The client services department seeks to identify and remove the barriers preventing an individual or family, whose home was affected by a natural disaster, from returning home. Whether in-house services or referrals to other agencies, the department seeks to bring every individual it touches closer to full recovery. The department actively seeks out area residents in need of assistance, and serves as the initial filter and first point of contact by accepting, reviewing and approving or denying applications. With genuine compassion and without judgment, the client services department ensures affected residents have access to prompt, efficient and predictable recovery.
Unmet needs: Damage sustained, minus assistance received, equals unmet needs. The need gap that agencies seek to fill when working with disaster-affected populations.
Disaster case manager: A part of the disaster case management program, a program encouraged by FEMA and staffed by Red Cross, Salvation Army, Catholic Charities and other major players. The disaster case manager is also associated with the Long-Term Recovery Committee.
Clients will often start the application process but will not return supporting documents in a timely manner. There are several reasons this might occur, each with a different approach for overcoming them.
Client doesn't fit approval guidelines, but has compelling, unmet needs.
It is important to have guidelines for prospective clients, but it’s equally important to know when to be flexible. After disaster, clients find themselves in peculiar situations that sometimes do not align with set guidelines in spite of a compelling, unmet need. In these cases, it is best to act in line with the organization’s values and mission and evaluate these situations in a case-by-case basis, lending assistance when possible.
Insurance/FEMA/assistance program/government is standing in the way of a client’s recovery.
Many barriers stand in the way of disaster survivors’ recovery. Some of these barriers come from organizations that should provide aid, not difficulty. It may sometimes be necessary to assist clients with advocating for themselves with these organizations. It may be helpful to attend hearings or meetings alongside clients. Should this tactic fail, directly advocating to agencies to be flexible and helpful can yield good results, remove barriers and expedite the process.
Client loses steam in the process
Some clients will become discouraged during the application and rebuilding process. Any slowdown or interruption might be interpreted as an indication that the client will be denied assistance. In these cases, take time to encourage the client and candidly share where they stand with the organization. A small amount of reassurance may encourage a hesitant client to complete the application process and re-engage.
Client wants to work outside the scope of work
Clear communication is critical when letting clients know that work outside the agreed upon scope is not possible. Focus on the mission of the organization – provide disaster survivors with a return to safe, humane housing. Explain that the organization will not replace contents from inside a home, nor is it an opportunity to make improvements to a home. If a client isn’t pleased with the limited selection of finishes, explain why the organization uses a standardized selection of products – for speed, volunteer friendliness and maximum value to all our clients. If clients want a fence repaired or a wall moved, remind them that such repairs increase the length and cost of the project, delaying our rebuilding for the next client on the waiting list. With proper explanation, most clients will understand and agree.
The client services coordinator is the building block of the client services team. The number of client services coordinators should be proportional to the volume of clients moving through the application-review process. A client services coordinator should serve no more than 30 clients at a time. After this point, prompt and meaningful communication grows increasingly difficult.
At first, it might not be necessary to have a client services manager on the team. Decisions to approve or deny clients should always involve the oversight of a high-level staffer, but as the organization grows, this person can be the executive director or a committee. As the number of client services coordinators grows and the funding mix begins to include complicated grants, the Recovery Organization should hire a client services manager.
Client services coordinator: The primary point of contact for clients as they move through the application process. Identifies disaster impacted individuals/families, processes applications, reviews and prepares applicants for the approval process. Client services coordinators serve as the initial point of contact, support applications through the vetting process, study all aspects of a case and are the ultimate advocate for the applicant. Once an applicant is approved, the client services coordinator maintains clear and consistent communication with the client, facilitates the transition back home and provides referrals to other social service agencies in the community.
Client services manager: The manager of the client services coordinators and final approver of all client applications. Manages all processes through the client services department. Reviews all applications and is the final authority for all applications. This individual works closely with the construction, development and volunteer department managers to ensure proper scheduling, funding and staffing will be available for each build prior to final approval. They ensure the authenticity of all paperwork, and proper verification of benefits, are able to support the reason for assisting every client. The client services manager is responsible for grant reporting, funding allocation, maintaining a properly prioritized and stacked queue of jobs for construction and volunteers. The client services manager is responsible for all client services coordinators.
Track incoming and current clients as well as those who have already been brought home (these individuals can be a great source for family members who may have needs as they did).
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It’s the role of client services to ensure the people being served are those who clearly fit program guidelines. It’s essential to use documentable evidence to demonstrate a client’s eligibility, compelling need and continued sustainability once the project is complete. Clients are selected based on a documented need, not because they are friendly, have a touching story, or are connected to the Recovery Organization.
Eligibility requirements:
To demonstrate financial need and sustainability:
Client services coordinators are required to advocate for clients both inside and outside the Recovery Organization. This focus can be difficult and may cause discord between coordinators and their peers as they push other departments to remain committed to keep clients centered. This tension is healthy for the organization and the right thing to do for clients. Coordinators are also called to advocate for clients outside of the organization in association with funding partners, government agencies, mortgage lenders and other organizations that might be a barrier to a client’s recovery. Through in-person meetings, phone calls and letters, the coordinators can work with others in the community to help complete a client’s recovery rather than impeding it.
Many clients need nothing more than encouragement and someone to listen. Client services coordinators should be ready to provide both. By the time that clients have reached out to a recovery organization, they have likely faced numerous rejections and have felt helpless to recover from their situation. Clients often need support and encouragement through the application and rebuilding process. It’s also important to provide guidance to clients, but not to become an enabler. It can feel uncomfortable to have difficult conversations with clients, but they deserve candid feedback and guidance.
Client services decide which projects move onto the construction department and in what order. It’s important to create a prioritization that balances client vulnerability with wait time rather than a first-come, first-served order of work. Clients who are most at risk should be served first, but clients at a moderate risk should not wait endlessly. The prioritization is best discussed in a meeting format with all client services coordinators present.
It is the job of the client services coordinator to objectively present the facts of each client’s situation to the client services manager for approval or denial. The decision should be based on organizational guidelines that have been set out for client selection. There will be occasion to act outside these guidelines. However, be aware this exposes the organization to allegations of unequal treatment. Still, there will be times where common sense dictates the guidelines should be ignored in favor of the organization’s more overarching mission to return homeowners to safe, humane housing.
Client services should be familiar with what funds the development team has obtained and what rules govern their use. Additionally, the department should provide client biographies and stories to the development team for use in marketing and fundraising efforts. As each client is approved, the client services team should recommend a funding source for the client’s rebuilding project.
The client services coordinator should be the single point of contact for clients moving through the application and construction process. This contrasts with the traditional model of disaster case management where referrals are provided to various services. The client services coordinator answers client questions regarding the application process, volunteers and construction status of the home. Coordinators should position themselves as a touchstone for the client’s experience with the Recovery Organization and be available when needed. The client services coordinator should not limit the client’s access to key staff at the recovery organization such as the project manager.
An often-overlooked responsibility of the client services department is to provide a constant, stream of construction projects to the construction team. To get families home as quickly as possible, the construction department should remain near capacity at all times. If there are not enough construction projects entering the construction process, the volunteer department must turn away volunteers, the construction team sits idle and there is a drain on the organization’s finances – which may eventually lead to a reduction in construction staff.
The best situation is when client services can provide a continuous flow of projects into the construction department. When client services approve more cases than construction can process, clients end up waiting between phases. When client services doesn’t approve enough cases to satisfy construction’s demand, the construction team sits idle.
It’s the job of the client services coordinators to process their caseloads with accuracy, flexibility and prioritization – ensuring all applicants and clients move through the structure in a predictable and timely manner.
When first meeting a disaster-impacted individual, it’s important to understand the person’s needs and clearly communicate the eligibility guidelines. All are welcome to complete an application. However, if an individual does not appear to meet the eligibility guidelines, make a referral to an area agency that might be able to assist. If an individual takes an application, note the person’s name, phone number and address and track the progress of the application closely. Follow up as necessary.
What Information Should be on an Application?
The application should represent a full, self-reported, summary of the applicant’s situation. Attention should be placed on the applicant’s history, disaster story, current vulnerability and construction needs.
A proper application should be able to answer these key questions:
The application should also include a release of information, as well as a media release. This will allow the organization to share pertinent information with partner agencies or other social service providers, as well as publish photos or video of the applicant and their home for volunteer recruitment/fundraising purposes.
Supporting documents – what and why? For each self-reported item on the application, supporting paperwork is also needed.
Some paperwork may be unattainable, either because of loss in the disaster or non-existence. It’s important for the client to use public records, banks, employers, etc., to obtain as much of the necessary paperwork as possible. If certain items are simply not available, determine the level of impact on the ability to properly process the application and potential workarounds.
Supporting paperwork should include the following:
Application processing
Once the completed application and supporting paperwork has been submitted, the client services coordinator (CSC) can begin processing the applicant.
The applicant should be interviewed by a CSC to capture their story. During this process, verify the narrative matches what’s reported on the application, and insert any missing information. This is also an opportunity to clarify points of confusion on the application, and develop a feel for the applicant’s personality and ability to host volunteers.
The CSC will conduct an initial review of the property, including photos and points of damage caused by the disaster. The CSC should verify that the damage was as a direct result of the disaster. The review will also include a synopsis of the client’s explanation on how the damage is related to the disaster.
Once the completed application is in order, supported by paperwork, and notes from interactions with the applicant, the CSC will schedule an initial review with the client services manager. This is the first chance for the CSC to advocate on behalf of the client. During this conversation, the CSC should refer to the eligibility guidelines and explain specifically how the client meets or does not meet the criteria. The client services manager will review the initial inspection report along with the application and will determine if an estimate is warranted.
Denials occur when:
In the event a denial, the CSC should meet with the applicant in person and provide an explanation regarding the decision. This should be coupled with a written explanation on why the organization cannot accept an individual as a client, and alternative resources that may be more of a match. If the client services manager agrees that the applicant should continue to move forward in the process, an estimate will be ordered.
If it’s determined the client should move to the next process, the client services manager will order an estimate and will let the construction manager know the priority level of that request. Generally, one week is sufficient to complete an estimate using the format provided (see the Construction Section for more details).
Once the construction manager reviews and signs off on an estimate, the construction manager provides a hard copy and electronic file to the client services manager.
Prioritizing
When working with construction to acquire estimates for applicants, it’s important to maintain a properly prioritized list. This is based on both vulnerability and construction needs.
Some things to consider when prioritizing based on vulnerability:
Some things to consider when prioritizing based on construction needs:
Upon receipt of the estimate, all information pertaining to the applicants’ needs should be on hand.
Recommendations/approvals
The CSC prepares a short presentation about the applicant for the client services manager and board. This presentation should include:
The client services manager, with guidance from the executive director and board, will make a determination on whether to approve the applicant for services. In the event of an approval, the applicant turns into a client. In the event of a denial, use the procedure detailed in Step 3: The Review section.
In the event of an approval
The client services manager should review the available funds and secure them depending on the nature of the project, which may include any available client contributions. The approved project must be funded at 100 percent prior to scheduling construction. Funds may be available from donations or grants previously received, or the development department must solicit sponsors to fund the construction.
Start file meeting
Once an applicant is approved and funding is secured, the construction manager will provide client services with a project start date and project manager for the job. This date should be communicated to the client as a best-case scenario, and a start-file meeting should be scheduled for one week prior to the projected start date.
The purpose of a start file meeting is to review the exact scope of work with the client and set expectations for how the project will be completed. The CSC sets a date and time with the client, and invites the project manager to the meeting.
Prior to the meeting, the CSC should prepare the following documents:
The client should retain copies of all signed documents and agreements formed in the start-file meeting.
The primary purpose of the start-file meeting is to ensure the organization and client agree with the process and procedures, and are then ready to proceed with construction. The CSC should encourage the client to ask questions and resolve any contested items. The CSC should ensure the client and project manager establish rapport.
A successful start-file ensures the recovery organization is able to proceed from start to finish, and increases the efficiency and timeliness of the project.
At the start-file meeting, the client should provide the organization with two copies of keys to the home. One set should be placed in a lockbox on the property, the second set will should be kept in the office for emergency.
CSC roles and responsibilities during construction
Throughout construction, the CSC assumes the role of an active observer. Through weekly/biweekly visits to client construction sites, as well as continual communication with the client, CSCs can be assured clients are informed on the progress of their project. CSCs should also assess the tone of the volunteer groups and help troubleshoot any concerns or dissatisfaction early on.
Client services and construction should meet on a weekly basis to discuss all active projects and troubleshoot any on-site, logistical, or other issues. For any construction related questions, the CSC should direct the client to the project manager.
Once a project is complete, construction will notify client services. At this point, the CSC should contact the client to set up a final walkthrough of the property. The CSC should invite the project manager as well as the construction manager.
For the meeting, the CSC should bring:
The project manager, construction manager and the CSC should walk through the entire home, following the scope of work line by line.
If this meeting results in the recognition of necessary rework or incomplete tasks, the client should not sign the completion agreement. The CSC should file a work order with the construction department highlighting the issues, and wait for notification of completion before scheduling another walkthrough.
Once the completion agreement has been signed, remove the lockbox from the property and return all keys to the client.
Ribbon-cutting ceremonies Upon notification from the construction department that the work is complete, the CSC should work with the development department to set up a housewarming and ribbon-cutting ceremony. The ceremony is an opportunity for the organization to celebrate the success in returning the client to their home.
Please refer to Chapter 4: Development for an explanation on proper set-up and coordination.
While a house is under warranty, client services may receive calls regarding additional work or issues with the home. It’s important that the CSC properly filter the calls.
Any general home maintenance item or repair that could be completed by the client at minimal or no cost should be their responsibility. This encourages investment from the client and preserves funding and time for incoming clients.
Application for housing services
Owner occupied rebuilding survey A
