewide 400,000
Your Grandmother’s Cupboard Social Service Monmouth Ocean 16,000
EDUCATION
30 New Jersey Public Schools Education Statewide 4,506,000
CAPACITY BUILDING
Long-Term Recovery Support - TCC Group Long-Term Recovery Statewide 10,000
HSNJRF Grant Awards as of December 2015.
32. GOVERNANCE
OPERATING BOARD
Eileen Kean
Howard Kaminsky
Jerry Zaro
John Lumpkin
Mary Pat Christie (Chair)
Rich Bagger
Roberto Mignone
Wendy Lazarus
William Palatucci
GRANTS COMMITTEE
Eileen Kean
Jerry Zaro
Paula Luff
Roberto Mignone
Sallie George
Wendy Lazarus
HONORARY ADVISORY BOARD
Al Leiter
U.S. Senator Bill Bradley
Bono
Brian Williams
Bruce Springsteen
Greg Brown
John Hess
Jon Bon Jovi
Kelly Ripa
Kevin Jonas
Martin Perez
Dr. Mehmet Oz
Nick Mangold
Bishop Reginald T. Jackson
Sugar Ray Leonard
MAJOR SUPPORTERS
($500,000 and above)
ATT
Bank of America Charitable Foundation
Bon Jovi Band
Coca-Cola Foundation
Embassy of the United Arab Emirates
FirstEnergy Foundation
Hess Corporation
News America Corporate Foundation
Prudential Foundation
Toys “R” Us Children’s Fund
IN-KIND CONTRIBUTORS
Coca-Cola
CyberGrants
Gibbons P.C.
IBM
Jamestown Associates
McKinsey Company, Inc.
Mercury
Outfront Media
The Hampshire Companies
WithumSmith+Brown
KEY NEW JERSEY
GOVERNMENT PARTNERS
Department of Community Affairs
Governor’s Office of Recovery
and Rebuilding
Governor’s Office of Volunteerism
Office of the First Lady and Protocol
HSNJRF HEROES
Anita Bhatt
Bill Hildebrand
Casey Mahoney
Christina Egea
Emary Aaronson
Emily D’Alberto
Erin Mortenson
Gail McGovern
Kevin Feeley
Nina Stack
Peter Ulrich
Susan Sack
The HSNJRF staff has been honored to
work with such an outstanding group of
committed partners to help our neighbors
recover and make New Jersey communities
stronger.
With gratitude,
Cam Henderson, Kim Frawley,
Mary-Kate Fisher, Amy Johnston,
Eileen Lofrese
www.sandynjrelieffund.org
Your decision to give made a difference,
and New Jersey thanks you!
SPECIAL
THANKS
