Rebuilding communities in New Jersey

Since 2012, ICF has partnered with the State of New Jersey to drive disaster response, recovery, and long-term resilience. Our flexible, collaborative approach with the Department of Community Affairs (DCA) has enabled New Jersey to overcome urgent challenges—from Superstorm Sandy to Hurricane Ida—by rapidly deploying expert teams, optimizing federal funding, and building local capacity.

ICF’s support has delivered measurable results: over $4.1 billion in disaster recovery funding managed, 20+ programs launched, and thousands of stakeholders trained. Our work spans critical initiatives, including the Tenant-Based Rental Assistance (TBRA) program and the Homeowner Assistance and Recovery Program (HARP), where we streamlined operations, introduced innovative approaches, and accelerated aid to impacted communities.

By combining deep expertise, agile management, and a commitment to knowledge transfer, ICF continues to help New Jersey build stronger, safer communities—ready to meet today’s challenges and tomorrow’s opportunities.

Aiding recovery after Superstorm Sandy

Superstorm Sandy hit the state hard. Sandy made landfall near Brigantine, New Jersey, on October 29, 2012 with sustained winds of 80 mph. Numerous towns were inundated by flood water, and more than 2.6 million customers were without power at the peak of the storm.

Challenge

The state faced two challenges: urgent relief and long-term recovery. With federal funds available, New Jersey needed expert guidance to allocate resources quickly and meet complex requirements.

Solution

We helped New Jersey make the most of Community Development Block Grant-Disaster Recovery (CDBG-DR) funds to rebuild stronger after Sandy. We expanded the state’s capacity quickly by providing staff augmentation at DCA headquarters and nine Housing Recovery Centers. Beyond our role in helping manage the crisis at hand, our team was also driven by the goal of transferring knowledge to state and local resources and building capacity for ongoing and subsequent disaster recovery and resilience efforts.

Results

We supported the launch of more than 20 programs—from housing to business recovery—driving resilience, sustainability, and a faster return to normal for impacted communities. With groundwork laid by our team of proven experts, New Jersey state officials were well-positioned to support citizens and focus on rebuilding.

As our work around Superstorm Sandy recovery wound down, we pivoted to working with DCA leadership on staffing capacity and related funding. When Hurricane Ida impacted NJ in 2021, our team quickly ramped up again to write the CDBG-DR action plan and policies for new programs.

Strengthening the TBRA Program

Our team helped develop the Tenant-Based Rental Assistance (TBRA) program policy in 2022, which provides financial assistance (for rent, security deposits, and utility deposits) to low-income households. Our involvement expanded further in 2024 when DCA requested our subject-matter expertise. This grew into full program management with a team of 14 ICF staff overseeing operations and coordinating with DCA.

Between November 2024 and February 2025, our team completed audits of over 1,200 files, reviewed missing documentation, managed applicant communications, and oversaw application intake and eligibility through other providers. We also introduced new tools, forms, checklists, and training to streamline processes. We continue to support file management for applicants in recertification or closeout.

Building better: HARP/Construction Management

After Hurricane Ida, the Homeowner Assistance and Recovery Program (HARP) was created to provide grants to homeowners to restore storm-damaged homes through rehabilitation, reconstruction, elevation, and eligible mitigation measures like structural and utility retrofits to improve flood resistance. We assisted in the development of the program policies.

Challenge

DCA faced a growing need to move a large volume of applicant files through each stage of the grant application process, with timeframes shrinking by the day. In mid-2025, several hundred applicant files remained in various stages, with many still pending initial site inspections and only a handful having passed the bid stage.

Solution

In mid-2025, DCA requested our assistance. We responded rapidly through staff deployment and by pivoting to a phased, surge-based approach. This allowed large groups of files to move efficiently from one stage to the next, with staff rolling forward as needed. Our team established enhanced workflow management methods and leveraged data analysis and visualization to keep files on track. We also applied AI to rapidly review historical case logs and categorize files for targeted action. Training and clear information were provided to client staff, improving the program’s communication with applicants and contractors. ICF also reworked many scopes of work, resulting in cleaner proposals.

Results

The phased approach accelerated throughput and set the stage for continued progress. In the current phase, we’ve now completed 100% of initial site inspections and processed hundreds of files beyond the bid stage. Our team’s flexible, out-of-the-box thinking and robust management were described by DCA as “impressive,” “unexpected,” and even “magical.” The surge approach not only satisfied immediate program needs but also showcased our ability to manage complex construction management projects and reduce inefficiencies.