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Developing The Katrina Workforce – a new phase in recovery
Kathleen Johnson 11/02/06
Kathleen Johnson is a long term volunteer who has been working in Mississippi since just after the storm. Currently Kathleen is working at the City of Waveland City Hall under the umbrella of the Waveland Citizens Fund a 501 ( c ) 3 as the Director of Katrina Relief.
There are a number of contributing factors compounding the rebuilding process in the aftermath of Katrina. In order to continue to meet the demands of housing we need to move away from some of the traditional means of delivering services and develop a new model for disaster recovery in the re-construction phase.
A number of factors are influencing the rate of reconstruction in this area – enormity of the volume of damaged or destroyed homes, falling numbers of volunteers, lack of planned orchastrated national marketing on area needs, new building codes, shortage of materials, recent large annexations, workforce housing issues, staffing retention issues, politics, and equipment shortages at local government offices, difficulties in recruiting and retention of both skilled trades workforce and volunteers, and integration of free enterprise and a volunteer workforce.
With up to 80,000 homes to refurbish or rebuild in Gulf Coast Region – residents are now facing the reality that contractors are short in supply as are volunteers. There is now an even more urgent need to develop a work force in the face of 15,000 Phase I grant recipients coming down the pike with enough funds for materials and, in some cases, enough to hire contractors. Traditionally this area has built only 1500 new homes per year. We now need to think outside the box to meet the areas critical needs – housing not only for residents but for workers needed to construct that housing.
No home at the Inn
The issue facing contractors, employees, and volunteers alike is that there is no home at the Inn. Housing is critically short in supply for people wanting to move to the area to work for local contractors. Many of the contractors have complained about the need for more employees to increase output. With the only alternative being a long commute from outlying areas – the time benefit of cost versus travel time makes it a long term retention problem. Employees tire of the travel and the turn over of employees is high.
With many volunteer organizations exhausting their funds – housing options are becoming increasingly short in supply for volunteers wanting to come down to assist in the construction effort. The latest phase in volunteer housing is that the free accommodation for volunteers is rare anymore. Instead you will find a $10 - $25 a day charge from organizations willing to accommodate volunteers. This charge is necessary to cover the utility and maintenance costs of these facilities as donations wither on the vine from a public whose interests have waned due to lack of news coverage on the continuing urgent need.
Goals to aid in development of an effective diverse workforce
Fundamental to recovery is a flexible appropriate-skilled workforce which is able to deliver effective solutions to a diverse set of construction requirements.
Identify the factors influencing recruitment and retention problems for volunteers, contactors and subcontractors.
Ensure the skill mix accurately meets the needs of the residents
Improve the quality of workmanship delivered by contractors and volunteer contributors through training of staff to work differently, in new ways and in new settings.
Develop new and different rolls within the Disaster Response community to provide more effective integration of licensed contractors, subcontractors and volunteers
Volunteer organizations need to support a balanced shift of skills and services into the contractor arena in order to not to interfere in the free enterprise system
Develop training avenues for residents who are currently in a role redesign mode as they become the contractor on their own homes.
Develop a region wide marketing plan to attract an appropriately trained volunteers and skilled workforce.
Conclusion
The analysis of the workforce requirements needs to be fully understood in order to develop a sound solution for recruitment and retention.
Documenting exact current needs would fall on a comprehensive and accurate needs assessment – which we currently do not have completed. Hancock County, at last report, only had 1,400 assessments in an area where there are 46,000 residents. This data should be developed quickly in order to realize accurate predictions on needs for recruitment, housing needs, and allow for accurate predictions on recovery timelines.
If a comprehensive plan for workforce development is not addressed in short order – we are going to find residents waiting on long lists lasting months to years for assistance to start rebuilding their homes even with funds in hand from Phase I grants and ultimately Phase II grants.
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