A Case Study

In 2025, I led the Northeast Recovery Office Complex (ROC) for nearly 4 months while simultaneously transitioning recovery operations back to the affected states. The ROC, established by FEMA Region 1 in late 2024, served as the central coordination hub for managing multiple large-scale wind and water disasters across New England under the National Response Framework. Strategically located in Rocky Hill, Connecticut, the consolidated facility replaced scattered joint field offices and brought together federal, state, local, and tribal partners to streamline communication and collaboration. FEMA From July 2023 to September 2024, 11 major disasters hit four states (Connecticut, Maine, New Hampshire, and Rhode Island), creating a heavy workload. Even with limited people, the ROC made things work better by putting everyone in one place and improving teamwork. While at the ROC, I noticed that several communities repeatedly applied for federal assistance after major flooding events. This pattern showed that some areas lacked the long-term resources needed to rebuild infrastructure and recover fully. An analysis revealed that 40 applicants across two New England states experienced losses from multiple disasters.

The ROC consolidated disaster recovery operations into one 25,300-square-foot facility, supporting up to 220 staff. The co-located teams streamlined workflows, improved coordination among state and federal partners, and managed multiple disaster operations simultaneously. Staff from different FEMA programs worked side by side, serving as consistent points of contact for applicants instead of transferring cases when personnel changed. The ROC replaced multiple joint field offices and enhanced direct, early engagement with applicants to speed up recovery efforts.

Through my actions at the ROC, I enabled collaboration across all program areas and improved coordination with state and local partners. I helped secure funding for hazard mitigation to protect public infrastructure from future disasters. This helped us manage more than 1,123 applicants and several disasters simultaneously. I integrated FEMA Integration Team (FIT) staff directly with state emergency management agencies, which significantly improved training, technical support, and local disaster management. I reduced logistical and administrative costs by housing operations under one roof.

I leaned in to encourage cross-training and mentoring by providing on-site meetings and training rooms to help new staff learn the program’s function. This also allowed subject matter experts to support applicants affected by multiple disasters jointly. Through this approach, applicants received timely authorization for direct federal financial assistance.

Under my leadership, we successfully closed out multiple disasters, obligating $24.2 million in direct assistance aid to applicants. We also invested $66.3 million to rebuild stronger, more resilient infrastructure. My efforts provided a cost-effective, unified approach that streamlined operations and boosted staff development. Overall, it strengthened partnerships, cut costs, and reduced future disaster risk.