Service Tree

The Service Tree lists all services in "branched" groups, starting with the very general and moving to the very specific. Click on the name of any group name to see the sub-groups available within it. Click on a service code to see its details and the providers who offer that service.

Disaster Management Organizations

Public and private organizations that are responsible for the organized analysis, planning, decision making, assignment and coordination of available resources involved in the mitigation of, preparedness for, response to, and/or relief/recovery from a major disaster or large-scale emergency that disrupts the normal functioning of a community. These organizations have a formal role in developing overall emergency policy within their jurisdictions; establish coordination with other agencies active in disaster situations; develop action plans for emergency response; coordinate facilities, services, personnel, equipment and materials that are required before, during and immediately following an incident; and/or are involved in disaster relief and recovery activities.

Disaster Relief Services

Programs that facilitate the exchange of information and/or provide short-term assistance, usually in the form of food, clothing, blankets, temporary shelter, furnishings, small appliances or temporary financial aid, for people who have suffered injuries or incurred losses due to a major disaster or large-scale emergency that disrupts the normal functioning of a community. The objective of disaster relief is to help individuals sustain their lives during the immediate aftermath of the event. NOTE: "Disaster Relief" is a category of services utilized by community human services agencies involved in disaster work. Government organizations do not recognize disaster relief as a formal part of the disaster cycle. Most of the services classified as disaster relief are considered by government to be part of disaster recovery and a few (e.g., disaster welfare inquiries) are categorized as disaster response.

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