HomeMy WebLinkAbout1998 11 09 Consent Item E
COMMISSION AGENDA
ITEM
E
CONSENT
INFORMATIONAL
PUBLIC HEARING
REGULAR
x
November 9, 1998
Authorization
MGR
Meeting
REQUEST: Fire Department requesting authorization to sign a Memorandum of
Agreement to Develop A Seminole County Local Mitigation Strategy.
PURPOSE: The purpose of this Commission item is to gain Commission authority to
authorize the City Manager to sign a Memorandum of Agreement To Develop A
Seminole County Local Mitigation Strategy with the City of Winter Springs.
CONSIDERATIONS:
The State of Florida Department of Community Affairs has begun a process which
encourages cities and counties to participate in the development of a single, unified Local
Mitigation Strategy. The Local Mitigation Strategy is a vital part of the Department of
Community Affair's $20 million "Breaking the Cycle" initiative designed to provide
local governments with the funding and resources needed to help build disaster-resistant
communities.
By working together to develop this strategy, cities and counties will save lives and
property by reducing vulnerability to natural disasters, receiving post-disaster funding
more quickly, saving money because the costs of mitigation are less than the costs of
recovery, improving existing city and county partnerships through sharing of resources
and making better decisions during the chaos that follows a disaster.
Seminole County and all municipalities within the county have been awarded a total of
$110,00 to develop the Local Mitigation Strategy (LMS). Winter Springs' share ofthese
funds if we participate is $7,500. However, if we elect not to participate these funds do
not become available to the City to develop our own LMS.
November 9, 1998
Consent Agenda Item "E"
Page 2
It has been recommended by municipal and county staffthat we all participate together to
develop a single county-wide hazard mitigation strategy. This proposed Memorandum of
Agreement to Develop A Seminole County Local Mitigation Strategy with the City of
Winter Springs that will be presented to all municipalities for approval. The services of a
contractor, Emergency Response Planning & Management, Inc. have been acquired to
develop the LMS county-wide. Tins contractor has been meeting with municipal and
county staff to begin the process of information gathering for development of the LMS.
The benefit of developing the LMS will lessen the vulnerability ofthe community during
and after disasters, and will increase post-disaster funding for rebuilding.
FUNDING:
No additional funding is requested. The State of Florida Department of Community
Affairs is proving the necessary funding to hire the services of a contractor to assist
municipal and county staff with the development ofthe Local Mitigation Strategy.
RECOMMENDATION:
It is recommended that the City Manager be authorized to sign a Memorandum of
Agreement To Develop A Seminole County Local Mitigation Strategy with the City of
Winter Springs.
IMPLEMENTATION SCHEDULE:
N/A
ATTACHMENTS:
1. MEMORANDUM OF AGREEMENT TO DEVELOP A SEMINOLE COUNTY
LOCAL MITIGATION STRATEGY
2. THE LOCAL MITIGATION STRATEGY publication / FL DCA
COMMISSION ACTION:
\. ~ ~
MEMORANDUM OF AGREEMENT
TO DEVELOP A SEMINOLE COUNTY LOCAL MITIGATION STRATEGY
Whereas, Seminole County and the City of Winter Springs (hereinafter the
Municipality) recognize the vulnerability of their communities to the impacts of disasters,
and
Whereas, Seminole County has entered into an agreement with the Florida Department
of Community Affairs to develop a single, county-wide hazard mitigation strategy, and.
Whereas, the municipality wishes to participate as a partner with the County in the
development of this mitigation strategy,
Now therefore the County and Municipality agree to the following:
1. That the provisions of Contractual Services Agreement 98-LM-4H-0669-01-055
(hereinafter the Agreement) between Seminole County and the State of Florida,
Department of Community Affairs, executed July 16, 1998 is applicable to this
agreement,
2. That the funding made available to the Municipality by the Department of
Community Affairs pursuant to the Agreement will be retained by the County for
purposes of supporting the development of a single county-wide mitigation strategy,
3. That the County will contract for the services of Emergency Response Planning &
Management, Inc., (hereinafter the Contractor) to provide technical and staff
assistance in the development of the mitigation strategy, and be responsible for
technical and management oversight of the Contractor,
4. The County, with the assistance of the Contractor, will perform the following duties:
A. Establish the Steering Committee and Working Group, plan meeting
schedules, and provide staff services thereto,
B. Support the subcommittees of the Steering Committee and Working Group,
C. Document all meetings of the Steering Committee and Working Group in
accord with State guidance,
D. Gather information currently available from agencies of the Municipality that
is necessary to prepare the vulnerability assessment, statement of guiding
principles, procedures for conflict resolution, methods to update and
enhance the strategy, identification of mitigation initiatives and desired
priorities, in accord with state guidance,
E. Prepare the following documents and technical analyses on the schedule
necessary to fulfill the County's responsibilities under its contract with the
State and in accord with State guidance, inclusive of the responsibilities of
the Municipality to address State guidance:
. All promotional materials and educational information needed for a
community-wide awareness program regarding the objectives and
functioning of the Seminole County mitigation planning effort,
including preparation and distribution of media releases,
. All guidance documentation, such as questionnaires, model
programs, etc., necessary to enable participation by the Municipality,
/-
Attachment 1
'"
..,
Memorandum of Agreement to Develop a Seminole County Local Mitigation Strategy
Page 2
. A comprehensive vulnerability assessment of Seminole County,
including the Municipality's jurisdiction,
. An analysis of the relevant local statutes, plans, policies and
programs instrumental to management of mitigation and post-
disaster redevelopment in Seminole County,
. A written procedure for resolution of organizational conflicts and for
coordination of multi-organizational participation to be used by the
Municipality and the County during development of the local strategy,
. A written procedure for use by the Municipality to participate in
updating and enhancing the local mitigation strategy once it is
completed,
. A listing of all mitigation initiatives applicable to the Municipality and
the remainder of Seminole County, and development of an objective
approach for their prioritization, considering recommendations made
by the Municipality, and
. Identification of potential funding sources to support implementation
of the priority mitigation initiatives,
F. Prepare a draft mitigation strategy for Seminole County, encompassing the
concems and jurisdiction of the Municipality, and distribute it for review by
interested agencies and organizations,
G. Provide the necessary staff support to the public review process for the draft
strategy, and to organize public input to finalizing the strategy,
H. Prepare a final mitigation strategy for Seminole County encompassing the
concems and jurisdiction the Municipality and provide a copy to the
Municipality, and
I. As needed, provide support services and guidance in the adoption of the
strategy by local govemments, including the Municipality.
5. The Municipality will perform the following duties:
A. By resolution of the Municipal Commission, formally agree to participate in
the Seminole County mitigation planning effort established under the
auspices of Seminole County Community. Services Department,
B. Designate an individual to serve as the Municipality's representative on the
Steering Committee established to provide oversight to the planning
program,
C. Ensure participation of the designated member in Steering Committee
meetings and activities related thereto for the duration of the program until at
least the completion of the initial planning process on August 31, 1999,
D. Provide available reports, analyses, and other documentation relevant to
and/or necessary for completion of the mitigation strategy to the County
without charge and on a timely basis,
E. Actively assist the Seminole County and the Contractor in accessing the
following information:
. A listing of municipal agencies and the mitigation functions they perform,
. A listing of existing municipal policies, ordinances and programs that
affect mitigation,
. An evaluation of existing municipal mitigation policies, ordinances and
programs and an evaluation of their effectiveness in reducing losses of
life and property,
" ., ,,:'.
.. .; ,~
Memorandum of Agreement to Develop a Seminole County Local Mitigation Strategy
Page 3
F. Actively assist, as a member of the Steering Committee, in the identification
and prioritization of mitigation initiatives,
G. Actively assist the Seminole County project staff by providing information for
the identification of private sector interests from within the Municipality to be
solicited for participation in the planning process,
H. Actively assist the Seminole County project staff by providing information for
the identification of important public and private facilities and services within
the Municipality, including those defined by the County as critical facilities or
subject to Section 302 of the federal Emergency Planning and Community
Right-to-Know Act,
I. Assist Seminole County Community Services Department in providing
information and in decision-making necessary to establish the operational
concepts to be utilized in the emergency response plan to be prepared for
the Municipality by the County pursuant to this attachment,
J. Review the draft mitigation strategy prepared by the Seminole County
project staff and Steering Committee, and provide comments and
recommendations to be used in preparation of the final strategy, and
K. Present the final mitigation strategy to the Municipal Commission and
request adoption of all those portions relevant to the Municipality.
6. This agreement shall begin upon execution by both parties and shall end August
31, 1999, unless terminated earlier by the mutual consent of both the County and
Municipality, or unless the agreement cited in 1] above between the State and the
County is terminated, and
In Witness Whereof, the parties hereto have caused this agreement to be executed by
their undersigned officials as duly authorized.
For Seminole County:
For the Municipality:
Signature
Signature
Date
Date
Printed Name
Printed Name
Title
Title
Attachment 2
'.
Cities and Counties
Working Together to
Build Disaster-Resistant
Communities
The local Mitigation Strategy
florida Depanmenl of Community AUalrs
Helping, Floridians Create Safe, Vibrant,
Sustainable Communities
James F. Mu~ey, Secretary
2555 Shumard Oak Boulevard
Tallahassee, Florida 32399.2100
www.state.n.uslcomaff
PRINTED ON RECYCLED PAPER-JANUARY. IUI
IISIDE:
THE lOCAL MITIGATION STRATEGY
What Is It?
Taking Action
Bridging the Gap
3
THE BENEFITS
Why Cities and Counties
Should Work Together
Putting It All Together
4
BUILDING A TEAM
All for One
Reaching Your Goal
Finding Solutions
5
SHOW ME THE MONEY
Funding for the Local Mitigation Strategy
How Funding was Determined
How Funds will be Granted
6
STEP BY STEP
Walking Through the Process
7
WORKING TOGnHER
Contracting Issues
8
. GmlNG THE HElP YOU NEED
Workshops and Technical Assistance
9
DISPElliNG THE MYTHS
Frequently Asked Questions
11
. MAKING CONTACT
Who to Call
15
. BECOMING PARTNERS
Strengthening Communities
Recapping the Benefits
Making it Work
16
1
Dear Floridian:
We can no longer allow our communities to be devastated by the effects of natural disasters.. .cities and
counties must work together to develop strategies that lessen Florida's vulnerability to disasters.
Innovative Thinking
In August, 1997 the Florida Department of Community Affairs launched "Breaking The Cvcle" - an
unprecedented $20 million initiative designed to help communities identify areas that are continually
devastated during disasters, and tap into state and federal funding to help fix these problems. "Breaking the
Cycle" is a pro-active approach to making our communities less vulnerable to the effects of natural disasters.
But most importantly, it saves lives and moves Florida closer to becoming a disaster-resistant state.
Making decisions about rebuilding cannot be done effectively in the chaos following a disaster. That's why
cities and counties working together to develop a single, unified $9 million Local Mitigation Strategy has
become such a vital part of the "Breaking the Cycle" initiative.
The Bottom Line
We can no longer allqw our communities to be devastated by the effects of natural disasters...cities and
counties must work together to develop strategies that lessen Florida's vulnerability to disasters. Partnering
to develop a Local Mitigation Strategy is one of the first steps we can take toward breaking the costly cycle
of recovery and rebuilding.
Thank you for taking the time to build a coalition of support within your community that will create a strategy
that saves lives.
Sincerely,
James F. Murley, Secretary
Florida Department of Community Affairs
2
BV working together,
cities and counties can
help reduce the soaring
costs of recoverv and
rebuilding...
The local Mitigation Strategy
What is it?
ities and counties should work together to
develop a single, unified Local Mitigation
Strategy. Adopting a Local Mitigation Strategy
helps strengthen communities by reducing
their vulnerability to natural disasters and protecting
them from future loss.
There are several ways communities can mitigate
against the effects of natural disasters. Some examples
include strengthening existing vulnerable structures and
public facilities to withstand wind and other forces;
elevating structures to protect them against damage
caused by floods and implementing stronger building
codes to protect future structures. Other examples
inClude implementing educational awareness programs,
regulating the location of buildings and other structures
and developing sound emergency response plans.
The cost of recovery and rebuilding after the devastation
caused by a natural disaster is much greater than the
cost of planning and preparing before disaster strikes.
Taking Action
Local governments should take .
. ~ ,,'
advantage of developing a strategy that
can permanently reduce the risk of future
losses. By identifying and prioritizing .
projects prior to a disaster, local. , '
governments will already have the kind of
information required ~n applications for
post-disaster funding.
" '
, . .' . i
The Local Mitigation Strategy serves as a~ !
bridge between local governments' I
growth and emergency management
plans, land development regulations,
building codes and other ordinances~' By
working together to produce a
community-wide mitigation strategy, cities
and counties can help reduce the soaring
costs of recovery and reb~ilding after
disasters, and move Florida closer to
becoming a disaster-resistant state. . .
3
,
Receive more
funds aner
the disaster...
The Benefits
Why Cities and Counties
Should Work Together
y coming together to develop a single, unified Local Mitigation Strategy, cities and
counties have a lot to gain. Communities who implement disaster-resistant planning
techniques and strategies stand to receive more money after a disaster, and these
communities will be given priority over communities who have not implemented a
mitigation strategy. But the benefits of developing a unified Local Mitigation Strategy go well
beyond that for cities and counties. These communities will:
. Save lives and propertv by reducing vulnerability to
natural disasters;
. Receive more post-disaster funding more quickly by
pre-identifying mitigation projects;
. Save monev because the costs of mitigation are less than
the costs of recovery and rebuilding;
. Receive funding to meet existing State planning
requirements;
. Improve existing countv and citv partnerships through
the sharing of resources;
. Develop a communitv-wide mitigation plan;
. Focus combined resources on areas specifically
identified as hazard-prone;
. Develop and implement strategies that strengthen their
communities;
. Create a tool that incorporates existing planning
requirements;
. Make better decisions, because complex decision-making
is difficult during the chaos following a disaster.
4
Paning It All
Together
? the' ti~Jfits ~i tartia~atingi~'thi;S" ,I
~:~~:m~f~~~:'~t~ Mu.0'~f~u@,.: In a~d!tionj
r~t?.h~I~.i~.g~aq~'SQm~u!1ity m.ake ":'j
~\ itself. less vulnerable; the " ,"
~:.~evei6p.h1e~~ of~.atd~~1 Mitig~tion ' ;'::1
(. .' .,.... .... "'. , .',. " .. 'i
'~Strategy in every communitY,'. , . '. 'I
l'keepsFloridaontracKto.. .' ',.,j
; 'becO'm'ing'a disaster~'resi~tarit' ; 1
<state.No longer-'will th~costly ,i
.}ffects;bf recovery ~nd rebui.lding :: 1
.threat~n to senp insurance'.. i
. '1
. ~mpanies i~t~ bankruptcy. No
.Ionger:will state. and local leaders
worTY. ~bout the d.epletion of the
state's c'atastrophic insurance ..' :
: fu~d an,d~th~r re.9~Y~ry funds. .j
_.... . ..l.__._..--'--.......;... L;., ;....__.__. ____~
The effects of natural
disasters cross all
boundaries. Devastation
can be widespread...
Building a Team
All For One
Reaching Your Goal
orking together means sharing ideas, agreeing
on issues and setting goals that meet ,
combined objectives. It means building a team. .
There are several ways cities and counties can
come together to discuss and analyze ideas that will lead to the
development of a single, unified Local Mitigation Strategy.
Cities and counties should:
. Get involved by forming a Local Mitigation Strategy
Working Group, where ideas and concepts about mitigation
can be put on the table;
. Form agreements through city/county sub-contracts that
give both parties a role in the development of the Local
Mitigation Strategy;
. Share ideas that help identify hazards in particular areas
and combine data that outline that area's vulnerability to
those hazards;
. Prioritize projects and work together to compile a master
list;
. Develop partnerships that help produce joint-mitigation
projects; and
. Participate in the ongoing evaluation process of the
Local Mitigation Strategy.
Finding Solutions
,XCreatiog'a si~gle stra~egy aIlO:N~; :. 'J
~tIti~~ ~Q.d c~urti~s'.tR,~Q~~~I~~/ ".: ;':
. . . '~'.' _ .. ." ~ '.. . .'. _. ~ ~. . I
f.cOm!TluriitY~wid.e(p9IiCies; . -: :">
c1 ." ~ , ;.-' ',.~ ':". <">,' .' -...-
~pr6gr~m~a~d pr(jj~ct~ that '. .
.i~J..~J'...-\,<..~_...... L;"t..."'_~~,.{. "",.: "'_
\,:f.~duc~.the threat of.tutu~~losses: '.
~:__;~:'~'B~\l'.~'-~:' . "~:.. :~:~; ....?<, ,~~,:'.".:: ,:~"~~'_-~' ~~ .
:4Q!tles'an,d count!esshPuld.,,:~.. .
;r..._" .,.._~:,'t. '." ::~.~ --,. ,~; i I '-r' '..' '.'..
~~~i~ exist!n..gpJ~n~~ p'olitie'$~.:::.: ~:'.
8t.~, :>t . ~'_" - '-":',_..~'_ ",' ,\ '".' '-;',',-," ....
~f~.g~I,~tIons ~nq.pr,o'gta:m~f9J "~':: ,<:.,
f.~'~~~~sfulmitigati6n" . , ~.':;",:'.;,:
~B6~~nents\ " ;r{".: . ~, .
~~~~' :~~;;;::~,,/-l'~'~(, ' '~l: ,.
rPev~i6pjng.a unifi~dstiategy;'~~,; , ":
~j~yo~e~:atc.~r.at~lya~~~ing:: ',: ::::,:.,
)1;'(., .. ..~ ,:.,t., .' " "'-'~~<, ~.~.. ",""- '~",,,_~"". ~
livulnerabllities; such as areas'..'.. '. ,"
~_.._~i . .,~.~:"' '.' .>':"~~; f;_;,t" .:n. ..',,:<..' . ....
;~p~one~to'.fI.09~i~'g9r stQrm ~urge;' '.
;~~hd. .~~in.g'irito;a~o~ht exis:tjri~ .:
, '.' " -, . ,~","'., - '. ... ' ~ .
;:grOY/.1h ~nd developmenf t(ends', .
r~, '",....", , .." .,'.. ,,;.,
r,(hatri]ay im'paCtthese ~reas:"':'
:',;;'~ . \ ../. .,'".-. ""',' ,)- .,,, - '
)- Jhro.ughcoordination 'and " ,,': ~ ..
:':;partriershipi' Citiesf~nd c6u~ties ,...,:
:":"-t'4~!..' ",', :,~}, ~,.,.l,' "."'
?can develop successful strategies:
~. ; " ." ,:, ~ ,.' . . . : ,: ,- . ..' .", ".
:'JhC!! :~ak.etheir commu'nitY less::' . ' ,:.
1" r ", {", ';, , ,. - ., :
~:YUlrie!able.' '.. ", ,; ,'<.: .':
~;~~ ~.l~,"'~! ~~-
5
The Department has
individuallv calculated each
city and county's award
based on that community's
vulnerabilitv to natural
disasters...
.-:' .:~ c.:: ,,: :,-.;,-:~;~"!Jr:d:'::-.:
Show Me the Money
',,\;
Funding for the Local
Mitigation Strategy
n August 1997, the Florida Department of Community Affairs announced that more than
$20 million will be headed to Florida's communities as part of the "Breaking the Cycle" initiative.
Of that total, more tlian $9 iniUion will be granted to cities and counties to develop one of t~_~.
most vital components of this initiative: the' Local Mitigation Strategy.
How Funding Was Determined
The Department has individually calculated each city and county's award based on that community's
vulnerability to natural disasters. This vulnerability was based on repetitive loss, population and risk.
Cities and counties that have agreed to participate in the Florida Mutual Aid agreement also received
credit as part of this calculation process. Funding has also been made'available to account for the city/
county coordination in the development of a single, unified Local Mitigation Strategy,
How Funds Will Be Granted
The Department will grant funds to each of Florida's 67 counties. This funding will include the award
amounts calculated for each city within that county. The county will in turn enter into a sub-contract
agreement with each city in its jurisdiction, grant those cities the award amount as calculated by the
Department and agree to work with the cities in the development of a single, unified Local Mitigation
Strategy for the entire community. In addition, cities and counties should agree to attend Local
Mitigation Strategy workshops and technical assistance training sessions sponsored by the
Department.
Should any city decide to decline funding to work with the county to develop a Local Mitigation Strategy,
the county will receive 50 percent of the amount calculated for that city to complete activities associated
with the general assessment of vulnerabilities within that city's area. The remaining 50 percent will
remain at the State level.
6
Step By Step
Walking Through the Process
Development and adoption of a single, unified Local Mitigation Strategy by cities and counties takes
teamwork. Here's a look at some of the steps communities should take from the time they receive funds
from the Department, to the actual adoption of the strategy:
."~
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. Award funds to develop a single local Mitigation Strategy: The State will
award cities and counties funds to develop a Local Mitigation Strategy. All
funding amounts were individually calculated to match each city and county's
vulnerability in terms of repetitive loss, population, risk and mutual aid
participation.
. Develop and execute a sub-contract agreement: The sub-contract will
detail the specific responsibilities of cities such as supplying critical facilities,
repetitive loss, and historical flooding information for the county-wide vulnerability
assessment. The subcontract will also detail responsibility for identifying the
guiding principles in local plans, codes and ordinances.
. Establish a local Mitigation Strategy Working Comminee: At a minimum,
this working group should include representatives from planning, emergency
management and public works and should be comprised of both city and county
personnel.
.. Identify and analyze existing programs and policies: The purpose of this
identification and analysis is to show that local governments are already
considering hazard mitigation in many of their daily activities and demonstrate
possible gaps in current hazard mitigation goals, objectives and policies that can
be addressed through future mitigation initiatives.
. Identify hazards and vulnerabilities: Cities and counties should use The
Arbiter of Storms (TAOS) computer modeling information to identify hazards and
areas vulnerable to these hazards. The vulnerability assessment will include
information about areas likely to be impacted by hazards and identify the
~~~. population and property within these hazard areas.
"~1ji Prioritize a list of mitigation initiatives: The purpose of this list is to
~ establish a consensus on mitigation priorities within the geographic county and
.",,, prepare for funding opportunities in both the pre- and post-disaster environment.
"'''. Adopt a single, unified local Mitigation Strategy: The working group
.".,Cl') .,.
'i~!f.;~, S~~~~the Local Mitigation Strategy scheduled for adoption on the agenda of
"\ its govei;firog board and the governing boards for all the local jurisdictions that
participatlin its development.
7
Worl<ing Together
Contracting Issues
Contracts between cities and counties will begin as early as determined by the county, and will run for 18 months or
terminate on August 30, 1999, whichever is earlier. The contracts are divided into four periods:
~"
.. -
,~~O~~
~ \()t.~'i:)
\ ..~ 1tc.'" tiP:
\ ~\ tat''f) I
"f>,l~Cl"tl\" '
Q\\-' ,
. First Quarter: (Up to four months) During this quarter, local governments should establish a
point of contact for the Local Mitigation Strategy contract, develop a working group, coordinate with
other governmental entities, begin to identify and develop community guiding principles for hazard
mitigation, establish a process to evaluate the Local Mitigation Strategy, and begin the hazard
identification and vulnerability assessment activities as outlined in the Local Mitigation Strategy
Guidebook.
. Second Quarter: (Four months) An assessment of the guiding principles should be conducted
~ during this time. The Local Mitigation Strategy working group should begin hazard identification and
,)' vulnerability assessment, and should identify potential mitigation projects, programs and policies.
. Third Quaner: (Six months) At this time, the working group should finalize the hazard
identification and vulnerability assessment and prioritize the list of mitigation projects.
. Fourth Quarter: (Four months) The working group should identify potential funding and other
resources to address the list of mitigation projects and programs. The committee should also
formally adopt the Local Mitigation, Strategy.
Sub-Contracts
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,,: ," ',Cities that cho,os~ t~.'SUb~co~tracnhei(p6~ibn'o(th~\Vbm t~i~n.outsid,~'ageiJ.9Y~will ~ede,v~.100:'p~iGent o{':}!
~, the 'iundi'ng'amo~rir c~lcuiat~d"bY'th~j)~partrrie~t: Th~~~'fun:ds will'b~,~fMi~d ti1roughih'~ ~djj~tY:':~!,"> : ,:' :;:t;~
',-,' . ,:..,.....,,\'...'."I~'f"~.. .~ "~~" ::.,~~ -', '-. }?,: ""~":"'~':~'1.;;::I,~~~tr:<}. ..._r",~;~e'-:"i:T:i" 'l~'.~~;'}!":::S;<.f':,~" ''':::'fl~
. . '. Hav,a .'. ~~~n~ ~~~~~~ ~II re~p~nSI~II;~tV'l,or ~e~~I.o~~~D a 'S~~:DI~f~t'iW ,};-, :~~ '. :~~::", : "~ .,:1~
", ".... ~ J d .', ~~'''' (. It I"-"'r n" .,........ ,t )~ 41 ':i ~.~ ....r._ 1.' .Iol~. r...~ t.. -.'--.3_
If both the "citY an~d c'oun~ agree that the caunW should 'assumeJull responsibility in the development of a . ':< :j
, single' L6~r ~itigation' Strategy ~or ihe::a~ea;.~1,bo' pe.rcen!:~f :that Ci~'S 'a-W~~ ~jli remain ~t:th~:'~ou~~ I~ye( ':h:
: tO~9~mp~~(t~~u~~~~!.iViJi~S:.' ~:, '.. .' :::<~~)~j!{::?,i~:"~~fi?!,,~~;'r~>,..~~~.t(f~;~2:,:n:,:,'<~.~;~;Z.:,",;:<:. ,,:':'~,f~~{,l
The 'Departmentof.Commimity Affairs :will pr6videlocal govemrrleritswlth'guidebooks on how to,do;a.;;;;~
vUI'n~ra9i1iti~s~~$$meri! ~pd :will ~a:~~: aJaij~ble' ~~ ~~t~p~s~; bf ~i~l)dirig: ~~Sftei'f6( '~m~~ti9~p'r~i~~ts, ,r;?:;:~t:
c." ". \>', ~'".' .~n ':.::::!~DE:':' "~'::~~,__~'":~'~~,?'::f;:I:>'~::\~~~4i~1LdLD~,;J~:;~~~L~':':',: " :'~;Jf}:j~>'/I~g~L
8
local Mitigation Strategy
workshops are designed to
encourage maximum
interaction...
Getting the Help You Need
Workshops and
Tee h n i c a I- Ass i s tan c e
I
I
taff within the Department of Community Affairs is developing workshops and
technical assistance to help cities and counties through the process of
developing a Local Mitigation Strategy. Representatives from the Division of
Emergency Management, the Division of Housing and Community
Development, the Division of Resource Planning and Management as well as the Florida
Coastal Management Program have come together to help local governments get the
answers they need.
In the Spring, two types of Local Mitigation Strategy workshops will be held. The Public
Officials and Contract Information Workshop will be presented in two parts. Part one,
designed for elected officials, will provide an overview of the Local Mitigation Strategy
process and explain the roles and responsibilities of the various groups involved in this
process. Part two of this workshop, to be held the same day and geared toward contract
managers, will outline the various contracting responsibilities of cities and counties. Once
cities and counties have executed a Local Mitigation Strategy contract, Department staff will
arrange to provide the Local Mitigation Strategy Training Workshop.
9
The Local Mitigation Strategy Training Workshop will take local governments on a
step-by-step process through the development of a Local Mitigation Strategy.
Course objectives will include:
. Identifving the purpose of mitigation planning: What is it, and how it
benefits the community;
. Setting the foundation for a successful mitigation plan:
Understanding the process;
. EstabliShing leadership: Seeking resources, appointing members, the role
of the chairperson, coordinator and others;
. Incorporating public panicipation: Steps to developing an effective
public information program, options for information distribution, soliciting public
participation;
. Preparing a mitigation document: Pre-planning reference tools, achieving
compliance, hazard vulnerability analysis and assessment; and
. Whafs Next: getting permission to proceed with the Local Mitigation Strategy,
getting the strategy adopted by local governments and following up with local
agencies and departments.
After participating in these workshops and reviewing the booklets and material
provided by the Department, local governments will:
. Develop an understanding of a Local Mitigation Strategy;
. Identify ways cities and counties can work together; and
. Support the long-term development and implementation of this
strategy.
The Local Mitigation Strategy workshops are designed to encourage maximum interaction
between the instructors and all participants. Chief executive office staff, emergency
management directors, community planners, public facilities staff and any others who will
support the development of the Local Mitigation Strategy should plan on attending these
workshops. The Department will notify local governments of the dates and locations of
these statewide workshops.
10
-,
Dispelling the Myths.
~
:,)
.
The Florida Department of Community Affairs will award counties and municipalities funds to develop a single, unified Local
Mitigation Strategy for their community. These funds will be individually calculated to match each community's vulnerability in
terms of repetitive loss, population, risk and mutual aid participation.
Q Why should cities and counties
coordinate to develop a single,
unified local Mitigation Strategv~
A By coordinating to develop a unified
Local Mitigation Strategy, cities and
counties will:
· Save lives and property by reducing vulnerability
to natural disasters;
· Receive more post-disaster funding more
quickly by pre-identifying mitigation projects;
· Save money because the costs of mitigation are
less than the costs of recovery and rebuilding;
· Receive funding to meet existing State planning
requirements;
· Improve existing county and city partnerships
through the sharing of resources;
· Develop a community-wide mitigation plan; and
· Develop and implement strategies that
strengthen their communities.
Q What resources, other than funding, will
be offered to local Mitigation Strategy
participants~
AThe Department will provide training,
workshops and materials to local
governments to begin the development of a
Local Mitigation Strategy. The Department is also
developing several Local Mitigation Strategy tools
to help reduce costs following a natural disaster,
including a computer model that will generate
hazard vulnerability data. In addition, this Agency
will continue to identify and/or directly provide
funding opportunities to local governments to
further refine their local mitigation strategy, through
a new initiative, the Resource Identification
Strategy (RIS).
Q As a city, if I choose not to work with the
county, may I still receive local Mitigation
Strategy funds~
A No, you will not receive Local Mitigation
Strategy funds. The Department will offer
awards to all of Florida's 67 counties that .
include pass-through funds for each city within the
county. The County is obligated to offer an award
and sub-contracting agreement to each city to
participate in developing a single, unified local
mitigation strategy.
Q As a city, c~n I subcontract ~h.e d~velopment
of mv portIOn of the local Mitigation
Strategv~
AVes, cities can choose to participate in
the Local Mitigation Strategy development
themselves, or subcontract the services to
a third party.
11
Q
A If a city declines the funding, the County
may receive partial funding to perform a
vulnerability assessment for the City.
Although there is no obligation to accept this
funding, declining the funding essentially deprives
the City of the benefits of the Local Mitigation
Strategy.
As a city, can I decline this funding and
allow the County to do the work for me~
Q How soon willi be under contract~
A The Department expects that contracts for
a majority of Florida's jurisdictions will be
underway within the next 12 months. This
Agency will be in contact with officials in each
county to begin discussing contracting procedures.
. Q WiIIlhere be onll one contract per countl~
A Yes, all counties except the Flood
Mitigation Assistance Program (FMAP)
funded counties will receive Local Mitigation
Strategy funds under one contract. The counties
partially funded with the FMAP funds will receive a
second contract to supplement that award.
Q As a county, willi have to manage all of
the city contracts~
A Yes, the Department has allocated additional
funds to your county's award for each city under
contract. These additional funds include
. coordinating expenses that will be incurred by the
county in the administration of these sub-contracts. In
addition, staff will be available at the state level to assist
in the coordination of these activities.
12
Q Will the county Emergency Management
Director administer the funds~
A Not necessarily. The County can determine
who or what agency would be best suited to
administer the Local Mitigation Strategy funds.
Q Will pre.identifving mv mitigation
projects hurt my chance for funding in a
post.disaster environment~
A No, pre-identifying mitigation projects enhances
opportunities for post-disaster funding as
federal funding sources give priority to those
projects that have been pre-identified.
Q How will the development of a Local
Mitigation Strategy aUect mv local
Comprehensive Plan~
A The development of a local mitigation strategy
does address certain local comprehensive
planning provisions or Rule 9J-5; Florida
Administrative Code (F.A.C.), relating to hazard
mitigation and post-disaster redevelopment planning.
Relevant portions of the Local Mitigation Strategy can
be adopted in accordance with the provisions of
Chapter 163, Florida Statues, and Rule 9J-5, F.A.G. at
the local government's discretion. Failure to produce a
Local Mitigation Strategy will not be used to determine
that a local government's comprehensive plan is not in
compliance with state law. The Department will provide
technical assistance materials relating to
comprehensive planning issues as a supplement to the '
Local Mitigation Strategy Guidebook.
Dispelling the MVlhs: . Frequentlv Asked Questions
THE ARBITER OF STORMS (TAOS) &
SEA, laKE, AND OVERlAND SURGES FROM HURRICANES (SLOSH)
The Department of Community Affairs is funding a comprehensive storm hazard modeling project
using the TAOS model as part of the Local Mitigation Strategy. Storm hazard modeling using
TAOS is part of an effort to produce a consistent state-wide assessment of storm hazard risk. It
is useful to have a calculation of property risk that is consistent throughout the state.
Q Why is the State providing storm hazard
data from the TAOS model as part of the
Local Mitigation Stralegv~
A The TAOS model is an integrated hazards
model that will provide data at a higher
resolution, (as detailed as 30 meters squared)
than the SLOSH model does for surge. This will
enhance the local government's ability to do effective
hazard mitigation planning. Currently, SLOSH model
storm surge calculations are not available at the same
resolution statewide, or in a standard Geographical
Information System (GIS) format. The TAOS model can
perform calculations of storm hazard risk for the entire
state at one time, and the results are available for
addition to the GIS data base. The use of TAOS storm
hazard data for this part of the Local Mitigation Strategy
effo'rt does not infringe in any way on each county's
prerogative to use other tools and information, including
SLOSH model output, for vulnerability assessment or
. for planning. The new TAOS model data will enhance
the information available to local governments. Local
history and knowledge, used in conjunction with model
data, will allow communities to best assess their .
vulnerability to storms.
Q What are some of the differences between
the TAOS storm hazard model and the SLOSH
storm surge model~
A The SLOSH model calculates storm surge for
an area of coastline called a basin. In order to
provide complete coverage for the state's
coastline, 11 separate SLOSH basins and models must
be created and run. Unlike the SLOSH model which
only calculates for storm surge, the TAOS model will
also calculate an estimate of storm surge, wave height,
maximum winds, inland flooding, debris and structural
damage for the entire state at once. Furthermore, the
model resolution for TAOS with respect to underwater
and on-land data is much finer than for the SLOSH
model. The resulting data from TAOS, because of the
model's higher resolution and integrated approach to
hazard analysis, is expected to be more suitable for
hazard mitigation planning purposes. No computer
model is perfectly accurate, so it is important to
remember that calculations of storm surge from both
TAOS and SLOSH contain some degree of uncertainty.
Q Is there a good reason to anticipate that
TAOS model storm surge inundation
boundaries will be significantlv different
than SLOSH model storm surge boundaries~
A Storm surge physics are represented in a
similar way by the TAOS and SLOSH
models. There is good confidence that the
coupled differential equations are being solved
accurately in both models, so there is no reason to
anticipate a large difference in the modeled storm
surge. The TAOS model makes more extensive use
of satellite and digital terrain data, and has a higher
resolution. TAOS storm surge boundaries can be
directly compared to SLOSH surge boundaries
when the high-resolution TAOS model has been
13
run in Florida. Where the two models agree, there
is a high degree of certainty that both models give
an accurate representation of storm surge~
variations in storm surge elevation, and
consequently in inland inundation boundaries,
between the two models are not expected to be
significantly different. The areas most likely to show
model disagreement are at the boundaries between
neighboring SLOSH basins.
Q Is the Department of Community Affairs
buying a new hazard assessment software
package~
A Absolutely not. The Department of
Community Affairs is investing in data only.
The acquisition of this initial data set will
allow for more frequent and timely statewide
hazards analyses in the future.
Q Why can't the risk assessment be performed
using the SLOSH model storm surge data~
A Each SLOSH surge basin must be modeled
individually, and the surge basins are
modeled using a variable-resolution,
parabolic, coordinate system. SLOSH model output
is interpolated by hand onto contour maps that are
then digitized. Consequently, SLOSH model output
is not available at the same resolution in a
consistent digital format for all locations in the State.
The TAOS modeling effort will produce information
about storm hazards throughout the entire State at
the same resolution in a digital format that is
convenient to use and compatible with most GIS
(Geographic Information System) programs/data.
Q Will the State provide data for mv
vulnerabilitv assessment~
A Local governments should utilize existing
data to begin their vulnerability assessment.
Existing data includes, but is not limited to:
damage survey reports from declared disasters;
14
local disaster reports submitted in support of
requests for State and Federal disaster
declarations; flood insurance rate maps (FIRMs);
repetitive loss data; SLOSH modeling results;
insurance claims; interagency hazard mitigation
team reports; federal, state and local after action
reports; and newspaper articles and other
anecdotal information. The state can supplement
this data in some instances, and intends to provide
vulnerability data from the TAOS model in the
summer of 1998 to assist local governments in
cross-verifying existing data.
Q Can local governments use SLOSH
storm surge data for their community
vulnerabilitv assessments~
A Absolutely. The risk assessment is only a
part of the community vulnerability
assessment. Local governments are
encouraged to use local history and knowledge,
SLOSH storm tide maps, FIRM flood maps, and
TAOS model output as it becomes available to
produce the best possible assessment of
community storm hazard vulnerability. Vulnerability
assessments should also include other applicable
potential hazards, such as tornadoes, lightning,
dam failure, and hazardous materials.
Q Will having additional storm hazard data
change Department of Community
. Affairs policv or planning activities~
A No. TAOS model data is being used
exclusively for the risk assessment
component of the Local Mitigation strategy,
and as an additional tool to help local governments
identify cost-effective mitigation projects in their
communities. The TAOS model is not being used
for operational, evacuation or land use planning
activities. Therefore, the use of TAOS data for risk
assessment will not have an impact on the current
delineation of any evacuation zone and will have no
effect on the extent of the Coastal High Hazard
Area in any county.
Who to Call
Making Contact
Staff at the Department of Community Affairs is available to help answer any questions local governments may have as they begin
development of a Local Mitigation Strategy. Here are contact phone numbers assigned to each county and their municipalities.
Call (850) 922-1810
Call (850) 414-9343
, Call (850) 414-9610
Bay
Broward
Cal~oun
Collier
Franklin
Glades
Gulf
Hendry
Hernando
Hillsborough
Jackson
Jefferson
Leon
liberty
Madison
Okaloosa
Pasco
Pinellas
Sumter
Taylor
Wakulla
Washington
Alachua
Baker
Bradford
Charlotte
Citrus
Clay
Columbia
Dade
DeSoto
Dixie
Duval
Escambla
Flagler
Gilchrist
Hamilton
Highlands
Lafayette
lee
levy
Martin
Nassau
Okechobee
Orange
Palm Beach
Putnam
SI. Johns
SI. Lucie
Sarasota
Seminole
Suwannee
Union
Volusla
Walton
Brevard
Gadsden
Hardee
Holmes
Indian River
Lake
Manatee
Marion
Monroe
Osceola
Polk
Santa Rosa
15
Becoming
Partners
Coordination between ~8 .'
cities and counties is the ...-
linchpin of a successful
local Mitigation Strategv../ \,
,
Strengthening Communities
Recapping the Benefits
uick access to state and federal dollars is one of the many benefits of developing a Local
Mitigation Strategy. This strategy will allow local governments to identify and prioritize mitigation
projects, and give them an added advantage in the post-disaster .environment when competition
for funding is fierce. Planning before disaster strikes creates the pool of information required on
local government applications for post-disaster funding. With information quickly at hand, these local
governments can submit applications for disaster recovery funds more quickly than local governments who
do not have a mitigation strategy in place.
Making it Work
Coordination between cities and counties is the linchpin of a successful Local Mitigation Strategy. To be
successful, a local mitigation strategy integrates hazard mitigation planning and the community's
comprehensive land use plan, comprehensive emergency management plan, and other related codes and
ordinances.
As government agencies work together, coordinating within and between various city and county agencies,
private sector interests, concerned residents and non-profit organizations, the community takes its most
important step toward becoming more disaster resistant. Development of a community-wide mitigation plan
will help strengthen communities and improve existing county and city partnerships through the sharing of
ideas and resources. These partnerships will prove invaluable next time disaster strikes. This pro-active
approach to making our communities less vulnerable also makes our communities more sustainable. But
most importantly, it saves lives and moves Florida closer to becoming a disaster-resistant state.
16