HomeMy WebLinkAbout2/11/1994SPECIAL MEETING
0
Friday, February 11, 1994
The Board of County Commissioners of Indian River County,
Florida, met in Special Session in the 1st Floor Conference Room at
the County Administration Building, 1840 25th Street, Vero Beach,
Florida, on Friday, February 11, 1994, at 10:00 o'clock a.m.
Present were John W. Tippin, Chairman; Kenneth R. Macht, Vice
Chairman; Fran B. Adams; and Carolyn K. Eggert. Commissioner
Richard N. Bird was on vacation. Also present were James E.
Chandler, County Administrator; Charles P. Vitunac, County
Attorney; and Barbara Bonnah, Deputy Clerk.
The Chairman called the meeting to order and led the Pledge of
Allegiance to the Flag.
PUBLIC OFFICIALS CONFERENCE
Before turning the meeting over to Doug Wright, Director of
Emergency Services, Chairman Tippin noted that the 75 people in
attendance at this special meeting include council members and/or
representatives from the City of Vero Beach, City of Fellsmere,
City of Sebastian, Town of Indian River Shores, and the Town of
Orchid; Property Appraiser David Nolte; Tax Collector Karl
Zimmermann; Supervisor of Elections Ann Robinson; representatives
from the Sheriff's Department and the County Clerk's Office; Public
Health Director Dr. Bernard Berman; and representatives of various
civic organizations.
Director Wright advised that the purpose of the conference is
to inform elected and appointed government officials of their
respective response and recovery responsibilities when a disaster
occurs or threatens to impact the various jurisdictions in the
area. The presentation will also include information regarding the
status of legislation, such as House Bill 911, which affects
emergency management funding and how the new state concept of
operations will interface with the local emergency operations plan.
FEB
111994
BOOK 1 F 7 1
I
1
1
1
N
When adisaster strikes a community
which is
beyond the capabilities of the
local government, the governor may
declarea state of emergency, salivating
the State Emergency Operations Pian
(SEOP).
STATE
O=DATUI
K b to
O H rt
H N 01
N O rt
N v M G
Al M
O � � K
a n m 0
n m °rt
r
ro o t "
0
n
t LQ o LQ
�• w 0 rpt
rt N. )..t 0
M g r*
Nn
o � a a
�+
n
f'�1 Ct
M m m a
)..t
N- N- M
a
N 0 wM rt
H. rt N
aro MM LQ
o
n
w
OM
a
0
N Q
N
Ffi ►C
N N '0 �
N O
a rt M
rt O M
�r :3 0
N N rt
IN
P
O
O
F
Chapter 252, Florida Statutes
Florida Emergency Management Act
Responsibilities
MUNICIPALITIES
1. Emergency Management program must comply with all laws and
requirements applicable to county emergency management*
agencies.
2. Each municipal emergency management plan must be consistent
with and subject to the applicable county plan.
3. Municipalities must coordinate request for state or federal
emergency response assistance with its county.
COUNTIES
1. Develop a county emergency management plan -and program that
is coordinated and consistent with the State Comprehensive
Emergency Management Plan and program.
2. Each county emergency management agency shall have a director
who shall be appointed and have his annual salary fixed by
the Board of County Comrimissioners.
3. Counties shall serve as liaison for and coordinator of
municipalities request for state and federal assistance
during post -disaster emergency operations.
STATE
1. Responsible for maintaining a comprehensive statewide program
of emergency management.
2. Responsible for the coordination of deployment of state
resources including the'Florida National Guard.
3. Establishing guidelines and schedules for annual exercises
that evaluate the ability of the state and its political
subdivisions to respond to minor, major and catastrophic
disasters and support local emergency management agencies.
4. Adopt standard requirements for county emergency management
plans.
3
BOOK 91 FaG� 7 8
COMPREHENSIVE EMERGENCY MANAGEMENT CRITERIA
BOOK 91 PAGES
Criteria necessary in developing a viable Emergency '
Management program at the local level has been identified by the
Division of Emergency Management. The criteria has been
=organized into the steps listed below:
Step 1_ Appointment of a Coordinator who possesses the ability.
to: -
a. actively work with -all elements of local government=
b. develop, maintain and exercise a county -wide plan
for preparing for and responding to disaster
situations, both natural and man-made
Step 2 Identify the existing and potential hazards of the
locals.
Step 3 Developa plan of=action which will cope effectively
with 'the following:
a.. a system of alerting'key officials and warning of
_ -the local populace.
b. identification of available resources at the local
and other levels that could be utilized in
emergency situations
C. establishing effective procedures for acquiring and
utilizing these resources in an emergency situation
d. establishing lines of communications for requesting
State assistance
e. establish Statewide mutual aid agreements
Step 4 Identify, develop and maintain an area that can be
designated and used as the county's center of
operations during emergency situations.
4
Referring to the Executive Overview of the State Emergency
Operations Plan (SEOP), Mr. Myers stressed the importance of
cooperation and coordination between counties and municipalities.
STATE OF FLORIDA
EMERGENCY RESPONSE OVERVIEW
Emergencies can occur at any time and in every jurisdiction in Florida. It is the states responsibility to ensure that emergency management officials
at all levels of government are trained and equipped toemployan organiud and routine series of responseand recovery operation when &wterstrikes.
When largmle emergencies o=, the response capabilities of local overnments can easily be overwhelmed Natuml disasters and Large-scale
ernergenaes often cross city and county lines and of fed largesegments o) thepopulation. In addition, response to these emergencies may require mmry
differentservicesand resources. Government and privatesectorentitiesmust prepare thekresource teamstoserveinanapandedcripacityduringmajor
crisis situations.
How fhe Rate Respomis
Prepa mdruss Goals
Before an agency, large or small, can
adequately cope with any emergency, it
must:
1. Develop a response plan
2 Create an organizational structure to
cant' out the plan
3. Obtain the required staff
4. Provide staff with appropriate
equipment
5. Train staff in the correct response
procedures
6. Test all facets of the response
organization
Regular exercises are needed to
ensure that both experienced personnel
and new employees are familiar with all
applicable procedures.
Mmtageau d Ageiuia
Department of Community
Affairs' Division of Emergency
Alanagement (DENO;
• Prepares a comprehensive plan and
program for emergency management
in Florida
• Ensures that emergency plans are
implemented during crisis situations.
DUI Bureau of Preparedness
and Response:
• Ensures all operational systems are in
place to respond tolocal government
needs during emergencies.
• Activates the State Emergency
Operations Center.
Providnrg EadrAssessmenl mud Assislmue
With the lessons learned from Hurri-
cane Andrew and the No Name Winter
Storm of 1993, the state has implemented
several preparedness procedures which
allow it to respond more quickly and
with greater efficiency when faced with
an emergency situation. The operations
outlined below demonstrate this "pro-
active" approach to emergency planning.
Quick Impact Assessment Teams
These teams are under the Florida
National Guard and are often the first
into the affected areas These teams:
• determine immediate human
requirements like food, water, health/
medical needs and housing
• assess the impact of the emergency
and relay this information to
transportation, communications and
utility systems
Rapid Response Teams
State, local and volunteer personnel
are organized into Rapid Response
Teams (RRTs) and deployed into the
impacted area to coordinate outside
resources, provide relief for impacted
personnel and perform other tasks as
deemed necessary. The nature, size and
composition of these teams is deter-
mined by the nature of the task(s) to be
performed Examples of RRT duties
include: managing donated goods,
operating staging areas for outside
assistance, providing relief personnel for
EOC/Command Post management
E
Emergency Operations Centers
State Ind- The State EOC, located in
Tallahassee, serves as the central clear-
inghouse for disaster -related informa-
tion, and the request and deployment of
outside resources In the event
Tallahassee is threatened, an alternate
State EOC is located in Defuniak Springs.
County Level• County EOCs collect
disaster information and coordinate
response and recovery resources for their
area. During a major threat to the state,
unimpacted counties will also be
requested to activate their EOCs. This
system allows the State EOC to better
coordinate the delivery of intra -state
mutual aid
Agency Emergency Coordinating
Officers
Local units of government call upon
the State EOC for assistance during an
emergency when their own resource and
response capabilities are overwhelmed
To respond quickly and effectively to
events, the State EOC has agency -
designated Emergency Coordinating
Officers These officers use the resources
of their agency to implement response
and recovery efforts.
BOOK 9` `' PAqE-7WI
FEB 1119p
r- FEB i1 1994
Slate Emertyeruy ReVmtse Teams (SERV
When a county is threatened by or is experiencing large-scale emergencies or
disasters, a SERA` liaison officer is immediately dispatched to that area to provide an
on-going assessment of the situation and relay local requests for resources and help
to the state emergency operations center.
Staffing
The Division of Emergency Management personnel become the support staff for
the State Emergency Response Team once the Emergency Operations Center is
activated The DEM Director serves as the SERT Leader and coordinates all of the
state's response. The Govemor's Authorized Representative (GAR) establishes
response and recovery policy and is the liaison to the Governor's Office and other
elected officials.
Organizational Structure
The State Emergency Response Team is organized into sixteen functional groups,
called Emergency Support Functions (ESFs) with designated lead organizations and
support agency for each. When a disaster is beyond the capabilities of the state and
local governments, there is a federal counterpart for each of the first 12 ESFs to afford
maximum coordination in deployment of resources to support local government
disaster operations.
B ERGENCY SUPPORT FUNMON
1EAD ORGANIVA710N
1.Transportation .«.««.«.««.«.«_._.««.___Department of Transportation
2 Communications .«.««.«.««....««....««.«.«« Division of Communications
3. Public Works and Engineering .-.__._ Department of Transportation
4. Firefighting ....................... .««._._..«..State Fre Marshal, Dept of Insurance
5.Information and Planning .............. Division of Emergency Management
6.Mass Red Cross
7. Resource Support .............. —___.__.Department of Management Services
8. Health and Medical Services ......... Department of Health &
Rehabilitative Services
9 -Urban Search and Rescue .............. State Fre Marshal
10. Hazardous Materials ...................... Department of Environmental Protection
11. Food ................................... __.Department of Agriculture
Public Service Commission
13.Mifitary Support.«._...___.«.««_—_._.__.Department of Military Affairs
14. Public Information --------------- ------- Department of Community Affairs
15.Volunteers and Donations ............. Department of Community Affairs
16.Law Enforcement and Security.«._«.«Department of Law Enforcement
Additional Assistance
Once the need for'outside assistance is defined, additional SFRT agency
representatives may be,deployed to the impacted coungi-ies) This group is called
the forward SERI' and operates from the impacted county EOC or from a more
suitable command post facility.
Recovery huuh
Part of the recovery activities which follow a disaster are state and federal
financial assistance programs Following a disaster, state and federal officials compile
a damage assessment report which FEMA submits as a request for a Presidential Disaster
Declaration Once an area is declared a Presidential Disaster Area, several federal aid
programs are implemented Ultimately, impacted communities manage the aid that
they are awarded.
The Federal/State Disaster Feld Office coordinates all funding activities and is
usually located in or near the impacted area. This office remains open until most of
C
500K '91" mu 721
the eligible applicants have been
serviced and disaster relief funds are
flowing into the impacted communities.
Outlined below are key aid programs
implemented following a disaster.
Individual and Family Grant
Program allows victims to request up to
$11,900 for repairs of their homes or
businesses to make them safe sanitary
and secure.
Temponuy Housing Program helps
victims who are temporarily displaced
from their home repair, replace, or rent
another facility until their primary
dwelling is inhabitable.
Small Business Adntinisimliou
makes low interest loans to individuals
and businesses to assist in all recovery
aspects.
Disaster Unenrployatent Assistance
assists victims who are out of work as a
result of a disaster. Benefits can be
awarded for 26 weeks, and will be
continued for extenuating circumstances
Crisis Counseling Program assists
victims who have been emotionally
impacted by a disaster.
Public Assistance Programs are
designed to put public facilities back to
pn-dsaster condition. This includes
public roads, buildings, bridges, levees,
water and sewer plants Among the
federal aid programs, this one often has
the greatest impact on community
restoration immediately following a
disaster. The Public Assistance Program
continues until all of the individual
grants have been completed and closed
out This could mean years beyond the
disaster.
0 0 0
The state is the primary °grantee" in
the Public Assistance Program, and each
affected community becomes a
'subgrantee'' of the state. This process
can become complicated and it is
essential that communities are
thoroughly familiar with the process to
receive all eligible funds. Contact your
local emergency management agency for
information about the Public Assistance
process and programs
_ M
EYnagency Managemeyd Check W
The following checklist is designed to assist you in determining your agency's or aomTRUnif fs
level of preparedness
If you find tlure are areas of weakness in your local grogram, assistance is available dunugh
your local emergency managenunt agency or flit State Division of Emergency Management
(904) 4874915
0 Do you have an onagency response and recovery plan for your agency or community?
D. Does it designate who will be in drarge of the response and recovery activities? (may consider two different
people for these responsibilities)
❑ Does it identify the drain of conururnd that would be imposed at the time of the response activities?
❑ Is your community using a nurnayement structure different from your day-to-day structure i.e. Incident
command System? If so, is it dearly identified and personnel assigned to respective roles now?
0 Have key personnel been trained in their disaster response and recovery activities?
❑ Who is responsible for the operations of shelters in your area?
❑ Have provisions been made for mass care should it be needed?
❑ Have the needs of people with special needs been thought through?
❑ Do you know what the Fanuiy Protection Program is and have you implemented it for your critical workers?
0 Have you entered into muhral aid agreements with neighboring communities, counties, or other reliable sources
for resources needed after a disaster?
0 Has your community predesignated a staging area for equipment and supplies that will be needed following a
major disaster?
❑ What is the status of your insumuce coverage on public facilities and equipment? This will severely hinder your
ability to receive federal disaster funds if this is not known.
0 Who has been designated to be the disaster coordinator with your agency or community? One person should be
given the responsibility of knowing how to secure the available federal disaster assistance following an event.
❑ Has an emergency operations center and alternate site been designated and equipped to handle any situation?
0 Have provisions been made for emergency ordinances and emergency powers been thought through for a
community which may not have a quorum of elected officials present?
0 What are the procedures for ale i g crifical workers to report for work during non -work times?
FLORIDA
STATE EMERGENCY RESPONSE TEAM
7
FEB 111994 3
PIP - FEB 111994
BOOK 91 PACS �.
Mr. Myers noted that one very important lesson learned from
Hurricane Andrew is for communities to know their resources. After
Andrew hit, officials had a considerable wait for the State to send
a one -ton generator not knowing that a local contractor had one
available because he had taken precautions to secure it to
withstand the storm.
Mr. Myers introduced Eve Rainey, community program
administrator of the Florida Department of Emergency Management,
who gave a brief update on Chapter 252 of the State Statutes, House
Bill 911 and Senate Bill 1858.
With regard to Senate Bill 1858, Ms. Rainey explained that
funding is through an insurance surcharge of $2 per residence and
$4 per commercial structure. Below are charts showing the
distribution of those fundR_
STATE AND LOCAL FUNDING
DISTRIBUTION - SB 1858
ESTIMATED INSURANCE SURCHARGE RECEIPTS $12.7 MILLION
COLLECTIONITRUST FUND SURCHARGE 900,000
FUNDS REMAINING FOR WS I-RIBUTION $11.8 MILLION
60% STATE AND LOCAL $ 7,080,000
20% DEM $ 1,416,000
80% LOCAL $ 5,664,000
OF WHICH
8S% COUNTIES $ 4,814,400
I S% MUNICIPALITIES $ 849,600
FUNDS AVAILABLE FOR
DISTRIBUTION -PER SB -1858
PERCENTAGE
FUNDING AS DESCRIBED ACTUAL AWARD
ENTITY IN SB -1858 PERCENTAGE AMOUNT
DIVISION OF
EMERGENCY
MANAGEMENT 20% of 60% of 100% 12.0% $1.416 mil
COUNTIES
85% of 80% of 60% of 100%
40.8%
$4.814 mil
CITIES
I S% of 80% of 60% of 100%
7.2%
$0.850 mil
COMPETITIVE
GRANTS
20% of 100%
20.0%
$2.360 mil
NON-FEDERAL
20% of 100%
20.0%
$7.360mil
DISASTERS.
TOTAL
100.0%
$11.80mi)
8
COUNTIES - BASE GRANT��:Y=�:��r.:
FUNDS DISTRIBUTED
$ 4,814,400
FULL-TIME
$ 71,857
PART-TIME
$ 46,707
(REALLOCATION OF REMAINDER BY JANUARY I, EACH YEAR)
STATEWIDE COMMUNICATIONS COSTS (SCC)
SUBTRACTED AND RETAINED BY DEM
EXAMPLE:` 67 COUNTIES
40 FULL-TIME 27 PART-TIME
SCC = $500 PER MONTH
ALLOCATION: FULL-TIME (40 X 71,857)
$2,874,280
PART -TIMI: (27 X 46,707)
$1,261.089
REALLOCATION
$ 679,031
DISTRIBUTION: FULL-TIME $71.857 PART-TIME $ 46.707
SCC(S00 x 12) 6,000
6.000
$6S,857
$ 40,707
REALLOCATION:$679,031
MUTUAL AID PARTICIPATION (2SY.)
$169,f58
s POPULATION (75%)
$S09,�i3
Before concluding his presentation, Mr. Myers asked if anyone
had any questions.
Jim Granse, 36 Pine Arbor Lane, suggested that all efforts be
made to keep the Florida East Coast Railway open in order to keep
supplies moving to the disaster area, and Mr. Myers agreed that the
railroads are an excellent way to move supplies to a disaster area.
There being no further questions, Mr. Myers thanked everyone
for coming and commended them for their efforts in developing such
an excellent emergency management plan in Indian River County.
Chairman Tippin thereupon adjourned the meeting at 11:35 a.m.
ATTEST:
K. Barton, ClerkJohn W. Tip in, Chairman
9
FEB 111994
BOOK �1. �a 1`34