HURRICANE SANDY NEW JERSEY RELIEF FUND THE LAUNCH, LEARNINGS AND IMPACT OF A LOCAL DISASTER RESPONSE ORGANIZATION

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

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 ChristieFirst 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.”

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10.29.2012Hurricane Sandy destroyed

homes and businesses leaving

millions without power.

It was estimated by state

officials that Sandy will cost

New Jersey $32 billion.

11.2012The 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. Oz & Brian Williams.

06.2013National 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.

01.2014Attended 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.

03.2013First $1 million in

grants awarded to six

county-based long

term recovery groups.

05.2013$10 million awarded

to 45 nonprofits.

07.2013Accepted 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.

10.2013Convened 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.

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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.

MILESTONES MADE POSSIBLE WITH YOUR SUPPORT

07.2014Opened the Sandy Housing

Recovery Resource Center

and its mobile office

Winnebago providing

housing counseling in

Monmouth & Ocean Counties.

09.2014Hosted 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 - 10.2015The 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.

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SANDYRECOVERY 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

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HOUSING DISPLACED RESIDENTSSandy 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 INSURANCEMany 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.

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ESTABLISHING LONG TERM RECOVERY GROUPSFollowing 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 FUNDSFederal 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 TRAUMAThe 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.

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FEDERAL FLOOD MAP REQUIREMENTSConstruction 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

346,000housing 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

400,000businesses impacted causing nearly $2B in commercial loss

127 miles of New Jersey coastline impacted by Hurricane Sandy

9 New 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.

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 CRITICALIn 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 ASSISTANCEHomeowners 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.

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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 MayCounty LTRG$150,000

STRONG LTRGs ARE ESSENTIAL TO RECOVERYLTRG 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 MILLION DISTRIBUTED TO 11 LONG TERM RECOVERY GROUPS

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EDUCATE ABOUT INSURANCEInsurance 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 ADAPTThere 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 HOUSINGThe 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.

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FUNDRAISINGANALYSIS

WHO DONATEDCorporations 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 FROMIndividuals 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 EARLYMore 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 PARTNERSCorporations, 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 EASYDonating 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 MILLION raised from

35,000 SUPPORTERS worldwide.

*Examples of Community Organizations include: faith based groups, clubs, schools etc.

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GRANTMAKINGANALYSIS

The Relief Fund’s approach to grantmaking was guided by the principles of listening, transparency, flexibility and evaluation.

TRANSPARENCYThe 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

LISTENINGHSNJRF 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

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ADAPT TO CHANGING CIRCUMSTANCESA 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 CHANCESThe 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

FLEXIBILITYIn 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.

121 HSNJRF grant agreements executed for 109 nonprofits

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

EVALUATIONThe 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.

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GRANTDISTRIBUTIONANALYSIS

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%

December2012

April2013

August2013

December2013

April2014

August2014

December2014

April2015

August2015

December2015

$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.

15INSIGHTS

THINK LONG-TERMImmediate 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 OUTKeeping 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 OFFICEStaff 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 FORCESEarly 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

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HOUSING

SOCIAL SERVICES

ECONOMIC ASSISTANCE

82 LIFTS OR RAMPS Installed 2,265

HOME REPAIRS& Reconstructions Completed

3,060HOUSEHOLDS Provided Mental Health Support

2,300CHILDREN Received Counseling & Emotional Support Services

1,127 SMALL BUSINESSES Provided Loans31,275

RESIDENTS Received Financial Counseling

RELIEF FUND IMPACTON NEW JERSEY

17

127,500NEW JERSEYANSAssisted with Unmet Needs (including rent, utilities, appliances, furniture and more)

2,050CLIENTS Assisted with Legal Counseling

20,473STUDENTSin 30 Schools Benefited from Technological Enhancements

80,500 VOLUNTEERS MOBILIZED

2.5MILLION MEALS Delivered

26,000 PEOPLE 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.

18

GRANTHIGHLIGHTS

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.

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

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

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

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

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

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.

25

BUILD GRANTEE CAPACITYHSNJRF 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 & LEARNINGSWe’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

26

SEEK FEEDBACKThree 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

43 responses received

58% response rate

11 phone interviews conducted

FINANCIALSHSNJRF 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

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

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.

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BY SUPPORTING OUR MISSIONYOU HELPED BRING THESE FAMILIES HOME

GOVERNANCEOPERATING BOARDEileen KeanHoward KaminskyJerry ZaroJohn LumpkinMary Pat Christie (Chair)Rich BaggerRoberto MignoneWendy LazarusWilliam Palatucci

GRANTS COMMITTEEEileen KeanJerry ZaroPaula LuffRoberto MignoneSallie GeorgeWendy Lazarus

HONORARY ADVISORY BOARDAl LeiterU.S. Senator Bill BradleyBonoBrian WilliamsBruce SpringsteenGreg BrownJohn HessJon Bon JoviKelly RipaKevin JonasMartin PerezDr. Mehmet OzNick MangoldBishop Reginald T. JacksonSugar Ray Leonard

MAJOR SUPPORTERS ($500,000 and above)AT&TBank of America Charitable Foundation Bon Jovi BandCoca-Cola FoundationEmbassy of the United Arab EmiratesFirstEnergy FoundationHess CorporationNews America Corporate FoundationPrudential FoundationToys “R” Us Children’s Fund

IN-KIND CONTRIBUTORSCoca-ColaCyberGrantsGibbons P.C.IBMJamestown AssociatesMcKinsey & Company, Inc. MercuryOutfront MediaThe Hampshire CompaniesWithumSmith+Brown

KEY NEW JERSEY GOVERNMENT PARTNERSDepartment of Community AffairsGovernor’s Office of Recovery and Rebuilding Governor’s Office of Volunteerism Office of the First Lady and Protocol

HSNJRF HEROESAnita BhattBill HildebrandCasey MahoneyChristina EgeaEmary AaronsonEmily D’AlbertoErin MortensonGail McGovernKevin FeeleyNina StackPeter UlrichSusan 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