Item G10 G.10
t, BOARD OF COUNTY COMMISSIONERS
County of Monroe Mayor Sylvia Murphy,District 5
The Flonda,Keys l'U � � Mayor Pro Tern Danny Kolhage,District 1
�pw° Michelle Coldiron,District 2
Heather Carruthers,District 3
David Rice,District 4
County Commission Meeting
November 20, 2019
Agenda Item Number: G.10
Agenda Item Summary #6223
BULK ITEM: Yes DEPARTMENT: Local Disaster Recovery
TIME APPROXIMATE: STAFF CONTACT: Helene Wetherington (305) 289-
2524
NA
AGENDA ITEM WORDING: Presentation of Draft Comprehensive Post Disaster Recovery
Strategy.
ITEM BACKGROUND:
Hurricane Irma, a Category 4 hurricane, made landfall in the Florida Keys on September 10, 2017,
causing substantial damage and loss of property. On March 71', 2019, the County received
notification from the Department of Commerce's Economic Development Administration (EDA)
approving an $80,000.00 EDA investment grant to support the completion of a Post Disaster
Recovery Strategy (PDRS) for Monroe County. The County obtained a consulting services contract
for$80,000 to develop a comprehensive countywide Post Disaster Recovery Strategy with the South
Florida Regional Planning Council (SFRPC). The SFRPC employed Ovid Solutions to complete the
plan.
The strategy developed stakeholder buy-in for a unified recovery vision and a range of resilience
projects to support the justification of long-term, large scale funding for post disaster resilience
projects including the Community Development Block Grant—Infrastructure Mitigation (CDBG-
MIT)program. Last month staff requested guidance from the Board of County Commissions in
prioritizing the categories of eligible projects under the Code of Federal Register issued for the
CDBG-MIT program. This prioritization will be incorporated in the Draft Post Disaster Recovery
Strategy Project prioritization list. The plan and project list will be presented to the Florida
Department of Economic Opportunity to request a $150 Million CDBG-MIT Monroe County
(including cities) set aside at the November 7 Public Hearing scheduled in Marathon, which is
before the November 20, 2019 Board meeting to review this draft plan.
Further, we have submitted the draft plan to gather public and board comments prior to finalizing the
plan. We will also be waiting on the State of Florida Department of Economic Opportunity (DEO) to
issue their CDBG-MIT action plan prior to finalizing our plan, to assure coordination. If the $150
Million CDBG-MIT Monroe County Set Aside is not approved, all jurisdictions within the County
will compete for CDBG-MIT funds against all other eligible jurisdictions in accordance with the US
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G.10
Department of Housing and Urban Development's approved DEO CDBG-MIT State Action Plan.
PREVIOUS RELEVANT BOCC ACTION: Agenda Item 4519 on August 15, 2018 requested
approval to apply for grant funding from EDA. Agenda Item 5278 on March 21, 2019
requested approval to accept the grant funding from EDA. Agenda Item 5287 on May 22, 2019
requested approval of a consulting agreement with the South Florida Regional Planning
Council. Agenda Item 6119 on October 16, 2019 request Commissioner ranking of the priority
project categories.
CONTRACT/AGREEMENT CHANGES:
NA
STAFF RECOMMENDATION: APPROVE
DOCUMENTATION:
EDA Disaster Supplemental Grant Award Package
SFRPC Monroe County 1 st Amendment signed by SFRPC with legal stamp.
Executed Contract with the SFRPC
Operational Org Chart_Draft 11-5-19
Monroe County PDRS OFFICIAL DRAFT_2.0_11-5-19
Monroe Countywide Flood Mitigation and Sea Level Rise Resiliency Program 11-5-19
FINANCIAL IMPACT:
Effective Date: Presently
Expiration Date: December 30, 2019 the contract with the Regional Planning Council will
expire. The Grant with the Economic Development Administration expires March 7, 2020.
Total Dollar Value of Contract: $100,000 ($80,000-Grant/$20,000-County's in-kindshare of
cost)
Total Cost to County: $20,000.00 (in-kind Match)
Current Year Portion:
Budgeted:
Source of Funds:
CPI:
Indirect Costs:
Estimated Ongoing Costs Not Included in above dollar amounts:
Revenue Producing: Yes. If yes, amount:
Grant: $80,000
County Match: $20,000 IN KIND
Insurance Required: No
Additional Details:
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G.10
REVIEWED BY:
Helene Wetherington Completed 10/30/2019 2:25 PM
Assistant County Administrator Christine Hurley Completed
11/05/2019 11:32 AM
Christine Limbert Completed 11/05/2019 2:53 PM
Budget and Finance Completed 11/05/2019 3:22 PM
Maria Slavik Completed 11/06/2019 8:40 AM
Kathy Peters Completed 11/06/2019 8:41 AM
Board of County Commissioners Pending 11/20/2019 9:00 AM
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G.10.a
UNITED STATES DEPARTMENT OF COMMERCE
w 1 Economic Development Administration
Atlanta Regional Office
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FORNI CD-450 U.S. DEPARTMENT OF COMMERCE (REV +01 l 2 GRANT 13COOPERATiVEAGREEMIENT
FEDERAL AWARD ID NUER
FINIAA NCI AL AS Z"50 STAN%C*E AWARD .........-..-
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04-691-07349 31
RECIPIENT NAME PERIOD OF PERFORMANCE
Monroe County 12�mn";s after clate of EDA approval
STREET ADDRESS FEDERAL SHARE OF COST
1100 Simonton Street 80,0 0 >
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CITY,STATE,ZIP CODE RECIPIENT SHARE OF COST
Key West,FL 33040-5714 20,000 00
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Atithor" TOTAL ES TI MATED COST M
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Public Works&Econornic Development Act of 1965,as amended(42 U,S,C, 312t,cf.Seq 100,000.00
CIFOA NO,AND NAME U)
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11.307 Economic Adjustrivent Program 4t
PROJECT TITLE
Post Disaster Recovery Strategy >
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This Award document(Form CD-45101N signed by ffie Grards Officer ccinsUtutes ari obligatiion of Federal funding.By signing this Form CD450,the 91
Recipient agrees to comply with the Award provisions,chocked below and attached Upon acceptance by the,Reciprent,the Form CD-450 must be
signed by an authorized representative o,f the Recipient and returned to the Grants Officer,if not signed and returned without modification by the
Reciprent within 30 days of receipt,the Grants Officer may unilaterally withdraw this offer and de-obligate the funds 4)
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........... ...... M
ED DEPARTMENT OF COMMERCE FINANCIAL ASSISTANCE STANDAROTERMS AND CONDITIONS(09 October 2018)(Attachment
0 R&D AWARD
0 FEDERAL-WIDE RESEARCH TERMS AND,CONDGTIONS,AS ADOPTED BY THE DEPT.OF COMMERCE
Eli SPECIAL AWARD CONDITIONS(See Attachment 8),
EE LINIE,ITEM BUDGET(See Attachment Cg
[R] 2 CFR PART 200,UNIFORM ADINUNISTRATIVE REQUIREMENTS,COST PRINCIPLES AND AUDIT REQUIREMENTS AS ADOPTED
PURSUANT TO 2 CFR§1327.101
563 48 CFR PART 31,CONTRACT COST PWNCiPLES ANIL)PROCECRJRES
0 MULTI-YEAR AWARD:PLEASE SEE THE MULTI)-YEAR SPECIAL AWARD CONS ID 1`10N,
I OTHER(S),
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SIGNATURE OF DEPARTMENT OF COMMERCE GRANTS OFFICE DATER
——--------—--
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H,Philip Paradice,Jlr,, Director,Atlanta Re
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PRINTED NAM E,,PRINTED TI TLE,AND SIGNATURE OF AUTHORIZED RECIP11 EN T OFFICIAL DATE
[Roman Gastesi,County Administrator,Monroe Coun
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Attachment B
U.S, DEPARTMENT OF COMMERCE
Economic Development Administration
SPECIFIC AWARD CONDITIONS
Recipient: Monroe County
1100 Simonton Street
Key West, Florida 330�40-5714
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Award No.: 04-69-07349
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1. PROJECT: This investment supports the development of a comprehensive Post Disaster Recovery
Strategy (PDRS)for Monroe County. The goal of the PDRS is to help Monroe County buiid a stronger,
safer and resilient community post Hurricane InTia,
2. PROJECT DEVELOPMENT TIME SCHI:ED ULE:The Recipient agrees to the following Project
development tirne schedule: 0
Time aflowed in IFinanciall Assistance Award after IEDA Award daite:
Award Period ..... .... ... ....... ......--.......—.—...... 12 moriths >
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Project Closeout - All Project closeout documents including,the final financial information and CL CL
any required program, reports shall be submitted to the Government not more than 90 days
after the date the Recipient accepts the completed project form the contractor(s),
The Recipient shall pursue diligenfly the clevOlopirnent of the Project so as to ensure compietion U
within this time schedule. Moreover, the Recipient shall notify the Government in writing of any 9L
event which, could delay substantially the achievernent of the Project within the prescribed time
limits, The Recipient further acknowledges that faiiUre to meet the devOopment time schedule
may result in the Governaient's taking action to terminate the Award in accordance with the
regulations set forth at 2 CFR § 200,33,8,
3. PROCUREMENT:The Recipient agrees that all procurement transactions shall be in accordance with
Department of Commerce Regulations at 2 CFR § 200.317, E
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4, GRANT ADMIIINIISTRATOR:The Grant Administrator for the Project is: CL
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H. Philip Paradice,Jr,
Director Atlanta Region
Economic Development Administration
5, The FEDERAL PROGRAM OFFICER is responsible for the programmatic, technical, and/or scientific LU
aspects of this Award:
Lee H. Mertins E
Area Director
Econornic Development Administration
Atlanta, Regional' Office
(404) 730-3015
Irnertins_ 0 y
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Award # 04-69-07349 Page 1
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6. The PROJECT OFFICER is responsible for administrative coordination and liaison with the Recipient,
This individual receives appropriate material from the Recipient for administrative processing. The
Program Officer's narne, address, telephone number, and er'nail address are:�
Joy Wilkins
Program Analyst
Economic Development Adrnklistration
401 West Peachtree Street, NW, Suite 1820,
Atlanta, Georgia 30308-3510 Cn
404-730-3,017
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7. AWARD DISBURSEMENTS: Reimbuirs,able basis onily: EDA will make Award payments using the
Department of Treasury's,Automated Standard Application for Payments (ASAP) system. The LO
recipient is required to furnish documentation as reqUlred by ASAP including but not limited to
Recipient and Requestor Identification Numbers. Complete information concerning the ASAP system
rilay be obtained by visiting 0
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The "Request for Reimbursement" (SF-270) is used to request payment, wMch will be approved by
the Project Officer, Please note that disbursements cannot be processed until the attached Standard
Form 3881, AGH Vendor/Miscellaneous Payment Enrollment Form is completed and returned. The 0
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form must be completed by the respective parties (EDA, Recipient Bank, and Recipient). A new form CL
is required for each Award. Return the completed form with, the executed Awaird documents to this
Project Officer at Economic Development Administration, 4011 West Peachtree Street, N.W,, Suite
1820, Atlanta, Georgia 30308-3510.
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& REAFFIRMATION OF APPLICATION: Recipients) acknowledges that Recipient's application for this U
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Award may have been submitted to the Government and signed by Recipient(s), or by an authorized 3:
representative of Recipient, electronically, Regardless of the means by which Recipienit(s), submitted
its application to the Government or whether Recipient or an authorized representative of Recipient
submitted its application to the Government, Recipient(s) hereby reaffirms and state that a.)all data
in said application and documents submitted with the application are true and correct as of the date
of this Award! and were true and correct as of the,date of said submission, b.) said application was as
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of the date of this Award and as of the date of said application duly authorized as required by local .2
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law by the governing body of the Recipients)and c.) Recipient(s) confirms that it will comply with CL
the Assurances arid! Certifications subm ttecl with, or attached to, said application, The term Cn
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"application" includes all clOCUmentaflon and any information provided to the Government as part
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of, and in furtherance to, the request for funding, illCkiding submissions madle in response to
information requested by the Government after submission of the initial application,
9. RECIPIENT'S DUTY TO REFRAIN FROM EMPLOYING CERTAIN GOVERNMENT EMPLOYEES: For the W
two-year period beginning on the date the Government executes this Award, the Recipient(s) agrees
that it will not employ, offer any office or employment to, or retain for professional services any E
person who, on the date the Government executes this Award or wfthin the one-year period ending U
on that date:
a. Served as an officer, attorney, agent, or employee, of the Government; and
b. Occupied a position or engaged in acti0ties that the Assistant Secretary determines
involved discretion with respect to the Award of investment Assistance under PWEDA.
...........
Award # 04-69-07349 Page 2
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The two-year period and associaited restrictions referenced above also shaH apply beginning on the
date the Government executes airy cost amendment to this Award that provides additional funds to
the Rec#ent(s),
10. FREEDOM OF INFORMATION ACT (FOIA): EDA is responsible for meeting its Freedom of Information
Act (Ft IA) (S U S,C, § 522) responsibilities for iits records, DO C regulations at 15 CFR Part 4 set forth
the requirements and procedUres, that EIDA moist f0HOW irl order to make the requested nrater'W,
information, and records pubiicly available. Unless prohibilted by law and to the extent required
under the FOIA, contents of applications and other information submitted by applicants rnay be
released in response to a FOiA request. Appiiicants should be aware that EDA may make certain
application information publiciy avadable, Accordingly, the apiplicaint should notify EDA if it believes 0
any application information to be confidential.
11. SCOPE OF WORK: Recipient(s) agrees to undertake, prosecute and corriplete the Scope of Work U)
(SOW) for this Project funded by this Award which SOW is approved and aigreed to by the
Government as subsequently arriended in rnUtUaily agreed upon written change order(s) and/or
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SOW arnendr7ient(s), if any, The SOW shell be as set forth and described in a,.) the application 0
suibmitted by Recipient(s) and/or Recipient's authorized representative(s)to the Government for'
this Award together wrath b.) aH enclosures„ materials, documents aind other submittals
accompanying a!nd supporting the apphicatrion, c.) aH additional materials, documents and/or
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correspondence requested by the Governrnent and SUlDn'i4ted by Recipient(s) and/or Recipient's
authorized representative(s) in support and furtherance of the apphcation and d.) such change(s) CL
arid/or SOW amendments, if any, requested in writing by the Recipient(s) and/or Recipient's as
authorized representative subsequent to the date of this Award and approved and agreed to in
writing by the Government. To the extent such additronall materials, docurnents anid/or
correspondence amends and/or clarifies the apphcation, such arriendment or clarification shall be 0.
controlling. it is agreed thiat the Recipuent(s) and Government intend that.the SOW describes a
discrete, detailed arid) specific project, that is funded anc.1 au0,iorized by this Award and to that end
the, application and the above described additional information shall) be faiirly construed to arid shall
describe the SOW. As more particularly described in the item B-2 of the ED-90 O of the grantee's
application,
12. REFUND CHECKS, INTEREST OR UN,U'SED FUNDS: Treasury has given the FDA two options for having
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payments deposited to Our account with it: .2
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The first one is Pay.Gov. This option allows the payee to pay EDA through the Internet, The
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payee will have the option to rnake a one-tir'ne payrnent or to, set Lip an account to make regular 2
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payments.
The second option is Paper Check conversion, All checks must identify on their face the narne of
thie DOD agency funding the award, award number, and no more than a two-word description 'to W
identify the reason for the refund or check. A copy of the check should be provided to the
Federal Project Officer. This option aiiolws the payee to send a check to NOAA's accounting E
office, who processes EDA's accounting functuoris at the following address: U1 S. Department of
CWTir'nerce, Natior4 Oceanic and Atmiosphe6c Adrninistral on, Finance Office, AOD, EDA Grants,
20020 Century Boulevard, Germantown, MD 20874,, The aCCOLAFIthIg staff will scan the checks in
encrypted file to the Federal Reserve Bank, and the funds will be deposited in EDA's accourit,
While this process wiH not Ible an issue with rnost payees who are corporations, it could be an,
issue for individuals, sending EDA funds. Please snake note of the following.
Award # 04-69-07349 Page 3
Packet Pg. 1243
Niotice to Customers Making Payrnent by Check
lf you send Et A a check, it will be converted into an electronic funds transfer by copying your
chock arid using the account information on, it.to electronically debit your account for the
arTIOU11t of the check. The det)it forrii your account wifl usuialiy occur within 24 hours and will
appear on your regular account staterrient.
You wM ri(.,)t receive your originai check baick. YOUr original check will be destroyed, but a copy Cn
of it wiil be maintajned ir) our Office, if the EFT canriot Ibe processed for techniicai reasons, the
copy will be processed in place of the origir4i cheick, if the EFT cannot be complieted because of 0
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insufficient flunds, we wid charge you a one-firne fee of$2S 00, which will be icoliected by EFT,
13. WASTE, FRAUD AND AB SE: Consistent with 2 CFR part 200, Recipient pleirsonnel responsible for
managing the Recipient's finances arid overseeing any contractors, SUb-contractors or sub-grantees„ Mn
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will corriplete the training PowierP&int entifled "Complia rice with EDA Disaster Assistance Program,
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Requirements" and return the signed Certificate of Trairiing Cornpletion (page 381 to EDA along with IL
the s'igned CD-450 with4) 30 days of receipt
Further, Rebpient w0i rnoifltor award activities for COMMOru fraud schernes, Such as:
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• false claims for rnateriais arid Nabor', CL
• bribes reiaited to the aCqUisition of vnaterWs and labor,
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• product substitution, 9L
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• fl`IiSMarkNng or rnisiabefing on prodUcts and rnaterWs, and 3:
• time and rrvaterWs overcharging,
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Should Recipient detect any suspi6ous activity, Recipient Mi contact EDA staff listed above and the
Office of ln�"pector General, as �ndicated at Lij�,jc.j.- _s ,. 21�, as
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soon as possible. .2
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14. IN-KIND CONFIRMATIOW No hater than fifteen (15) days prior to submerging a Finali Disbursement
Request, the Recipient agrees to: provide ,a final accounting of the in-kind match showing a
[,)reakdown of expenses rnciuding hours per, individual and hourly crates. The Government Mil have
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the right to seek additional back-up iJjforrmation for ail in-kind statements provided by the Recipient.
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Award ff 04-69-017349 Page 4
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Attachment C
Line Item Budget
Monroe County
04-69-07349
0
Personnel $20,000
Fringe Benefits
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Travel A
Supplies
Contractual $80,000
Total Direct Charges $100,000
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Total $100,000
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AMENDMENT
TO THE INTERLOCAL AGREEMENT
BETWEEN SOUTH FLORIDA REGIONAL PLANKING CQ NCIL AND MONROE COUNTY
THIS AMENDMENT 1 to the INTERLOCAL (I is entered into this day o
2019 betweenMonroe County, a political subdivision of the State of Florida (herein after"COUNTY") 0
and the Seth Florida Regional Planning Council,a state regional planning alters (herein after"SFRPC")
WHEREAS,on May 22, 2019 the parties executed an ILA outlining scope of services to develop Post
Disaster Recover Strategy( )for Monroe County;an
WHEREAS, it is necessary to revise Attachment 1-Scope of Service and Timeline and Attachment2-Task
Delivery and Payment Schedule to extend the dates as set forth in the Updated and Amended Attachment 1 an
I 2e
NOW
THEREFORE,in consideration of the mutual promises contained herein, e COUNTY an the F I-
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agree to amend the ILA as follows: CL
Amend Attachment 1®Scope of Services and Timeline to include the Updated and Amended
Attachment 1 as set forth herein,
2. Amend Attachment 2-Task Delivery and PaymentSchedule to include the Updated and U)
Amended Attachment 2 as set forth herein.
3° All other terms and condition of the ILA are in effect and remain unchanged.
°
IN WITNESSF each arty hereto has caused this Agreement o be executed by its duly authorize g,
representative.
(SEAL) BOARD OF COUNTY COMMISSIONERS
Attest: KEVIN MADOK,CLERK OF MONROECOUNTY, FLORIDA
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Deputy Clerk Mayor/Chairman E
(SEAL) E
Attest: South Florida Regional Planning Council
Isabel Cosio Carballo, MPA
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Executive Director,SFRPC
Title
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Date
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APPROVED AS To FORM APPROVED AS TO FORM
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COUNTY ATTORNEY'S OFFIC!IL iAMKS.GOREN,E$j. �
MONROE COUNTY ATrORNEY general Counsel to SFRPC
A 'P "O ..p
°f R STINE L E T- 5
ASSISTANT 0� ATr �RNEY'
DATEm °' Packet Pg. 1246
G.10.b
ATTACHMENT 1
UPDATED AND AMENDED
Monroe County Post-Disaster Recovery Strategy
Scope of Services and Timeline
The Monroe County Post-Disaster Recovery Strategy (PDRS) will serve as a comprehensive strategy to guide major M
long-term recovery projects and priorities for the county and its municipal jurisdictions including the cities of Key
West, Marathon, Key Colony Beach, Layton and the Village of Islamorada. This strategy will reflect the guidance
and best practices provided by the State of Florida, Federal Emergency Management Agency and the American
Planning Association. This strategy will address the following five priority areas for the recovery of Hurricane Irma
as well as set up operational functions for future disasters.
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1. Community Planning and Capacity Building: This priority area will focus on current ongoing community CL
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planning efforts as well as help to develop additional efforts that may be needed to carry out PDRS
objectives. CL
2. Economic Recovery—Business and Tourism: Economic recovery and revitalization strategies should focus U)
on supporting the tourism economy and businesses, with full participation from business leaders and 0
Chambers of Commerce.
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3. Housing: This priority area will focus on ongoing workforce and affordable housing challenges in the
community and build strategies for addressing the needs of residents in the post-disaster environment. It
will also build an operational component for addressing temporary housing needs in the wake of future
disasters.
4. Infrastructure Systems: This priority area will focus on the opportunity to build resilience and support �s
economic revitalization efforts. While repair and reconstruction efforts are well on their way, additional
areas of vulnerability will be identified, along with strategies to make the community more resilient to
future disaster impacts. This may include commercial corridor enhancement opportunities, augmenting
communication system interruptions, building more resilient water supply infrastructure and exploring
alternative transportation options. U)
5. Finance and Administration: This priority area will focus on developing a strategy to make needed
changes to policies and procedures in the post-disaster environment, as well as implement funding
requests to support projects.
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In addition; the following two areas will be captured, based on existing ongoing local efforts.
6. Natural and Cultural Resources— Environment: This priority area will focus on how to integrate ongoing
environmental and natural/cultural resource efforts and build a unified vision to balance environmental
restoration and preservation with other community interests.
0
7. Health and Human Services — Unmet Human Needs: This priority area will focus on ongoing needs to
support the health and wellbeing of members of the community, especially low-income residents and 2
senior citizens, who experience challenges in the wake of a disaster.
I
Task 1: Project Management Kick-Off Meeting and Detailed Project Management Plan
The kick-off meeting will be held within 15 business days of contract execution, unless Monroe County and the M
South Florida Regional Planning Council determines that scheduling conflicts with key stakeholders do not allow
for adequate participation. The purpose of this meeting is to discuss the project purpose, goals, deliverables,
timeline and administrative details. At this meeting, the South Florida Regional Planning Council will detail to the CL
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Monroe County Project Management Team the project scope and project management timeline and receive <
feedback from kick-off meeting participants on how to best proceed with the project. Monroe County will CL
determine the membership of the Monroe County Project Management Team.The meeting may be conducted via
conference call or in-person. Monroe County, in partnership with its municipal jurisdictions, will provide the audio U)
communications technology to conduct conference calls.
Deliverables:
1. Kick-Off Meeting Agenda 0.
2. Kick-Off Meeting Summary Us
3. Project Management Plan
Proposed Timeline May 23—June 1, 2019 (Status: Complete)
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Task 2: Draft Summary of current local recovery plans, policies and status of disaster impacts and recovery
activities to-date in Monroe County and its municipalities
Within five days of the kick-off meeting, the county and municipalities will send supporting recovery policies
(including legal policies), procedures, administrative codes and after-action reports, which have guided post-
disaster recovery and redevelopment to-date in Monroe County and its municipalities.This can include:
1. Local comprehensive plan policies,
2. Local recovery plans,
0
3. Post-disaster recovery ordinances,
4. Housing strategies, and o
5. Any other documents that the cities or counties feel are critical to include in post-disaster recovery.
Within two-weeks of the kick-off meeting, the South Florida Regional Planning Council will prepare a Post-Disaster
Analysis that includes the following sections:
1. Executive Summary of the Post-Disaster Analysis
2. Analysis of current plans, policies and procedures which were inadequate to address post disaster
recovery and will require revision
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3. A summary of disaster impacts in Monroe County and its municipalities
4. A summary of current projects and programs that are underway to address disaster impacts.
5. A summary of remaining gaps and unmet needs
6. Recommendations for revisions to current plans and policies
Deliverables:
Post-Disaster Analysis
Pro osed Timeline:June 14, 2019 (Status: Complete)
Task 3: Post-Disaster Recovery Strategy Stakeholder Group
The South Florida Regional Planning Council will prepare a list of potential local and regional stakeholders to be
included in each of the five-priority area working groups. This group will include county and municipal staff as
well as other leaders in the community from the private sector and non-profit community.
Deliverables: o
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List of Post-Disaster Recovery Strategy Stakeholder Group Members
Proposed Timeline: May 29, 2019 (Status: Complete)
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Task 4: Draft Strategic Planning Workshop Session and Supporting Materials @
The South Florida Regional Planning Council will develop workshop support materials for each of the five priority
area work groups. The focus areas, Finance and Administration, and Environment may not result in separate
working groups but will be supported through interagency coordination via conference calls. The workshop
materials will include a summarized version of the Post-Disaster Analysis, outline of the PDRS, agenda, discussion Us
questions and worksheets for each focus area, and an online survey distributed in advance of the meeting. In
addition, the South Florida Regional Planning Council will prepare a detailed process agenda for the Monroe
County Project Management Team that will describe meeting objectives, format and a script on how the meeting
will be ran efficiently, with full participation of stakeholders to achieve defined meeting outcomes. U)
Deliverables:
1. Process agenda E
2. Outline of PDRS
3. Meeting agenda
0
Proposed Timeline: May 29, 2019 (Status: Complete)
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Task 5:Workshop Preparation Coordination Call with Monroe County Project Management Team
The South Florida Regional Planning Council will conduct a conference call with the Monroe County Project 03
Management Team to ensure that the workshop will meet all project goals. At least one week in advance of this Us
meeting, the South Florida Regional Planning Council will provide a copy of a detailed process agenda to the
Monroe County Project Management Team for review.
Packet Pg. 1249
G.10.b
Deliverable:
1. Meeting summary
Pro osed'Timeline: May 29, 2019 (Status: Complete)
Task 6: Strategic Planning Workshop 0
Based on the input received from the Monroe County Project Management Team, the South Florida Regional
Planning Council will finalize all meeting materials and carry out the on-site workshop with stakeholders, as
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described in the process agenda. Following the meeting, the South Florida Regional Planning Council will develop M
a summary of workshop outcomes to be included in the PDRS. The workshop is currently scheduled for June 3,
2019 in Marathon, Florida.
Deliverables:
1. Attend workshop and provide summary of workshop outcomes
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Proposed Timeline: June 7, 2019 (Status: Complete)
Task 7:Operational Recovery Support Functions
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Based on the ad hoc structure that was formed post-Hurricane Irma and guidance from FEMA's National Disaster
Recovery Framework, the South Florida Regional Planning Council will develop operational recovery support
functions (RSF) for Monroe County to be implemented in future disasters. This will memorialize the roles and
responsibilities that many individuals played in the wake of Hurricane Irma, as well as build in best practices from
FEMA's National Disaster Recovery Framework.
Deliverables:
1. Draft Operational Recovery Support Functions with roles and responsibilities defined.
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Proposed Timeline: September 30, 2019 E
Task 8:Workshop Preparation Coordination Call with Monroe County Project Management Team and Proposed
RSF leads
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At least one week in advance of this conference call, Monroe County will distribute the Draft Operational
Recovery Support Functions to all proposed RSF leads for review and consideration. The South Florida Regional
Planning Council will then lead a conference call discussion to get buy-in from participants and solidify roles and 0
responsibilities.
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Deliverables:
1. Meeting Summary LL
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Proposed Timeline: October 15, 2019
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Task 9: Operational Recovery Support Functions Workshop
The South Florida Regional Planning Council will facilitate a workshop with all RSF leads and RSF participants to 31
describe roles and responsibilities in the post-disaster environment. This is meant to serve as an opportunity to
introduce the way that this group can interact with the state and federal recovery support functions as well as
allow all RSFs to understand how their role fits into the bigger picture of long-term recovery.
Deliverables
1. Summary of workshop outcomes
Pro osed Timeline: October 30, 2019
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Task 10: Draft Post-Disaster Recovery Strategy
Based on the outline developed earlier in the project, along with the Post-Disaster Analysis and feedback from the
strategic planning session and Operational Recovery Support Functions, the South Florida Regional Planning
Council will prepare the final Post-Disaster Recovery Strategy. This will include a detailed, prioritized list of site-
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specific projects, which will expedite recovery in Monroe County as well as a series of graphic tools to clearly and CL
simply communicate the project priorities to a larger audience. For each project, the South Florida Regional
Planning Council will develop implementation strategies including funding recommendations, if needed, as well as
potential partners and an analysis of regulatory, political and environmental challenges. The plan will be
developed in draft form for review by all stakeholders and final approval by the Monroe County Board of County
Commissioners and its municipalities.
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Deliverables:
1. Draft Monroe County Post-Disaster Recovery Strategy in Word and PDF format.
2. Presentation of the Draft Plan to the PDRS Stakeholder followed by a presentation to the Monroe County
Commission
3. Finalization of Plan
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Proposed Timeline: November 30, 2019
Print PDRP: The South Florida Regional Planning Council will reserve funding for professional printing of an
estimated 200 bound final Post-Disaster Recovery Strategies that are color,two-sided and up to 100 pages in
length.
Proposed Timeline for Printing and Delive to Monroe County: By no later than January 15, 2020 0
In person Meetings, as coordinated by the County: Consultant will attend in person meetings before the public,
special interest groups, Board of County Commissioners or other groups, as coordinated by the County,for all o
tasks included in this phase for$2000 per meeting per person.
The total fee for travel shall not exceed $8,000.00 (n
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G.10.b
ATTACHMENT 2
UPDATED AND AMENDED
as
Task Delivery and Payment Schedule (n
This is a fee/deliverables-based contract:
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Task 1: Project Management Kick-Off Meeting and Detailed Project May 23—June 1, $4,535.00
_ 2019 (Complete) T
Management Plan ,.. ,. .. .............................................—
Task 2: Summary c ..a_.
of current local recovery plans, policies
p sand status of $15,040.00 U)
disaster impacts and recovery activities to-date in its municipalities June 14,2019 0
- Strategy
w -..—•-- (Complete)..
Task 3: Post-Disaster Recover Str togy Stakeholder Group May 29, 2019 $2,625.0—
0 �
(Complete)
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Task 4: Draft Strategic Planning Workshop Session and Supports g $5,490.0 C
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Materials May 29, 2019
(Complete) CL
Task 5: Workshop Preparation Coordination Call with Monroe County $1,910.00 E
Project Management Team May 29, 2019
—.......... _ (Complete)
s Planning
gm• g Workshop (scheduled June 3, 2019) June,3
Task 6: Strateila
2019 $10,265.00 .2
Task 7 Operational Recover Support Functions Sept. .00
T (Complete)erer....
p y 30, 2019 $4,535. �
Task 8: Workshop Preparation Coordination Call with Monroe County $1,885.00 a
p Leads Oct. 15 2019 Us
Project Management Team and Proposed RSF Lea .. — ,
Task 9: Operational Recover Su Workshop Oct. 30, 2019 $6,365 00
p... Y Support Functions .... _._. ....__ .. ..............
Task 10: Draft Post-Disaster Recovery Strat gym ov. 30 2019 $14,950.00
e SUBTOTAL N ....... __--ma$67 600.00
...
Estimated Travel ** As incurred $7,500.00 U)
m.. ---
........_ ..m ..
Estimated Graphics Support/Print/ Delivery of 200 bound copies** By no later than $4,000.00
_. .... w_r January 15, 2020
Miscellaneous ** _ As incurred
�-- Resources in these lines may be used in similarly starred lines to............................................ �� �� ��
**
address shortfalls if needed.
-. ......... . .....w .. .............. _...
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t, BOARD OF COUNTY COMMISSIONERS
County of Monroe Mayor Sylvia Murphy,District 5
The Florida Keys l'U � � Mayor Pro Tern Danny Kolhage,District 1
�pw° Michelle Coldiron,District 2
Heather Carruthers,District 3
David Rice,District 4
County Commission Meeting
May 22, 2019
Agenda Item Number: D 2
Agenda Item Summary #5287
BULK ITEM: Yes DEPARTMENT: Local Disaster Recovery
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TIME APPROXIMATE: STAFF CONTACT: Helene Wetherington (305) 289-
2524
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AGENDA ITEM WORDING: Approval of a contract for $80,000 for professional services with 0
the South Florida Regional Planning Council to draft the Post Disaster Recover Strategy utilizing
g g Y gY g �
Economic Development Administration Disaster Supplemental grant funding with an in-kind match
of$20,000.
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ITEM BACKGROUND:
The Monroe County Mayor declared a State of Local Emergency on September 5, 2017. Hurricane
Irma, a Category 4 hurricane, made landfall in the Florida Keys on September 10, 2017, causing
substantial damage and loss of property.
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Following a disaster of this magnitude, Federal Government Agencies offer funding to develop long
term recovery strategies. These plans identify needs of the community and are often used for future
funding.
The Federal Economic Development Administration reached out to Monroe County following the 0
storm and encouraged the County to complete a Post Disaster Recovery Plan. They have approved
the County's funding request. The EDA Disaster Supplemental Fund is the funding source and 2
requires an in-kind match from Monroe County. In-kind match can be in the form of volunteer
hours. The staff will scheduled several meetings with stakeholders to complete the strategy. W
Attendees time will be counted toward in-kind match.
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We are seeking a consulting services contract for $80,000 to develop a comprehensive countywide
Post Disaster Recovery Strategy with the South Florida Regional Planning Council (SFRPC). The
SFRPC brings a broad understanding of the social economic environment in the Florida Keys and
has expertise in developing and implementing a range of planning initiatives. The SFRPC will
augment its staff by bringing on a planning professional to complete the plan.
The purpose of the strategy is to unify the numerous ongoing efforts throughout the County,
including city, non-profit, and for profit initiatives, in order to maximize available dollars from
Packet Pg. 1254
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public,private, and philanthropic sources. The Post Disaster Redevelopment Strategy will also
justify additional federal, state, non-profit, and philanthropic funding support to meet the needs of
the disaster survivors. All consulting services will be paid through a grant from the Economic
Development Administration.
PREVIOUS RELEVANT BOCC ACTION: Agenda Item 5278 which seeks approval of
acceptance of the Economic Development Administration grant.
CONTRACT/AGREEMENT CHANGES:
NA
STAFF RECOMMENDATION: APPROVAL OF CONTRACT WITH SOUTH FLORIDA 0
REGIONAL PLANNING COUNCIL(SFRPC)
DOCUMENTATION: M
A
EXECUTED AND STAMPED Interlocal Agreement with SFRPC for PDRS (5 2 2019)
Economic Development Administration approval dated 4/2/2019 a
Letter Requesting Approval for SFRPC Inter local areeement from EDA 04-02-19
Award Package Rev with new Attachment C
FINANCIAL IMPACT:
Effective Date: PENDING
Expiration Date: a
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Total Dollar Value of Contract: $80,000 a�
Total Cost to County: $20,000 of in-kind match (which includes staff and community
member time)
Current Year Portion:
Budgeted: No
Source of Funds: Federal Economic Development Administration 0
CPI:
Indirect Costs:
Estimated Ongoing Costs Not Included in above dollar amounts:
Revenue Producing: No If yes, amount:
Grant: $80,000 E
County Match: $20,000 IN KIND
Insurance Required:
Additional Details:
REVIEWED BY:
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Helene Wetherington Completed 03/05/2019 1:27 PM
Assistant County Administrator Christine Hurley Completed
04/02/2019 2:35 PM
Bob Shillinger Skipped 04/02/2019 2:50 PM
Christine Limbert Completed 04/02/2019 4:04 PM
Budget and Finance Completed 04/02/2019 5:13 PM
Maria Slavik Completed 04/02/2019 5:29 PM
Kathy Peters Completed 04/02/2019 5:50 PM
Board of County Commissioners Completed 04/17/2019 9:00 AM
Board of County Commissioners Pending 05/22/2019 9:00 AM
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A
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INTER-LOCAL AGREEMENT
THIS INTERLOCAL AGREEMENT (ILA) is entered into as of this 22nd day of May, 2019, between
Monroe County, a political subdivision of the State of Florida (COUNTY) and the South Florida Regional
Planning Council (SFRPC), a state regional planning agency.
WITNESSETH: 31
WHEREAS, the SFRPC was created pursuant to Section 186.501, Florida Statutes (1982), as
amended and known as the "Florida Regional Planning Council Act" (the "ACT"); and
WHEREAS, Section 186.505, Florida Statutes, provides that the SFRPC may enter into contracts 0
to provide, at cost, such services related to its responsibilities as may be requested by local governments
or organizations within the region and which the SFRPC finds feasible to perform; and
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WHEREAS, the COUNTY desires to hire the SFRPC to provide professional services to develop a
Post Disaster Recovery Strategy(PDRS)for Monroe County; and
0
WHEREAS, the parties hereto have agreed upon a Scope of Services for work to be performed
hereunder by the SFRPC and attached hereto and made a part hereof as Attachment 1,Section A; and
WHEREAS, the COUNTY submitted a written request to the Economic Development
CL
Administration, the federal awarding agency, to obtain express authorization to entered into this ILA in CL
accordance with 2 CFR 200.320(f)(3);
NOW THEREFORE, in consideration of the promises, the mutual covenants, conditions,
provisions and undertakings herein contained, and for other good and valuable considerations, the
parties do mutually covenant and agree with each other as follows:
a
Section 1. Scope and Term. The SFRPC and the COUNTY, for the consideration named agree to
perform their respective obligations as provided in this ILA as well as in the detailed scope of services
0
contained in Attachment 1, Scope of Services and Timeline, which are attached hereto and
incorporated by reference. The term of the ILA is May 22, 2019 through March 7, 2020.
Section 2. Reporting. In consideration of the services described above, SFRPC agrees to provide
monthly reports of all of its activities documenting project progress and completion of work products
within defined timelines, as well as any general findings related to the services provided. Reports shall 0
be in writing with supporting documentation and delivered to Monroe County's designee as identified in
Section 9.
Section 3. Payment. The total funds available to pay the SFRPC for the services provided pursuant
to this Agreement is an amount not to exceed $80,000. The COUNTY will process invoices from SFRPC
pursuant to the Local Government Prompt Payment Act. The Task Delivery and Payment Schedule is
found in Attachment 2.
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Section 4.Termination of Inter-local Agreement
A. In the event that the SFRPC shall be found to be negligent in any aspect of service, the COUNTY
shall have the right to terminate this agreement after ten (10) days written notification to the
SFRPC.
B. Either of the parties hereto may cancel this Agreement without cause by giving the other party
sixty(60) days written notice of its intention to do so.
C. Termination for Cause and Remedies: In the event of breach of any contract terms, the
COUNTY retains the right to terminate this Agreement. The COUNTY may also terminate this
agreement for cause with SFRPC should SFRPC fail to perform the covenants herein contained at
the time and in the manner herein provided. In the event of such termination, prior to
termination, the COUNTY shall provide SFRPC with ten (10) calendar days' notice and provide
the SFRPC with an opportunity to cure the breach that has occurred. If the breach is not cured,
the Agreement will be terminated for cause. If the COUNTY terminates this agreement with the
SFRPC, COUNTY shall pay SFRPC the sum due the SFRPC under this agreement prior to
termination, unless the cost of completion to the COUNTY exceeds the funds remaining in the
contract; however, the COUNTY reserves the right to assert and seek an offset for damages
caused by the breach. The maximum amount due to SFRPC shall not in any event exceed the o
spending cap in this Agreement. In addition, the COUNTY reserves all rights available to recoup
monies paid under this Agreement, including the right to sue for breach of contract and
including the right to pursue a claim for violation of the COUNTY's False Claims Ordinance,
located at Section 2-721 et al. of the Monroe County Code.
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D. Termination for Convenience: The COUNTY may terminate this Agreement for convenience, at CL
any time, upon one 10-day notice to SFRPC. If the COUNTY terminates this agreement with the
SFRPC, COUNTY shall pay SFRPC the sum due the SFRPC under this agreement prior to
termination, unless the cost of completion to the COUNTY exceeds the funds remaining in the
contract. The maximum amount due to SFRPC shall not exceed the spending cap in this
Agreement. In addition, the COUNTY reserves all rights available to recoup monies paid under
this Agreement, including the right to sue for breach of contract and including the right to
pursue a claim for violation of the COUNTY's False Claims Ordinance, located at Section 2-721 et
al. of the Monroe County Code.
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Section S. Maintenance of Records. SFRPC shall maintain all books, records, and documents directly
pertinent to performance under this Agreement in accordance with the Florida Public Records Law, Ch.
119 F.S., and generally accepted accounting principles consistently applied. Records shall be retained for
a period of seven years from the termination of this agreement or for a period of three years from the
submission of the final expenditure report as per 2 CFR §200.333, whichever is greater. Each party to
this Agreement or their authorized representatives shall have reasonable and timely access to such 0
records of each other party to this Agreement for public records purposes during the term of the
Agreement and for seven years following the termination of this Agreement. If an auditor employed by
the County or Clerk determines that monies paid to SFRPC pursuant to this Agreement were spent for
purposes not authorized by this Agreement, the SFRPC shall repay the monies together with interest
calculated pursuant to Sec. 55.03, Florida Statutes, commencing on the date the monies were paid to
SFRPC. If the amount owed by the SFRPC to the COUNTY is not enough to compensate the COUNTY,
then the SFRPC is liable for any additional amount necessary to adequately compensate the COUNTY up
to the amount of the ILA price.
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Section 6. Employees Subject to County Ordinance Nos.010 and 020-1990. The SFRPC warrants that
it has not employed, retained, or otherwise had act on its behalf any former County officer or employee
subject to the prohibition of Section 2 of Ordinance No. 010-1990 or any County officer or employee in
violation of Section 3 of Ordinance No. 020-1990. For breach or violation of this provision, the County,
in its discretion, may terminate this ILA without liability and may also, in its discretion, deduct from the
ILA or purchase price, or otherwise recover the full amount of any fee, commission, percentage gift, or
consideration paid to the former County officer or employee. 31
Section 7. Convicted Vendor. A person or affiliate who has been placed on the convicted vendor list
following a conviction for public entity crime may not submit a bid on a ILA to provide any goods or
services to a public entity, may not submit a bid on a ILA with a public entity for the construction or
repair of a public building or public work, may not perform work as a SFRPC, supplier, sub-supplier, or 0
SFRPC under ILA with any public entity, and may not transact business with any public entity in excess of
the threshold amount provided in Section 287.017 of the Florida Statutes, for the Category two for a
period of 36 months from the date of being placed on the convicted vendor list. U)
Section 8. Insurance. The parties to this ILA stipulate that each is a state governmental agency as
defined by Florida Statutes and represents to the other that it has purchased suitable public liability, o
vehicle liability, and Workers' Compensation insurance, or is self-insured, in amounts adequate to
respond to any and all claims which are not limited by Florida Statutes Section 768.28 and Chapter 440,
arising out of the activities governed by this agreement.
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Section 9. Communication Between Parties. All communication between the parties should be CL
through the following individuals or their designees:
Monroe County SFRPC
Helene Wetherington, CEM Isabel Cosio Carballo, MPA or designee
Disaster Recovery Director Executive Director
Monroe County Regional Service Center South Florida Regional Planning Council
2798 Overseas Highway 1Oakwood Boulevard, Suite 250
Marathon, FL 33050 Hollywood, Florida 33020
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Section 10. Governing Law, Interpretation, Costs, and Fees. This Agreement shall be governed by
and construed in accordance with the laws of the State of Florida applicable to Interlocal Agreements
made and to be performed entirely in the State.
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Section 11. Venue. In the event that any cause of action or administrative proceeding is instituted
for the enforcement or interpretation of this Agreement, the COUNTY and SFRPC agree that venue will
lie in the appropriate court or before the appropriate administrative body in Monroe County, Florida.
Section 12. Mediation. The COUNTY and SFRPC agree that, in the event of conflicting
interpretations of the terms or a term of this Agreement by or between any of them the issue shall be
submitted to mediation prior to the institution of any other administrative or legal proceeding. This
Agreement is not subject to arbitration.
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Section 13. Severability. If any term, covenant, condition or provision of this Agreement (or the
application thereof to any circumstance or person) shall be declared invalid or unenforceable to any
extent by a court of competent jurisdiction, the remaining terms, covenants, conditions and provisions
of this Agreement, shall not be affected thereby; and each remaining term, covenant, condition and
provision of this Agreement shall be valid and shall be enforceable to the fullest extent permitted by law
unless the enforcement of the remaining terms, covenants, conditions and provisions of this Agreement
would prevent the accomplishment of the original intent of this Agreement. The COUNTY and SFRPC
agree to reform the Agreement to replace any stricken provision with a valid provision that comes as 31
close as possible to the intent of the stricken provision.
Section 14. Attorney's Fees and Costs. The COUNTY and SFRPC agree that in the event any cause of
action or administrative proceeding is initiated or defended by any party relative to the enforcement or
interpretation of this Agreement, the prevailing party shall be entitled to reasonable attorney's fees, o
court costs, investigative, and out-of-pocket expenses, as an award against the non-prevailing party, and
shall include attorney's fees, courts costs, investigative, and out-of-pocket expenses in appellate
proceedings. Mediation proceedings initiated and conducted pursuant to this Agreement shall be in
accordance with the Florida Rules of Civil Procedure and usual and customary procedures required by
the circuit court of Monroe County.
0
0.
Section 15. Binding Effect. The terms,covenants, conditions, and provisions of this Agreement shall
bind and inure to the benefit of the COUNTY and SFRPC and their respective legal representatives,
successors, and assigns.
0
Section 16. Authority. Each party represents and warrants to the other that the execution, delivery CL
and performance of this Agreement have been duly authorized by all necessary COUNTY and corporate
action, as required by law.
Section 17. Claims for Federal or State Aid. The SFRPC and COUNTY agree that each shall be, and
is, empowered to apply for, seek, and obtain federal and state funds to further the purpose of this
Agreement; provided that all applications, requests, grant proposals, and funding solicitations shall be
approved by each party prior to submission.
Section 18. Adjudication of Disputes or Disagreements. The COUNTY and SFRPC agree that all
disputes and disagreements shall be attempted to be resolved by meet and confer sessions between
representatives of each of the parties. If the issue or issues are still not resolved to the satisfaction of
the parties, then any party shall have the right to seek such relief or remedy as may be provided by this
Agreement or by Florida law.
Section 19. Cooperation. In the event any administrative or legal proceeding is instituted against
either party relating to the formation, execution, performance, or breach of this Agreement, COUNTY
and SFRPC agree to participate, to the extent required by the other party, in all proceedings, hearings,
processes, meetings, and other activities related to the substance of this Agreement or provision of the
services under this Agreement. COUNTY and SFRPC specifically agree that no party to this Agreement
shall be required to enter into any arbitration proceedings related to this Agreement.
Section 20. Nondiscrimination. COUNTY and SFRPC agree that there will be no discrimination
against any person, and it is expressly understood that upon a determination by a court of competent
4
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jurisdiction that discrimination has occurred, this Agreement automatically terminates without any
further action on the part of any party, effective the date of the court order. COUNTY or SFRPC agree to
comply with all Federal and Florida statutes, and all local ordinances, as applicable, relating to
nondiscrimination. These include but are not limited to: 1)Title VI of the Civil Rights Act of 1964(PL 88-
352) which prohibits discrimination on the basis of race, color or national origin; 2) Title IX of the
Education Amendment of 1972, as amended (20 USC ss. 1681-1683, and 1685-1686), which prohibits
discrimination on the basis of sex; 3) Section 504 of the Rehabilitation Act of 1973, as amended (20 USC
s. 794), which prohibits discrimination on the basis of handicaps; 4) The Age Discrimination Act of 1975, 31
as amended (42 USC ss. 6101- 6107) which prohibits discrimination on the basis of age; 5) The Drug
Abuse Office and Treatment Act of 1972 (PL 92-255), as amended, relating to nondiscrimination on the
basis of drug abuse; 6) The Comprehensive Alcohol Abuse and Alcoholism Prevention, Treatment and
Rehabilitation Act of 1970 (PL 91-616), as amended, relating to nondiscrimination on the basis of alcohol
abuse or alcoholism; 7) The Public Health Service Act of 1912, ss. 523 and 527 (42 USC ss. 690dd-3 and 0
290ee-3), as amended, relating to confidentiality of alcohol and drug abuse patent records; 8) Title VIII
of the Civil Rights Act of 1968 (42 USC s. et seq.), as amended, relating to nondiscrimination in the sale,
rental or financing of housing; 9) The Americans with Disabilities Act of 1990 (42 USC s. 12101 Note), as U)
maybe amended from time to time, relating to nondiscrimination on the basis of disability; 10) Monroe
County Code Chapter 14, Article II, which provides prohibition against discrimination based on race,
color, sex, religion, disability, national origin, ancestry, sexual orientation, gender, identity or expression, o
familial status or age; and 11) Any other nondiscrimination provisions in any Federal or state statutes
which may apply to the parties to, or the subject matter of, this Agreement.
During the performance of this Agreement, the SFRPC, in accordance with Equal Employment
CL
Opportunity (30 Fed. Reg. 12319, 12935, 3 C.F.R. Part, 1964-1965 Comp., p. 339), as amended by
Executive Order 11375, Amending Executive Order 11246 Relating to Equal Employment
Opportunity, and implementing regulations at 41C.F.R. Part 60 (Office of Federal Contract Compliance
Programs, Equal Employment Opportunity, Department of Labor). See 2 C.F.R. Part 200, Appendix II, ¶ C,
agrees as follows:
1) The SFRPC will not discriminate against any employee or applicant for employment because of
race, color, religion, sex, sexual orientation, gender identity, or national origin. The SFRPC will take
affirmative action to ensure that applicants are employed, and that employees are treated during
employment, without regard to their race, color, religion, sex, sexual orientation, gender identity, or 0
national origin. Such action shall include, but not be limited to the following: Employment,
upgrading, demotion or transfer, recruitment or recruitment advertising; layoff or termination;
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rates of pay or other forms of compensation; and selection for training, including apprenticeship.
The SFRPC agrees to post in conspicuous places, available to employees and applicants for
employment, notices to be provided by the contracting officer setting forth the provisions of this
nondiscrimination clause.
2) The SFRPC will, in all solicitations or advertisements for employees placed by or on behalf of the
SFRPC, state that all qualified applicants will receive consideration for employment without regard
to race, color, religion, sex, sexual orientation,gender identity, or national origin.
3) The SFRPC will not discharge or in any other manner discriminate against any employee or
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applicant for employment because such employee or applicant has inquired about, discussed, or
disclosed the compensation of the employee or applicant or another employee or applicant. This
provision shall not apply to instances in which an employee who has access to the compensation
information of other employees or applicants as a part of such employee's essential job functions
discloses the compensation of such other employees or applicants to individuals who do not
otherwise have access to such information, unless such disclosure is in response to a formal
complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an
investigation conducted by the employer, or is consistent with the SFRPC's legal duty to furnish 31
information.
4) The SFRPC will send to each labor union or representative of workers with which it has a
collective bargaining agreement or other contract or understanding, a notice to be provided by the
agency contracting officer, advising the labor union or workers' representative of the SFRPC's
commitments under section 202 of Executive Order 11246 of September 24, 1965, and shall post
copies of the notice in conspicuous places available to employees and applicants for employment. U)
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5) The SFRPC will comply with all provisions of Executive Order 11246 of September 24, 1965, and U)
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of the rules, regulations, and relevant orders of the Secretary of Labor.
6) The SFRPC will furnish all information and reports required by Executive Order 11246 of
September 24, 1965, and by the rules, regulations, and orders of the Secretary of Labor, or pursuant CL
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thereto, and will permit access to his books, records, and accounts by the contracting agency and
the Secretary of Labor for purposes of investigation to ascertain compliance with such rules,
regulations, and orders.
7) In the event of the SFRPC's non-compliance with the nondiscrimination clauses of this contract
or with any of such rules, regulations, or orders, this contract may be canceled, terminated or
suspended in whole or in part and the SFRPC may be declared ineligible for further Government
contracts in accordance with procedures authorized in Executive Order 11246 of September 24,
1965, and such other sanctions may be imposed and remedies invoked as provided in Executive
0
Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as
otherwise provided by law.
8) The SFRPC will include the portion of the sentence immediately preceding paragraph (1) and the
provisions of paragraphs (1) through (7) in every subcontract or purchase order unless exempted by
rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive 0
Order 11246 of September 24, 1965, so that such provisions will be binding upon each
subcontractor or vendor. The SFRPC will take such action with respect to any subcontract or
purchase order as the administering agency may direct as a means of enforcing such provisions,
including sanctions for non-compliance; provided, however, that in the event a SFRPC becomes
involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such
direction by the administering agency the SFRPC may request the United States to enter into such
litigation to protect the interests of the United States.
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Section 21. Covenant of No Interest. COUNTY and SFRPC covenant that neither presently has any
interest, and shall not acquire any interest, which would conflict in any manner or degree with its
performance under this Agreement, and that only interest of each is to perform and receive benefits as
recited in this Agreement.
Section 22. Code of Ethics. COUNTY and SFRPC agrees that officers and employees of the COUNTY
and SFRPC recognize and will be required to comply with the standards of conduct for public officers 31
and employees as delineated in Section 112.313, Florida Statutes, regarding, but not limited to,
solicitation or acceptance of gifts; doing business with one's agency; unauthorized compensation;
misuse of public position, conflicting employment or contractual relationship; and disclosure or use of
certain information.
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Section 23. No Solicitation/Payment. The COUNTY and SFRPC warrant that, in respect to itself, it
has neither employed nor retained any company or person, other than a bona fide employee working
solely for it, to solicit or secure this Agreement and that it has not paid or agreed to pay any person,
company, corporation, individual, or firm, other than a bona fide employee working solely for it, any fee,
commission, percentage, gift, or other consideration contingent upon or resulting from the award or
making of this Agreement. For the breach or violation of the provision, the SFRPC agrees that the o
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COUNTY shall have the right to terminate this Agreement without liability and, at its discretion, to offset
from monies owed, or otherwise recover, the full amount of such fee, commission, percentage, gift, or
consideration.
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Section 24. Public Access. The COUNTY and SFRPC shall allow and permit reasonable access to, and CL
inspection of, all documents, papers, letters or other materials in its possession or under its control
subject to the provisions of Chapter 119, Florida Statutes, and made or received by the COUNTY and
SFRPC in conjunction with this Agreement; and the COUNTY shall have the right to unilaterally cancel
this Agreement upon violation of this provision by SFRPC.
Section 25. Non-Waiver of Immunity. Notwithstanding the provisions of Sec. 768.28, Florida
Statutes, the participation of the COUNTY and the SFRPC in this Agreement and the acquisition of any
commercial liability insurance coverage, self-insurance coverage, or local government liability insurance
pool coverage shall not be deemed a waiver of immunity to the extent of liability coverage, nor shall any
0
ILA entered into by the COUNTY be required to contain any provision for waiver.
Section 26. Privileges and Immunities. All of the privileges and immunities from liability,
exemptions from laws, ordinances, and rules and pensions and relief, disability, workers' compensation,
and other benefits which apply to the activity of officers, agents, or employees of any public agents or
employees of the COUNTY, when performing their respective functions under this Agreement within the 0
territorial limits of the COUNTY shall apply to the same degree and extent to the performance of such
functions and duties of such officers, agents, volunteers, or employees outside the territorial limits of
the COUNTY.
Section 27. Legal Obligations and Responsibilities. Non-Delegation of Constitutional or Statutory
Duties. This Agreement is not intended to, nor shall it be construed as, relieving any participating entity
from any obligation or responsibility imposed upon the entity by law except to the extent of actual and
timely performance thereof by any participating entity, in which case the performance may be offered
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in satisfaction of the obligation or responsibility. Further, this Agreement is not intended to, nor shall it
be construed as, authorizing the delegation of the constitutional or statutory duties of the COUNTY,
except to the extent permitted by the Florida constitution, state statute, and case law.
Section 28. Non-Reliance by Non-Parties. No person or entity shall be entitled to rely upon the
terms, or any of them, of this Agreement to enforce or attempt to enforce any third-party claim or
entitlement to or benefit of any service or program contemplated hereunder, and the COUNTY and the
SFRPC agree that neither the COUNTY nor the SFRPC or any agent, officer, or employee of either shall
have the authority to inform, counsel, or otherwise indicate that any particular individual or group of
individuals, entity or entities, have entitlements or benefits under this Agreement separate and apart,
inferior to, or superior to the community in general or for the purposes contemplated in this Agreement.
Section 29. Attestations. SFRPC agrees to execute such documents as the COUNTY may require, to 0
include a Public Entity Crime Statement, an Ethics Statement, and a Drug-Free Workplace Statement.
Section 30. No Personal Liability. No covenant or agreement contained herein shall be deemed to U)
be a covenant or agreement of any member, officer, agent or employee of Monroe County in his or her
individual capacity, and no member, officer, agent or employee of Monroe County shall be liable
personally on this Agreement or be subject to any personal liability or accountability by reason of the o
execution of this Agreement.
Section 31. Execution in Counterparts. This Agreement may be executed in any number of
counterparts, each of which shall be regarded as an original, all of which taken together shall constitute
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one and the same instrument and any of the parties hereto may execute this Agreement by signing any CL
such counterpart.
Section 32. Section Headings. Section headings have been inserted in this Agreement as a matter
of convenience of reference only, and it is agreed that such section headings are not a part of this
Agreement and will not be used in the interpretation of any provision of this Agreement.
Section 33. Indemnify/Hold Harmless. SFRPC is a state agency as defined in Chapter 768.28, Florida
Statutes, and COUNTY is a political subdivision of the State of Florida. Each agrees to be fully
responsible for acts and omissions of their agents or employees to the extent permitted by law. Nothing
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herein is intended to serve as a waiver of sovereign immunity by any party to which sovereign immunity
may be applicable. Nothing herein shall be construed as consent by a state agency or political
subdivision of the State of Florida to be sued by third parties in any matter arising out of this Agreement
or any other contract.
Section 34. E-Verify System. The SFRPC shall utilize the U.S. Department of Homeland Security's E-
Verify system to verify the employment eligibility of all new employees hired by the SFRPC during the
term of the Contract and shall expressly require any subcontractors performing work or providing
services pursuant to the Contract to likewise utilize the U.S. Department of Homeland Security's E-
Verify system to verify the employment eligibility of all new employees hired by the subcontractor
during the Contract term.
Section 35. Federal Contract Requirements. The SFRPC and its subcontractors must follow the
provisions, as applicable, as set forth in 2 C.F.R. §200.326 Contract provisions and Appendix II to 2 C.F.R.
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Part 200, as amended, including but not limited to:
Davis-Bacon Act, as amended (40 U.S.C. §§3141-3148). When required by Federal program legislation,
which includes emergency Management Preparedness Grant Program, Homeland Security Grant
Program, Nonprofit Security Grant Program, Tribal Homeland Security Grant Program, Port Security
Grant Program and Transit Security Grant Program, all prime construction contracts in excess of$2,000
awarded by non-Federal entities must comply with the Davis-Bacon Act (40 U.S.C. §§3141-3144, and
§§3146-3148) as supplemented by Department of Labor regulations (29 CFR Part 5, "Labor Standards
Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction"). In
accordance with the statute, contractors must be required to pay wages to laborers and mechanics at a
rate not less than the prevailing wages specified in a wage determination made by the Secretary of cis
Labor. In addition, contractors must be required to pay wages not less than once a week. If applicable,
the COUNTY must place a current prevailing wage determination issued by the Department of Labor in
each solicitation. The decision to award a contract or subcontract must be conditioned upon the 0
acceptance of the wage determination. The COUNTY must report all suspected or reported violations to
the Federal awarding agency. When required by Federal program legislation, which includes emergency U)
Management Preparedness Grant Program, Homeland Security Grant Program, Nonprofit Security Grant
Program, Tribal Homeland Security Grant Program, Port Security Grant Program and Transit Security
Grant Program (it does not apply to other FEMA grant and cooperative agreement programs, including
the Public Assistance Program), the contractors must also comply with the Copeland "Anti-Kickback" Act
(40 U.S.C. § 3145), as supplemented by Department of Labor regulations (29 CFR Part 3, "Contractors
and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants
from the United States"). As required by the Act, each contractor or subrecipient is prohibited from
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inducing, by any means, any person employed in the construction, completion, or repair of public work, CL
to give up any part of the compensation to which he or she is otherwise entitled. The COUNTY must <
report all suspected or reported violations to the Federal awarding agency.
(1) SFRPC.The SFRPC shall comply with 18 U.S.C. § 874,40 U.S.C. § 3145, and the requirements of 29
C.F.R. pt. 3 as may be applicable,which are incorporated by reference into this contract.
(2) Subcontracts. The SFRPC or subcontractor shall insert in any subcontracts the clause above and
such other clauses as the FEMA may by appropriate instructions require, and also a clause requiring
the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor
shall be responsible for the compliance by any subcontractor or lower tier subcontractor with all of
these contract clauses.
(3) Breach. A breach of the contract clauses above may be grounds for termination of the
contract, and for debarment as a contractor and subcontractor as provided in 29 C.F.R. § 5.12.
Contract Work Hours and Safety Standards Act (40 U.S.C. 3701-3708). Where applicable, which includes E
all FEMA grant and cooperative agreement programs, all contracts awarded by the COUNTY in excess of
$100,000 that involve the employment of mechanics or laborers must comply with 40 U.S.C.§§ 3702 and
3704, as supplemented by Department of Labor regulations (29 CFR Part 5). Under 40 U.S.C. §3702 of
the Act, each contractor must compute the wages of every mechanic and laborer on the basis of a
standard work week of 40 hours. Work in excess of the standard work week is permissible provided that
the worker is compensated at a rate of not less than one and a half times the basic rate of pay for all
hours worked in excess of 40 hours in the work week.The requirements of 40 U.S.C. 3704 are applicable
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to construction work and provide that no laborer or mechanic must be required to work in surroundings
or under working conditions which are unsanitary, hazardous or dangerous. These requirements do not
apply to the purchases of supplies or materials or articles ordinarily available on the open market, or
contracts for transportation or transmission of intelligence.
Rights to Inventions Made Under a. Contract or Agreement. If the Federal award meets the definition of
"funding agreement" under 37 CFR §401.2 (a) and the recipient or subrecipient wishes to enter into a
contract with a small business firm or nonprofit organization regarding the substitution of parties,
assignment or performance of experimental, developmental, or research work under that "funding
agreement," the recipient or subrecipient must comply with the requirements of 37 CFR Part 401, cis
"Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government
Grants, Contracts and Cooperative Agreements," and any implementing regulations issued by the
awarding agency.
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Clean Air Act 42 U.S.C. 7401-7671 and the Federal Water Pollution Control Act (33 U.S.C. 1251-1387). M
SFRPC agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean
Air Act (42 U.S.C. §§7401-7671q) and the Federal Water Pollution Control Act as amended (33 U.S.C. U)
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§§1251-1387) and will report violations to FEMA and the Regional Office of the Environmental
Protection Agency (EPA). The Clean Air Act (42 U.S.C. 7401-7671q.) and the Federal Water Pollution
Control Act (33 U.S.C. 1251-1387), as amended—applies to Contracts and subgrants of amounts in
excess of$150,000. >
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Debarment and Suspension Executive Orders 12549 and 12689)—A contract award (see 2 CFR 180.220)
must not be made to parties listed on the governmentwide exclusions in the System for Award
Management (SAM), in accordance with the OMB guidelines at 2 CFR 180 that implement Executive
Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), "Debarment
and Suspension." SAM Exclusions contains the names of parties debarred, suspended, or otherwise
excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other
than Executive Order 12549.
Bird Anti-Lobb in Amendment '1 U.S.C. 1352,— Any entity that applies or bids for an award
exceeding $100,000 must file the required certification. Each tier certifies to the tier above that it will o
not and has not used Federal appropriated funds to pay any person or organization for influencing or
attempting to influence an officer or employee of any agency, a member of Congress, officer or
employee of Congress, or an employee of a member of Congress in connection with obtaining any
Federal contract, grant or any other award covered by 31 U.S.C. 1352. Each tier must also disclose any
lobbying with non-Federal funds that takes place in connection with obtaining any Federal award. Such
disclosures are forwarded from tier to tier up to the non-Federal award.
Compliance with Procurement of recovered materials as set forth in 2 CFR § 200.322. As applicable, the
SFRPC must comply with section 6002 of the Solid Waste disposal Act, as amended, by the Resource
Conservation and Recovery Act. The requirements of Section 6002 include procuring only items
designated in guidelines of the Environmental Protection Agency (EPA) at 40 CFR part 247 that contain
the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory
level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity
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acquired during the preceding fiscal year exceeded $10,000; procuring solid waste management services
in a manner that maximizes energy and resource recovery; and establishing an affirmative procurement
program for procurement of recovered materials identified in the EPA guidelines.
Americans with Disabilities. Act of 1990 as amended ADA — The SFRPC will comply with all the
requirements as imposed by the ADA, the regulations of the Federal government issued thereunder, and
the assurance by the SFRPC pursuant thereto.
Disadvantaged Business Enterprise DBE Policy and Obligation_- It is the policy of the COUNTY that
DBEs, as defined in 49 C.F.R. Part 26, as amended, shall have the opportunity to participate in the
performance of contracts financed in whole or in part with COUNTY funds under this Agreement. The cis
DBE requirements of applicable federal and state laws and regulations apply to this Agreement. The
COUNTY and SFRPC agree to ensure that DBE's have the opportunity to participate in the performance
of this Agreement. In this regard, all recipients and contractors shall take all necessary and reasonable
steps in accordance with 2 C.F.R. § 200.321( as set forth in detail below), applicable federal and state
laws and regulations to ensure that the DBE's have the opportunity to compete for and perform
contracts. The COUNTY and the SFRPC and subcontractors shall not discriminate on the basis of race, M_
color, national origin or sex in the award and performance of contracts, entered pursuant to this
Agreement.
2 C.F.R. § 200.321 CONTRACTING WITH SMALL AND MINORITY BUSINESSES WO MEWS BUSINESS
ENTERPRISES AND LABOR SURPLUS AREA FIRMS
a. If the SFRPC, with the funds authorized by this Agreement, seeks to subcontract
goods or services, then, in accordance with 2 C.F.R. §200.321, the SFRPC shall take the following
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affirmative steps to assure that minority businesses, women's business enterprises, and labor surplus CL
area firms are used whenever ooassible. .�
b.Affirmative steps must include:
(1) Placing qualified small and minority businesses and women's business enterprises on solicitation
lists;
(2) Assuring that small and minority businesses, and women's business enterprises are solicited
whenever they are potential sources;
(3) Dividing total requirements,when economicali feasible, into smaller tasks or quantities to permit
maximum participation by small and minority businesses,and women's business enterprises;
(4) Establishing delivery schedules, where the requirement permits, which encourage participation by
small and minority businesses,and women's business enterprises;
(5) Using the services and assistance, as appropriate, of such organizations as the Small Business
Administration and the Minority Business Development Agency of the Department of
Commerce.
(6) Requiring the Prime contractor, if subcontractor are to be let, to take the affirmative steps listed
in paragraph (1)through (5) of this section.
Section 36. Uncontrollable Circumstance. Any delay or failure of either Party to perform its
obligations under this Agreement will be excused to the extent that the delay or failure was caused
directly by an event beyond such Party's control, without such Party's fault or negligence and that by its
nature could not have been foreseen by such Party or, if it could have been foreseen, was unavoidable:
(a) acts of God; (b) flood, fire, earthquake, explosion, tropical storm, hurricane or other declared
emergency in the geographic area of the Project; (c) war, invasion, hostilities (whether war is declared
or not), terrorist threats or acts, riot, or other civil unrest in the geographic area of the Project; (d)
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government order or law in the geographic area of the Project; (e) actions, embargoes, or blockades in
effect on or after the date of this Agreement; (f) action by any governmental authority prohibiting work
in the geographic area of the Project;(each, a "Uncontrollable Circumstance"). CONTRACTOR'S financial
inability to perform, changes in cost or availability of materials, components, or services, market
conditions, or supplier actions or contract disputes will not excuse performance by Contractor under
this Section. Contractor shall give County written notice within 7 days of any event or circumstance that
is reasonably likely to result in an Uncontrollable Circumstance, and the anticipated duration of such
Uncontrollable Circumstance. Contractor shall use all diligent efforts to end the Uncontrollable
Circumstance, ensure that the effects of any Uncontrollable Circumstance are minimized and resume 31
full performance under this Agreement. The County will not pay additional cost as a result of an
Uncontrollable Circumstance.The Contractor may only seek a no cost Change Order for such reasonable
time as the Owners Representative may determine.
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I
IN I S each party hereto has caused this Agreement to be executed by its duly
authorized representative.
(SEAL) BOARD OF COUNTY COMMISSIONERS
Attest: KEVIN MADOK,CLERK OF MONROE COUNTY, FLORIDA
By- By
Deputy Clerk Mayor/Chairman
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(SEAL)
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Attest:
South Florida Regional Planning Council
Isabel Cosio Carballo, MPA U)
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Tina w Title Executive Director,SFf�PC
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AiPPR()VEF)A'S TO FORM API"ROVED AS 1"0 FORM Us
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COUNTY ATT RINEY'S OFFICE SAMUEL,S.,Ot;DREN, ESQ.
MONROE COUNTY ATTORNEY General Counsel to SFRPC
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CIiRISTIAfE LMERT=BARROWS
ASSISTANT Ott ATTORNEY as
DATE
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ATTACHMENT 1
Monroe County Post-Disaster Recovery Strategy
Scope of Services and Timeline
The Monroe County Post-Disaster Recovery Strategy (PDRS) will serve as a comprehensive strategy to
guide major long-term recovery projects and priorities for the county and its municipal jurisdictions
including the cities of Key West, Marathon, Key Colony Beach, Layton and the Village of Islamorada.This
strategy will reflect the guidance and best practices provided by the State of Florida, Federal Emergency
Management Agency and the American Planning Association. This strategy will address the following �s
five priority areas for the recovery of Hurricane Irma as well as set up operational functions for future
disasters.
1. Community Planning and Capacity Building: This priority area will focus on current ongoing
community planning efforts as well as help to develop additional efforts that may be needed to
carry out PDRS objectives.
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2. Economic Recovery — Business and Tourism: Economic recovery and revitalization strategies o
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should focus on supporting the tourism economy and businesses, with full participation from
business leaders and Chambers of Commerce.
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3. Housing:This priority area will focus on ongoing workforce and affordable housing challenges in CL
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the community and build strategies for addressing the needs of residents in the post-disaster _
environment. It will also build an operational component for addressing temporary housing �3
needs in the wake of future disasters.
4. Infrastructure Systems: This priority area will focus on the opportunity to build resilience and
support economic revitalization efforts. While repair and reconstruction efforts are well on their
way, additional areas of vulnerability will be identified, along with strategies to make the
community more resilient to future disaster impacts. This may include commercial corridor
enhancement opportunities, augmenting communication system interruptions, building more
resilient water supply infrastructure and exploring alternative transportation options.
5. Finance and Administration: This priority area will focus on developing a strategy to make
needed changes to policies and procedures in the post-disaster environment, as well as
implement funding requests to support projects.
In addition, the following two areas will be captured, based on existing ongoing local efforts.
6. Natural and Cultural Resources—Environment:This priority area will focus on how to integrate
ongoing environmental and natural/cultural resource efforts and build a unified vision to
balance environmental restoration and preservation with other community interests.
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7. Health and Human Services — Unmet Human Needs: This priority area will focus on ongoing
needs to support the health and wellbeing of members of the community, especially low-
income residents and senior citizens, who experience challenges in the wake of a disaster.
Task 1: Project Management Kick-Off Meeting and Detailed Project Management Plan
The kick-off meeting will be held within 15 business days of contract execution, unless Monroe County
and the South Florida Regional Planning Council determines that scheduling conflicts with key 31
stakeholders do not allow for adequate participation. The purpose of this meeting is to discuss the
project purpose, goals, deliverables, timeline and administrative details. At this meeting, the South
Florida Regional Planning Council will detail to the Monroe County Project Management Team the
project scope and project management timeline and receive feedback from kick-off meeting participants >
on how to best proceed with the project. Monroe County will determine the membership of the Monroe
County Project Management Team. The meeting may be conducted via conference call or in-person.
Monroe County, in partnership with its municipal jurisdictions, will provide the audio communications
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technology to conduct conference calls.
Deliverables: U)
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1. Kick-Off Meeting Agenda
2. Kick-Off Meeting Summary
3. Project Management Plan
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Proposed Timeline: May 23—June 1, 2019
Task 2: Draft Summary of current local recovery plans, policies and status of disaster impacts and
recovery activities to-date in Monroe County and its municipalities cn
Within five days of the kick-off meeting, the county and municipalities will send supporting recovery
policies (including legal policies), procedures, administrative codes and after-action reports, which have
guided post-disaster recovery and redevelopment to-date in Monroe County and its municipalities. This
can include:
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1. Local comprehensive plan policies,
2. Local recovery plans,
3. Post-disaster recovery ordinances,
4. Housing strategies, and LU
5. Any other documents that the cities or counties feel are critical to include in post-disaster
recovery.
Within two-weeks of the kick-off meeting, the South Florida Regional Planning Council will prepare a
Post-Disaster Analysis that includes the following sections:
1. Executive Summary of the Post-Disaster Analysis
2. Analysis of current plans, policies and procedures which were inadequate to address post
disaster recovery and will require revision
3. A summary of disaster impacts in Monroe County and its municipalities
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4. A summary of current projects and programs that are underway to address disaster impacts.
5. A summary of remaining gaps and unmet needs
6. Recommendations for revisions to current plans and policies
Deliverables:
Post-Disaster Analysis
Proposed Timeline: June 14, 2019 31
Task 3: Post-Disaster Recovery Strategy Stakeholder Group �s
The South Florida Regional Planning Council will prepare a list of potential local and regional
stakeholders to be included in each of the five-priority area working groups. This group will include
county and municipal staff as well as other leaders in the community from the private sector and non-
profit community.
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Deliverables:
List of Post-Disaster Recovery Strategy Stakeholder Group Members U)
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Nero osed Timeline: May 29, 2019
Task 4: Draft Strategic Planning Workshop Session and Supporting Materials
The South Florida Regional Planning Council will develop workshop support materials for each of the five <
priority area work groups. The focus areas, Finance and Administration, and Environment may not result
in a separate working groups but will be supported through interagency coordination via conference
calls. The workshop materials will include a summarized version of the Post-Disaster Analysis, outline of cas
the PDRS, agenda, discussion questions and worksheets for each focus area, and an online survey
distributed in advance of the meeting. In addition, the South Florida Regional Planning Council will
prepare a detailed process agenda for the Monroe County Project Management Team that will describe
meeting objectives, format and a script on how the meeting will be ran efficiently, with full participation
of stakeholders to achieve defined meeting outcomes.
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Deliverables:
1. Process agenda
2. Outline of PDRS LU
3. Meeting agenda
Pr000sd imeliroe: May 29, 2019
Task 5:Workshop Preparation Coordination Call with Monroe County Project Management Team
The South Florida Regional Planning Council will conduct a conference call with the Monroe County
Project Management Team to ensure that the workshop will meet all project goals. At least one week in
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advance of this meeting, the South Florida Regional Planning Council will provide a copy of a detailed
process agenda to the Monroe County Project Management Team for review.
Deliverable:
1. Meeting summary
Proposed Timeline: May 29, 2019
Task 6: Strategic Planning Workshop
Based on the input received from the Monroe County Project Management Team, the South Florida (s
Regional Planning Council will finalize all meeting materials and carry out the on-site workshop with
stakeholders, as described in the process agenda. Following the meeting, the South Florida Regional
Planning Council will develop a summary of workshop outcomes to be included in the PDRS. The
workshop is currently scheduled for June 3, 2019 in Marathon, Florida.
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Deliverables:
1. Attend workshop and provide summary of workshop outcomes U)
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Proposed Timeline:June 7, 2019
Task 7: Operational Recovery Support Functions
Based on the ad hoc structure that was formed post-Hurricane Irma and guidance from FEMA's NationalCL
Disaster Recovery Framework, the South Florida Regional Planning Council will develop operational .�
recovery support functions (RSF) for Monroe County to be implemented in future disasters. This will
memorialize the roles and responsibilities that many individuals played in the wake of Hurricane Irma, as
well as build in best practices from FEMA's National Disaster Recovery Framework.
Deliverables:
1. Draft Operational Recovery Support Functions with roles and responsibilities defined,.
Proposed Timeline July 19, 2019 0
Task 8: Workshop Preparation Coordination Call with Monroe County Project Management Team and
Proposed RSF leads
At least one week in advance of this conference call, Monroe County will distribute the Draft LU
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Operational Recovery Support Functions to all proposed RSF leads for review and consideration. The 0
South Florida Regional Planning Council will then lead a conference call discussion to get buy-in from
participants and solidify roles and responsibilities.
Deliverables:
1. Meeting Summary
Proposed Timeline:July 26, 2019
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Task 9: Operational Recovery Support Functions Workshop
The South Florida Regional Planning Council will facilitate a workshop with all RSF leads and RSF
participants to describe roles and responsibilities in the post-disaster environment. This is meant to
serve as an opportunity to introduce the way that this group can interact with the state and federal
recovery support functions as well as allow all RSFs to understand how their role fits into the bigger
picture of long-term recovery.
Deliverables
1. Summary of workshop outcomes cis
Proposed Timeline: August 9, 2019
Task 10: Draft Post-Disaster Recovery Strategy
Based on the outline developed earlier in the project, along with the Post-Disaster Analysis and
feedback from the strategic planning session and Operational Recovery Support Functions, the South
Florida Regional Planning Council will prepare the final Post-Disaster Recovery Strategy. This will include
a detailed, prioritized list of site-specific projects, which will expedite recovery in Monroe County as well
as a series of graphic tools to clearly and simply communicate the project priorities to a larger audience.
For each project, the South Florida Regional Planning Council will develop implementation strategies
including funding recommendations, if needed, as well as potential partners and an analysis of
regulatory, political and environmental challenges. The plan will be developed in draft form for review CL
by all stakeholders and final approval by the Monroe County Board of County Commissioners and its .�
municipalities.
Deliverables;
1. Draft Monroe County Post-Disaster Recovery Strategy in Word and PDF format.
2. Presentation of the Draft Plan to the PDRS Stakeholder followed by a presentation to the
Monroe County Commission
3. Finalization of Plan
0
roused Timeline:October 31, 2019
Print PDRP: The South Florida Regional Planning Council will reserve funding for professional printing of
x
an estimated 200 bound final Post-Disaster Recovery Strategies that are color, two-sided and up to 100 LU
pages in length.
In person meetings, as coordinated by the Count : Consultant will attend in person meetings before the
public, special interest groups, Board of County Commissioners or other groups, as coordinated by the
County, for all tasks included in this phase for$2000 per meeting per person.
The total fee for travel shall not exceed $8,000.00
18
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ATTACHMENT 2
Task Delivery and Payment Schedule
This is a fee/deliverables-based contract:
Elm
uiW ,
Task 1: Project Management Kick-Off Meeting and Detailed Project May 23—June 1, $4,535.00
n 2019
Management PIa�...—mwmw.....-.__ _ �_-_d-_-----
Task 2: Summary of current local recovery plans, policies and status of $15,040.00
disaster impacts and recovery activities to-date in its municipalities June 14,2019 _
Task 3: Post-Disaster Recovery Strategy Stakeholder Group May 29, 2019 $2,625.00 0
.... ..........er g g_._.....�.__.. .....p....... ......� pp g �,.. $5,490.00..
Task 4: Draft Strategic Planning Workshop Session and Su ortin
.Materials May 29, 2019
Task 5: Workshop Preparation Coordi
nation Call with Monroe County $1,�910.00
Project6: anagement May 29, 2019 T
Team Workshop (scheduled ) June 00
Task 6: Strategic Planning Wo June 3, 2019 ne 7.. ........ .��........��....2019 $..._�....._.._..........�_ 6 �
Task 7: Operational Recovery Support Functions July 19, 2019 $4,535.00 0
� ... ............... ....- ,, ......�.�.�.....��............................._.-............................................ ...�__aa_- a
Task 8: Workshop Preparation Coordination Call with Monroe County $1,885.00
Project Management Team and Proposed RSF Leads July 26, 2019
Task 9: Operational Recovery Support Functions Workshop... LL4 _
.. _- ........ ... ...
p August 9 2019 $6,365.00 0
Task 10: Draft Post-Disaster Recovery Strategy w No later than $14,950.00
CL
October 31, 2019
CL
...... - .__....__
�._. .� _._.......
SUBTOTAL $67 600.00
Estimated
.�.. ��_ .... ....wm ___ .�...�,_�m. ............ � �3
Estimated Graphics Support/Print/Deliver of 200 bound copies As incurred $4 0
__
5
Travel .............................................- Asmcurred_ .-w�_....._�......��� ......00.00.... �
Miscellaneous ** As incurred $900.00 0
Resources in these lines may be used in similar) starred lines- - - -�
** � Y Y to
address shortfalls if needed.
....._... _. .......................
TOTAL $80,000.00
—._...—..........
_ ............._............... _. _ a�
0
0
0
0
0
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r� BOARD Off"COUNTY T"'Y' COMMISSIONERSCounty of Monroe Mayor Sylvia J. Murphy, District 5
The Florida Keys Mayor Pro I'em I)ann,v Kolhage, District I
a, `fan "v1ir.Erv.k Coldirrrnr. District 2
ifeatho ( ,rrruah rs, D. mrra.t 3
April) 2, 20 19
H. Philip Paradice, Jr., Regional Director 31
Atlanta Regional Office
Economic Development Administration
401 "west Peachtree Street„ NW, Suite 1820
Atlanta, Georgia 303 8-3819 �
0
RE: Award 04-891-07349, Financial Assistance Award �
Gear Mr. P'ar d'ice'q U)
M
A
Monroe County is hereby requesting approval to partner with the South Florida Regional Planning)
Council (SFRPC) to draft the Post Disaster Recovery Strategy (Pl3RS) for Monroe County which its
funcled through this grant. Section 186.505, Florida Statutes„ provides that the SFRPC may enter
into contracts to provide, at costs such services related to its responsibilities as may be requested �
by local governments or organizations within the region and which the SFRPC finds feasible to �
perform,
0
The SFRPC is Monroe County's "Planning Organization," receiving annual EDA planning funding
to develop a Comprehensive Economic Development Strategy (CEDS) for the district and to carry
out a (program of planning and technical assistance for member local) governments in creating
and/or retainiing jobs. The SFRPC has specialized knowledge in all elements of the local
governmient, community, and economy that are vital to this project.
The Economic Recovery of Euisiness and Tourism Section of the Disaster Recovery Strategy its the
essential component that binds all other components including housing, infrastructure,
environment, and human needs, With this specialized expertise, the SFRPC is closely aligned
with the goals and objectives of this, project.
0
�s
Monroe County, hereby, request approval from EDA to allow a non-competitiive inter-Vocal)
agreement to be entered) into and executed) with the SFRPC to complete the Scope of Work which
was funded through this grant agreement. Please notify me if additional information is needed.
Sincerely„ E
f �
Helene VetltieringtcrnA El
Disaster Recovery erector
Monroe County Regionia9 Service Center
2798 Overseas Highway
Marathon, Florida 3393
Mcbule; 305 04 30,36
Email: Wet eringto -Helene@MonroeCounty-FlL. ov
C Gregory Vaday, AICP, EDA Representative
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�� BOARD OF COUNTY COMMISSIONERS
County of Monroe °l Mayor Sylvia J.Murphy,District 5
The Florida Keys Mayor Pro TernDanny L.Kolhage,District 1
�f Michelle Coldiron,District 2
Heather Carruthers,District 3
David Rice,District 4
April 2, 2019
H. Philip Paradice, Jr., Regional Director
Atlanta Regional Office
Economic Development Administration
401 West Peachtree Street, NW, Suite 1820
Atlanta, Georgia 30308-3510
0
RE: Award # 04-69-07349, Financial Assistance Award
Dear Mr. Paradice; U)
A
Monroe County is hereby requesting approval to partner with the South Florida Regional Planning
Council (SFRPC) to draft the Post Disaster Recovery Strategy (PDRS) for Monroe County which is
funded through this grant. Section 186.505, Florida Statutes, provides that the SFRPC may enter a.
into contracts to provide, at cost, such services related to its responsibilities as may be requested
by local governments or organizations within the region and which the SFRPC finds feasible to
perform.
0
The SFRPC is Monroe County's "Planning Organization," receiving annual EDA planning funding
to develop a Comprehensive Economic Development Strategy (CEDS) for the District and to carry U
out a program of planning and technical assistance for member local governments in creating a.
and/or retaining jobs. The SFRPC has specialized knowledge in all elements of the local U_
government, community, and economy that are vital to this project.
The Economic Recovery of Business and Tourism Section of the Disaster Recovery Strategy is the
essential component that binds all other components including housing, infrastructure,
environment, and human needs. With this specialized expertise, the SFRPC is closely aligned
with the goals and objectives of this project.
0
Monroe County, hereby, requests approval from EDA to allow a non-competitive inter-local
agreement to be entered into and executed with the SFRPC to complete the Scope of Work which
was funded through this grant agreement. Please notify me if additional information is needed.
LU
Sincerely, E
Helene Wetherington, EM
Disaster Recovery Director
Monroe County Regional Service Center
2798 Overseas Highway
Marathon, Florida 33050
Mobile: 305 504 3036
Email:Wetherington-Helene@MonroeCounty-FL.Gov
C Gregory Vaday, AICP, EDA Representative
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UNITED STATES DEPARTMENT OF COMMERCE
w 1 Economic Development Administration
Atlanta Regional Office
der r to 1 B20
401 v us C Per arrca iti s.e fit, , r\l,'VV.
t!aauntaa, Georgia 303aw B-w 51011
tra rcprlV, r'cdc"u loa
Invcsoracrrt No, ttl 4-dart-ttd7.,49
Ms. Ilcicrac wedierington
D7 saaster" ltcs om cry Director 1
Wyca G:crtaaty 4
1 100 usrrwrnta.rrr sta•ccq' �
Dear Nads. Wc°tharrirrgtmv
ca
I am pleased to Wdisrrru you Or the d.tcprmaracrrt Wcraarracrccr',as F`cwsruaarrric DeveIrrprraacrrt Achxrirrastration
d 1,-DA) has approved ved your apirliL.16 uru 1'or.a S80,000 l;l:tA irrvesur eni to 5iu{rpon be rwomlrlettikon of at 14st GNrrmer" a�
1 dN b 1 , 0J
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e)
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c•aarrclrtrcrrrs of the °awmd slrsrwalcd be in dicarcd h� thy° sraauraatt N 01)Otur p tirrcrla;ad official sata each of"the Qned copies 0
oftd e f puaa ncral As,dsrarwe W.aral. On sap"the nccule d ccap ks Awrrulsd be returned to 11 Pinlip 1'ar.«aedicc, Jr., �
Rc-raruraal Director-, Alhuntu 1pawwri onicc, I ccrrromic° d. eelcrprrracrut Administration,401 West Peachtree Street, M
KMA Sta W 18M, MKIN, G,resar Q 30308-3510. If mart Qw d autrr„1 oc°ttur"tacad wwuthhi 30 alga s ofrcccipatt, Ii A raaav C1
ciccd;are t8ac ,^aresaml null aar d "daausd, �
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Plcat,c do mart Me attq ¢:rarrrorruAnwcwats in rcdrautcc ssru tlpE aucsartd aartutt acrua have carcl`utlly reviewed and
accepted the tcrrns un d con dborry A, ct'auxamutrracwrrs cmcrccd irno par oir to cahralnrutaap the aprparovv ad of'El:A in �
accOralaurocc aaith rt�S, NL1Lik1IiW'P,,' md rcapruurcruacarts as H be,at corn'own risk. �
O h rwcda prrwrrrpertitran rtmatkm arrcd
csrrrrprctotualc nes,,wrprrcpraawrir g �.rrrc°rrkaru rperrvdrs: N t'urorsrasragrrr�tdrr�aorclpsrrccp�ss rrr be wacrw•pclrti idc eccawacrri , lwl:A iraalrltrtracrtrtts
tVrrsa ruruskwi l.ur rrrakhg ,tr•aGc;^w irascsttmems W Be nation's rasa ccsMermtdc°aapl; sdusuvsscrrd carmmuaraiuics that
cwwouraage prraaaW sccrsW Csaldaakr(rraatAI arrcl crc;rtptrrr a ad`hylhcr-asf;ild hwglwr "age ON. El"A irrvcstrtresats me rcaraah.s
cd6w n c°rrubmcrrag,the° prraox0les of rec°lrnol+rg aal innovatican entrc°prrcraccurshrpr and regional develarlrra eat. �
I shaarc ycr w cspaccrataons rcam.araAWg dw irrtgmo of°this rrrwc~wrrtiaem and look for"arcd io mansion kith you taa
man aw covrrwrrAL kaclqaurraarrt rracad, srd`gvtar ccrrrrrruwrQ�. c
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dm iccrcly
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If. Pda AP Paracduce. dr.
Reg'r rraaud D rector E
1�nc;lw,warc^s: l`cren CD 450 I hlam'iaal Assi"u rwc Acaaarcd (2) �
Attachurrcrrt ,1 Depraarrrt em srfti.°crsarruac°mc k"urr6arrcuarll Wwaame MAW Aws
and 4'on ditions, &a wd Octoa,,rc°r 9, 0r 8
ttaihrrucrrt dt `~rprcck'4u /'Waard Conditions
Attachment u: - l.drroe Ittrrd'�Ql lrca-ru
tttlt) 1"ra,Md ANklarcrau:ss I'r�alitruurag,
ACC Vcrrrs,�daar w;CCHarracra.rUs Paaswaactrt Enroiln'tent Forra°a
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Packet Pg. 1278
FORNI CD-450 U.S. DEPARTMENT OF COMMERCE (REV +01 l 2 GRANT 13COOPERATIVEAGREEMIENT
FEDERAL AWARD ID NUER
FINIAA NCI AL AS Z"50 STAN%C*E AWARD .........-..-
MB
04-691-07349
RECIPIENT NAME PERIOD OF PERFORMANCE
Monroe County 12�mn";s after date of EDA approval
STREET ADDRESS FEDERAL SHARE OF COST
1100 Simonton Street 80,006-,Fb
�CITY,STATE,ZW CODE W—FCIMENr SHARE OF COST
Key West,FL 33040-5714 2�OW60 >
0
Atithor" TOTAL ES TI MATED COST
...........
Public Works&Econornic Development Act of 1965,as amended(42 U,S,C, 3121,cf.Seq $ 100,000.00
CIFOA NO,AND NAME U)
.0
11.307 Economic Adjustrivent Program
PROJECT TITLE U)
0
Post Disaster Recovery Strategy
...........
This Award docurruInt iForhi CD-45101N sag nerd by ffie Grards Officer conslItutes ware obligatiion of FeneraI funding.By signing this Form CD450,the
Recipient agrees to comply with the Award provisions,chocked below and allached Upon acceptance by the,Reciprent,the Form CD-450 must be
signed by an authorized representative o,f the Recipient and returned to the Grants Officer,if not signed and returned without rnochfication by the
Reciprent within 30 days of receipt,the Grants Officer may unhaterany withdraw this offer and de-obligate the funds 0-
91
........... ......
ED DEPARTMENT OF COMMERCE FINANCIAL ASSISTANCE STANDARD TERMS AND CONDITIONS(09 October'20181(Attachment.A)
0 R&D AWARD
0 FEDERAL-WiDE RESEARCH TERMS AND,CONDGTIONS,AS ADOPTED BY THE DEPT.OF COMMERCE I U-
Eli SPECIAL AWARD CONDITIONS(See Atlachnient 8),
1E UNIE,ITEM BUDGET(See Attachment Cy
[R] 2 CFR PART 200,UNIFORM ADMINISTRATIVE REQUIREMENTS,COST PRINCIPLES AND AUDIT REQUIREMENTS AS ADOPTED
PURSUANT TO 2 CFR§1327.101
563 48 CFR PART 31,CONTRACT COST PWNCiPLES,ANIL)PROCECRJRES
0
0 MULTI-YEAR AWARD:(PLEASE SEE THE MULTI-YEAR SPECIAL AWARD CONIDITION,
I OTHER(S)!
x
........... W
..........
DATE
ISIGNATURE OF DEPARTMENT OF COMMERCE GRANTS OFFICER
——--------—--R.Philip Paradice,Jlr,, Director,Atlanta Re
PRINTED NAME PRINTED TI TLE,AND SIGNATURE OF AUTHORIZED RECIP11 EN T OFFICIAL DATE
lBorman Gastesi,County Administrator,Monroe Coun
Packet Pg. 1279
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Attachment B
U.S, DEPARTMENT OF COMMERCE
Economic Development Administration
SPECIFIC AWARD CONDITIONS
Recipient: Monroe County
1100 Simonton Street
Key West, Florida 330�40-5714
Award No.: 04-69-07349
1. PROJECT: This investment supports the development of a comprehensive Post Disaster Recovery
Strategy (PDRS)for Monroe County. The goal of the PDRS is to help Monroe County buiid a stronger, >
0
safer and resilient community post Hurricane InTia,
2. PROJECT DEVELOPMENT TIME SCHI:ED ULE:The Recipient agrees to the following Project
U)
development tirne schedule: AM
a
Time aflowed in IFinanciall Assistance Award after IEDA Award daite:
U)
0
Award Period ..... .... ... ....... ......--.......—.—...... 12 moriths
Project Closeout - All Project closeout documents including,the final financial information and
any required program, reports shall be submitted to the Government not more than 90 days
0
after the date the Recipient accepts the completed project form the contractor(s),
CL
CL
The Recipient shall pursue diligenfly the clevOlopirnent of the Project so as to ensure compietion
within this time schedule. Moreover, the Recipient shall notify the Government in writing of any
event which, could delay substantially the achievernent of the Project within the prescribed time
u-
limits. The Recipient further acknowledges that faiiUre to meet the devOopment time schedule (n
may result in the Governaient's taking action to terminate the Award in accordance with the
regulations set forth at 2 CFR § 200,33,8,
3. PROCUREMENT:The Recipient agrees that all procurement transactions shall be in accordance with
Department of Commerce Regulations at 2 CFR § 200.317,
0
4, GRANT ADMIIINIISTRATOR:The Grant Administrator for the Project is:
H. Philip Paradice,Jr,
Director, Atlanta Region x
LU
Economic Development Administration
E
5, The FEDERAL PROGRAM OFFICER is responsible for the programmatic, technical, and/or scientific
aspects of this Award:
Lee H. Mertins
Area Director
Econornic Development Administration
Atlanta, Regional' Office
(404) 730-3015
Irnertins_ 0 y
Olt_g_Lp
-----------
Award # 04-69-07349 Page 1
Packet Pg. 1280
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6. The PROJECT OFFICER is responsible for administrative coordination and liaison with the Recipient,
This individual receives appropriate material from the Recipient for administrative processing. The
Program Officer's narne, address, telephone number, and er'nail address are:�
Joy Wilkins
Program Analyst
Economic Development Adrnklistration
401 West Peachtree Street, NW, Suite 1820,
Atlanta, Georgia 30308-3510 31
404-730-3,017
Lw Q_v
7. AWARD DISBURSEMENTS: Reimbuirs,able basis onily: EDA will make Award payments using the
0
Department of Treasury's,Automated Standard Application for Payments (ASAP) system. The
recipient is required to furnish documentation as reqUlred by ASAP including but not limited to
Recipient and Requestor Identification Numbers. Complete information concerning the ASAP systern
rilay be obtained by visiting www,flns,treas.gpv U)
The "Request for Reimbursement" (SF-270) is used to request payment, wMch will be approved by U)
0
the Project Officer, Please note that disbursements cannot be processed until the attached Standard
Form 3881, AGH Vendor/Miscellaneous Payment Enrollment Form is completed and returned. The
form must be cornpleted by the respective parties (EDA, Recipient Bank, and Recipient). A new form
is required for each Award. Return the completed form with, the executed Awaird documents to this >
0
Project Officer at Economic Development Administration, 4011 West Peachtree Street, N.W,, Suite CL
CL
1820, Atlanta, Georgia 30308-3510.
& REAFFIR '1ATIONI OF APPLICATION: Recipients) acknowledges that Recipient's application for this
Award may have been submitted to the Government and signed by Recipient(s), or by an authorized U_
(n
representative of Recipient, electronically, Regardless of the means by which Recipienit(s), submitted
its application to the Government or whether Recipient or an authorized representative of Recipient
submitted its application to the Government, Recipient(s) hereby reaffirms and state that a.)all data
in said application and documents submitted with the application are true and correct as of the date
of this Award! and were true and correct as of the,date of said submission, b.) said application was as
of the date of this Award and as of the date of said application duly authorized as required by local 0
law by the governing body of the Recipient(s)and c.) Recipient(s) confirms that it will comply with
the Assurances and, Certifications submittecl with, or attached to, said application, The term
application" includes all clOCUmentaflon and any information provided to the Government as part
of, and in furtherance to, the request for funding, illCkiding submissions madle in response to X
LU
information requested by the Government after submission of the initial application.
E
9. RECIPIENT'S DUTY TO REFRAIN FROM EMPLOYING CERTAIN GOVERNMENT EMPLOYEES: For the
two-year period beginning on the date the Government executes this Award, the Recipient(s) agrees
that it will not employ, offer any office or employment to, or retain for professional services any
person who, on the date the Government executes this Award or wfthin the one-year period ending
on that date:
a. Served as an officer, attorney, agent, or employee, of the Government; and
b. Occupied a position or engaged in acti0ties that the Assistant Secretary determines
involved discretion with respect to the Award of investment Assistance under PWEDA.
...........
Award # 04-69-07349 Page 2
Packet Pg. 1281
The two-year pe6od and associaited restrictions referenced above also shaH apply beginning on the
date the Government executes airy cost amendment to this Award that provides additional funds to
the Rec#ent(s),
10. FREEDOM OF INFORMATION ACT (FOIA): EDA is responsible for meeting its Freedom of Information
Act (Ft IA) (S U S,C, § 522) responsibilities for iits records, DO C regulations at 15 CFR Part 4 set forth
the requirements and procedUres, that EIDA mLJSt f0HOW irl order to make the requested nrater'W,
information, and records pubiicly available. Unless prohibilted by law and to the extent required
under the FOIA, contents of applications and other information submitted by applicants rnay be 31
as
released in response to a FOiA request. Appiiicants should be aware that EDA may make certain
application information publiciy available, Accordingly, the apiplicaint should notify EDA if it believes
any application information to be confidential.
0
11. SCOPE OF WORK: Recipient(s) agrees to undertake, prosecute and corriplete the Scope of Work
(SOW) for this Project funded by this Award which SOW is approved and aigreed to by the
Gov,ernn"ient as subsequently arriended in rnUtUaily agreed upon written change order(s) and/or
U)
SOW arnendr7ient(s), if any, The SOW shell be as set forth and described in a,.) the application
suibmitted by Recipient(s) and/or Recipient's authorized representative(s)to the Government for
this Award together wnth b.) aH enclosures„ materials, dOCUrrients aind other submittals U)
0
accornpanying a!nd supporting the apphicatrion, c.) aH additional materials, docuriients and/or
correspondence requested by the Governrnent and SUlDn'i4ted by Recipient(s) and/or Recipient's
authorized representative(s) in support and furtherance of the apphcation and d.) such change(s)
arid/or SOW amendments, if any, requested in writing by the Recipient(s) and/or Recipient's >
0
authorized representative subsequent to the date of this Award and approved and agreed to in CL
CL
writing by the Government. To the extent such additronall materials, documents anid/or <
correspondence amends and/or clar4iies the apphcation, such arriendment or clarification shall be
controlling. it is agreed thiat the Recipuent(s) and Government intend that.the SOW describes a
discrete, detaked arid) specific project, that is funded anc.1 au 0,iorized by this Award and to that end U_
the, application and the above described additional information shall be faiirly construed to arid shall
describe the SOW. As more particularly described in the item B-2 of the ED-90 O of the grantee's
applicatuon,
12. REFUND CHECKS, INTEREST OR UN,U'SED FUNDS: Treasury has given the FDA two options for having
payments deposited to Our account with it: 0
The first one is Pay.Gov. This option allows the payee to pay EDA through the Internet, The
payee will have the option to rnake a one-tir'ne payrnent or to, set Lip an account to make regular
X
payments. W
The second option is Paper Check conversi,on, All checks must identify on their face the narne of E
thie DOD agency funding the award, award number, and no more than a two-word description 'to
identify the reason for the refUnd or check, A copy of the check should be provided to the
Federal Project Officer. This option aiiolws the payee to send a check to NOAA's accounting
office, who processes EDA's accounting functuoris at the fokowing address: U1 S. Department of
CWTir'nerce, Natior4 Oceanic and Atom iosphe6c Adrninistral on, Finance Office, AOD, EDA Grants,
20020 Century Bioulevard, Germantown, MD 20874,, The aCCOLAFIthIg staff will scan the checks in
encrypted file to the Federal Reserve Bank, and the funds will be deposited in EDA's accourit,
While this process wiH not Ible an issue with rnost payees who are corporations, it could be an,
issue for individuals, sending EDA funds. Please snake note of the following.
Award # 04-69-07349 Page 3
Packet Pg. 1282
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Niotice to Customers Making Payrnent by Check
lf you send Et A a check, it will be converted into an electronic funds transfer by copying your
chock arid using the account information on, it.to electronically debit your account for the
arTIOU11t of the check. The det)it forrii your account wifl usuialiy occur within 24 hours and will
appear on your regular account staterrient.
You wM ri(.,)t receive your originai check baick. YOUr original check will be destroyed, but a copy
of it wiil be maintajned Yr) our Office, if the EFT canriot Ibe processed for techniicai reasons, the
copy will be processed in place of the origir4i cheick, if the EFT cannot be complieted because of
insufficient funds, we wid charge you a one-firne fee of$2S 00, which will be icoliected by EFT,
as
13. WASTE, FRAUD AND ABA USE: Consistent with 2 CFR part 200, Recipient pleirsonnel responsible for
managing the Recipient's finances and overseeing any contractors, SUb-contractors or sub-grantees„
will corriplete the training PowierP&int entifled "Complia rice with EDA Disaster Assistance Program,
Requirements" and return the signed Certificate of Trairiing Cornpletion (page 381 to EDA along with
the signed CD-450 with4) 30 days of receipt
U)
0
Further, Rebpient w0i rnoifltor award activities for COMMOru fraud schernes, Such as:
• false claims for rnateriais arid Nabor',
0
• bribes reiaited to the acquisition of vnaterWs and labor, 91
91
• product substitution,
U_
• fl`IiSMarklng or rnisiabefing on prodUcts and rnaterWs, and
as
• time and rrvaterWs overcharging.
Should Recipient detect any suspi6ous activity, Recipient Mi contact EDA staff listed above and the
Office of lnspector General, as Hndicated at _s ,. as soon as possible. 0
14. IN-KIND CONFIRMATIOW No hater than fifteen (15) days prior to submerging a Finali Disbursement
Request, the Recipient agrees to: provide ,a final accounting of the in-kind match showing a
x
[,)reakdown of expenses rncYuding hours per, individual and hourly rates, The Government Mil have W
the right to seek addition,al back-up iJjforr 4i
mation for ail in-O)d statements provided by the Recipient.
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Award fh 04-69-017349 Page 4
Packet Pg. 1283
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Attachment C
Line Item Budget
Monroe County
04-69-07349
Personnel $20,000
Fringe Benefits
Travel
Supplies
Contractual $80,000
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Total $100,000
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Monroe County Post-Disaster Recovery Strategy 2019
The Monroe County Post-Disaster Recovery Strategy was funded through a grant from
the Economic Development Administration (EDA Grant 04-79-07268). The South Florida
Regional Planning Council and OVID Solutions provided support to Monroe County for
the development of this strategy.
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Monroe County Post-Disaster Recovery Strategy 2019
Monroe County
Post-Disaster Recovery Strategy (D
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Acknowledgments..................................................................................................................................1
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Executive Summa 4 as
ry................................................................................................................................
Introduction...............................................................................................................................................5
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Howto Use this Plan ................................................................................................................................6
Hurricane Irma Impacts to Monroe County.....................................................................................7
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HousingImpacts........................................................................................................................................7
EconomicImpacts.....................................................................................................................................7
InfrastructureImpacts..............................................................................................................................8
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Community Planning and Administration Capacity Impacts....................................................................8
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Environmental and Natural Resource Impacts.........................................................................................9
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Long-term Recovery Goals and Strategies....................................................................................10
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Background.............................................................................................................................................10
Infrastructure Projects...........................................................................................................................12
Critical Facilities Projects ........................................................................................................................12
Road Elevation, Relocation, Bridge Replacement,Stormwater Improvement Projects ........................14
Shoreline Protection Projects.................................................................................................................16
Potable Water and Wastewater Grid Improvement Projects ................................................................17
HistoricBuilding Projects........................................................................................................................18
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Power Grid and Utilities Projects............................................................................................................18
Natural Mitigation Feature Projects.......................................................................................................18 0
Economic Development Projects......................................................................................................20
Marina, Breakwater, Boat Ramp and Park Improvement Projects ........................................................20 0
Business Corridor Improvements ...........................................................................................................20
Transportation, Shuttle Service Improvements......................................................................................21
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WorkforceDevelopment ........................................................................................................................21
HousingProjects.....................................................................................................................................22
NewWorkforce Housing.........................................................................................................................22
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Monroe County Post-Disaster Recovery Strategy 2019
ResidentialWind Retrofits......................................................................................................................22
Residential Elevation Projects (Flood Retrofits) .....................................................................................22
Mobile Home Park Acquisition Projects .................................................................................................22
Residential Demolition and Greenspace Projects...................................................................................23
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ImplementationStrategy.....................................................................................................................24
Overview.................................................................................................................................................24
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Capacity to Support Implementation .....................................................................................................26
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OPERATIONATIONAL LONG-TERM RECOVERY STRATEGY.............................................................27
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Overview of Long-term Recovery...........................................................................................................27
Roles of Government in Long-term Recovery.........................................................................................27
Transition to Long-term Recovery..........................................................................................................27
Monroe County Recovery Long-term Recovery Organization.................................................31
Monroe County Recovery Support Teams..............................................................................................31
Local Disaster Recovery Coordination and Administration.......................................................32
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Long-term Community Recovery Planning....................................................................................34
Long-term Housing Recovery.............................................................................................................43
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Long-term Economic and Business Recovery...............................................................................48
Long-term Financial Administration..................................................................................................51 i
Long-term Infrastructure and Public Facilities Management....................................................55
Long-term Infrastructure and Public Facilities Project Management Team........................................55
Long-term Environmental Restoration..............................................................................................58
Long-term Health and Social Services Support.............................................................................63
Funding to Support Infrastructure and Public Facilities Recovery Projects ...........................70
Funding to Support Housing Recovery ............................................................................................81
Appendix A: Hurricane Irma Completed Projects.......................................................................84
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Completed and Ongoing Projects to Address Housing Needs................................................................84 as
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Completed and Ongoing Projects to Address Economic Recovery Needs .............................................86
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Completed and Ongoing Projects to Address Finance and Administration ...........................................87
Completed and Ongoing Projects to Natural and Cultural Resource Needs..........................................88 as
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Completed and Ongoing Projects to Address Health and Human Services............................................93
Appendix B: Long-term Disaster Recovery Organizational Chart...........................................96
Appendix C: Ordinances Adopted Post-Hurricane Irma...........................................................97
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Monroe County Post-Disaster Recovery Strategy 2019
IIIWIIIIIIII ° iiiSunrunriary
On September 10, 2017, Hurricane Irma struck the Florida Keys as a category four hurricane bringing
devastating winds and coastal flooding to Monroe County. While no part of the island chain was spared,
the Middle and Lower Keys were hit the hardest. Over two years later, the island chain continues to
recover and rebuild following Hurricane Irma.The Monroe County Post-Disaster Recovery Strategy
(PDRS) is intended to guide long-term recovery and resilience efforts following this storm and help the
community learn from its experiences from this event to prepare for the future.
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Hurricane Irma brought to reality the vulnerability of this island chain. When the debris was cleared,
homes built to new codes to withstand wind impacts stood as a shining example of wind mitigation in
action and a sound investment. However,the Keys communities also understand that impacts from
flooding could have been much worse. As the Florida Keys plans for the future, it will be important to
consider not only current flooding vulnerability but how these vulnerabilities can be further exacerbated
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by sea-level rise. As a national treasure and significant contributor to the economy of the entire state,
the future environmental and economic health of this designated Area of Critical State Concern (ACSC) is
forever linked to resiliency. With plans and policies in place that evaluate the long-term needs of critical
facilities and strategies for mitigation, the Florida Keys would like to become the national model for
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long-term and holistic flood adaptation in island communities. Recognizing the unique vulnerability of
the Keys and impacts from Hurricane Irma,the communities request a set-aside of$150 million in
funding in the forthcoming Community Development Block Grant- Mitigation Action Plan that
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establishes the Monroe County Flood Mitigation and Sea Level Rise Resiliency Program.
To demonstrate the commitment of the Keys Communities to future resiliency,this plan also outlines a 04
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clear structure for long-term recovery in the event of future disasters.The Monroe County PDRS draws
from the many lessons learned from Hurricane Irma to create defined roles and responsibilities in the
form of a guide for future staff who must pick up the pieces of their community and rebuild again in the
future.This plan includes roles and responsibilities for long-term recovery, including:
■ Community Recovery Planning,
■ Housing Recovery,
■ Economic and Business Recovery,
■ Financial Administration, L
■ Infrastructure and Public Facility Project Management,
■ Environmental Restoration, and o
■ Health and Social Services Recovery.
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Through this proposal to build a more resilient Keys, one that recognizes future vulnerabilities and the o
documents lessons learned from Hurricane Irma, Monroe County, and its municipalities are
demonstrating a clear commitment to prepare for the future and plan to remain a national treasure for as
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generations to come.
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Monroe County Post-Disaster Recovery Strategy 2019
Overview
On September 10, 2017, Hurricane Irma struck
the Florida Keys as a category four hurricane, '
bringing devastating winds and coastal flooding .
to Monroe County.While no part of the island
chain was spared,the Middle and Lower Keys �� �'r.. >
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were hit the hardest. Over two years later,the „ / as
island chain continues to recover and rebuild <
following Hurricane Irma.Through this strategy,
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Monroe County and its municipalities including ��"' 24
Key West, Marathon, Key Colony Beach, Layton
and the Village of Islamorada has developed a ° 0
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comprehensive guide for major long-term
recovery projects and priorities.
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The Monroe Countywide Post-Disaster Recovery Strategy identifies goals, strategies, and projects for
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redevelopment following Hurricane Irma.The plan identifies opportunities to take actions that can make
Monroe County an even better place to live,visit, and own or locate a business. With a full range of
federal, state, non-profit, and philanthropic dollars currently available to this disaster devastated region,
this plan will provide a community-wide, unified,vision for a safer, more resilient Florida Keys. 04
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Further, building upon lessons learned from Hurricane Irma, this plan documents successful best
practices for operationalizing recovery during the next disaster, consistent with the National Disaster
Recovery Framework.This plan is meant to serve as a guide for staff on broad issues that they will likely
face and how to secure navigate funding resources available after a major event.
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Monroe County Post-Disaster Recovery Strategy 2019
Illlh°° � ° III it IINIII II I
The Monroe County Post-Disaster Recovery Strategy is
meant to be used to guide recovery efforts for years to
come following Hurricane Irma, as well as capture mm,
lessons learned to apply next time the County faces a
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disaster.This plan captures a lot of information and can m
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be used in many ways to support current and future G
recovery. Here are some ideas: . m
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This plan contains a high-level summary of the impacts
of Hurricane Irma.This compiled information can be
used to supplement future requests for assistance.
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Monroe County and its municipalities will have various
0p ortunities in the future to request funding to
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traditional sources.This list of projects can be a startingCL
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application that may be developed, showing that it is
linked to a broader vision for the Keys.
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The implementation strategy is a countywide framework for accomplishing recovery projects through a 04
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ten-year flood mitigation and sea-level rise program.This strategy can be used to propose ideas for
larger sources of funding, like the Community Development Block Grant—Mitigation (CDBG-MIT)
Program, future unobligated CDBG-Disaster Recovery Funding, FEMA Building Resilient Infrastructure
and Communities (BRIC) program or through a state work plan tied to the Area of Critical State Concern
(ACSC) designation. EL
t.ruldr long tetra rrc,ovrry r,00rdirrrrbon In thefuture.
While we hope that the Keys won't be impacted by a catastrophic hurricane for many years to come,the
vulnerability of this island chain requires it to be ready to act if it occurs.This plan contains an L
operational strategy that builds off lessons learned from Hurricane Irma and best practices for long-term
recovery to document how the community can coordinate for a successful long-term recovery, should
they need to do so in the future.
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Monroe County Post-Disaster Recovery Strategy 2019
Hurricane Irma Impacts to Monroe County
Hurricane Irma was a powerful and catastrophic hurricane and caused widespread and catastrophic
damage throughout the Florida Keys. It was also the most intense hurricane to strike the continental
United States since Hurricane Katrina in 2005, the first major hurricane to make landfall in Florida since T
Hurricane Wilma in the same year, and the first Category 4 hurricane to strike the state since Hurricane
Charley in 2004. Even beyond the physical damage and effects to the Florida Keys, Hurricane Irma r
disrupted the life of the residents and business owners of the Florida Keys. y
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The impacts of Hurricane Irma can be seen broadly across the following areas of focus: housing, c
economic recovery, community planning, and capacity building, infrastructure systems, natural and
cultural resources, finance and administration, and health and human services.
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Hurricane Irma will forever be a
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FIESTA KEY 0 0 0 257 Q
CRAIG KEY 0 1 0 0
Approximately 85 percent of the CITY OF LAYTON 4 0 10 15 `
LONG KEY 304 86 14 0 /
housing stock throughout the Keys CONCH KEY 0 78 13 4 30 0
DUCK KEY 292 361 83 3 8 L
CITY OF KEY COLONY BEACH 0 462 88B 206 1 IC1
was impacted with more than OIFY OF MPJIATHON 0 4038 919 1402 394 ii
OHIO KEY 0 0 0 397 8 Q
4,000 homes destroyed or BAHIA HONOA KEV 6 9 6 0 0
BIG PINE KEY 264 1538 663 299 473
LITTLE TORCH KEY 389 SIDE, 80 25 37
damaged.The hardest-hit homes MI DOLE TORCH KEY 3 0 12 0 0 r
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were mobile and manufactured RAMNOOKEY 31 10 993 12 E
SUMMFRLAND KEY ] 3D6 20 10 r
CIfOIOE KEY 134 914 S"I 52 f
homes, as well as RVs and live- SUGARLOAF KEY LES 995 207 103
UPPER SUGARLOAF KEY 1]5 0 0 0 0
aboard boats which serve as much °WERSDGARLOAFKEY 6 161 10 0 nj
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GEIGER KEY 4L 252 0 ]
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housing for the workforce. Due to KEY HAVEN 0 457 1 0
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the damage to homes and CI TYOFKEY WEST 0 11625 282 39 J
disruption to lives,there was a Q
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huge need for case management support to help individuals navigate insurance claims and cope with
post-disaster mental and emotional stress. Reconstruction of affordable workforce housing faces many 0
challenges due to high construction costs in this island community, a lack of insurance or
underinsurance, stringent wind load construction standards of 180 mph, significant flood elevation a
requirements, and the requirement for all homes with more than 50 percent damage (substantial
damage)to be rebuilt to the current building code. For many working families and retirees, rebuilding a c
safe, code-compliant, elevated home remains beyond their financial means. Affordable workforce
housing was at a critical level before Hurricane Irma and has now reached crisis levels with a significant 0
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Economic Impacts
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Local businesses suffered significant losses following the hurricane, due to lack of tourism which is the Q
lifeblood of the local economy. According to a Business Recovery Survey conducted by Monroe County,
in partnership with the local Chambers of Commerce, eighty percent of the mostly small businesses in
the County experienced an extended outage in the aftermath of the storm. Even today, twenty months
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Monroe County Post-Disaster Recovery Strategy 2019
after the Hurricane, most of the responding businesses continue to experience a significant business
downturn.Tourism, a $2.7 billion industry in the Keys that employs about half of the county's
workforce, experienced a significant decline. In September of 2018, Monroe County saw a 40 percent
decline in hotel room demand. Further, many employers struggled to find workers to open their
businesses as the homes that traditionally housed the workforce was decimated motivating employees
to move outside the community to find alternative housing. Commercial fishing is the largest single
industry by value ($900 million direct impact) and employment(4,500 workers).The Florida Keys
Commercial Fishermen's Association estimates lobster fishers lost 94,000 of the 350,000 traps for a loss
of$3.7 million in equipment. Lobster output fell by 60 percent last year for an estimated loss of$38.88
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While tourism has rebounded and fisheries are recovering particularly in the Key West and Key Largo
areas, businesses in the middle and lower Keys continue to suffer.The extent of the ongoing impacts
and needs of the business community are outlined in the Business Recovery Survey Report produced in
May of 2019.This report can be found on the Monroe County y r„L s„i:e U)
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Hurricane Irma demonstrated that Monroe Count 's investment in mitigating and building hardened
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infrastructure and facilities was largely successful. Despite the 130 mph winds,the county did not have
substantial structural damage to roads, bridges, water or wastewater systems. While these systems
experienced intermittent challenges in the immediate aftermath of the storm, they were able to be
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efficiently restored.
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However, the need to continue to build redundancy and resilience within the communications systems, 04i
power utility infrastructure and within public safety facilities became evident post-Irma.The immediate
response capability was hampered within the public and private sectors by a lack of redundant
communications. Similarly,the Emergency Operations Center and the Sheriff's Office facilities displayed
weaknesses in supporting continued operations. Long-term recovery efforts are focusing on enhancing,
hardening and replacing these vital, life-saving infrastructure components and public facilities.
Countywide,there was damage to over 50 facilities ranging from minimal impacts like damage to signs
and fencing to complete rebuilds. While damage to publicly owned infrastructure and facilities will be
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reimbursed by the Federal Emergency Management Agency's (FEMA) Public Assistance (PA) Program,
local governments are responsible for local cost-share.The County and its municipalities continue to
encounter challenges with timely reimbursements through the FEMA PA Program, resulting in the local
governments bearing the additional financial burden of loans and deficits on repairs that have been
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completed but not yet been reimbursed. Most of the airport damage occurred in Marathon with an
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estimated cost of$1.4 million to repair the facility.
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As a designated Area of Critical State Concern,the Florida Keys have many community plans and
ordinances to guide growth and development,while protecting the precious resources that make the
island chain unique. Hurricane Irma resulted in several new ordinances that streamlined permitting and
redevelopment for a short period of time to allow for temporary housing options and individuals to
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Monroe County Post-Disaster Recovery Strategy 2019
repair homes as quickly as possible. However, eighteen months after the storm, many of these
temporary ordinances have expired as the community entered the long-term redevelopment phase.
Homeowners with significantly damaged homes are now required to build back to higher standards to
ensure resiliency in the future.
Monroe County and its municipalities experienced significant strains on their local operations following
Hurricane Irma, some of which are still on-going challenges. Perhaps the most significant financial strain
came from the burden of funding local recovery efforts with long and challenging reimbursement
processes from the FEMA PA Program to recoup these investments. Further, local staffing capacity was
stretched thin with many employees taking on new roles that were not part of their typical day-to-day
functions.
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Tied closely to the area of tourism and the discussion on fisheries is that of the natural and cultural
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resources of the Keys. A region that is home to numerous species of reef and fish, the increase in wave
action created a drastic change to an already delicate ecosystem. Perhaps one of the largest and most
challenging aspects of recovery was the removal of a significant amount of marine debris from
waterways and canals.This debris includes man household items derelict vessels derelict fishing ear
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and many other miscellaneous items that found their way into the ocean through storm surge or winds.
As some of these items contain items that can pollute waterways, like gas or oils, they can be an
environmental concern for sensitive underwater habitats. Further, derelict fishing gear, like lobster and
crab traps, that are lost in the storm can continue to trap marine life and act as a hazard to navigation.
In an area that is home to endangered species and a National Marine Sanctuary,these environmental i
concerns can not only impact natural resources but also threaten the local economy, which is intricately 04 1
connected to the environment.
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Monroe County Post-Disaster Recovery Strategy 2019
I1 ane ,ter IIRec'.oveiry Godis andStrategies
Qnruckgrou.und
In the wake of Hurricane Irma,the Florida
Keys are keenly aware of the many
realities related to the vulnerability of the
island chain. When the debris was cleared, as
homes built to new codes to withstand
wind impacts stood as a shining example of (b
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investment. However, the Keys '
communities understand that the impacts
from flooding could have been much U)k
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how these vulnerabilities can be further exacerbated by sea-level rise as well. As a national treasure and
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significant contributor to the economy of the entire state, the future environmental and economic CL
health of this designated Area of Critical State Concern are forever linked to resiliency.
Monroe County has been working over the past several years to develop plans and data that will serve
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as the basis for building the infrastructure of tomorrow with the ability to adapt to future flooding. In
2016 the County began its implementation of the GreenKeys Plan,which outlines specific actions for
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long-term flood mitigation. Further, the County adopted goals, objectives, and policies into their i
comprehensive plan to provide a proactive policy structure to consider new vulnerabilities.
The 2015 Monroe Countywide Local Mitigation Strategy(LMS) also recognizes future scenarios for
increased flood risk due to sea-level rise and describes the risk and vulnerability of the communities in
detail.This LMS will be updated soon and will reflect new knowledge on future flood mitigation
measures that the County has gained over the past four years through their Green Keys and other
resiliency planning efforts.
Looking to the future,the community identified a single goal for redevelopment: Rebuilding a stronger
Florida Keys.The communities will accomplish this through the following strategies:
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1. Promote public health,safety, and general welfare;
2. Advance adaptation to coastal flooding, storm surge, and other hazards;
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3. Protect property, residences, and businesses, from storm impacts and minimize damages;
4. Minimize public and private losses due to storms;
5. Preservation of economy during and after, including business viability and workforce housing; E
and
6. Preserve and protect the environment, including natural and cultural resources and enhance
resiliency.
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Monroe County Post-Disaster Recovery Strategy 2019
Using these six strategies as guiding principles, Monroe County collaborated with all municipalities
within the community to develop projects to achieve the goal of rebuilding a stronger Florida Keys which
are detailed in the sections below.
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1. FEK4A3Gl "Sofenoonn" for Fire Responders ot Fire Station ZO — |slarnonada
Proposed Cost: $ZZS,UUU(HMGPmatch)
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The primary purpose of FEMA 361 3aferooms is to protect first responders and the limited
popu|ationthatmustremainbehindanddonotevacuatevxhenahigh+mindevent, suchasa
hurricane, is imminent or occurring. Islamoracla has entered into a subgrant agreement with �
FEMA and FIDEM for HMGP funding up to $100,000.00 for design and engineering, and
potentially$800,000 for construction.The Village's match is 25%of those amounts.
2. KeyVVesLErnergencyOperaLionsCenLerUpgrades— KeyVVest —
Proposed Cost: $300,000 0
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Improve the city o ability to respond to disasters by including roof-mounted satellite voice/data �
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communications system; Multiple |and|ine'basedte|ephunes; additiona| w/eb-conferencing
equipment; electronic displays and a control center; a|ternativefue|'based cooking&
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3. Construction of New Emergency Operations CenLer— Monroe CountyProposed Cost: «n
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This project will construct a new EOC building on county airport property in Marathon to n�
improve resiliency and increase the County's ability to respond in future storms and include '`|
saferoom enhancements for the current facility while the new EOC is under construction.The
County had to relocate staff from the EOC during Hurricane Irma due to insufficient building
design.
4. Jefferson B. Brown Complex Tower Relocation — Monroe County
Proposed Cost: Unknown 0
After structural analysis was completed on the existing Courthouse Annex, it was determined
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that the building was in a critical state and should not be used. This project will relocate the
communication tower.
5. Emergency Communications and Warning Upgrades — Monroe �ounLy `~
Proposed Cost: $600,000
This project will improve the County'o ability to communicate to citizens in times of an 2
emergency and upgrade current warning systems in place.
G. Fire Station No. 3 Saferoorn Upgrades — Key West
Proposed Cost: $2,959,988.00
Upgrade a oaferoom within the city'ofire station for use as operational headquarters during a
disaster.
12
Monroe County Post-Disaster Recovery Strategy 2Ol9
7. Monroe County Fire and Rescue Station 1Q— Monroe County
Proposed Cost: $4,700,000
Construct replacement Category S rated fire station at Mile Marker 6O.Son Overseas Highway
(Sugarloaf Key).
Q. Monroe County Fire and Rescue Station 10 Mitigation/Replacement — Monroe County
Proposed Cost: $4,700,000 �
Construct replacement Category S rated fire station at Mile Market 17on Overseas Highway
(Sugarloaf Key). �
9. Generators for Critical Facilities— Key West
Proposed Cost: $300,000
Install permanent generators at five critical facilities: City of Key West Fire Stations 1 and Z; the
Main Police Station; the Palm Avenue Transit Facility, and the Department of Transit Building. mL
1O. Harvey Government Center— Monroe County
Proposed Cost: Unknown
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Upgrade the facility to include installation of automatic transfer switches/overhead lighting, CL
roofing of the mechanical room, plumbing upgrades, finishing of the interior room and roofing
and remaining A/C upgrades. «n
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11. Monroe CountySherriff's Office Detention Center Window Upgrode— Monroe County
Proposed Cost: Unknown04
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A replacement for all exterior windows in the secured envelope, and includes but doesn't limit
work to all cells, recreation yards, and dormitories.
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12. Countywide Emergency Back-Up Power Enhancement for Critical Facilities— Monroe
County
Proposed Cost: $6,000,000 0
Providesennergencyback-upgenerators, additiona| fue| capacity, andredundancy
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improvements at 39 sites within the county. Protects 911, communications towers, fire
Departments, Marathon Airport, and county facilities.
13. Wind Retrofit for County Critical FadliLies — Monroe �ounLy ~~
Proposed Cost: $8,837,280
Conduct a comprehensive assessment of 13 County-owned critical facilities to determine wind 2
load capability, safety, and benefit-cost analysis. Conduct wind load retrofit of up to 13 facilities-
based upon analysis.
14. Rebuild Fire Station 3 — City of Key West
Proposed Cost:
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Monroe County Post-Disaster Recovery Strategy 2Ol9
Fire Station No. 3 is an older structure and in a low-lying area.This project will result in a new,
safer building.
15. Fire Station Boat LifL—CiLyof Key West
Proposed Cost:
This boat lift will extend the life of the fireboat and allow water transport to be used when roads
are not available. u�
16. Wind Retrofits of Public Facilities and First Responder Facilides —CiLyof Key West
Proposed Cost: $10,000,000 �
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The City operates several public buildings that are used for critical post-storm services to
residents and businesses.This project would install impact-resistant windows, replace/upgrade
roofs and doors and install hurricane strapping on these facilities.
17. Douglass Band Room Clinical Care Fadlity—[iLy of Key West CL
Proposed Cost: $1,500,000
The Bahama Village Community needs a clinical care facility for residents who live in low-income
housing. Establishment of a Health Department Office at the city's band room property would
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provide crucial care for our most vulnerable populations both before and after hurricanes. <CL
18. ]efferson B. BrovvneCornplexChillerRelocation — MonroeCounLy «n
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Proposed Cost: Unknown ~�
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After a structural analysis was completed on the existing Courthouse Annex, it was determined04
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that the building was in a critical state and should not be used.This project would relocate the
chillers.
Rm�ld Fkevation, Relocation, �Biridge Repk�iceirnent, Stoirir0w�Aeir lir0piroVeir0ent Pir ject5
1. Relocate Public Works and Fleet Yard — Monroe County
Proposed Cost: $9,000,000 CL
Move the County Public Works and Fleet yard from Key West's airport to a county property on �
Rockland Key where construction on the center will occur.This will allow for the Key West U
airport togrow.
2. Bimini Drive Bridge Replacement — Monroe County
Proposed Cost: $2,130,000
Replacement of the current bridge on Duck Key to include mitigation measures to harden
infrastructure.
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3. Hardening six wastewater transmission pump stations— |slarnorada
Proposed Cost: $900,000
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Monroe County Post-Disaster Recovery Strategy 2019
This project proposes to implement several hazard mitigation initiatives that will, acting
collectively, prevent damage to critical wastewater infrastructure and eliminate (or significantly
reduce) functional downtime following a natural hazard event.These initiatives include: adding
additional emergency pump-out connection points, increased wastewater retention capacity for
mainline breaks, auxiliary generator connections, portable generator capacity, and dam doors
(flood-proofing)for critical wastewater infrastructure throughout the Village.
4. Rebuild Atlantic Boulevard — Key West
Proposed Cost: $300,000
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Atlantic Blvd. is one of the lowest-lying, high traveled right of ways shared by cars, pedestrians, (b
and bicycles. Raising and protecting this road will assist with mobility after a storm and increase
resiliency to sea-level rise. U)
5. Raise Roadway at Bertha and 151— Key West
Proposed Cost: $4,000,000 CL
Improve drainage and raise roadway to above 2040 minimum sea-level rise projections to
reduce flooding along a high-volume, low-lying, cross-town corridor.
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6. Harbor Drive Bridge Replacement — Monroe County CL
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Proposed Cost: $2,230,000
This bridge currently has weight restrictions and needs to be replaced. It is near Bimini Drive
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Bridge which is also in the design phase for replacement.
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7. Card Sound Road Bridge Replacement 04i
Proposed Cost: $41,300,000
This bridge is one of two evacuation routes along the Florida Keys and is considered a steel and
concrete, fracture-critical bridge that has reached the end of its design life.The replacement
bridge will be designed to withstand the impacts of wave and storm surge forces when various
wind speeds are evaluated for design.
8. Koehn Subdivision Resurfacing— Monroe County
Proposed Cost: $2,213,750 CL
Koehn subdivision on Big Pine Key was not paved as part of the Cudjoe Sewer Plant work; roads
are in very poor condition and need resurfacing/reconstruction. Staff applied for and received
FDOT Small County Outreach Program grant funds totaling$1,660,000 to partially fund
engineering design and construction.
9. Sugarloaf Boulevard Bridge Replacement — Monroe County
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Proposed Cost: $2,767,251 E
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The Sugarloaf Blvd. Bridge needs to be replaced, becoming a single span bridge with a protected
sidewalk for pedestrians, eliminating intermediate piles in the water with a 70-year lifespan.
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Monroe County Post-Disaster Recovery Strategy 2Ol9
1O. Twin Lakes/Sands Subdivision Improvement Project— MonroeCounLy
Proposed Cost: $3,900,000
This project will result in drainage improvements and roadway elevation work to improve
resiliency to sea-level rise.
11. Countywide Road Elevation and Drainage Improvements Countywide
Proposed Cost: $367,004,000 mn
This project would conduct countywide improvements to roads to increase drainage and ensure
resiliency to flooding and sea-level rise. �
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12. SLorrnvvaLer Management System — |slarnorada
Proposed Cost: $8,000,000
The project includes the construction of a stormwater management system in the Venetian
Shores neighborhood in Islamoracla.The stormwater management system will utilize a mL
combination of Miami curbing, exM|tration trenches, stormwmter piping,catch basins and a l�
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surface water discharge.The project would add resiliency to future storms by diminishing
stormwater and flooding in the neighborhood including managing and protecting water
resources of the region by balancing and improving flood control,water quality, and natural CL
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systems. <�
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Shoreline Protection Projects L?
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1. Natural Restoration and Shoreline Stabilization for Sea Oats Beach — |slarnorada 041
Proposed Cost: $10,000,000
Sea Oats Beach was severely eroded during Hurricane Irma.The project would re-establish the =
beach and beach berm at this location, providing resiliency to future storm damage for U3 Hwy
#1 (the Overseas Highway)while also re-establishing sea turtle nesting habitat.This project
would serve the entire Monroe County. As the only road through the Keys, U3 Hvxy#1 (the 0
Overseas Highway) is also the sole route for rescue and recovery providers and suppliers. If this
area were inundated or washed away, no resources could be brought into the Keys south of this CL
area to Key West byland.
2. Indian Key Fill US 1 Shoreline Protection and Hardening— |slarnora�a 0
Proposed Cost: $1,950,000
This project would implement shoreline protection and hardening measures at Indian Key Fill. 0
3. Residential Canal Dredging— |slarnorada
Proposed Cost: $3,500,000
Maintenance dredging for the removal of sediment within five (5) residential canals in
|s|amoradato restore water depths to pre-Hurricane Irma conditions.This project will involve
mechanical and hydraulic dredging to remove a total of approximately 16,000 cubic yards of
sediment within the five (5) impacted residential canals.The sediment being dredged with this
16
Monroe County Post-Disaster Recovery Strategy 2Ol9
project was all deposited in the canals from Hurricane Irma-related storm surge.The project will
also reduce future storm flood potential.
4. West MaMcello Seawall |rnprovernenLs — Key West
Proposed Cost: $500,000
This project would improve the sea vxa|| located at West Marte||o to ensure future resilience to
flooding and sea-level rise. u�
5. Village-vvideShorelineHardening— |slarnorada
Proposed Cost: $3,000,000 �
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This project would conduct shoreline hardening throughout Islamoracla to ensure future
resilience to flooding and sea-level rise.
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Pot��Ible \A/�Aeir ��Und \A/��I5tew�Aeir (3irid lir0piroveM0eint Pir ject5
1. Wastewater Treatment Plant Weather-Proof ing— Marathon
Cost: CL
Proposed �117367S' ' CL
This project will weather-proof important electrical systems at Plant 3,4, S, 6, and 7 to reduce
impacts from future storms through vacuum pup station power conditioners for incoming main mY
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electrical service. ~�|
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2. Wastewater System FuelTrailers— Marathon 041
Cost:Proposed $42,948
This project would purchase two specialized trailers to haul diesel and gas fuel to service —
generators when systems are down.
3 Wastewater Vacuum Collection Monitoring Marathon u~
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Cost:Proposed $2,890,604
This project would install a system that would monitor the functionality of vacuum collection CL
throughout the community to diagnose any problems quickly so that the staff is able to make
repairs needed to get them running. 0
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4. ErnergencyTrailepMounLed Vacuum Pump Station Marathon
Cost:Proposed $223,963 0
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This project would mount a mobile vacuum pump station on a trailer to allow for emergency
assistance and make modifications to pump stations toenable hook-up through Cam|ock
connections.
5. Wastewater Chemical Feed System Flood and Wind MidgaLion — MaraLhon —
Cost:Proposed $1,714,838
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Monroe County Post-Disaster Recovery Strategy 2019
This project will raise all chemical feed electrical systems to a minimum of V above the 100-year
flood elevation, install anchored double-wall containment tanks and ensure that all structures,
equipment, and tanks can withstand 180 mph winds.
Historic lBuilding IPlrojer.t:
1e Wind Retrofits of Historic Buildings—City of Key West 0
Proposed Cost: $4,500,000
This project will install impact-resistant windows, replace/upgrade roofs and doors, and install
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hurricane strapping.The city operates in several public buildings through which it provides
crucial post-storm services to its residents and businesses.
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2. Historic Courthouse Mortar Repair and Box Gutter Replacement — Monroe County CL
Proposed Cost: Unknown
Re-point the brick(mortar repair) on the two-floor historic courthouse structure. Also, there is
significant moisture buildup in the brick walls. Approximately 20-30 percent of fire-facing on
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the brick has been lost (mostly near the base of the building) and that brick needs to be
replaced.The existing box gutters also have a history of leaking and have been patched multiple
times.They are now leaking into the interior of the building and require complete replacement.
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Powelr t.UIrI°id �:Iind Utilities IPirojer.t
1. Upgrades to System — Florida Keys Electric Cooperative
Proposed Cost: $3,002,500
This project will upgrade the main feeder pole (distribution) as well as 100 other poles.
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%:ut:u infl MII :Iigit:Iioin FeKK:uture Projects
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1. Living Shoreline: South Roosevelt— Key West
Proposed Cost: $1,000,000
South Roosevelt is an important alternative route in and out of Key West that has been
damaged in the past.This project would use green infrastructure to protect South Roosevelt E
Seawall that acts as a barrier for the airport, homes and major hotels. 0
2. Living Shoreline: Wastewater Treatment Plant —City of Key West
Proposed Cost: $300,000
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Monroe County Post-Disaster Recovery Strategy 2019
Wastewater treatment is a critical function to maintain.This project would use green
infrastructure to protect the Fleming Key Wastewater Treatment Plan.
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Monroe County Post-Disaster Recovery Strategy 2Ol9
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1. Founders Park/Plantation Yacht Harbor Marina Breakwater — |s�arnora�a
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Proposed Cost: $1,831,000
The breakwater at Founders Park, which runs outside of the Village's Plantation Yacht Harbor
Marina has suffered extensive damage including break-throughs from erosion and wash-over
from sea level rise and hurricane-related storm surge.The breakwater creates a barrier to
protect the entire marina infrastructure along with adjacent park infrastructure. Repair and
stabilization ofthe natural fill, rip rap and concrete are necessary to protect this infrastructure
and to protect the vessels that rent space at the marina.The project would entail design, 0
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permitting, and construction of improvements to fortify the breakwater, which would include
adding layer of new armor stone rock to increase the breakwater width and crest elevation. �
Severe erosion of the breakwater occurred as a result of Hurricane Irma storm surge and wave
activity.This project would also elevate, fortify and stabilize the breakwater, contributing to
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resilience to future storms and sea-level rise. CL
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2. Big Pine Key Swimming Hole — Monroe County
Proposed Cost: Unknown my
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Transform a man-made borrow pit into a park with a ominnnning hole to be enjoyed by the04
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community,which includes low-and moderate-income families. |
3. Boat Ramp Kiosks— Monroe CountyProposed Cost: c�
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Unknown
Design and installation of educational kiosks at county-owned boat ramps to increase public
knowledge of boating requirements and issues. u-
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Business ("orridoir, i0NpiroVeir0ent5
1. Florida Keys Business Corridor Resiliency Improvements —Greater Marathon Chamber of
Commerce 0
Proposed Cost: �
$6,1SU,UUU (max project cost per business is proposed tobe$3U,UUUand
businesses would contribute $10,000 per project would provide up to $2,000,000 in private
match)
The U3 1 Corridorsen/es as the main artery of transportation residents and visitors each year in °~
Monroe County and is where most businesses are located. Many businesses (around 200)
sustained various amounts of physical damage to the exterior of their properties.These
businesses were slow to reopen and those that are open are still missing important signage,
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G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
landscaping, and visual appeal to attract patrons/customers.This affects their ability to operate,
generate revenue, sustain employment, and provide services. In addition, many
business/commercial properties are in dire need of mitigation projects to improve their
resiliency to future storms, namely upgraded roofing systems, windows, and flood proofing
technologies/systems that meet current building code.
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2. Morada Arts District— Islamorada
Proposed Cost: Unknown
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This project would make improvements to the Morada Way Arts and Cultural District, home of
the Art Walk.This is a creative space that brings together artists, vendors, and residents to a'
celebrate Florida Keys Art and Culture. It allows emerging artists, musicians, chefs, and local
retailers to showcase their creativity.
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1. Enhancing the Lower Keys Shuttle Service — Key West Transportation Department
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Proposed Cost: Unknown CL
The County is reviewing the Lower Keys/Key West Shuttle service for usability and accessibility.
They are working to identify what aspects of the system may need to be enhanced.The Lower
Keys Shuttle Service will assist with job retention and could serve as an evacuation option for
individuals who need assistance in the event of a storm.
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rk\ Irre DevdoprneIrnt:
1. Upper Keys Campus Development — Florida Keys Community College
Proposed Cost: $15,000,000
The College of the Florida Keys will be developing the Upper Keys campus.This will provide an CL
additional campus to have the College provide education and training around the County to
reinvigorate the workforce
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2. Expansion of the Apprenticeship Program — Florida Keys Community College
Proposed Cost: $20,000,000
The Florida Keys Community College is working to expand its apprenticeship program to offer
this opportunity to all campuses around the county. E
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Packet Pg. 1307
Monroe County Post-Disaster Recovery Strategy 2Ol9
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1. New Affordable Housing/Mixed Use- Key West °~
Proposed Cost: $35,000,000
The City of Key West is working on providing affordable housing to accommodate existing
community members that are not able to return to their homes due to damage. Replace housing oc
stock that was damaged in the d to accommodate recently homeless community members.
Re5ideintkfl \A/ind Retrofits
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1. Residential Wind ReLrofiLs -CounLyvvideProposed Cost: l�
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$1,925,000
This project would result in wind retrofits of residential homes to harden them against the CL
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impact of future hurricanes. <�
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Re5ideintkfl Elewition Projects �����f��5\
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1. CounLyvvideResidendalElevation - MonnoeCounLy
Proposed Cost: $3,596/427
This project would elevate homes within the county as flood retrofits and improve resiliency to
sea-level rise.
�Mobile Horne Park Acquisition Projects xL
1. Trailer Park Acquisition and Reconstruction Site A, B, C, D, and F - Monroe �ounLy Lan� -
Authority
Proposed Cost: Site $4,OUU,UUU; Site B $3,UZS,UUU; Site C $Z,1UU,UUU; Site D $3,900,000;
Site $5,800,000
Many mobile homes were damaged and/or destroyed in Hurricane Irma.This project will
acquire existing trailer parks and convert them to workforce housing.
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22
Monroe County Post-Disaster Recovery Strategy 2Ol9
Re5ideintkflDeir0olition ��Und (3ireein5p��Ice Pir ject5
1. Countywide Home BuyouL/GreenspaceProgram
The County recently submitted an application to DEO on behalf of residents to buy out flood-
pronehomesandreturntheareatogreenspace/parksoruseinstormwmtermanagement. wv
Residents expressed a significant amount of interest in this program with approximate|y$4U
million in homes to be bought out.The current program limits the Florida Keys to$10 million in
set-aside.This project would buy out the remaining homes that couldn't be purchased through
the first round of funding.
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G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
Implementation Strategy
Overview
The Florida Keys would like to become the national model for long-term and holistic flood adaptation in
island communities. To implement this strategy, the communities are requesting a set-aside of$150
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million in funding in the forthcoming CDBG-MIT Action Plan that establishes the Monroe County Flood y
Mitigation and Sea Level Rise Resiliency Program. This proposed program is envisioned as a framework m
through which to accomplish the strategies outlined by the community in the Monroe Countywide Post- 0
Disaster Recovery Strategy and GreenKeys Plan.
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Monroe County has a proven track record managing and implementing countywide long-term y
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infrastructure projects. In fact, in 2017 the county and cities, celebrated the completion of a nearly y
twenty-year project to construct a countywide sewer system throughout the entire island chain to
improve nearshore water quality. This was done as a partnership with all communities and through a0
guidance from the Florida Department of Economic Opportunity's Areas of Critical State Concern
Program. The County and municipalities will work together to augment their capacity through additional o
contractual support to ensure that these dollars are managed in accordance with HUD and state c
guidelines for CDBG-MIT funding. a
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The implementation of this program will be led by an inter-jurisdictional leadership group made up of Q
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elected officials and supported by workgroups made up of county and city staff and community r
members.This proposed regional, multi-year program will include phases to not only complete r
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modeling needed for development of projects that address the vulnerability of property, including of
critical facilities as well as residential and commercial areas but also the construction of new Ni
infrastructure or nature-based solutions to prepare for future flood risk. Monroe County and its ILL
municipalities will first complete enhanced countywide modeling for sea-level rise (this effort is already
underway and will be led by the County). Using this information, the County can design residential
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elevation programs, infrastructure improvements or nature-based strategies with longer lifespans that Q
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account for sea-level rise. Next, with the County leading the way,the communities will consider policies
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that target specific areas for adaptation strategies. Finally, the communities will work together to 0
implement programs and break ground on new projects that reduce the vulnerability of the Keys to
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Identify and fill data gaps in municipalities.Finalize Implement policies and complete design of reduce vulnerability of the Keys.Continue
planning and modeling for comprehensive sea programs and projects to miitgate flooding countywide coordination to address flood and W
level rise and flood mitigation efforts. sea level rise risk. E
and adapt to sea level rise.
Implement programs and construct projects to
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Packet Pg. 1310
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Monroe County Post-Disaster Recovery Strategy 2019
future flooding and adapt to sea-level rise impacts.This program will create a solid foundation for long-
term countywide coordination to address an issue that does not know jurisdictional boundaries.
Interjurisdictional Coordination
To establish a solid foundation for this effort, the county will create an inter-jurisdictional leadership
group made of elected officials and a workgroup comprised of local government staff to help guide and
steer this effort into the future.The county proposes to use the Local Mitigation Strategy Working
Group as a model for this coordination.This group will meet regularly to discuss the status of the
project, share best practices and set priorities for future funded projects.This group will also identify
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funding sources to implement the program. 0
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Phase 1: Finalize Planning and Modeling
The first phase of the program will involve planning and modeling to understand current and future
flooding impacts throughout the County with a focus on how sea-level rise will affect the natural and
built environment. Monroe County has taken some critical steps over the past several years to begin this
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work in the unincorporated areas.The County has: CL
■ Completed sea level rise vulnerability analyses
■ Acquired countywide mobile LiDAR elevation data to help guide policy development and
infrastructure design for the future. CL
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■ Conducted a two-year Countywide Roads and Stormwater Analysis with the identification of
projects to address current and future flood vulnerability.
Further, the County recently submitted a grant application to the Florida Coastal Management Program
for additional work that will: i
■ Update sea-level rise modeling using new mobile LiDAR elevation data, i
■ Evaluate updated sea level rise projections from the South Florida Regional Climate Compact
and update local projections based on this information,
■ Determine infrastructure and habitat impacts as well as areas of increased vulnerability for a _
2030, 2060 and 2100 sea-level rise planning horizon.
■ Establish Adaptation Action Areas in their local comprehensive plans along with goals,
objectives, and policies to guide their implementation.
Other municipalities have taken important steps to consider future flood vulnerability as well. Since all CL
local governments are at various stages of planning and modeling there is a need to first conduct
additional work to address any gaps and ensure that all communities are on equal footing.
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Phase 2: Implement Policies, Prioritize and Design Projects
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In phase two of this effort,the county and cities will be working to implement policies, prioritize projects
and complete design work for improvements. With updated modeling completed, community leaders
can consider policy changes needed to ensure that the natural and built environment is planned with a)
knowledge of how future vulnerabilities may shape the landscape. In this phase, communities may wish
to implement adaptation action areas and evaluate potential changes to local codes that guide
development.
In addition, communities will further refine the project list contained in this plan, adding in new projects
as well as detailing costs and descriptions based on updated information.The inter-jurisdictional
25
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Monroe County Post-Disaster Recovery Strategy 2019
leadership group will work together to set priorities for scoring and projects will be ranked according to
those decisions. Top-ranked projects will then be moved to the design phase for construction and
implementation.
Phase 3: Implement Programs and Construct Projects
In this phase,top-ranked programs and projects will break ground and managed through construction
and implementation.The inter-jurisdictional leadership group, with support from the staff working
group, will continue to seek additional funding through other sources to carry out projects included in
this plan. On at least an annual basis, the project list will be revisited to determine if additional projects
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need to be added and scoring needs to be refined based on new information.
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Ci:� i:r i:u r:i i i:u r Support Il rn p l e rn r W i.,0 i o n
Monroe County has a proven track record managing and implementing countywide long-term
infrastructure projects and programs. In fact, in 2017 the county and cities, celebrated the completion of
a nearly twenty-year project to construct a countywide sewer system throughout the entire island chain
to improve nearshore water quality.This was done as a partnership with all communities and through CL
guidance from the Florida Department of Economic Opportunity's Areas of Critical State Concern
Program.The County and municipalities will work together to augment their capacity through additional
contractual support to ensure that dollars are managed in accordance with HUD and state guidelines for
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CDBG-MIT funding. Using contracted support to augment staff will allow the communities to be flexible CL
in ramping up quickly to support the management of funds. In addition, when support needs to be
adjusted or is no longer needed, communities can ramp down support.
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Monroe County Post-Disaster Recovery Strategy 2019
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Overview of Long. Lerrn ["recovery
When a major disaster strikes a community, it can be years before major resources flow to a community
and sometimes over a decade before the community completes all recovery efforts that resulted from
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the impact.This guide is meant to serve as a resource for Monroe County when navigating these
resources to maximize their recovery efforts in a way that uses all resources available to build back
stronger and more resilient in the future.
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[Wiles, of Governrnenr in Long. ierrn ["re overy
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Monroe County and its local municipalities play the lead
coordination role in most efforts related to long-term recovery. PAfiule response und sr,-tort .t c rrn
However, unlike with response and short-term recovery efforts, rein:, v ry is rnore hneur,l long U)
the process is not always well-defined and requires coordination CL
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across departments as well as jurisdictions. Long-term recovery is
rroce„u,u rkr.„� involves
a coordinated effort that leverages the entire community's
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capacity respecting the role of emergency management to be >
prepared to respond to the next event. While response and
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short-term recovery is more linear, long-term recovery is a rkr�rkCL
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circular process with coordination among all local government, orgrdrkrzur ions,,
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non-profit and private entities that will play a role in the
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redevelopment of the community.
While local governments may be the recipient of most disaster recovery funding, long-term recovery is a 04i
coordinated effort with other partners to ensure that other entities are leveraged to lead specific efforts
over which they have a significant influence. For example,while housing recovery funding may flow to
Monroe County, partnering with other agencies such as state agencies,the Monroe County Land
Authority or Monroe County Housing Authority can be helpful to manage specific funds or projects. In
this way,the County can maximize its opportunities for redevelopment while ensuring that staff
capacity is not overwhelmed.
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I ri:ms,ii ia:n Lo V..ong...teirrn ["re :a:very
Long-term recovery refers to the need to re-establish a healthy,functioning community that will sustain
itself over time by building back in a way that increases resilience to future disasters. While actions such
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as debris removal and restoration of power are extremely important to a community's recovery,these
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are considered short-term recovery actions and are not part of the long-term recovery process. It is
impossible to draw a line that delineates the transition from response to short-term recovery and
ultimately long-term recovery and redevelopment because these are overlapping functions that ramp E
up and down over time, as shown in the picture below.This guide is focused on the activities and
decisions that begin to occur within days or weeks of the disaster that will guide recovery and
redevelopment for years to come.This includes policy decisions that are made within days of a disaster
that will govern long-term recovery and permitting. While there is no clear line for when a community
27
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Monroe County Post-Disaster Recovery Strategy 2019
begins to make the shift to long-term recovery, it can typically occur around six months after a disaster
with all members of the community focused on long-term operations by one year after landfall.
FEMA Disaster Recovery Continuum
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PREPAREDNESS SHORT-TERM r«l I :,> ai ,w ^. ;K LONG-TERM ul
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PRE-DISASTER S14ORT•TERM RECOVERY INTERMEDIATE RECOVERY LONG-TERM RECOVERY 0
PREPAREDNESS Extirmpiln tWude: Examples innlude: Exentpfes include:
ExsrRPlos indttde: Mass Care/Sheltering + dus rg Housing >
Pro-disaster +Provide integrated mass +Provide accessible interim +Develop permanent housing O
recovery planning care and emergency services housing solutions solutions Q
Mitigation planning Debris ]ebrsInfrastructure Infrastructure IZ
and implementation +Clear primary transponatior +Initiate debris removal +Rebuild infrastructure to Q
Commurrity robutes •Plan immediate meet future community needs
capacity-and Business infrastructure repair and Business Cs
resilience-building +Establish temporary or ostoration +Implement economic r
Conducting disaster interim infrastructure to Eusiness revitaltzabon strategies U�
preparedness support business reopenings +Support reestablishment of +Facilitate funding to r
exercises +Roe stablish cash flow businesses where appropriate business rebuilding r
Partnership buiidang Emotional;Psycl`__.--31 +Support the establishment Emotional/PsychDiogical pl
Articulating protocols +Identify adurs ano cnhdrOr, of business recovery one-stop +FvlbDw-up for ongoing
in disaster plans for who benefit from counseling certters counseling.behavioral heath. I
services to moot the or behaviorai health services Emotional IPsydtologicai and case management L~L
emotional and health and begin treatment +Engage support networks services LL
core roads of adults Public Health and for ongoing care Public Health and
and children Health Care Public Hearth and Health Care 0
+Provide emergency and Health Care +Reestab4shment of J
temporary medical care and +Ensure continuity of care disrupted heath care facilities Q
establish appropriate through temporary facilities Mitigation Activities
surveillance protocds Matigation Activities +Implement mitigation U
Mitigation Activities +Inform cornmunity members strategies LL
+Assess and understand of opportunities to build back LL
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risks and vulnerabilitres stronger
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0
Federal Recovery Support Functions a
The Recovery Support Functions (RSFs) outlined in this strategy follow best practices established in the r_
National Disaster Recovery Framework. When a major disaster occurs,the Federal Government may 0
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provide additional support to states through standing up core recovery support functions that leverage c
the capacity of non-FEMA resources. The intent of this approach is to recognize that there is a need to c
coordinate on long-term recovery actions with other federal agencies outside of FEMA who may have
resources to support. The Federal Recovery Support Functions are coordinated and managed by a c
FEMA-appointed Federal Disaster Recovery Coordinator(FDRC)who provides oversight over the long- E
term recovery support provided to states and local governments. It's important to note that while FEMA
is the coordinating entity, most of the RSFs are led by federal agencies not typically active in emergency Q
response. The Federal RSFs along with coordinating, primary and supporting agencies are detailed in the
diagram below.
28
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Monroe County Post-Disaster Recovery Strategy 2019
Federal Recovery Support Functions
*Coordinating Agency: FEMA
*Primary Agency: HUD
*Supporting Agencies: Corp.for National&Community Service; USDA; Dept of >%
Commerce; Dept of Education; Dept. of Energy; HHS; Dept. of Interior; Dept of
CD
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Justice; DOT; EPA; National VOAD; SBA; US ACOE; US Access Board M
0
*Coordinating Agency: Department of Commerce
*Primary Agencies: SBA; USDA; DHS; Dept of Labor; Dept. of Treaury
*Supporting Agencies:Corp.for National&Community Service;; HHS; HUD; Dept of
Interior; EPA; GSA; Dept of State
..,..,...........
a
.,,,„„....
*Coordinating Agency: Dept. Health& Human Services (HHS)
11 *Primary Agencies: Corp.for National&Community Service; USDA; Dept of
Commerce; DHS; HUD; Dept of Interior; Dept of Justice; Dept of Labor; EPA; FEMA
*Supporting Agencies: American Red Cross; Dept of Education; DOT; Dept of Treasury; 0-
Dept of Veterans Affairs; National VOAD; SBA CL
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-Coordinating Agency: Department of Housing and Urban Development(HUD)
*Primary Agencies: USDA; Dept of Justice; HUD; FEMA I
-Supporting Agencies:American Red Cross; Corp for National&Community Service; 04
Dept of Commerce; Dept of Energy; HHS; Dept of Veterans Affairs; EPA;GSA; I
National VOAD; SBA; US Access Board
.,.,.,.,.,.,.,.,.,.,.,.,.,.,.........................................
.....................................................................................................................................................................................................................................................................................................................................,.,.,.,.,.,.,.,.,.,.,...,.,..,..,,„„
*Coordinating Agency: US Army Corps of Engineers (USACOE) to
*Primary Agencies: Dept of Energy; DHS; DOT; FEMA; USACOE
*Supporting Agencies: USDA; Dept of Commerce; Dept of Defense; Dept of Education;
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,. HHS; DHS; HUD: Dept of Interior; Dept of Treasury; EPA; Federal Communications W
+� Commission; GSA; Nuclear Regulatory Commission
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Coordinating Agency.Department of Interior(DOI) qy
*Primary Agencies:DOI; Environmental Protection Agency(EPA); FEMA
Agencies:Advisor Council on Historic Preservation;Corpor National&
*Supporting g Y p
Community Service;Council on Environmental Quality; USDA; DOC;DHS;GSA; Heritage
Emergency Task Force; Institute of Museum and Library Services; Libary of Congress; National
Archives and Records Administration; National Endowment for the Arts; National Endowment
as
for the Humanities; USACOE
29
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Monroe County Post-Disaster Recovery Strategy 2019
State Recovery Support Functions
The State of Florida does not yet have established recovery support functions that correlate with the
NDRF, however, after disasters, a State Disaster Recovery Coordinator(SDRC) is appointed and this
official leads coordination with appropriate state agencies to support local recovery and connect
recovery support from the federal level to local governments and organizations.Typically,the SDRC is
as
coordinated through the Florida Division of Emergency Management. State and federal partners often
co-locate at the State-Federal Joint Field Office, Area Field Office or Long-term Recovery Office, as
needed, depending on the location and duration of the recovery.
0
Types of Support Provided by Federal RSFs through the State
The type and method of support provided by the state and federal government can vary from disaster-
to-disaster. However, the following support is often offered for major disasters through the Federal
RSFs.
■ Serve as a vehicle for information sharing, interagency coordination, communication, and
collaboration. CL
■ Provide support for community engagement.
■ Provide planning technical assistance, staffing resources and funding for recovery planning
■ Data sharing to understand recovery needs and support decision making.
CL
■ Provide funding or technical assistance to support community priorities. CL
■ Identify and leverage resources are programs that are available to implement recovery
strategies.
e
■ Provide technical assistance to impacted areas to support recovery planning, establish task
forces. i
■ Identify legal, policy and programmatic requirements that may potentially limit efficient 04i
recovery and mitigate to the extent possible.
CL
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Monroe County Post-Disaster Recovery Strategy 2019
Mamroe CountyIIRe :over IIII ii � ,ter nri Rec:overy Qr ii iil ° iii i
In response to disasters communities often assume new organizational structures to facilitate expedited
decision-making with clear roles and responsibilities defined to manage resources during the critical
phase during and after a disaster when lives are at stake. However, once an Emergency Operations
Center deactivates, local governments resume normal reporting structures.This can lead to many
challenges as most individuals are still focusing on some aspect of recovery operations for months if not
years to come. Without proper coordination, decisions are made in a vacuum and opportunities can be
lost.To provide for continued communication after the critical period following a disaster, Monroe
County has developed a long-term recovery organizational framework that coordinates with both the
as
ICS structure, recognizing the need for chain of command, while also implementing the principles of the
National Disaster Recovery Framework.This organizational structure is lead by a Local Disaster Recovery
Coordinator and supported by many different divisions and staff that play important roles during long-
term recovery.The Monroe County Long-term Recovery Organizational Chart can be found in Appendix
B of this document.
CL
Monroe ("ouurAy ["re(:m ery Support I ei� rns >
In addition to a long-term recovery organizational structure, Monroe County has created local recovery C.
teams to ensure effective coordination among all local governments, non-profits and private entities
CL
that play a role in long-term recovery.This will help to better coordinate recovery functions following
disasters and harness opportunities to build back stronger with recovery resources that are available.
e
The following roles and recovery support teams are addressed:
i
■ Local Disaster Recovery Coordination and Administration 04i
■ Long-term Community Recovery Planning
■ Long-term Housing Recovery
■ Long-term Economic and Business Recovery
■ Long-term Financial Administration
■ Long-term Infrastructure and Public Facilities Project Management
■ Long-term Environmental Restoration
■ Long-term Health and Social Services
CL
as
0
0
as
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31
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Monroe County Post-Disaster Recovery Strategy 2019
IIII,,,,,, : IIII Dilsaster IIII" c:over r iH ° iii ii ii
Local Disaster Recovery Coordinator
as
The County Administrator with support from
both Assistant County Administrators will serve
as the Monroe County Long-term Disaster _ .
Recovery Coordinator.These individuals will ��
interface with the Federal Disaster Recovery
Coordinator and the State Disaster Recover _ r
Coordinator. Particularly, one Assistant County IIII mm mm
Administrator will oversee housing and long-term �I
redevelopment while the other Assistant Count
GI
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Administrator oversees support infrastructure �I
p Y
and facility systems recovery and .
redevelopment.The Count Administrator will p
provide oversight over all areas and particularly IIII. �. C.
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focus on preparedness and response, finance and
administration, health and social services, and
natural and cultural resources. Specifically, the county Local Disaster Recovery Coordinator will oversee
the development of policies that need Board Approval to assist with long-term recovery.
The Monroe County Emergency Management Director will continue to guide all activities related to 04i
immediate response and recovery and preparedness for future disasters. A full list of roles and
responsibilities is detailed in the Monroe County Comprehensive Emergency Management Plan.
Recognizing that long-term recovery takes many years and that a community must always be prepared
for the next event,the Monroe County Emergency Management Director will provide direct support to
the Monroe County Local Disaster Recovery Coordinator while maintaining focus on ensuring that the
Monroe County Emergency Management Team is ready to respond, should disaster strike again.
CL
Recovery Policy Development
In order to streamline redevelopment and respond quickly to recovery needs, changes to local laws and
ordinances are needed. In the aftermath of Hurricane Irma,there were several ordinances passed to as
helpguide long-term recover which are detailed in Appendix B of this Ian. As a best practice for Ion
g g- Y, pp p p g-
term recovery, many communities adopt a pre-disaster recovery ordinance that contains the items that
will be needed to guide post-disaster in advance of a storm. A comprehensive recovery ordinance is
designed specifically to fill a void that often appears during immediate post-disaster hours, days and °b
E
weeks when it is difficult to obtain a quorum for the purpose of adopting emergency authorization for
staff actions needed to protect public health and safety. It can provide a special regulatory tool that
allows a community to adopt extraordinary powers that can be executed by staff upon the declaration
of a local emergency in the form of temporary regulations. This can include:
32
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Monroe County Post-Disaster Recovery Strategy 2019
■ Environmental clearances
■ Debris clearance and hazard abatement
■ Damage assessment and placarding
■ Development moratoria to assure public .
health and safety
■ Temporary use and repair permits V
p
■ Deferral of fees for repair and rebuilding
permits GI IIIII
■ Continuity of nonconforming buildings and
0
uses, accompanied by safety upgrades IIII .
■ One-stop service centers
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■ Demolition of historic buildings
-
■ Emergency contractor certification U)
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In advance of the next disaster,the county should include adopting a recovery ordinance that combines
special authority granted under specific ordinances authorized after Hurricane Irma and makes the law
effective under a local disaster declaration.
CL
CL
In addition, the county may wish to adopt portions of this operational recovery plan such as special
reporting structures to responsibilities to help establish clear lines of communication beyond the
response and short-term recovery periods.
e
Staffing and Surge Capacity
It is typical for local governments to ramp up capacity in support of response and recovery operations. 04i
For example, contractors are hired to manage debris removal operations and consultants are procured
to help with cumbersome reimbursement insurance and FEMA reimbursement processes. However, it is
not as commonplace for communities to consider surge capacity support for long-term operations. As
major disasters are becoming more frequent, so are large congressional appropriations with tens of
billions of dollars to support recovery. Many times, it is the first time a community may be managing
funds of this type or magnitude and with it comes strict rules and auditing processes that can be
overwhelming for existing staff who are also experiencing their own personal recovery journey.
Augmenting local capacity with expertise in long-term disaster recovery functions such as disaster CL
housing recovery, marine debris removal or economic recovery can pay dividends by maximizing grant
opportunities and reducing potential costly audit findings that result in the return of recovery funding.
Like contracts that are put in place ahead of a disaster to support debris removal or Public Assistance as
funding, communities can consider pre-arranged contracts that allow them to ramp up support for their
r_
existing staff to avoid burnout and ensure a successful long-term recovery.
Many funding sources that are provided through congressional appropriations come with allowances for
administrative support. Communities that wish to augment their capacity should review grants for this E
opportunity and hire support when needed.
33
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IIII n , eiriil II III vn Ility Rec:overy NIII Il it In Ili IlI ll
Long-terra Community Recovery Planning Team
The role of the Monroe County Community
Planning for Recovery Team is to develop
the project-specific action plan following a
disaster.They will work closely with all as
other recovery teams to understand and III �' 0
document unmet needs, coordinate with as
Monroe County staff on internal needs and
U,
conduct outreach to the community to
understand long-term challenges with .
recovery. It is important to note that while IIII
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the Community Planning Recovery Team is
the creator of the plan, they are not the sole „w .
entity responsible for the implementation of mm mm r
the plan.Their role is typically more of a III _ mm 0
coordination role with specific III IIII � � � �� _- � _ �
implementation efforts falling under
appropriate staff aligned with the project.
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Unmet Needs Assessment
An important part of planning for long-term recovery is the development of an unmet needs
04
assessment. An unmet needs assessment is a powerful tool to use when advocating for additional i
resources needed by a community. After FEMA and initial state, resources have been exhausted, an
assessment is conducted to identify gaps in funding and solutions tailored to the community to address
those gaps.This is often completed about six months to a year after a disaster, once initial resources _
have been deployed. However, data collection can begin shortly after the disaster and continued
throughout the recovery process to clearly communicate needs to potential resource providers
(state/federal agencies, state legislature, congress, non-profit and private donors).The collection of this
information is done through coordination with other recovery teams.The basic formula for an unmet
needs assessment is:
0
\1 01 11 11 Il 111�0\ ��111 11 111 0\11 `I�� 111 �\1 11 `0 1 1 1 11 11 1\ 1 01 �1
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When advocating for additional resources, agencies that have access to funding will often want to know
how current resources are being utilized and where gaps may exist. By showing demonstrating this need
as
through real data and specific examples, a community can better tell the story of the assistance they E
need to recover and how a specific agency may be able to help.
Integrate Planning for Resiliency
Recognizing the need to build back stronger, the Community Planning Recovery Team will consult plans
such as the Green Keys Watershed Management Plan, GreenKeys Sustainability Plan, Local Mitigation
34
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Monroe County Post-Disaster Recovery Strategy 2019
Strategy and other resources that assess future vulnerability to climate change and sea-level rise during
the long-term recovery process. Disaster recovery can be a good opportunity to incorporate resiliency
into projects with funding to implement relatively quickly.This will help to ensure that proposed
projects are mindful of future impacts and built to withstand disasters and vulnerabilities of tomorrow
during repair and redevelopment efforts.
as
Community Outreach and Engagement
The Monroe County Community Planning and Capacity Building RSF will conduct community forums and
surveys to solicit community input on redevelopment following the disaster. Long-term disaster
0
recovery involves the entire community as this is often a time to re-think or implement visions for the
as
future,with potential funding sources available to carry out projects on a shorter timeline than most
community visioning efforts.
Important Local, State, and Federal Resources to Support this Function
CL 1 1 1`
Florida DEO—Community Planning The Florida Department of Economic Opportunity has a small C.
Technical Assistance Grant Community Planning Technical Assistance Grant that can be CL
used to support long-term recovery planning after a disaster.
The application cycle is typically in the spring of each year.
Florida Department of The Florida Department of Environmental Protection offers the
Environmental Protection—Florida Florida Resilient Coastlines Grant on an annual basis. Past i
Resilient Coastlines Grant application cycles have supported long-term recovery planning i
after a disaster.The application cycle is typically in the late
summer/early fall of each year.
Economic Development If awarded through a congressional appropriation, the federal
Administration Economic Development Administration may have funding to _
support long-term recovery planning.There is no standard
application cycle as this is disaster-specific appropriation.
Community Development Block CDBG-DR funding can be used to support planning activities. As
Grant- Disaster Recovery(CDBG- this often comes too late in the process for most communities,
CL
DR) it can be good to advocate for the reimbursement of
completed plans, if large in-scale or the need for additional
implementation planning efforts to make changes to existing o
plans that guide growth in the aftermath of a disaster.
0
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Long-term Financial Administration Responsibilities
The list of responsibilities below is meant to serve as a guide to help those in this role to understand
where they fit into the big picture of countywide recovery. During a time of emergency and recovery,
U
many people will be asked to take on new roles that are outside of their day-to-day function as is
needed by the type and magnitude of an event.These responsibilities are not meant to serve as an
official position description and may change as county leadership identifies new needs for the
community.
35
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Monroe County Post-Disaster Recovery Strategy 2019
�ui,�ilu I� u
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Landfall— Work closely with Monroe County Emergency Management to understand data
3 months related to the FEMA Individual Assistance Program. Specifically, document the
number of applicants,the amount of assistance provided to-date and the
number of individuals denied assistance. It is also important to understand the
number of individuals who are still using temporary sheltering assistance support
through FEMA trailers, hotel lodging or other resources.
■ Review existing plans and ordinances to determine if adjustments need to be
made to streamline recovery or address a specific need resulting from the
disaster.
3-6 Coordinate with the Housing Recovery Team to conduct a survey of long-term
months housing needs and the appetite of homeowners for mitigation programs as well
as voluntary buyout programs.
6 months Coordinate the Housing Recovery Team to understand impacts on homeowners U)
—1 year and renters and the need for new workforce housing to support long-term CL
recovery.
■ Coordinate with the Economic Recovery Team to conduct a survey of local long-
term business recovery needs (the survey conducted following Hurricane Irma is >
a great example). CL
CL
■ Coordinate with the Infrastructure Recovery Team to understand infrastructure
impacts and specific projects that will not be covered by the FEMA Public
Assistance or Hazard Mitigation Grant Program.
°
■ Coordinate with the Finance and Administration Teams to understand the long-
term fiscal impacts the county and any additional support that may be needed to i
ensure a successful recovery.This can include financial assistance to support i
local tax revenue shortfalls or new positions that are needed to support long-
term recovery and redevelopment.
■ Coordinate with the Finance and Administration to understand impacts to
cultural and historic resources and any gaps in funding that may exist to ensure
that these resources are restored.
■ Coordinate with the Environmental Restoration Team to understand impacts on
the environment, including marine debris, fisheries, and other environmental
concerns/impacts.
CL
■ Coordinate with municipalities to understand how the disaster impacted their
community and specific projects not covered by current resources, needed to
support this recovery. o
■ Conduct forums or listening sessions to get public feedback on important
elements to preserve in the community and potential strategies to build-back in
a way that may move the community in a new direction in the future. o
■ Create an online survey or input tool that allows community members the
opportunity to provide feedback without attending meetings. °b
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1 year—2 0 Ensure that the collection of unmet needs and action plan development c,
years processes are transparent by posting relevant information to a central website
for recovery and offering opportunities in-person and online for community
members to ask questions and offer feedback on projects.
36
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G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
• Work closely with the Public Information Officer to ensure that all opportunities
to provide feedback are broadly disseminated through all advertising venues
including social media, press releases, etc.
■ Work with schools and non-profit agencies to develop creative ways to involve
students and the art community in soliciting feedback on redevelopment.
■ Develop a long-term recovery plan that builds on the information collected to
date and outlines clear actions that are needed,with funding sources aligned to
guide recovery and long-term redevelopment.
■ As resources are available to support long-term recovery, coordinate closely with
municipalities and other eligible stakeholders to coordinate and ensure that the
opportunities are seized.
2+Years °b
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■ Continue close coordination with all stakeholders as funding continues to roll out U)
and provide webinars, meetings, newsletters and other media to get the word
out about the opportunity and allow a forum for communication.
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Community Disaster Recovery
Planning Coordinator CL
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It is important to have one individual
who is leading community recover
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planning for the county as well as the
municipalities.This provides a
centralized contact who can focus on III mm
the future during the early stages of
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recovery while others are working on ICI III � IIIIIII. � IIIIIII
tasks that are immediately needed to - -
respond to the disaster. In the Florida
Keys, where community planning is u
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challenging due to local laws in place pull r
to protect the environment and �I
control growth, this individual should CL
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be familiar with Monroe County and
island communities. In the aftermath
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of Hurricane Irma, an EDA grant was �I: .
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used to hire a local disaster recovery
coordinator who was familiar with
South Florida and had expertise in
long-term recovery planning. It may be helpful in the future to consider a team of individuals with
expertise in specific areas of disaster recovery.
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37
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Monroe County Post-Disaster Recovery Strategy 2019
Tips for the Long-terra Community Disaster Recovery Planning Team
■ Be proactive in evaluating unmet needs and setting priorities for recovery.This is especially
important for disasters that result in congressional appropriations. It is better to be providing
data that drives state recovery decision making than reacting to requests for information and as
feedback on structures that have already been outlined.
■ Ensure close coordination with municipalities from the start of long-term recovery efforts. It is
important that when speaking to the state or federal government,the community communicate
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with one voice.This will resonate much more strongly if organizations feel that impacted local
governments are on the same page.
Municipal Coordination
It is important to develop a clear concise countywide vision for long-term recovery that is inclusive of all
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communities and stakeholders.The table below is meant to serve as a guide to demonstrate different CL
recovery support functions and who may play a role at the municipal level.
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Village Manager ✓ ✓ ✓ ✓ ✓ ✓ ✓
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Village Attorney ✓ ✓ ✓ ✓ ✓ ✓ ✓
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Chief Building Official ✓ ✓ ✓ ✓ ✓
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Finance Director/Deputy Village Manager ✓
Park Office Coordinator ✓ ✓ ✓
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Director of Planning ✓ ✓ ✓ ✓ ✓ ✓
Environmental Coordinator ✓
38
Packet Pg. 1324
Monroe County Post-Disaster Recovery Strategy 2019
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Public Works Director V ✓
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Asst. to Village Manager/Public
V V V V V V V
Information Officer
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Environmental Resources Manager ✓
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Asst. to Village Mgr/Community >
V V V V V V 0
Development Services CL
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Wastewater Operations Supervisor
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City Manager V/ V/ V/ V/ V/ V/ V/ q
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Assistant City Manager/Planning Director V/ V/ V/ V/ V/ V/ V/
Growth Management Director V/ V/ V/ V/ V/ V/ <
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Building Official V/ V/ V/ V/ U_
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Finance Director V/ V/
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City Attorney V/ V/
0
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Ports Director V/ V/ V/ 0
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Parks & Recreation Director V/ V/ V/ V/
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Public Works Manager V/ V/ V/
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Utilities Director V/ V/ V/ <
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39
Packet Pg. 1325
Monroe County Post-Disaster Recovery Strategy 2019
ab
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City of Manager ✓ V V/ V/ V/ V/
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Asst. City Manager V/ V/ V/ V/ V/ V/
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Public Information Officer V/ V/ V/ V/ V/ V/ V/ CL
Chief Building Official V/ V/ V/
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Director of Community Services V/ V/ V/ V/ CL
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Director of Port and Marina Services V/ V/ V/
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Director of Engineering V/ V/
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Finance Director V/
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Director of Planning V/ V/ V/ V/ V/
Utilities Director V/ L)
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Administrative Assistant to the Mayor V/ V/ V/ V/ V/ V/ V/ CL
Administrative Assistant V/ V/ V/ V/ V/ V/ V/
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Building Code Administrator V V V V V V V,
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City Administrator V/ V/ V/ V/ V/ V/ V/ as
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Islamoracla Chamber of Commerce V
40
Packet Pg. 1326
Monroe County Post-Disaster Recovery Strategy 2019
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Lower Keys Chamber of Commerce V
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Key Largo Chamber of Commerce V/
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Greater Marathon Chamber of CL
Commerce
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Key West Chamber of Commerce V/ >
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Monroe County Tourist Development ✓
Council
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Program Administrator
FL Department of Environmental q
✓
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Protection (Marathon) 71 1
The Nature Conservancy (Keys) ✓
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Monroe County Long-term Recovery ✓ ✓
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Monroe County Health Department CL
V V
Administrator
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Mariners Hospital & Fishermen's 0
V 0
Community Hospital r_
Mi 0
Representative Holly Raschein's Office V/ V/ V/ V/ V/ (D
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Senator Anitere Flores' Office V/ V/ V/ V/ V/
Florida Keys Aqueduct Authority V/
41
Packet Pg. 1327
Monroe County Post-Disaster Recovery Strategy 2019
qb
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Florida Keys Aqueduct Authority ✓
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DEO Areas of Critical State Concern ✓ ✓ ✓ ✓ V/
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42
Packet Pg. 1328
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Monroe County Post-Disaster Recovery Strategy 2019
IIII an (IIIIII Illlh°° a IliIII I IIRe IIII
Long-term Housing Recovery Team I IIIIIIIIIIIIII IIIIIIIIIIIIIIII
I u .. IIIIII �
The main role of the Long-term Housing Recovery
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Team is to map out long-term solutions for
rebuilding a stronger, safer, and more resilient III mm
housing stock following a disaster.While short-
term housing assistance including the Federal
Emergency Management Agency(FEMA) Sheltering as
and Temporary Essential Power(STEP) Program, IIII as
trailers and hotel lodging through the FEMA u"
24
Individual Assistance Program and other
transitional housingoptions are an important art IIIIII
p p p III II pupmm uu, U)
of recovery, this role is focused on finding long- ((IIII (IIII II CL
term solutions to repair homes that were damaged II(IIII II
or destroyed, uninsured or underinsured and to
facilitate the construction of new, resilient
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affordable housing options. Housing recovery is essential because, without housing for the workforce, a CL
community cannot begin to function by opening schools, businesses and other essential services that
are needed to support and sustain the economy.
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I
Important Local, State, and Federal Resources to Support this Function Ni
Long-term Recovery Group The Monroe County Long-term Recovery Group coordinates
with non-profit and other philanthropic groups to support a
range of unmet needs, including housing rehabilitation and
repair.After Hurricane Irma, this group coordinated with the
long-term disaster case management organization to support
individuals who needed assistance after FEMA resources had CL
been exhausted. Further,to support early-on in the recovery
process, they can provide a great source of gap funding for
CDBG-DR housing repair if it determined that an applicant
cannot receive full-award to repair or replace their homes due 0
to a duplication of benefits (see page X for CDBG-DR overview). 0
This role can come up to two years after a disaster.
Florida Housing Finance The Florida Housing Finance Corporation manages two
Corporation important programs for long-term recovery:The State Housing E
Initiatives Partnership (SHIP) and the State Apartment
Incentive Loan (SAIL) programs. In addition to annual
allocations, the Corporation may also make other resources
available to support housing recovery through the HOME
program and special appropriations from the state legislature
43
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Monroe County Post-Disaster Recovery Strategy 2019
for the Hurricane Housing Recovery Program and the Rental
Recovery Loan Program. For more information on these
programs, see page X. The Monroe County Social Services
Senior Director manages these programs countywide pre-
disaster and post-disaster.
Florida Department of Economic The Florida Department of Economic Opportunity
Opportunity/US Department of (DEO)manages the annual allocation of Community
Housing and Urban Development Development Block Grant(CDBG) Program funds as well as
any disaster supplemental funds that may be available for
disaster recovery. An application can be submitted to DEO to
secure annual appropriations for CDBG funding to support °b
housing rehabilitation. In addition, the state may have
emergency funding set-aside to assist with long-term recovery
2
(see page X for CDBG overview). In addition, DEO is charged
with developing the state's action plan for CDBG-Disaster
Recovery Funding as well as implementing programs (see page CL
o
X).
as
Long-terra Housing Recovery Responsibilities
CL
The list of responsibilities below serves as a guide to integrate housing recovery into countywide CL
recovery operations. During post-disaster response, short-term recovery and long-term redevelopment
many people will be assigned new roles that are beyond their day-to-day function based upon the type
and magnitude of an event.These responsibilities are not meant to serve as an official position
description and may change as county leadership identifies new needs for the community. i
taa�cy I, r
i
\ \ \ \ \
\ \
Landfall— Monitor data collection on damage to housing and mobile home parks to
3 months consider long-term impacts for redevelopment.This may include preliminary
damage assessment data, safety inspection data, and substantial damage
assessment data being collected through the planning and building department
as well as other partner organizations.
■ Monitor FEMA Individual Assistance Programs in coordination with the MC
CL
Division of Emergency Management to understand temporary sheltering needs
and the data to understand long-term housing needs.
■ Provide support to the evaluation and identification of temporary and o
transitional sheltering options including hotels, motels, vacation rental
properties, sites for recreational vehicles, and others.
■ Working cooperatively will all impacted jurisdictions, draft a comprehensive post- o
disaster housing strategy to full-range of post-disaster unmet needs, community
priorities and resilience including home repair, replacement, elevation, buyout as
and greenspace, affordable rental stock, and others.
L)
3-6 Monitor residential reconstruction progress by reviewing housing permit
months applications and approvals throughout the recovery process to understand long-
term community housing needs.
44
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Monroe County Post-Disaster Recovery Strategy 2019
Monitor the availability of affordable housing Rate of Growth Restrictions
(ROGO/NROGO) to support redevelopment throughout the recovery process.
■ Monitor Monroe County Long-term Recovery Group Meetings to evaluate non-
profit and faith-based resources available to support immediate housing needs
and real-time information on unmet housing needs resulting from case
management.
■ Coordinate with organizations supporting temporary and transitional sheltering
options.
6 months ■ Coordinate with Legislative Director and provide data as requested to support
—1 year requests for funding to assist with long-term housing recovery and
redevelopment such as SHIP, SAIL, and CDBG-DR. as
■ Monitor the appropriation of major resources to support housing from the state,
including SHIP, SAIL as well as from the federal government including CDBG-DR, U)
USDA, HMGP, PDM, FMA.
1 year—2 0 Provide multi-media survey tools to identify housing program assistance needs
o
Years among disaster survivors including housing repair, rebuild replacement, buy-out,
and/or mitigation. Continually maintain and update the survey results as new
disaster recovery housing programs are launched.
■ Inventory shovel-ready affordable housing projects and ROGO availability to help
streamline the development of new affordable housing developments. C.
■ Be proactive and communicate long-term recovery needs and program CL
structures that will work best for the County and the state to guide the
development of the CDBG-DR Action Plan.
■ Understand the details of available housing programs and ensure eligible
homeowners know about the program and can apply. i
■ Monitor or manage the CDBG-DR application intake and approval process to i
understand if application numbers are matching up with identified needs in the
community.
2+Years Monitor the status of housing repair throughout the life of the program to
ensure that any permitting, environmental and other issues are communicated _
to the appropriate Monroe County staff to resolve the concern.
■ Track additional unmet needs not addressed through state and federal resources
and communicate those needs back to the Monroe County Social Services
Director and Long-term Recovery Group, as well as the Monroe County Disaster
Recovery Coordinator to advocate for additional needs and resources. L
■ Coordinate with the Monroe County Housing Authority and Monroe County Land
Authority to implement state and local programs for housing repair, including o
voluntary buyout, rental construction, and other housing programs that may be
available during the long-term recovery process.
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Data Collection
Data collection is an important part of
understanding long-term impacts and
communicating recovery needs to state and mm
federal agencies that have funding to
support redevelopment. It can also help
as
guide the work of all the groups within the r
county who will be working on the mission r mmr
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of long-term housing recovery and �mm � "
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redevelopment.The following resources are ®® IIII as
great tools to help understand housing "
impacts.
IIIIIIIillllll II�IImm
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■ Local Damage Assessment II I
ul IIIIIII
Information: This information
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displays the number of homes in the
community that were impacted, and _
categorizes them as "major", VIIIIII mm mm mm
umm „�" _
"minor", or"destroyed".This data is CL
CL
further refined by the completion of
safety inspections and substantial damage assessments. Each of these data collection activities
serves an important role in the community recovery process and must be coordinated through Ln
e
detailed procedures for documentation and mapping.
i
■ Building Permit Applications and Approvals:The status of residential building permits is a great 04
indicator of the status of overall housing recovery in the community. It can also help those
working on housing recovery to better understand who is able to move forward with recovery
on their own and where there may be delays or bottlenecks in the process.
■ FEMA Individual Assistance Data: FEMA Individual Assistance (IA) data can help a community in
a number of ways. First, it provides information on damage by tenure (renter or owner)to
understand impacts on both types of housing in a community. Second, it can provide point-level
data to be used to display concentrated impacts on maps.Third, it includes basic information on L
income to help understand the impacts on low-and moderate-income populations. Finally, it
can be a great tool to target outreach directly to impacted homeowners registered with FEMA
to ensure their needs are met.This data, however, contains personal information (like as
0
addresses) and can be sensitive and difficult to obtain.To access this information, work with the
Monroe County Emergency Management.Tips on how to secure this data can be found on page
X.
as
E
CDBG-DR Housing Resource Liaison U
After a major disaster, Congress can appropriate additional funds to support long-term recovery through
the Community Development Block Grant—Disaster Recovery Program (see page X).The CDBG-DR
Housing Resource Liaison should work proactively with the Department of Economic Opportunity to
provide guidance on how to develop programs in the State's CDBG-DR Action Plan. Once housing
46
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Monroe County Post-Disaster Recovery Strategy 2019
programs are implemented, this liaison should work to ensure applications to the Housing Repair and
Replacement Program are on track and expedited through local processes, understanding the unique
needs and requirements of Monroe County.
as
New Construction:Workforce/Affordable Rental Development Liaison
as
Monroe County Long-term Housing Team will stay aware of potential shovel-ready new
affordable/workforce rental developments that could use financial gap assistance for implementation.
This includes working closely with the Florida Housing Finance Corporation and monitoring their Request
0
for Applications that target Monroe County and disaster-impacted communities. After a disaster CL
V
significantly impacts a community's housing stock,funding can be made available to create new long-
term affordable rental housing options in a community. The Housing Administrator will coordinate with
private developers to ensure affordable housing ROGOs are in place and help guide the development
through the local review process. CL
CL
04
CL
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Monroe County Post-Disaster Recovery Strategy 2019
IIII an ; ,ternri IIWIIIIIIII ICI I Ili : and IB usi III Iess Rec:overy
Economic and Business Recovery Team
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The Monroe County Economic Recovery Team
will monitor the overall economic impacts and
health of the community and identify possible
resources for addressing issues resulting from
a disaster.This role involves
private businesses chambers commerce, as III mm
working with
prii ,� as
well as keycommunity workforce partners to
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address challenges with long-term economic IIII
recovery.The Economic Recovery Team will rl U)
work with local businesses to understand their ullll . CL
recovery needs and help facilitate any issues
relating to permitting and other repair and
redevelopment challenges following the = "
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disaster.The team will also coordinate with C.
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local businesses and workforce development
entities in the county(Career Source, Florida
Keys Community College, etc.) to determine II
workforce impacts, and advocate for
resources to support these needs. Following
many disasters, the biggest impact on the - i
workforce is lack of housing, as was true III .
following Hurricane Irma. In this case,the G
Monroe County Economic Recovery Team will IIII ® �.
support the efforts of the HousingRSF b mm
providing information about how housing is
contributing to many recovery challenges in IIIII g
the community advocate for resources and i�iu 111111 Illul1111llu l'iii IIIIII1Illuulllllil luiu�a I�ui�li i ill�ui�li uui��i iu i'iii ui�liu Iluui ui�li W
support.
Important Local, State, and Federal Resources to Support this Function
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Florida Small Business The Florida Small Business Development Center provides on the
Development Center- US Small ground support for businesses to help them qualify for Small o
Business Administration Business Administration low-interest disaster loans to help
businesses recover from disasters. as
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Florida Department of Economic The Florida Department of Economic Opportunity offers an
Opportunity Emergency Bridge Loan Program that can provide quick, short-
term interest-free working capital loans to help "bridge the
gap" between the time a disaster strikes and when a business
has secured longer-term recovery resources such as sufficient
48
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Monroe County Post-Disaster Recovery Strategy 2019
profits, insurance claims or federal assistance. In addition, DEO
manages a website for businesses: vw w.f1oi ldadi„saster,._bi
which is meant to be a one-stop-shop to help businesses
prepare for, respond to and recover from emergencies.
Communities can also work with the agency to advocate for
specific programs to be included in the CDBG-DR Action plan to
address economic recovery.
as
Long-terra Economic Recovery Responsibilities
The list of responsibilities below is meant to serve as a guide to help those in this role to understand as
where they fit into the big picture of countywide recovery. During a time of emergency and recovery,
many people will be asked to take on new roles outside of their day-to-day functions, depending on the
type and magnitude of an event. Note: these responsibilities are not meant to serve as an official
position description and may change as County leadership identifies new needs for the community.
CL
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Landfall— Promote state and federal resources available to support business recovery
3 months through websites like uuw orida� l.)is sterj3i . CL
CL
■ Coordinate with local chambers of commerce to ensure that they are aware of
business support resources.
3-6 Host meetings with local businesses and chambers to understand their
months challenges and help address concerns related to tourism and other industry
sectors. i
■ Provide information on a central website on loan information and other i
resources that may be available to assist businesses.
■ Meet with local fisherman to understand their needs and share available
resources to support their recovery.
6 months Compile unmet needs to share with the Community Recovery Planning Team to _
—1 year support the development of the action plan.
■ Advocate for business recovery programs to be included in the CDBG-DR Action
plan that supports local business and economic recovery needs.
1 year-2 0 As new resources become available to support long-term business recovery,
years+ conduct public outreach campaigns to ensure that this information is L
communicated to all business owners who may still be in need of assistance.
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Monroe County Post-Disaster Recovery Strategy 2019
Planning for Success
w
Ensuring that businesses can recover following a
disaster involves helping them to understand and plan II III III
for some of the consequences that can result from a
disaster. After Hurricane Irma, over half of businesses
reported they were uninsured or under-insured. mm mm
Conducting disaster recovery workshops ahead of VI
time with businesses to educate them on their II
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responsibilities and the limited tools available to them III j
following a disaster can help them prepare. Some .
recommended measures include creating cash IIIII Illlfll �II �
reserves and seeking adequate insurance coverage. I III �� III U)
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The County may consider forming a local business IIIII .
recovery network through the local chambers of 0
commerce to help guide both pre-and post-disaster CL
business recovery efforts.This could be led by a
specific chamber for the entire Keys with support
from all other chambers and County officials.
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Packet Pg. 1336
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Monroe County Post-Disaster Recovery Strategy 2019
III IIII ° �III�III III 'lli IIII IIII Ili .IIII Ills Ili IIII Ili "'lll� ° Ili IIII
Long-terra Financial Administration Team
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The main role of the Long-term Financial (IIII
Administration Team is to coordinate the
private insurance and FEMA Public Assistance " - c
program following a disaster and manage all �i. III r
long-term fiscal needs and impacts in the
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community.The FEMA Public Assistance III III III
reimbursement process is a significant
undertaking as it requires coordination across III U)
all departments within a community to - CL
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provide proper documentation on damage as
well as repairs completed to infrastructure
and public facilities. Since this is a
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reimbursement process it often requires IIII C.
CL
communities to take out loans and other
forms of credit to pay for upfront costs.These II II
loans come with interest payments and the III
e
longer a community must have the loan in .
place, the more interest it must pay which is = i
not considered a reimbursable expense. For i
p III
example, following Hurricane Irma the l
p 8 ,
County was required to take out
approximately$40 million to cover upfront
costs.This came with an interest payment of
around $78,000 each month, which adds up over multiple years. It is important that local governments
streamline internal processes to ensure that reimbursement through the FEMA process is smooth.
Further, as the financial administration coordinator for disaster recovery, this team should be searching CL
for ways to expand the staffing capacity of the local government to support recover operations. Most
Y p 8 p Y 8 pp Y p
often,this comes through administrative fees and other grants provided to support long-term recovery.
The function of this team is to look for opportunities to use these administrative fees to augment staff as
0
so the local government has the capacity to manage a multi-year recovery effort.
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Monroe County Post-Disaster Recovery Strategy 2019
Important Local, State, and Federal Resources to Support this Function
I I II � I I III I � l II lI@ pI I I
Private Insurance Private insurance is the first resource utilized to support local
recovery of infrastructure and public facilities. It is important to
start claims quickly to understand where there may be gaps
that require other sources of funding.
FEMA—Public Assistance The FEMA Public Assistance Program is the largest grant
as
program that provides emergency assistance, such as debris >
clearance and protective measures as well as permanent
restoration of community infrastructure. For more information
on this program, see page X. (b
U)
FEMA—Hazard Mitigation Grant The FEMA Hazard Mitigation Program can be used to
Program strengthen community infrastructure and public facilities so it is
rebuilt in a way that mitigates future risk from storms. For more 0
information on this program, see page X. OL
Community Development Block The CDBG-DR program is an important federal resource that
Grant- Disaster Recovery(CDBG- can be used to match other funds such as the FEMA PA and as
DR) FEMA HMGP Program. Understanding what gaps may exist with
FEMA PA funding before the CDBG-DR Action Plan is developed CL
can help the County advocate for local cost-share as an eligible <
use of funding.
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Long-term Financial Administration Responsibilities i
The list of responsibilities below is meant to serve as a guide to help those in this role understand where I
they fit into the big picture of countywide recovery. During a time of emergency and recovery, many
people will be asked to take on new roles outside of their day-to-day functions depending on the type
and magnitude of an event. Note:these responsibilities are not meant to serve as an official position
description and may change as County leadership identifies new needs for the community.
a
Landfall— 0 Execute contract for FEMA Public Assistance support. OL
3 months 0 Consider the FEMA Community Loan Program and other resources that may be
needed to help cover up-front costs related to disaster recovery.
3-6 Exhaust all private insurance options available to support the repair of
months infrastructure and facilities. 0
■ Establish a clear line of communication for ensuring that tasks related to FEMA 0
reimbursements are prioritized across all departments.
■ Require all departments to begin to collect all documentation needed to support
the reimbursement process and establish clear expectations for what needs to be E
done. 0
■ Monitor Congressional appropriations and work with Monroe County Legislative
Affairs Director to advocate for resources need to support impacts that are not
covered under private insurance or the FEMA PA programs.
52
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Monroe County Post-Disaster Recovery Strategy 2019
Consider surge capacity needs for long-term recovery and the need for a long-
term recovery procurement to get support.
6 months 0 Continue to work through the FEMA Public Assistance Project Worksheet process
—1 year with contractors and staff to streamline reimbursement and bring to the
attention of leadership when costs won't be covered by FEMA Public Assistance
CD
so other avenues can be explored.
1 year—2 0 Advocate for cost-share and other gaps as an eligible expense in the
years development of a CDBG-DR Action Plan.
2+Years 0 Ensure that projects involving multiple funding streams are tracked with clearly
defined scopes to avoid any issues with perceived or actual duplication of
benefits.
Planning for Success
Planning for upfront financial management can CLo
avoid costly delays and minimize frustration in
,,.
the process. It is important to ensure that the
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community has appropriate emergency reserves li 0
for disasters and understands that there are CL
CL
certain times when money must be spent early
� IIII
on that may not get reimbursed. In addition, it is �G
important for all local government staff to
understand the necessity of clear
i
documentation of work.The acquisition of an ��I IIIIcNi
asset management system, like described in the ="
box to the right, can help a community manage mm
its public facilities prior to an emergency event,
�IIIII„ III
streamline the process for reimbursement and rig
also make it easier to document losses— IIIII III to
potentially increasing the amount a community U_
receives through reimbursement processes. A "
IIJ
system such as this, however, is only as good asCL
the information put into it. If an asset J
management system is implemented, Monroe
County should consider training and
documentation requirements to ensure it is kept - III III II 0
up to date. "
Financial Administration Coordinator
as
It is essential that the individual who coordinates the financial administration of post-disaster recovery E
can manage contracts and the work of contractors as well as has the authority to direct other staff
across the entire local government.While familiarity with the FEMA Public Assistance process is a bonus,
much of this expertise can be acquired through supplemental contracting staff. It is important that this
individual has the support to augment staff through contractual services.This is a lengthy and labor-
intensive process that is challenging to support without sufficient staff. Providing support to hire a team
53
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Monroe County Post-Disaster Recovery Strategy 2019
to assist with these efforts can ensure that this individual can continue to manage this process for
several years, while also functioning in their day-to-day roles related to financial management.
Tips for the Long-terra Financial Administration Team
■ Ensure there is a pre-arranged contract in place to support the FEMA reimbursement process
procured in line with FEMA guidance.
■ Consider specific procurement to supplement staff for long-term recovery support needs.This
can often be reimbursed through administration fees provided by larger congressional
appropriations. Understanding the desire to seek reimbursement for these costs, procurements
should be conducted in line with federal guidelines.
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■ The individual who functions in this role must continue to have the authority to direct other
staff to ensure an expedited reimbursement process, even if the Incident Command Structure is
no longer in place.
CL
■ Providing advance payment to local governments through the FEMA Public Assistance Program
is extremely important to reduce the amount of credit and loans that a community must access
to cover upfront costs.The Long-term Financial Administration Coordinator should proactively
CL
work with the Legislative Affairs Director to advocate for policies that support advance payment. CL
If the state or local government is considering policies that would not allow for advance
payment, it will be important to provide examples to the local delegation and the Florida
Division of Emergency Management from Hurricane Irma where this was a major complication
for local governments. i
i
■ Advocate for cost-share to match programs like the FEMA Public Assistance program and the
FEMA Hazard Mitigation Grant Program to be included in the CDBG-DR Action Plan.This can
help a community to leverage all other funding sources and continue to use local funding in a
more flexible way to support needs not covered in disaster recovery grant programs.
CL
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54
Packet Pg. 1340
G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
IIII an ; ,° eIrII IIIPUIIIIIIi IIII Ililllllli° IliManageIIeIII°
n �tel�°T° i �°� i tiNic f."acifi°i°:i s II°r�:ject i anagei'7ie°'t�i..
III...: � .� I�` ��.:�°��ct�l�l�`�� nl�r i� N� � N ewii
The role of the Long-Term Infrastructure and
Public Facilities Project Management Team is to
manage the long-term repair and recover of a .� mm .
g g- p Y
infrastructure and public facilities. This should be _ ;;;; as
conducted in close coordination with the Financial
- 0
Administration Team which provides oversight of III .mm as
the FEMA Public Assistance reimbursement
process.This team should look for opportunities to
incorporate resiliency in the design of future
projects using other funding sources or creative VII mm mm
solutions. Disasters present the opportunity to OL
rebuild in a way that considers the future of the
community.This can include the consideration of III
future environmental vulnerabilities such as sea- V `� 0
IIIII V
level rise or projects that could provide an CL
economic benefit to the community.This team
should explore all funding sources available to
support the restoration of infrastructure and
public facilities, and leverage these resources .
I�I II�
where possible. i
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This team will also manage the restoration of local VVVVVVVV�1VVVVVVVV VV
govern historic resources serving as
g � IIIII u I IIIII IIIII uuuuufuuuuul u u uuu uuu a Muu uuu uuu,,,,,,,
important public facilities throughout the ill a
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community. Historic resources are part of the � � � ����� u uuuuuuuuVuVVV U
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unique culture and sense of place in the Keys.The
restoration of these properties requires additional
care and consideration to retain their historical significance.
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Important Local, State, and Federal Resources to Support this Function
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1
II
Private Insurance Private insurance is the first resource utilized to support local
recovery of infrastructure and public facilities. It is important to
start claims quickly to understand where there may be gaps U
that require other sources of funding.
FEMA—Public Assistance The FEMA Public Assistance Program is the largest grant
program that provides emergency assistance, such as debris
clearance and protective measures as well as permanent
55
Packet Pg. 1341
G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
restoration of community infrastructure. For more information
on this program, see page X.
FEMA—Hazard Mitigation Grant The FEMA Hazard Mitigation Program can be used to
Program strengthen community infrastructure and public facilities so it is
rebuilt in a way that mitigates future risk from storms. For
more information on this program, see page X.
Community Development Block The CDBG-DR program is an important federal resource that
Grant- Disaster Recovery(CDBG- can be used to match other funds such as the FEMA PA and
DR) FEMA HMGP Program. Understanding what gaps may exist with
FEMA PA funding before the CDBG-DR Action Plan is developed
can help the County advocate for local cost-share as an eligible °b
use of funding.
Emergency Supplemental Funding Congressional appropriations can sometimes include funding
—Historic Preservation Fund. specifically for historic preservation.This can be an important
resource for restoring public facilities in the community with
historic value.
Long-term Infrastructure and Public Facilities Project Management Responsibilities
The list of responsibilities below is meant to serve as a guide to help those in this role understand whereCL
o
p g pCL
they fit into the big picture of countywide recovery. During a time of emergency and recovery, many
people will be asked to take on new roles that are outside of their day-to-day function as is needed by
the type and magnitude of an event. Note: these responsibilities are not meant to serve as an official Ln
e
position description and may change as County leadership identifies new needs for the community.
04
\acsi\��Uu r
ti vUl��
i
Landfall— ■ Conduct damage assessments for infrastructure and public facilities.
3 months ■ Collect important data to support reimbursement through private insurance and
FEMA Public Assistance.
■ Remain in close coordination with the Financial Administration Team to ensure a
streamlined reimbursement process, reducing the amount of time a community
must use loans to cover upfront costs.
3-6 Monitor Congressional appropriations and work with Monroe County Legislative
months Affairs Director to advocate for resources need to support impacts that are not
covered under private insurance or the FEMA PA programs.This can include
resources to support historic preservation needs. o
■ Consider surge capacity needs for long-term recovery and the need for a long-
term recovery procurement to get support.
6 months 0 Continue to coordinate with the Financial Administration team on the FEMA o
—1 year Public Assistance Project Worksheet process.
■ Review and update the Local Mitigation Strategy to include new needs and °b
E
reprioritize projects based on current conditions. 0
1 year—2 0 Apply for FEMA Hazard Mitigation Grant Program funding to support mitigation
years for infrastructure and public facilities.
■ Advocate for cost-share and other specific recovery and mitigation needs in the
CDBG-DR Action Plan.
56
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Monroe County Post-Disaster Recovery Strategy 2019
2+Years Ensure that projects involving multiple funding streams are tracked with clearly
defined scopes to avoid any issues with perceived or actual duplication of
benefits.
as
Infrastructure and Public Facilities Project Management Coordinator
The Infrastructure and Public Facilities Project Management Coordinator should be someone with
decision-making authority over all aspects of facilities management. It is essential that the individual
who coordinates infrastructure and public facilities repair coordinate closely with the Financial
as
Administration Team and prioritize their needs for reimbursement. Providing support to hire a team to
assist with construction management can ensure that this individual can continue to manage this
U)
process for several years,while also functioning in their day-to-day roles related to financial
management.
Tips for the Infrastructure and Public Facilities Project Management Team CL
V
■ An asset management system can significantly improve facilities management and streamline
documentation requirements for insurance and FEMA PA reimbursement before a disaster
strikes.
0
CL
CL
■ Consult resiliency planning efforts across all Departments to ensure that long-term solutions and
permanent work completed considers future vulnerability.
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■ Consider natural or green infrastructure solutions in addition to hard infrastructure, where I
CD
appropriate, for shoreline protection and flood reduction.
CL
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Monroe County Post-Disaster Recovery Strategy 2019
IIII n ,ternri IIWIIIIIIII iii l iiii l iii iii l° IIII IIRe r ° iii n
Long-terra Environmental Restoration Team
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The main role of the Environmental �IIIIII W
Restoration Team is to manage the marine
debris removal process and find creative "' - = -
funding sources to support this recovery.
In the aftermath of a disaster, marine
debris removal is essential to both
recovery and environmental health issues.
The waterways of Monroe County are the
91111 0
lifeblood of its economy as they are part of - CL
III
its attractive landscape as well as
important marine habitat for the fisheries GI r
that provide local seafood and sports
g y mm ° r
fishing both mainstays of the CL
-
CL
community s economy. Marine debris uuu
removal operations should be considered �I
in terms of its location, legal ownership of Ir e UM
the waterbody, hazard posed by the mm
marine debris, and purpose for removal of
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the debris. Vh debris removal public
s tYpicallYa FEMA reimbursable IIIIIIIIII IIII IIII
i
Ili III
expen
se, responsibility for debris removal
in private canals and other areas can get
murky.The box to the right provides some -
guidance on creative solutions to ensure a .
successful marine debris removal
response. Important resources to support
marine debris removal are detailed below. CL
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Important Local, State, and Federal Resources to Support this Function
1
1 1
US Department of Agriculture, USDA provided Monroe County with a $49.2 million grant
Natural Resources Conservation through the Natural Resources Conservations Services,
Services Grant Emergency Watershed Protection Program to assist with
marine debris.This grant was used successfully for a similar
purpose following Hurricane Georges.
Florida Keys Stewardship Act Florida Keys Stewardship Act provides a recurring set-aside of °b
Funding Florida Forever funding in the Keys. Specifically, it authorizes as
the use of Stan Mayfields funding to include critical water
quality projects such as stormwater and canal restoration. $5.5
million of this funding was used to match the USDA MRCS grant
to support marine debris removal through canal restoration. OL
o
US Coast Guard and Florida The US Coast Guard supported debris removal in navigable
Wildlife Commission—Derelict waterways, such as intercoastal waterways or ports.This
Vessel Removal includes derelict vessels. In addition, the Florida Wildlife
Commission supported the removal of Derelict Vessels.
CL
Lobster Trap Removal—Florida After Hurricane Irma, Florida Sea Grant conducted aerial CL
Sea Grant and FWC reconnaissance mapping of displaced traps to assist with
proper removal. Using the Spiny Lobster, Stone Crab, and Blue
Crap Trap Retrieval Program and the Derelict Trap and Trap
Debris Removal Program through FWC, these traps were
removed. 04
FEMA—Public Assistance While the FEMA Public Assistance program can be a resource, it
is difficult to use for marine debris removal. First, it is a
reimbursement process that can take many months or years to
complete requiring local governments to cover costs upfront.
Second,the community must have documentation to support
that the debris is directly tied to the Hurricane Impact. Without
proper studies to show that the debris was not there prior to
the storm, a community may risk not getting reimbursed for
these costs. OL
Volunteer Groups—The Conch The Conch Republic Marine Army was formed as a volunteer
Republic Marine Army organization to go where large-scale debris removal operations 0
could not. Using kayaks, canoes, and manual labor, the group as
removed 272,010 pounds of documented debris.
Marine Fisheries o
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Long-terra Environmental Restoration Responsibilities E
The list of responsibilities below serves as a guide to integrate marine debris removal into countywide 0
recovery operations. During post-disaster response, short-term recovery, and long-term redevelopment,
many people will be assigned new roles that are beyond their day-to-day function based upon the type
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and magnitude of an event. Note: these responsibilities are not meant to serve as an official position
description and may change as county leadership identifies new needs for the community.
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Landfall— ■ Gather all pre-existing studies and canal maintenance records to demonstrate
3 months disaster impacts that can be directly tied to storm-related damage.
■ Through a federally approved vendor procurement process, establish marine
debris removal vendor agreements (consider the inclusion of marine debris
removal, monitoring, debris transport, and storage). Identify vendor payment
methods based on time and materials versus payment based upon pounds of °b
debris removed. as
■ When reviewing potential funding sources, request additional administrative
_ .. 2funds to augment staffingcapacityto large-scalepost-disaster projects.
3-6 Monitor Congressional disaster supplemental appropriations and work with the
months Monroe County Legislative Affairs Director to advocate for additional marine o
debris management resources, such as the USDA resource mentioned above.
■ Coordinate with volunteer organizations and focus their manual marine debris
removal efforts in geographic areas that are not accessible by larger automated
debris removal operations.
CL
■ Coordinate with the US Coast Guard and FWC to remove navigational barriers CL
and derelict vessels in approved waterways.
6 months ■ Once Congressional Allocation is in place,work to secure this funding through an
—1 year agreement and prepare for larger operations.
■ Consider hosting monthly coordination calls that involve all organizations that i
are supporting this effort to ensure that teams are working together and stay i
abreast of important timelines for grants and funding.
■ Advocate for resiliency to be considered during the development of long-term
recovery plans and state CDBG-DR Action Plans.
1 year—2 0 As sites are completed, document clean-up through pictures and other studies to _
years be able to demonstrate post-clean up conditions.This will also help prepare the
community for documentation needed, should there be an event in the future.
2+Years Continue to document clean-up and transition back to normal operations,
including the implementation of a canal maintenance plan.
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Planning for Success
A proper Canal Maintenance Plan is key to a
successful marine debris removal operation to ® ® u
provide solid documentation of ghat can be
attributed direct) to disaster impacts and avoid
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program funding denial due to deferred III
maintenance.This plan should include:
■ Canal depth to justify sediment removal "mm`I
■ Routine water quality sampling
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■ Sonar imaging to demonstrate the .
difference between typical canal debris
and that which is caused by a storm. III r
This plan can be used to help coordinate U)
volunteer annual clean-up activities as well as DCL
other important day-to-day county operations.
In the post-disaster environment, a proper Canal Maintenance Plan becomes critical documentation to as
justify funding for debris removal.
CL
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Environmental Restoration Coordinator
When considering who should coordinate environmental restoration,specifically marine debris removal
operations within the County government, consider the array of skillsets needed by this individual who
will be filling this role.The individual who performs this function must have a strong background in
contract management and procurement.This individual should understand canal maintenance and
04
demonstrate the ability to think outside the box when it comes to funding streams.The marine debris i
removal coordinator should have the authority to challenge administrative and programmatic rules and
interpretations when necessary to achieve results.This individual should have strong communication
skills yet not be intimidated to challenge authority with the goal of finding innovative solutions to work _
with programs. Based upon the magnitude of the disaster event, Marine Debris Removal Coordination
may become a full-time job for at least one year.This can mean that the County leadership may need to
delegate responsibilities to other staff. In addition, all grants should be explored for additional
administrative funding to support staff augmentation to help lead this task.
CL
Tips for the Long-term Marine Debris Removal Team
■ Explore ALL funding sources available after a disaster and understand that it will require
multiple funding streams to accomplish goals.You must understand: "Who owns the waterway?
Why is the debris being removed?"
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■ A canal restoration plan can help ensure that the County has proper documentation to attribute E
debris to the disaster and avoid classification as deferred maintenance.
■ Remember that canals serve an important function for flooding capacity. If debris is not cleared,
it can increase the risk of flooding to nearby homes and structures.
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Vendor agreements should be based on time spent, instead of the amount of debris cleared. If
structured around amount of debris cleared it can be difficult for vendors to financially make this work
and can lead to cherry-picking of canals, avoiding those that may not have as much debris b
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IIII an ,ter Illlh°° IIII° III II III :Ili IIII Servilc:es Su Ipmrt
Long-terra Health and Social Services Support Team
The main role of the Long-term Health and CI
Social Services Support team is to coordinate
and address the needs of individuals III
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vulnerable, after a disaster.This is done in
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coordination with many other active IIII IIIII _ °b
organizations in the community.The primary as
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partner in this effort within Monroe County
is the Long-term Recovery Group, which III �. .
coordinates philanthropic and disaster- U)
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recovery volunteer organizations after a ^° OL
disaster.The Long-term Social Services (IIIII Iw "�I " I III
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Support Team serves as the local as
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bring to the table local government aid and (IIIII I CL
resources and helping to support case °°°'"""" °°°' w <
management needs. Monroe County IIII
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typically runs a lean Social Services Division.
The workload that is required after a disaster i
can be overwhelming for this team and limit i
their ability to coordinate with other
stakeholders and leverage their resources. It is important to supplement staff after a disaster with
contractual support to ensure that they can continue to manage their day-to-day tasks while also
assuming new disaster recovery roles and responsibilities.
Important Local, State, and Federal Resources to Support this Function
Long-term Recovery Group The Monroe County Long-term Recovery Group coordinates o
with non-profit and other philanthropic groups to support a
range of needs, including housing rehabilitation and repair.
After Hurricane Irma, this group managed long-term case o
management for individuals who needed assistance after
FEMA resources had been exhausted. It is important to closely as
coordinate with this organization following a disaster to
E
leverage funding opportunities and understand unmet needs
that continue to exist in the community.
Florida Housing Finance The Florida Housing Finance Corporation manages the State
Corporation Housing Initiatives Program (SHIP) which can provide funding
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for both temporary and long-term housing solutions. After
disasters, the Florida legislature can appropriate additional
dollars into the Hurricane Housing Recovery Program, which is
a disaster-specific SHIP Program. It is important to note that
typically, communities can spend a higher percentage of these
dollars on administration costs, like staff augmentation.
Florida Department of Economic The Florida Department of Economic Opportunity manages the
Opportunity/US Department of annual allocation of Community Development Block Grant
Housing and Urban Development (CDBG) Program funds as well as any supplemental funds that
may be available for disaster recovery. An application can be
submitted to DEO to secure annual appropriations for CDBG as
funding to support housing rehabilitation. In addition, the State
may have emergency funding set-aside to assist with long-term
2
recovery(see page X for CDBG overview). In addition, DEO is
charged with developing the state's action plan for CDBG-
Disaster Recovery Funding as well as implementing programs CL
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(see page X). If additional long-term support is needed for
public services to address unmet needs, the community should
advocate that this be included as an eligible activity in the
CDBG-DR Action Plan. CL
Centro Campesino—Community Centro Campesino is the local provider of Community Services CL
Services Block Grant Block Grant funding for Monroe County.This is a flexible
source of funding that can be used to address a myriad of
needs for individuals following a disaster.The County should
partner with this organization in the delivery of these services i
as well as work with DEO, the state administrator of CSBG i
funding, to request additional emergency support for disaster
relief.
Volunteer Florida Volunteer Florida administers the Federal Disaster Case
Management Program which provides coordinated case _
management support following a disaster. In addition, they
manage the Florida Disaster Fund which can provide flexible
support to service organizations that will serve individuals in
the community.This can be an important resource for
addressing unmet needs as well as staff augmentation. L
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Long-terra Health and Social Services Recovery Responsibilities as
The list of responsibilities below is meant to serve as a guide to help those in this role to understand o
r_
where they fit into the big picture of countywide recovery. During a time of emergency and recovery, o
many people will be asked to take on new roles that are outside of their day-to-day function as is
r_
needed by the type and magnitude of an event. Note: these responsibilities are not meant to serve as an
official position description and may change as County leadership identifies new needs for the
community.
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Landfall— 0 Monitor FEMA IA program intake and understand data behind the needs that are
3 months coming in through applications for assistance.
■ Monitor mental impacts in the community including increased incarceration
rates, problems with children at school and general behavioral health of the
community.
■ Establish close coordination with the Monroe County Long-term Recovery Group.
■ Stay aware of all philanthropic support coming into the community and help
match these organizations with needs.
3-6 ■ As the FEMA IA application closes, collect data of individuals and ramp up
months coordinated case management with support of the Monroe County Long-term
Recovery Group.
■ Develop and maintain a uniform reporting process to collect information on
unmet needs and track dollars that are coming into the community to support
0
recovery from non-governmental sources. CL
■ Request assistance from an outside organization (such as World Renew)to
conduct a human-based unmet needs assessment.
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■ Actively participate in all Monroe County Long-term Recovery Group meetings >
and think of ways to leverage limited state funding with non-profit and private CL
dollars to address individual needs (throughout the life of the entire long-term
recovery process).
■ Advocate for resources to support identified mental and behavioral health Ln
°
impacts.
6 months o Coordinate with Legislative Director and provide data as requested to support
—1 year requests for funding to assist with long-term recovery including SHIP funding,
potential HHRP funding, and CDBG-DR.
■ Monitor the appropriation of major resources to support housing from the state,
including SHIP, HHRP, Volunteer Florida and other resources.
■ Provide data to support the community-wide unmet needs assessment and the
statewide unmet needs assessment for CDBG-DR funding.
■ Consider any public service programs that may be needed to address unmet
individual needs and suggest potential CDBG-DR programs or eligible activities to
address these needs.
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1 year—2 0 Work closely with the entity that receives the Disaster Case Management Grant
years to ensure that needs are being met and case management is coordinated.
■ As CDBG-DR program funding rolls out to address housing recovery and other o
needs, think of other resources that may be able to be used to fill gaps for as
0
individuals who may not be able to receive full support through these programs. r_
2+Years ■ Track additional unmet needs that are not addressed through state and federal
resources and communicate those needs back to Long-term Recovery Group, as
well as the Monroe County Disaster Recovery Coordinator to help, advocate for °b
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additional needs and resources. U
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Data Collection
Data collection is a critical part of the delivery W W W W W
of services to address the unmet needs of
individuals. It is important to not only IIIII III
communicate where there are needs using "
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data but also communicate how funding has
been used to address community needs when
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requesting additional support. Below are as
some data sources that should be considered:
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■ World Renew Community Needs """
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Assessment: World Renew is a .
philanthropic organization that U)
provides support following disasters. II . CL
One service that it offers is a
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Community Assessment of Unmet
Needs.This assessment can help a .
community locate the vulnerable and CL
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most needy, identify resources �I
available for recovery and provide
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data to support a recovery budget. It
can also be a useful tool when
prioritizing unmet needs.These "w 04
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assessments are typically conducted IIII
after a Long-term Recovery Group has
formed and when most people know
the benefits they will receive through _
FEMA, SBA, and insurance.
■ FEMA Individual Assistance Data: FEMA Individual Assistance (IA) data can help a community in
a number of ways. First, it provides information on damage by tenure (renter or owner)to
CL
understand impacts on both types of housing in a community. Second, it can provide point-level
data to be used to display concentrated impacts on maps.Third, it includes basic information on
income to help understand the impacts of low-and moderate-income populations. Finally, it can
be a great tool for outreach directly to individuals who were impacted and registered with FEMA
to ensure their needs are being met.This data contains personal information (like addresses)
and can be sensitive and difficult to obtain. Work with the Monroe County Emergency
Management to access this information.Tips on how to secure this data can be found on page
X. E
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Health and Social Services m
Coordinator
The Long-term Health and Social
Services Coordinator should be IIII
someone who works closely with the
Division of Emergency Management III
as well as the Social Services Division
in Monroe County. Further,this Irl as
individual should coordinate closely
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with the Long-term Recovery Group IIII III
established to support disaster IIIIII III I�
recovery.This individual should have U)
in-depth knowledge of social services
IIII � IIII. � mm r mm
programs as well as an understanding
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of case management.This individual CL
may be an emergency management
employee, but it is critical that they III G II
have the full support and breadth of
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resources offered by the Social CL
Services Division. It is important to J II III
recognize that this will significantly
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augment the responsibilities of the
Social Services Director and additional
staffing capacity will be needed to support long-term recovery for at least two years. 04i
Tips for the Long-term Health and Human Services Team
■ Advocate for the use of one client intake system for all support providers to coordinate on
services provided to individuals.This can help organizations transfer client information as well as
allow for a common collection of information to be requested upfront from an individual who
needs assistance.
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■ Advocate for Hurricane Housing Recovery Program dollars from the Florida Legislature which
can be used to support temporary and long-term housing solutions.This program is a special
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disaster-specific allocation of SHIP funding that can help individuals who may be behind on rent
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or mortgage payments, enabling them to use their funding to address other necessities. In
addition, it can help make permanent repairs to homes of low-to moderate-income individuals
who may not have insurance or may be underinsured.
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■ Advocate for local case managers through the Disaster Case Management Grant.This could
include the county or another local organization assuming these responsibilities using grant
funds but at a minimum should include local case managers who are present in the community
and can help address community needs.
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■ Request standard reporting from all organizations involved in addressing the needs of
individuals to be able to understand how resources are being used and where gaps may exist.
This can also be a great communication tool to help advocate for additional resources.
■ Track data such as increased crime rates, incarceration rates, behavioral issues at school and
voluntary admission of persons for psychiatric care (Baker Act)to demonstrate the need for
continued mental and PTSD support resources.
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III vi ii n 'o SuIp)Ipmrt IIIP UI IIII iil III iii llll iii° ii
Rec:overy lR
Overview
Funding to support disaster recovery often comes in phases with the first resources arriving within hours CD
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of an event and other sources taking sometimes two years or more before reaching local governments.
The diagram below detail major funding sources that support infrastructure/public facilities recovery.As
always, local revenue and resources should be consulted as the first as the most readily available
funding to a community.These guides assume that local revenue will not be enough to cover costs and
focus on state and federal resources. °b
After damage assessments have been conducted, private insurance is the first resource that should be
used to support repairs. For additional needs not supported or covered by insurance, the FEMA Public
Assistance Process can provide funding for infrastructure and public facilities. Since FEMA PA is a
reimbursement process, communities must often secure loans to cover upfront costs.The FEMA
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Community Disaster Loan can help provide support for these costs. After a local government has
determined what will not be covered by private insurance and the FEMA PA process, local leaders can
begin to advocate for additional support.The first line of support may be through specific state
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appropriations or special allocations of traditional state or federal programs. CL
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For major disasters, Congress may appropriate a disaster supplemental package that can contain tens of
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billions in support for communities impacted by disasters across the nation.While most well-known for
the Community Development Block Grant-Disaster Recovery (CDBG-DR) Program, these appropriations
contain many more sources that should be explored as solutions for recovery needs. In concert with or
shortly after, FEMA will allocate funding through its Hazard Mitigation Program (HMGP) to help 04i
strengthen communities to withstand the impacts of future disasters. Communities that are significantly
impacted are likely to be eligible for a specified amount of HGMP funding. It should be noted that while
the HMGP program requires a 25 percent cost-share, CDBG-DR funding can be used to cover local and
state cost-share. CDBG-DR, as a funding source that is primarily designed to support housing recovery,
should be leveraged to fill gaps.This should be considered if there are additional funds available that
were not used by other communities (through the Tier 2 phase) to leverage additional funding for
mitigation. Private donations should also be considered as a potential source of funding. Private and
philanthropic donations can sometimes come with fewer restrictions and therefore should be used CL
wisely to address needs that are not covered by more restrictive programs.
Finally,the CDBG-DR program,which is often released in a series of disbursements to communities, may
provide additional funding for mitigation.This can further help strengthen a community's infrastructure
and public facilities.The CDBG-DR program is a long process and often funding is allocated for programs
that may not be fully utilized. Communities should closely monitor this process and stand ready with
eligible projects to offer up as shovel-ready in the event that CDBG-DR funds are reallocated and must
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be spent on an expedited timeframe to meet grant closeout requirements. E
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Local Government
Infrastructure and Public
Private Facilities Post-Disaster
Insurance Major Resource Flow
FEMA Public
Assistance
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Disaster L Funds
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Project d
Specific For tips on securing state appropriations,see
page X. i
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Traditional State Fora hstoftraditional state and federal 0
and Federal resources,by project category,see page X. N
ProgramsO
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Note Congressional Appropriations are most
r - r known forthelrCDBG-DR funding.However,essi Y
Appropriations+ there are many other reso u rces ava i I a ble.
Announced Details on page X. >
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Congressional
Th i n k of CDBG-DR as your disaster re ca7e ry r l
Appropswild card.Try to fit projects in other C
use non-CD: programs first,re se rvi ng th is program for N I
OR funds� remaining unmet needs.
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HIVIGP grBe sure to maximixeallHMGPfunding,using
CDBG-D. I CDBG-DR as match,if needed. Q
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Monroe County Post-Disaster Recovery Strategy 2Ol9
Private Insurance and FEMA Public Assistance
Following a disaster, a community should first file
claim with any private insurance company that
covers their public facility orinfrastructure. For
Presidentially declared disasters,the FEMAPublic
Assistance (PA) Program will be the next resource
available to support needed repairs. Since FEMAPA
isa reimbursement program, local governments may
need to take out loans and might consider the FEMA
Community Disaster Recovery Loan asa resource to (D
help bridge the gap between repairs and
reimbursement from FEMA.
oil 24
Once a local government knows how much funding ~�
will be available through the FEMAPA program to 0
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help address remaining needs, the next step isto
determine if additional resources are needed tofully
repair the facility.This can also bean opportunity to
make upgrades or expansions to facilities tu
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accommodate additional community growth, <�
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address issues with older facilities or integrate un
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resiliency to future storms and sea-level rise into
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redevelopment.
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Project Specific State Appropriation 04|
If the County feels they will need additional resources, it's important to determine this gap as quickly as
possible to gear up for state legislative session. Since hurricanes tend to occur during the summer and
�
early fall,timing is critical to ensure that a community's request has time to be integrated into the state
budget. Below are tips for securing state funding to support disaster recovery requests.
• Only ask for what you need When u-
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much will be covered by private insurance and/or the FEMA Public Assistance Program. Prepare
a budget that shows how other resources will be leveraged like insurance and PA. If the County
�
is contributing funds, include this in the budget aswell.
• Work with your lobbyist. Hire a lobbyist that is familiar with disaster recovery requests or local U
issues to ensure that you can secure meetings with appropriate individuals that are essential to
get your request funded. �
2
• Coordinate your request with other local entities. Ensure that your requests internally (within
the County) and externally(with other local governments, school districts, etc.) coordinated so
that requests are not duplicated and leveraged with one message. Lobbyists should be aware of
all requests being made not just of their client but also the requests from other surrounding <
areas.
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G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
■ Look for existing active programs that can be used as a vehicle. It can be easier for legislators
to add additional funding with specific proviso language that earmarks it for a disaster recovery
project than create line-item budget requests for specific projects.These programs already have
processes in place and can make it easier to justify in budget negotiations.
■ Look for statutorily authorized programs that may be inactive to use as a vehicle. If there are
no existing programs that align with your request, suggest including money in the budget for an
inactive program with proviso language that details your request.
0
■ Coordinate with the agency that administers the program.State agency leadership can help to
ensure that they have the capacity in place to manage this request and will often be called upon as
to discuss the project/program. Meet with the agency and show how their program could help
solve your major disaster recovery issue. If they are informed of your request and understand
how they can help solve the issue, they will likely support the request when called upon by
legislative staff. o
■ Consider a line item request. It is good to present several options to legislators for meeting your
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needs. In addition to existing programs, ensure that you are going through appropriate channels
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to request a specific appropriation for your project. If a line item request is the only way to CL
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accomplish a project, be sure to explain why other vehicles will not work.
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■ Know the committees that must approve of your request before it is final. Understand the
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path that your request will have to follow in order to get funded and meet with legislative allies I
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ahead of time to express your need in-person, if possible, to tell your story and why you need
this project funded.
■ Be concise. Be ready to present your issue in short sound bites with a prepared two-minute,
five-minute and ten-minute version with several solutions that would be amenable.
■ Create a high-level summary. Create a one-page document that is easy to understand and to
the point to leave behind with legislators and other state officials. Your request should be clear
as well as all potential solutions that you can identify.
■ Use the media to help deliver your message. Write press releases and tap into newspapers and
TV stations that will help tell the story of why your funding is needed. It is important to ensure
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that media coverage is objective and does not alienate legislators but keeps the recovery of your o
community front-and-center across the state as other issues arise that may also compete for
funding.
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■ Designate a local ambassador.After a disaster, many organizations with resources will come to
L)
your community and want to tour the impacts and see how they can help. It can be difficult to
lose sight of the importance of these visits when dealing with the stress of daily recovery. These
visits establish a personal connection with you're the impacts of the disaster and individuals
who can help often leave with a sense of responsibility that is easy to compartmentalize without
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a first-hand visit. Designate a local ambassador who can be the point person for coordinating
with these individuals, understanding their resources and thanking them for their time.This can
take the pressure off local elected officials,who can just pop by to say hi and won't be forgotten
by your visitors later when their resources are needed.
as
■ Monitor the progress of your request. Pay close attention to your request's movement through
the process. If you see your request stalling, be sure to get in touch with appropriate decision-
makers who are next in line to approve your request to understand what may make it stall.
0
■ Work with your neighbors. Disasters know no boundaries and often nearby communities are
experiencing the same issues. Work together on larger program requests to show how the as
solution you are presenting would benefit multiple communities. Local delegations coming
together can be incredibly important to ensure the recovery of an entire region.
U)
0
■ Be willing to reach a compromise or negotiate. While disaster recovery is a hot topic, there are
a lot of requests from across the state on the table. Be flexible and ready to answer the question
of what you can do with less (i.e., project phasing).
as
0
L_
■ Say thank you!Throughout the process, give public praise to legislators and others who visit CL
CL
your community and help you along the way. It's easy to forget this step when you're during
immediate recovery, but that thank you is not only appreciated, it helps to remind individuals of
e
commitments they made to your community.
04
i
Traditional State and Federal Programs
Often traditional state and federal programs can serve as a resource for disaster recovery. Programs
such as the Small Cities Community Development Block Grant Program (non-entitlement annual
allocation) and existing programs to support infrastructure needs can be used as a vehicle for disaster
recovery repairs.The County can take inventory of available traditional resources and advocate that
these resources be used to support immediate needs for disaster recovery. Sometimes states and
federal programs have emergency set-aside funding or set new priorities for funding following disasters
that help address recovery needs. For example, the Florida Housing Finance Corporation (FHFC)will
typically set aside$5 million of the State Housing Initiatives Program (SHIP) budget for disaster recovery.
This funding can be released and accessed quickly by the County to address temporary and long-term
housing needs.The Florida Department of Economic Opportunity(DEO) also sets aside the Community as
Service Block Grant (CSBG) program funding each year for disaster recovery.This funding is very flexible
and can be used to support the needs of individuals as well as temporary housing. o
In addition to potentially securing resources, exhausting these avenues is an important part of justifying
as
requests to the state and federal government for support. Since appropriations and long-term funding E
support is geared towards unmet needs, the County will need to take this step to show that traditional
resources didn't work.The CCounty can consider reaching out to the following state agencies to request
support. Communities are encouraged to think creatively when it comes to traditional resources and
consider how they may be adapted to address disaster recovery needs.This may include requesting
state rule waivers and other policy changes to use resources to address immediate needs.
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State Agency Support
IN I
Florida FDEM is the state entity responsible for the management of FEMA funding during
Division of disaster recovery.The community may wish to request support on policy changes
Emergency needed to ensure that FEMA programs meet community needs related to the FEMA
Management Individual Assistance Program, FEMA Public Assistance Program, and FEMA Hazard
(FDEM) Program.
Florida DEO provides many different resources to support short and long-term recovery.
Department of Communities may wish to request policy changes or release of emergency set-asides (b
Economic to ensure that these programs meet community needs.
Opportunity 0 Disaster Unemployment Assistance to provide unemployment benefits to V)
(DEO) individuals who are unemployed due to a major disaster.
■ Disaster Dislocated Workers Grants provide funding to create temporary
employment opportunities to assist with clean-up and recovery efforts after o
a disaster.
■ The Florida Emergency Bridge Loan Program provides a source of expedient
cash flow to Florida small businesses impacted by a disaster.
■ The Community Planning Technical Assistance Program can provide small CL
CL
grants to local governments for the development of recovery plans.
■ The annual Community Development Block Grant program provides small
communities with grants to support housing, infrastructure, and economic
development activities. Additional funds may be appropriated by Congress
through the CDBG-DR funding to support long-term recovery. i
■ The Community Service Block Grant Program provides funding to 04i
designated local governments and non-profit agencies to assist eligible low-
income individuals with a wide array of emergency support for temporary
housing, nutrition, mental health, and other support.
■ The Low-Income Home Energy Assistance Program provides funding to _
local governments and non-profit agencies to assist with low-income
individuals with paying energy bills following a disaster.
■ The Weatherization Assistance Program can provide funding to designated
local governments and non-profits to make minor repairs to homes after a
disaster to restore power and the ability to heat/cool the home. CL
Florida The Florida Housing Finance Corporation can provide support and technical
Housing assistance for housing recovery following a disaster. as
Finance State Housing Initiatives Partnership dollars are flexible sources of funding
r_
Corporation available to local governments to address temporary and permanent o
housing solutions.Typically, an emergency set-aside of$5 million is available
to be released following a disaster.
■ Affordable Rental New Construction resources are available through a
U
myriad of state and local funding streams. If there is a need to build new
affordable housing units after a disaster, FHFC may release targeted
opportunities to address the needs of impacted local governments.
■ New Homeownership resources are available through some federal sources
managed by FHFC. If there is a need to provide support for families who
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need to purchase new homes, FHFC may provide disaster-specific funding
opportunities to assist with down-payment and closing costs.
■ Foreclosure Counseling services may be available to help homeowners
impacted by a disaster who are in danger of foreclosure with financial
counseling.
■ Affordable Rental Housing Locator services are available online to help
families who are impacted by a disaster find rental housing units available
throughout the state.
Florida The Florida Department of State can be a source of funding for historic preservation
Department of funds to support emergency repairs and recovery needs for historic properties.
State (DOS) State Historic Preservation Grants can provide small matching grants to as
local governments and non-profit organizations to cover emergency
protective measures, restoration, rehabilitation, hazard mitigation and
2
relocation work on Certified Historic Buildings.
■ Special Category Grants can cover similar work as the grant above but are
larger in scope and dollar amount. CL
o
Florida FDOT plays an integral role in debris removal operations following major disasters.
Department of Through traditional grants and funding provided by the Federal Highway
Transportation Administration, the agency may be able to assist with long-term recovery and
(FDOT) repairs to infrastructure. CL
CL
Florida DEP plays an important role in debris removal following a disaster.The Division of
Department of State Lands is responsible for waterway debris removal on designated state lands as
Environmental well as land acquisition.The Division of Waste Management plays a role in
Protection coordinating household hazardous waste removal and designating disaster
(DEP) management sites. More information on disaster debris removal resources can be i
found on the I _EP wel,:)site. Additionally,the Florida Coastal Office can provide grants i
to local governments to support planning for recovery and resilience.
Florida Fish During the long-term recovery process, FWC can be a resource for managing derelict
and Wildlife vessels and fishing equipment following a disaster. The FWC also administers crucial
Conservation NOAA Fisheries Disaster funding that may be available to support local recovery _
Commission needs following a disaster.
(FWC)
Congressional Appropriations CL
After a catastrophic event, congress sometimes elects to appropriate specific funding to support disaster
recovery.This funding is not typically appropriate for one single event, but rather for a series of o
disasters that have occurred throughout a year. For example, funding appropriated for Hurricane Irma
also addressed wildfires in California and Hurricane Maria in Puerto Rico and the US Virgin Islands. While
0
FEMA is the most well-known source of recovery funds,there are many other agencies that play a role
in the disaster recovery process.The chart below shows the funding that was appropriated through a
disaster supplemental in 2017-2018, by federal agency. E
U
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Monroe County Post-Disaster Recovery Strategy 2019
2017-2018 Disaster Supplemental Appropriations
(Billions)
$60.00
$50.00 as
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Given the amount of funding that flows through many different federal agencies, it is important to
consider these options when exploring resources to meet community needs.The table below shows Ln
some programs recently included in a supplemental disaster appropriation.
Examples of Congressional Disaster Supplemental Appropriations Programs by Agency 04
Department of 0 Crop Loss Block Grants
Agriculture 0 Emergency Forest Restoration Program U
■ Emergency Conservation Program M
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■
Natural Resources Conservation Service Watershed and Flood Prevention 0
Operations
■ Rural Community Facilities Program CL
■ Forest Service
0 Wildland Fire Management
0
Department of 0 Economic Development Administration U
(D
Commerce 0 National Oceanic and Atmospheric Administration 0
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0 NOAA— Fisheries and Disaster Assistance 0
Related 0 Legal Services Corporation
Agencies
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Department of 0 Army Corps of Engineers—Investigations E
Defense 0 Army Corps of Engineers—Construction U
■ Army Corps of Engineers—Operations, and Maintenance <
■ Army Corps of Engineers- Flood Control and Coastal Emergencies
■ Military Construction for Navy, Marine Corps, Air Force, Army, and Army
National Guard
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Department of 0 Bureau of Reclamation—Water and Related Resources
the Interior 0 US Fish and Wildlife Service
■ National Park Service—Historic Preservation Fund
■ US Geological Survey—Surveys Investigation and Research
Environmental 0 Leaking Underground Storage Tank Fund
Protection 0 Science and Technology
Agency 0 State and Tribal Assistance Grants—Hazardous Waste Financial Assistance
Grants
■ Federal Water Pollution Control Act Grants
■ State and Tribal Assistance Grants—Wastewater Treatment and Drinking
Water Facilities. as
Department of 0 National Institute of Health—Natural Institute of Environmental Health
Health and Sciences U)
Human 0 Public Health and Social Services Emergency Fund
Services ■ Administration for Children and Families—Children and Families Services
Programs CL
Department of 0 Employment Training and Administration—Dislocated Workers Assistance
Labor
Department of 0 Hurricane Education Recovery
Education CL
CL
Department of Veterans' Health Administration—Medical Facilities
Veterans
Affairs Ln
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Department of Federal Transit Administration—Public Transportation Emergency Relief
Transportation Program
■ Federal Aviation Administration—Operations
■ Federal Highway Administration—Emergency Relief Program
Department of Community Development Block Grant—Disaster Recovery
Housing and
Urban
Development
General Disaster Nutrition Assistance
Provisions
CL
The tips provided in securing state appropriations (page X) can be adapted to support congressional
appropriations as well. In this context, it is important to think outside of state boundaries and consider
leveraging partnerships with other states who may have been impacted by a disaster. It is also
important to research congressional appropriations committee membership and advocate specifically to
0
Florida leaders who may not necessarily be from your community but could play an important role in
decision making for disaster recovery appropriations. Finally, as with state appropriations, it is best to
find an existing program vehicle that can address your need and request funding to augment that E
program for disaster recovery
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FEMA Hazard Mitigation Grant Program
After a presidentially declared disaster, FEMA will provide a percentage of the cost of repairing public
facilities through the FEMA PA Program to the State through the Hazard Mitigation Grant Program
(HMGP).The State will then allocate the funding out to communities through a formula based on
damage received and FEMA PA costs. Local governments can submit mitigation projects to the state for
as
funding and must demonstrate how it will support the 25 percent local cost-share required. Note that
CDBG-DR funding can be used to cover the 25 percent cost-share requirements of this program.This is
a great way to ensure that the County and its municipalities can submit projects for the entire amount
they may be eligible to receive under this program. These projects are cataloged and prioritized in the
Local Mitigation Strategy. For more information on this resource and how the program works, see the as
Monroe County Local Mitigation Strategy.This resource does not require a congressional appropriation.
U)
2
Community Development Block Grant — Disaster Recovery
0
As noted in the graph above, the second-
largest resource available to communities
following a disaster is Community
Development Block Grant (CDBG)funding "' r.r r .r .u. r .r .a. o
appropriated specifically for disaster recovery uII ^° CL
through a supplemental disaster
appropriation to the US Department of
e
Housing and Urban Development(HUD).This -
I
funding can be used to address unmet needs
related to housing, infrastructure, and I� 04
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economic recovery. It should be noted that
unmet housing needs are typically prioritized
in federal guidance,along with infrastructure
needs to support housing. While this funding
has many of the characteristics of traditional
CDBG funding,there are some very important
differences as well, which are noted below: goo
■ CDBG-DR funding is not available
immediately and often flows through �
o
a state government agency. In U
Florida,this the Florida Department
of Economic Opportunity.
■ The Florida Department of Economic Opportunity must develop an action plan that details how
this funding will be spent to address unmet needs related to the disaster.
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To ensure that local needs are met, the County and municipalities should work closely together to
advocate to the Florida Department of Economic Opportunity for programs that will address the
greatest need. Communities should highlight infrastructure projects that seek to resolve housing needs
or may address needs in low-and moderate-income areas (LMAs). An online mapping tool delineating
low-and moderate-income areas (LMAs) in the community has been developed to support the Monroe
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Monroe County Post-Disaster Recovery Strategy 2019
County Post-Disaster Recovery Strategy.This map supports communities when planning and prioritizing
infrastructure projects to identify and print LMA maps for their community.
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III vi ii n 'o SuIp)IpmrtIlllh°° a iii n IIRe :oveii
Overview
Funding to support disaster recovery often comes in phases with the first resources arriving within hours
of an event and other sources taking sometimes two years or more before reaching local governments.
This diagram below details major housing recovery support dollars along with the timeframe for the
potential implementation of these programs. Individuals resources should be consulted as the first line
of support for recovery.This guide assumes that an individual is uninsured or underinsured and may
require additional support.
U
After private insurance resources have been exhausted homeowners can seek support through low- °b
interest loans provided through the Small Business Administration to support repairs needed to their
homes. SBA loans are provided to cover the entire cost of repairs (up to $200,000), including the cost of
2
bringing homes up to current code standards if damaged beyond 50 percent and required. For
homeowners who do not qualify for SBA assistance, FEMA can provide housing repair assistance.
0
However, the purpose of FEMA assistance is to make a home habitable and typically does not cover the CL
V
cost of entire repairs.The max grant awarded through this process is$33,000 and average grants
awarded are significantly less than this amount. as
0
Local State Housing Initiative Partnership (SHIP)funding can also be utilized to cover the cost of repairs CL
CL
for individuals who meet income requirements for this program. Typical SHIP appropriations are modest
and do not provide a significant source of disaster housing support to address community unmet need. CD
These resources can be leveraged with non-profit support, however.Through philanthropic and
volunteer organizations active in disasters, some individuals can receive support to help bridge the gap
to cover repairs to their homes.
04
After major disasters,the Florida Legislature can appropriate disaster-specific housing funding that is
similar to SHIP funding in structure, called Hurricane Housing Recovery Program funds.These are often
referred to as SHIP-DR funds.This flexible source of funding can be used by a community to make
repairs to homes as well as support the construction of new homes or provide purchase assistance to
individuals who may have lost their homes.
For homes that are significantly flood-prone,elevation or buyouts through the Hazard Mitigation
Program can be an alternative solution. Local governments must prepare and submit applications on
CL
behalf of homeowners—funding is not provided directly.
In addition to support provided by the state legislature, Congress may also appropriate specific funding
to support long-term housing recovery.This support is typically provided through the Community
Development Block Grant—Disaster Recovery Program. When this funding is appropriated, it is
important for the community to proactively advocate for solutions that will meet the needs of their
community.This should be presented as data that demonstrate unmet needs and specific program ideas
best fitting local housing recovery needs. A standard program offered through CDBG-DR is a housing E
repair or replacement program to be managed by the state or local government.While funding is
provided from HUD to the state,the state can grant a sub-grant to a community to manage its own local
housing recovery programs. CDBG-DR housing repair and replacement programs are designed to fill the
gaps and create permanent housing solutions for recovery.This includes bringing homes into code
compliance. It should be noted that as a program that is intended to fill gaps, homeowners will not be
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eligible to receive funding to cover costs covered by other programs.This is considered a duplication of
benefits. For example, if a homeowner received funding through their insurance company but chose to
spend that money on other expenses, this amount of funding will be deducted from their total award.
For this reason, it is important for homeowners to understand this upfront so they document and use
resources provided for the intended purpose. Not doing so can result in gaps later in the process that
can be difficult to meet.
In addition to programs designed to repair and replace current housing stock, some CDBG-DR programs
provide resources for voluntary buyout programs in flood-prone areas.These programs are like those
provided through HMGP funding but can also include incentive funding to cover the cost of purchasing a
new home in less vulnerable areas.
as
Finally, CDBG-DR funding can also be used to support the construction of new affordable housing in a
community. After Hurricane Irma, this funding, managed by the Florida Housing Finance Corporation in
partnership with DEO, is resulting in new multi-family affordable rental housing throughout the Keys.
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Monroe County Post-Disaster Recovery Strategy 2019
Housing Recovery Resource Flow After a Disaster
Housing Repair and
Replacement Post-
Private Disaster Major Resource y
Insurance Flow i>-%
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m
OR
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FEMA IA
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A FEMA Home Repair Grant will only provideHousing Repair
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upto$33,000. Not enough to fully repairGrant N
most homes. 0
a
Traditional SHIP
Funding
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0
m
A well organized Local Long-term Recovery 0
Group that coordinates support from all 11
non-profit and volunteer organ ixationscan 11
bridge the gap that exists heforefederaland Q
Recovery G ■ . state resources are available.
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_.. . . ._ . _ . .�. . . . _.. . _. .
Long-term c04
Recoveryvoluntary 2 Years .2
r
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D: D' Ne State Special
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Packet Pg. 1369
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III III �III it IIIII°°° III III Ili IIhrnria CanriIp)IIetedIIRIIr j
Recognizing this plan was created nearly two years following Hurricane Irma, many recovery projects
have already been completed or may still be ongoing. Concurrent improvements are vital to restoring
the community.These are captured in this appendix as a compendium of activities that may be
consulted in a future disaster.
Corn pleied iur d Ongoing Proje(1s w Address II iouusing Needs
This section summarizes completed and ongoing projects and efforts to address housing needs following
Hurricane Irma.
as
Monroe County STEP Program
2
After Hurricane Irma, Monroe County implemented a $10 million FEMA Sheltering and Temporary
Essential Power (STEP) Program, which provided homeowners up to$20,000 in grant funding for
temporary repairs to make a damaged but not destroyed home safe, clean and secure.This program CL
allowed individuals to return to living in their damaged homes while longer-term repairs continue,
allowing people to return to work and school in the community.
0
Monroe County SHIP Program CL
CL
The Monroe County Disaster Mitigation Program is utilizing the State Housing Initiative Partnership
funding to help qualified homeowners make repairs to their homes.This program offers up to$35,000
e
per home secured by a recorded 10-year note mortgage with no interest.The outstanding balance will
be forgiven after 10 years. Priority is given to applicants with special needs or disabilities.
Ste Columba Episcopal Church Temporary Housing
The St. Columba Episcopal Church purchased travel trailers and staged them on church property to
provide short-term housing for families after the storm.
Red Cross Rebuilding Program
Funding was made available through the Red Cross to help with rebuilding and repair efforts throughout
the Florida Keys. Homeowners could receive up to $16,500 per residence.
Keys Strong—Samuel House
CL
Volunteer Florida awarded funding to Samuel's House through Keys Strong for home repairs and
rebuilding efforts. Homeowners could receive up to $20,00 per residence.
Habitat for Humanities— Middle Keys Critical Home Repair Program a)
The Habitat for Humanities of the Middle Keys Critical Home Repair Program helped qualified low-and
moderate-income residents with critical repairs in Marathon and the Middle Keys (7-mile bridge to
Layton). Unless physically unable to contribute, homeowners partner with the organization and work
as
alongside volunteers for repair efforts. E
0
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Florida Communities Land Trust
The Florida Communities Trust, through a not-for-profit private citizen developer, constructed
affordable housing options in the Lower Keys, which provided critical workforce housing options so
workers could return to the Keys.
Monroe County Tiny Homes Pilot Initiative
The Monroe County Board of County Commissioners approved the building of four"Tiny Homes" in
December 2018 to serve as code-compliant models for residents rebuilding after losing their mobile
homes during Hurricane Irma.The County solicited vendor proposals to design and build four different
resilient code-compliant prototype Tiny Homes on County-owned land.These replacement homes will
be safer and better suited to survive future storms.
as
Florida Housing Finance Corporation — LIHTC and SAIL
2
The Florida Housing Finance Corporation awarded Low-Income Housing Tax Credits (LIHTC) and State
Apartment Incentive Loan (SAIL)funds to assist with two new affordable housing developments.This
includes $12.1 million for Dockside at Sugarloaf Key to create 28 new units and$21.2 million for The CL
Landings at Sugarloaf Key to create 60 units for Lower Keys households earning up to 120%of area
median income. as
0
Conch Trailer Court on Conch Key CL
CL
The Monroe County Commission approved a $1 million option to purchase Conch Trailer Court on Conch
Key for an affordable housing site.
e
e
Largo Honda Development
A development is proposed in Key Largo that includes a 7-Eleven adjacent to eight workforce housing04
i
units. i
Sun Communities Project
Sun Communities,which owns the land beneath the destroyed mobile home parks at Mile Marker 87, is
in the planning process on a 152-unit mix of recreational vehicle lots and permanent manufactured
houses.
Hurricane Irma Workforce Affordable Housing Initiative
Governor Rick Scott and the previous cabinet offered new development rights for 1,300 affordable
CL
rental housing units in the Keys to help build new rental housing for residents who agree to evacuate 48
hours in advance of hurricane landfall. Local governments that would like these new ROGO allocations
must amend their comprehensive plan to accept these units.The City of Key West and City of Marathon
are in the process of amending their local comprehensive plans to accept new allocations, however,
their amendments have been challenged locally. Litigation is ongoing
Rebuild Florida — Housing Repair and Replacement Program
as
The Rebuild Florida Housing Repair and Replacement Program is a state-run program managed by DEO E
with federal funding through the Housing and Urban Development Department.This program will help 0
qualified families/residents whose homes were destroyed or severely damaged by Hurricane Irma repair
or rebuild their homes. It also is available for property owners who rent to qualified households.
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Monroe County Post-Disaster Recovery Strategy 2Ol9
Rebuild Florida —Workforce Affordable Rental New Construction Program
The Rebuild Florida Workforce Affordable Rental New Construction Program will facilitate the creation
of quality, resilient affordable housing units to help address the shortage of housing caused by the
storms in the most impacted areas of the state. DEO will work with the Florida Housing Finance
Corporation (FHFC) to |everageCDBG'DRfundsvxith |ovx'incomehousingtaxcredits (L|HTC),vxithor
without tax-exempt bond financing for larger multi-family developments. It also will use stand-alone
CDBG'DR funds aszero-interest loans to create smaller, multi-family developments. Funds will be
awarded through a competitive process to qualified developers to support new construction and may
include re-development of uninhabitable dwellings.
Rebuild Florida — Land Acquisition for Affordable Workforce Housing
The Rebuild Florida Land Acquisition for Affordable Workforce Housing will provide funding to purchase
land for the development of affordable housing.This program will target areas of the state where �
�
scarcity of land increases the cost and makes it difficult to develop properties that can be rented at an
affordable rate for the community's workforce. Monroe County is in the process of identifying 0
CL
vulnerable properties with owners interested in selling their impacted lands to reduce future loss.
Rebuild Florida —VolunLaryHorne Buyout Prograrn
The Rebuild Florida Voluntary Home Buyout Program is a voluntary program to encourage risk reduction
CL
through the voluntary purchase of residential property in high flood-risk areas.The Voluntary Home CL
Buyout Program will beastate-managed buyout program that leverages FEMA Hazard Mitigation Grant ~~
Program (HMGP)funding, where possible. «n
my
~�|
COD7pl2t2d i: Ongoing n�Oi�� PrO12[tS to Address EC0nOD7i[ ["�2[OV2rV Needs 04|
This section summarizes completed and ongoing projects and efforts to address economic recovery
needs following Hurricane Irma. ~�
|slarnonada —September 2018]ob Fair
The Islamoracla Chamber of Commerce sponsored a job fair in South Miami-Dade County to recruit
potential employees for the Village. 0
Florida Keys Community College Apprenticeship Training Program
CL
In the fall ofZU1O,the Florida Keys Community College (FKCC) began its apprenticeship training
program.Working with partners in the construction industry, the FKCC has begun training for electrical
and carpentry trades as these were deemed high-demand trades by their partners. U
Florida Keys Community College Foundation Fund
The FKCC Foundation has created a fund to assist affected students, faculty, and staff for needed
housing, and transportation, as well as covering textbooks, laptops, and supplies cost as it pertains to
the jobs and student life.
Irma Relief Funds for Students and Personnel
The Monroe County Emergency Fund has established a relief fund and partnered with the Monroe <
County School District.This relief fund is being disbursed through the School District to the schools with
a goal to preserve the workforce, teachers, and students within the County.
86
Monroe County Post-Disaster Recovery Strategy 2Ol9
Employ Florida Hurricane Irma Recovery Jobs Portal
The Employ Florida Hurricane Irma Recovery Jobs Portal has been created and is administered by the
Department of Economic Opportunity.This portal provides links to recovery and cleanup jobs across the
state to be viewed by employees. Employers are also able to post job openings on this site.
Rebuild Florida — Business Loan Fund
The Rebuild Florida Business Loan Fund ismaking$4U million in federal and state funds available to
�
assist small businesses that are still recovering from Hurricane Irma to rebuild and expand. Administered
by the Florida Department of Economic Opportunity,the Business Loan Fund will target industries
identified by the state as key strategic markets for future growth and will focus on creating and �
�
enhancing the diversification and resiliency of Florida's economy.The Fund will address the current gap
in available, affordable capital for businesses by providing longer-term loans with higher funding levels
at market interest rates. �
�
Rebuild Florida — Business Recovery Grant U)
The Rebuild Florida Business Recovery Grant program will provide grants of up to$50,000 for for-profit CL
and non-profit small businesses for the replacement of equipment and inventory damaged by Hurricane �
�
Irma.
Rebuild Florida —Workforce Recovery Training Prograrn CL
CL
The Rebuild Florida Workforce Recovery Training Program will provide job training to assist Florida <�
residents looking for work in the construction field as well as providing a new labor force to support the «n
�
increased construction needs of the Hurricane Irma Recovery effort. mY
~�|
04|
�OD7��2t2d i.,�nd Ongoing PrO12(1 StOAddress Fini:n[2 i.,�nd A[ D7iniStri.,�tiOn
This section summarizes completed and ongoing projects and efforts to address finance and
administration needs following Hurricane Irma. —
Emergency Debris Removal of Staging Areas
Authorized temporary emergency debris removal staging areas on parcels of land, as approved by "-
Monroe County,for the collation, storage, and transfer of debris related to Hurricane Irma, effective
September 11, ZU17,for a duration ofupto1OUdays.
CL
Temporary Emergency Staging Areas
Authorized additional temporary emergency staging areas, on parcels of land, as approved by Monroe 0
County, for the collection, storage, and handling of vessels and marine debris related to Hurricane Irma,
effective October 1O, ZU17,for a duration ofupto1OUdays.
Temporary Emergency Marine Debris Management Site
Authorized temporary emergency marine disaster debris management site and vessel staging area on a
parcel of land known as the Cudjoe Transfer Station, for the collection, storage, and transfer of marine
debris and vessels related to Hurricane Irma, effective December 13, 2017, for a duration of up to 180
days to June 11, 2018; also providing a procedure for approval of marine disaster debris management <
sites and vessel staging areas on Tier 3 properties; and providing an effective date.
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Monroe County Post-Disaster Recovery Strategy 2Ol9
Emergency Work Permit Fee Exemption
Exempted certain emergency work from permit fees, to provide expedient action in order to protect the
health, safety, and welfare of the community. Monroe County enacted a 180 lay temporary suspension
of building permit application fees associated with emergency permits.
Temporary Emergency Housing Regulation
Provided regulatory authority to allow temporary emergency housing, not subject to the ROGO permit
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allocation system,for temporary occupancy by residents displaced by natural or manmade for disaster
damage or by relief workers involved in reconstruction activities following a natural or manmade
disaster. Placement of temporary emergency hosing on nonresidential properties or vacant residential �
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properties.Temporary emergency housing may be placed on a nonresidential or mixed-use property or
on publicly-owned lands or vacant residential properties, excluding lands designated for conservation
and resource protection for temporary occupancy by county residents displaced by natural or manmade �
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disaster damage subject to conditions including authorization for the connection to central sewer.
Placement of temporary emergency housing for emergency relief workers may be provided. Temporary 0
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emergency housing was authorized for up to 360 days on mobile home park sites and RV park sites,
beginning on September S, ZU17, and ending on August 31, ZU1O.
Emergency Relief Worker Housing
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Allowed the placement of emergency housing for emergency relief workers involved in reconstruction CL
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activities related to Hurricane Irma for 1OUdays. ~~
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Temporary Housing for Displaced Residents mY
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Allowed temporary housing for temporary occupancy by residents displaced by Hurricane Irma at ~�|
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mobile home parks and RV parks (subject to conditions). C�
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Extension o| Emergency Housing on Big Pine Key
A regulation vvascreated toa||oxvenner8ency housing on Big Pine Key to remain on the subject prope�y 9
for two years from the date of issuance of the required no-fee building permit authorizing placement of
the temporary housing units. The utilization of the temporary emergency housing shall be deemed
compensation and as such relief workers temporarily occupying emergency temporary housing shall be U_
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determined to be gainfully employed in Monroe County.
Interim Signage Permits CL
Foraperiodoftvxoyearsfromthesi8neddateofthisreso|ution (1Z'Z1'ZU17), a|| signpermitsissuedby
Monroe County shall be interim permits.The applicant shall sign a written acknowledgment that will be 0
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placed into the file, understanding that the permit is an interim permit and that it's possible in two years
that sign may become nonconforming after which time if it is damaged more than 50 percent or
destroyed the applicant will have to comply with the new sign code. =
("OD7p l2t2d i.,�rid [)rigor rig PrO12[tStO Ni:�tUri.,�I i.,�rid ("UItUri.,�I ["�2SOUr[2 N22dS
This section summarizes completed and ongoing projects and efforts to address the natural and cultural
resource needs following Hurricane Irma.
Spiny Lobster Trap Spotter Program
Hurricane Irma displaced more than 150,000 spiny lobster traps in the Florida Keys last year, sometimes
miles away from their original locations. But novel eyes'in'the'skyso|ution by Florida Sea Grant has
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Monroe County Post-Disaster Recovery Strategy 2019
saved the industry nearly$4 million.To implement this new approach,the Florida Keys Commercial
Fishing Association recruited two of its professional spotter pilots and their aircraft with costs covered
by emergency funding provided by the National Sea Grant Program to Florida Sea Grant. Sea Grant also
equipped each plane with GPS-enabled cameras and additional personnel via the emergency funding.
National Fish and Wildlife Foundation Debris Removal
Working with fishing partners and funded by the National Fish and Wildlife Foundation,47 tons of debris
(including 1,250 lost spiny lobster traps)was removed.This means that negative habitat impacts and
saltwater species deaths due to getting stuck in traps left in the water are kept at a minimum.
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National Resources Conservation Service Marine Debris Removal as
Through a $49.2 million grant from the National Resources Conservation Service(MRCS), the County and
cities have removed marine debris from 100 percent of the approved canals in the Keys.
2
Rapid Post-Hurricane Reef Damage Assessment
Funded by the National Fish and Wildlife Foundation, NOAA and the State of Florida convened a large CL
group of partners to conduct a rapid, post-hurricane reef damage assessment of"high value" sites in the
Florida Keys.
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Monroe County BOCC— Removal of Nuisance Vegetation
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Exempting the removal of nuisance exotic vegetation from the permitting requirements of section 6-100
of the Monroe County Code of Ordinances for 60-days as necessary to facilitate the recovery from
impacts associated with Hurricane Irma; providing for an effective date of Sept. 5, 2017. Ln
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Monroe County BOCC— Removal of Hazardous Vegetation
Exempting the removal of hazardous vegetation from the permitting requirements of section 6-100 of 04i
the Monroe County Code of Ordinances and Chapters 114 and 118 of the Land Development Code for
60-days as necessary to facilitate recovery from impacts associated with Hurricane Irma; providing for
an effective date of September 5,2017.
National Oceanic and Atmospheric Administration (NOAA)/ Fish and Wildlife Commission (FWC) -
Lobster Trap Certificate Buy Back
A Lobster Trap Certificate Buy-back Program is proposed to purchase and retire up to 10,000 spiny
lobster trap certificates to speed up the reduction of spiny lobster traps being used. Utilizing a grant
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program,the Fish and Wildlife Commission (FWC)will offer to purchase trap certificates on a first come
first served basis (until proposed funds are exhausted) at$250 per certificate.These certificates will be
retired.The current value of these certificates on the free market ranges from $175 to $225. Offering to
purchase trap certificates above market value will provide some assurance that a larger number of
certificates that are sold are retired.
NOAA/FWC - Lobster Trap Replacement
A Lobster Trap Replacement Program is proposed to reimburse fishermen for lost traps. Because it is E
impossible to quantify losses to individual fishers, a grant program is proposed to provide funding to
lobster fishers based on the estimate of the total number of lost traps, estimated replacement costs of
the traps, and pro-rated by the number of active certificates held by individual fishers.
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NOAA/FWC— Direct Payout Program to Commercial Fishermen
A Direct Payout Program for Commercial Fisherman is proposed to assist commercial fishermen with
losses from Hurricane Irma.The landings value must have been reported in FWC's trip ticket system by
May of 2018, and fishermen must have landings that were reported each year from 2013 to 2018.
Successful applicants would only be those residing in coastal counties from Dixie County to Monroe
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County on Florida's west coast and from Nassau County to Miami-Dade County on the east coast.
Residence status would be based on addresses provided on Saltwater Products Licenses as of September
2017. A cap on payouts would be set at$20,000 per individual.A team of FWC employees would be
utilized to evaluate grantee eligibility. Utilizing the grant program, FWC will advertise to applicants to
apply online only during a one-month period and will pro-rate payments based on budget for this
project and total losses identified from successful applicants.
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NOAA/FWC— Redundant Power Supplies for Wholesale Facilities
A Redundant Power Supplies for Wholesale Facilities Program is proposed to supply commercial
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fishermen with funding to purchase generators.The grant program would provide up to a 50 percent
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cost match (up to$20,000)for these alternate power supplies for those licensed saltwater wholesale
dealers who can provide invoices and copies of permits (except for portable generators not connected
to a facility's electrical supply)for generators and any installation costs purchased from September 1,
2017 through September 1, 2019 and who agree to allow storage for competitors' product during future CL
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storms if the grantee has storage space available.This grant would only reimburse business owners for
one generator per facility. Reimbursement would be given to grantees on a first-come, first-served basis
until the budget is exhausted.The grantee would stipulate that no other government funds, except tax
°
breaks, local government rebates, or other incentives had been used to purchase power supply
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hardware.The grantee would also have to stipulate that their losses had been uninsured. A team of
04
FWC employees would be utilized to evaluate grantee eligibility. i
NOAA/FWC— Improvement of Uninsured Repair to Wholesale Facilities
An Improvement of the Uninsured Repair to Wholesale Facilities program is proposed to assist with
continued repairs to wholesale facilities. Grant applicants would need to certify that reimbursements
would be made on uninsured damages or improvements to the facility or equipment; and would need to
supply proof of costs of repairs or improvements conducted by a licensed contractor. Grantee would
also have to certify that they have received no other government financial assistance, except
government loans for the repair or improvement to their facility.These grants would be available on a CL
first-come, first-served basis until the budget for this program is exhausted. A team of FWC employees
would be utilized to evaluate grantee eligibility.
NOAA/FWC— Direct Payout to Seafood Wholesale Dealers 0
A Direct Payout to Seafood Wholesale Dealers Program is proposed to pay seafood wholesale dealers
who had reported landings value at least$10,000 or less in 2017 than they averaged for the previous
four years.The landings value must have been reported in FWC's trip ticket system by May of 2018, and
they had to have landings that were reported each year from 2013 to 2018. Successful applicants would
0
only be those residing in coastal counties from Dixie County to Monroe County on Florida's west coast
and from Nassau County to Miami-Dade County on the east coast. Residence status would be based on
addresses provided on Saltwater Wholesale Dealer Licenses as of September 2017.A cap on payouts
would be set at$20,000 per individual. Utilizing a grant program, FWC will advertise to applicants to
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Monroe County Post-Disaster Recovery Strategy 2019
apply online only during a one-month period and will pro-rate payments based on budget for this
project and total losses identified from successful applicants. A team of FWC employees would be
utilized to evaluate grantee eligibility.
NOAA/FWC— Direct Payouts to Licensed Charter Businesses
A Direct Payouts to Licensed Charter Businesses grant program is proposed to reimburse licensed
captains who can demonstrate at least a $10,000 decrease in revenues in 2017, compared to the
previous four years.The grant program will be advertised for a one-month period and payments will be
pro-rated on the demonstrated losses and the budget for this project. Successful applicants would only
0
be those residing in coastal counties from Dixie County to Monroe County on Florida's west coast and
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from Nassau County to Monroe County on the east coast. Residence status would be based on
addresses provided on charter licenses as of September 2017.
NOAA/FWC— Coral Rescue
Programs to restore coral reefs are proposed that would include both a coral rescue, tissue caching
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component and sponge restoration. CL
NOAA/FWC— Coastal Habitat Restoration
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A Coastal Habitat Restoration Program is proposed to identify, design and implement mangrove and
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seagrass habitat restoration and enhancement projects throughout the affected area. Priority will be CL
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given to those projects in areas with the greatest documented impacts.This will be accomplished using
FWC's existing network of biologists to work with regional estuarine and marine habitat restoration
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partners throughout the affected area to identify and evaluate shovel ready restoration projects on
public land.
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NOAA/FWC— Derelict Vessel Database Improvements 04 1
A project to improve the technical abilities of the Florida Wildlife Commissions Law Enforcement
Division will help improve the abilities to respond to and recover from natural disasters. Management of
this project will be conducted by FWC's Boating and Waterways Section under the existing Derelict
Vessel Program in cooperation with FWC's Information Technology Division.
NOAA/FWC— Marine Debris
A continued effort to remove marine debris from waterways is under development. A portion of this
project will aim to augment FWC's annual derelict trap removal program in areas prioritized by the CL
Florida Keys National Marine Sanctuary(FKNMS), and not addressed by other grant programs. During
the closed and at times during the open fishing season for spiny lobster, stone crab, and blue crab, FWC
contracts with fishermen to retrieve lost or abandoned traps for disposal.The trap debris removed with as
this program is usually easily identified from observations made above the water. Hurricane Irma also
created considerable underwater marine debris in the FKNMS not always visible from the surface. Much
of that debris is fishing gear, especially submerged traps, and trap rope, but land-based debris was also
deposited over much of the seafloor.
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NOAA/FWC—Traditional Trap Retrieval "
The Fish and Wildlife Commission (FWC), in coordination with priorities of the Florida Keys National
Marine Sanctuary(FKNMS), will manage and contract trap retrieval during the trap fishery closed
seasons and at locations where appropriate during the open seasons.
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NOAA/FWC— Underwater Debris
The FWC will work with the FKNMS to prioritize locations and the focus of underwater debris removal,
focusing on trap debris for areas that are not addressed with other grants. Once the initial efforts to
prioritize are completed,the FWC will contract the management, operation, and tracking of underwater
debris removal.This contract could be to other local, state, or federal agencies, or non-profit
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organizations.The contractor will be responsible for acquiring any necessary permits, training, disposing
of, and tracking debris removal. Nevertheless, the FWC will remain involved in this effort to ensure the
sub-contractor is effectively managing this operation. Underwater debris removal in a coral reef
environment is complex and challenging.The amount of debris Hurricane Irma has created is enormous.
Currently, it is very difficult to determine the actual cost structure of this effort.That cost-structure will
be influenced by the nature of the debris removed, the location of that debris and the modes of
operation to remove that debris.The details of this effort are presently unknown and will be developed
once the prioritization is developed in partnership with the FKNMS. Consequently, at this time, this
proposal can only assign a total dollar amount for this project.
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NOAA/FWC—Shoreline Debris
The FWC will work with the FKNMS and Everglades National Park(ENP) to prioritize areas to remove
debris,focusing on fishing gear-related debris for removal along shorelines. After areas are prioritized,
FWC will contract the management, operation, and tracking of shoreline debris removal.This contract CL
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could be to other local, state, or federal agencies, or non-profit organizations.The contractor will be
responsible for acquiring any necessary permits,training, disposing of, and tracking debris removal will
remain involved in this effort to ensure the sub-contractor is effectively managing this operation.
°
NOAA/FWC— Lineless Trap Gear Program
A Lineless Trap Gear Program is proposed to reduce the risk of trap line affecting animals and the i
environment including protected species. Similar programs in other national and international trap
fisheries have tested remote control devices that release marker buoys on demand or at a set time.
Projects exploring this technology are encouraged. Selected projects will support FWC's mission to
protect endangered species including corals.
NOAA/FWC— Fisheries Infrastructure Recovery Grant
A Fisheries Infrastructure Recovery Grant Program is proposed to disperse funds for the repair of access
infrastructure including public fishing piers, boat ramps, and other water access infrastructure.This
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grant will assist counties, cities, and commercial businesses with a non-match competitive grant
opportunity, to repair or rebuild infrastructure directly related to the use of, access to, or protection of
Florida marine fishery opportunities.
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Conch Republic Marine Army Waterways Restoration
The Conch Republic Marine Army is a local volunteer-driven effort to restore waterways, canals, and
mangroves that received a significant amount of debris from Hurricane Irma. Volunteers work primarily
from kayaks, canoes and small boats to manually retrieve debris and haul it to the shore for disposal.To E
date, the organization has removed nearly 265,000 pounds of debris from the Florida Keys.
Don't Pass it Up, Pick It Up
Leadership Monroe County Class XXVI launched a campaign called, "Don't pass it up, pick it up"to
encourage locals to pick up debris seen in the community and throw it away.This group encourages
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Monroe County Post-Disaster Recovery Strategy 2019
locals to document their involvement by posting their own videos of efforts to pick up debris and raise
awareness throughout the community.
Monroe County Hurricane Debris Removal
Monroe County is overseeing a $49.2 million project to remove hurricane debris from 172 of the
remaining most impacted canals in the Keys. A workforce of about 60 people—using 15 barges, five
sonar boats, four grapple trucks, and other equipment— has been working at several sites
simultaneously throughout the Keys to complete the project within the grant-mandated time frame of
220 days that ends in March.The funding is from the USDA's National Resources Conservation Service.
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This section summarizes completed and ongoing projects and efforts to address the health and human
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services needs following Hurricane Irma.
Keys Strong and Sauel's House Disaster Relief
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KeysStrong.org came together under the nonprofit umbrella of Samuel's House for the purpose of CL
supporting disaster relief efforts. KeysStrong.org is a unified organization, speaking with one voice,
helping to rebuild a stronger Florida Keys.The organization served thousands of needs.
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Monroe County Long Term Recovery Group Formation
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The Monroe County Long Term Recovery Group was formed in early 2018 to provide recovery services
to individuals and families affected by disasters in the Florida Keys community. Services will be provided
regardless of individuals' race, creed, color, gender, disability or religious preference.The goal of the
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group is to see all residents fully recover from disasters.
i
Monroe County Long Term Recovery Group Temporary Housing 04i
Keys leaders turned to shipping containers to house volunteers.The Monroe County Long Term
Recovery Group, and housed on county-owned land,the two containers hold 10 volunteers each in
spaces that measure 40 by 12 square feet.
Compass82 Case Management
Compass82, a non-profit organization that specializes in case management, is providing long-term
disaster case management support through a disaster case management grant from Volunteer Florida.
Florida Keys Outreach Coalition's Quick Assist Program CL
Florida Keys Outreach Coalition's Quick Assist Program and Keys Area Interdenominational Resource's
Shelter Needs Program provided county-wide financial direct case management assistance for clients
with storm-related losses. Recognizing the overwhelming need for emergency financial assistance, the
United Way Florida Keys (UWFK) began a direct case management program in October 2017. Now that
the height of the crisis has passed, the program is transitioning to UWFK partner agencies already
providing this much-needed service year-round.
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Keys Strong Furniture Project
Keys Strong provided furniture at no cost to 48 families that would have been disposed of or liquidated.
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Monroe County Post-Disaster Recovery Strategy 2Ol9
Fisherman's Hospital Modular Buildings
Over$5 million was spent to plant 8,000 square feet of modular buildings at Fisherman's Hospital.
Fisherman's has cost Baptist$11 million in the past nine months.
Monroe County BOCC Patient Care Tax
Monroe County Commission approved a new property tax for the Middle Keys to raise$1.5 million a
year for 1U years to pay for the vulnerable patients' care.
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Keys Strong Clinical Social Worker
A Licensed Clinical Social Worker was provided by Keys Strong to help survivors of Hurricane Irma with
"One-on-One assistance to individuals and families."
Sonnueys House Basic Needs Grant
Grant funds were awarded to Samuel's House,through Keys Strong for basic needs which include
clothing, hygiene, medical services, lease, and rental assistance, security deposits and related relocation
expenses, mortgage assistance, utility assistance, and other related items. m[
Free Legal Assistance �
Free legal assistance on some disaster-related issues was provided to low-income survivors.
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Hammock House Counseling CL
The Hammock House hosted a four-week counseling class for kids. Focus has been on establishing The <~~
Hammock House as a safe place offering children and families a variety of emotional support programs «n
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and we will continue to offer new ways for families to mentally recover. ~�
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Florida Keys Save the [hildren's Journey of Hope Program04
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Florida Keys Healthy Start Coalition offered Save the Children's Journey of Hope Program.This program
helped children adjust and cope with traumatic events, develop their natural resiliency and strengthen
their social support networks.
Save the [hildren's Child-Care Grant
Save the Children non-profit provided grants that helped to make repairs and replace materials at 73 U_
child-care programs, preschools, and seven community centers. 0
Disaster recovery Centers Crisis Counseling CL
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Crisis counseling was offered at the Disaster Recovery Centers (DRC) in Key West, Big Pine, Marathon,
and |s|amoradafor1Z'hourshifts, 7daysavxeek, tota|ing1,6UUhoursofservicepermonth. Post' 0
hurricane support groups are offered throughout the Keys and counselors have provided support at U
every school.They reached more than 1,ZUUpeople.
Florida SPCA Animal Care and Shelter
Florida Keys Society for the Prevention of Cruelty to Animals (SPCA) established free routine wellness
and medical care clinics to keep animals belonging tocommunity members affected by Irma in their
homes as opposed to surrendering them due to financial constraints.Through its FAITH program,
FKSPCA is also sheltering animals belonging to these individuals for free until they can find a place to
|ive.
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Monroe County Post-Disaster Recovery Strategy 2Ol9
Guidance Care Counseling
Guidance Care Center provided individual counseling to adults.
Monroe County Long-Term Recovery Group Disaster Case Management
The Monroe County Long-term Recovery Group with support from Compass82 continues to provide
disaster case management to residents impacted by Hurricane Irma.
Monroe County Long-Term RecoveryGroup's Volunteer Village um
TheMonroeCountyLong'termRecoveryGroupisinthefina| stagesofcomp|etingVo|unteerVi||age, a
barracks-style lodging option for volunteer organizations that wish to come to the Keys to offer
assistance with c|ean'up, repair, and long-term redevelopment.This "village" uses shipping containers
to create overnight accommodations and a tiny home to serve as a common space for organizations and
house administration functions for the facility. In addition, it will have a bathhouse on site.These
facilities are designed to be portable in order to allow movement to other areas for response and
recovery from future storms. �
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G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
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III III �iii it C: Qrdihnanc:es AdqratedIhnnia
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This is a compendium of all emergency ordinance adopted following Hurricane Irma
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Resolution • Allowing temporary housing on parcels with an already issued, unexpired 0
022-2017 building permit for the construction of a dwelling unit, to allow the temporary °b
emergency housing to connect to central sewer, onsite system or utilize as
holding tanks;to allow one temporary emergency housing unit for each lawful
dwelling unit to be occupied by county residents who have been displaced by
natural or manmade disasters damages; and to allow the placement of
temporary emergency housing on vacant residential properties limited to travel CL
trailers, RVs or similar sheltering units provided and licensed by FEMA.
The Monroe County Land Development Code is hereby amended as follows:
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Definitions.The following words,terms,and phrases, when used in this section, CL
shall have the meanings ascribed to them in this subsection, except where the
context clearly indicates a different meaning:
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Recreational vehicle (RV) means the same as that term is defined in F.S. §
320.01. 04
Temporary emergency housing means recreational vehicles (or similar
approved sheltering units) used for temporary occupancy in response to
natural or manmade disasters, including, but not limited to, hurricanes and
tropical storms,where such RVs (or other approved sheltering units) are
provided to residents or relief workers as part of emergency relief efforts.
Temporary non-emergency housing means RVs (or other approved sheltering
units) used for temporary occupancy by employees in order to provide project CL
site securityfor a long-term capital improvement project or to avoid delay in
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completing ongoing or future airport safety and capacity improvements.
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Purpose. It is the purpose of this section to provide regulations that allow for
the relaxation of the use prohibitions in Chapter 130, Land Use Districts,
Chapter 131, Bulk Regulations, and Chapter 138, Rate of Growth Restrictions
(ROGO/NROGO), to:
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1. Provide regulatory authority to allow temporary emergency housing, not 0
subject to the ROGO permit allocation system, for temporary occupancy by
residents displaced by natural or manmade disaster damage or by relief
workers involved in reconstruction activities following a natural or
manmade disaster;
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2. Provide regulatory authority to allow temporary non-emergency housing,
not subject to the ROGO permit allocation system, for temporary
occupancy by workers undertaking a long-term capital improvement
project to provide site security for the capital improvement project site or
to avoid delay in completing airport safety and capacity improvements on
county-owned airport properties.
Placement of temporary emergency housing on residential parcels. Notwithstanding
the provisions of Chapter 130, Land Use Districts, Chapter 131, Bulk Regulations, and
Chapter 138, Rate of Growth Restrictions (ROGO/NROGO), temporary emergency
housing may be placed on a residential parcel for temporary occupancy by residents (b
who have been displaced by natural or manmade disaster damage subject to the
following conditions: U)
1. The dwelling unit(s) on the subject parcel is lawfully established and has
incurred sufficient damage from the disaster to make the dwelling unit(s) CL
uninhabitable as determined by verifiable photographic evidence provided
by the applicant to the Building Department, and/or an inspection by an
official from a federal or state governmental relief agency,the County
Building Department or the County Code Compliance Department; or the
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subject parcel has an already issued, unexpired building permit for the
construction of a dwelling unit;
2. A building permit must be issued within 90 days of placement of the
temporary emergency housing for repair of damages caused by the
casualty event to make the dwelling unit habitable or the subject parcel i
must have an already issued, unexpired building permit for the i
construction of a dwelling unit;
3. A separate, no-fee building permit must be issued for the placement of the
temporary emergency housing, linked to the building permit issued for
damage repair or linked to an issued, unexpired building permit for the
development of a dwelling unit on the subject parcel.The building permit
shall require approval by the Building Official of the unit's siting location on
the parcel and authorization for connection of the unit to central sewer, an
on-site wastewater treatment, and disposal system, an existing community
wastewater treatment system; or use of a holding tank with a licensed CL
septage hauler;
4. Only one temporary emergency housing unit shall be placed per each
lawful dwelling unit and the temporary emergency housing unit may only as
be occupied by County residents who have been displaced by natural or
manmade disaster damage; and
5. The temporary emergency housing unit may remain on the property for a
period not to exceed 180 days from the date of building permit issuance or
until the final inspection or certificate of occupancy is issued on the repairs
made to the dwelling unit,whichever comes first A single extension of up
to an additional 180 days may be granted by the Building Official if he
determines that good cause has been shown for the need for an extension
and that the temporary emergency housing unit is adequately tied down
and secured so as not to present an undue hazard to persons or property in
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a high-wind or flood event. Expiration of the building permit for damage
repairs or dwelling unit construction shall require immediate removal of
the temporary emergency housing unit from the site. However, nothing in
this section shall prevent the County or any state or federal authority to
terminate without notice the authority to keep any temporary emergency
housing units otherwise authorized under this section should it be deemed
required for the public safety.
Placement of temporary emergency housing on nonresidential properties or vacant
residential properties. Notwithstanding the provisions of Chapter 130, Land Use
Districts, Chapter 131, Bulk Regulations, and Chapter 138, Rate of Growth Restrictions
(ROGO/NROGO), temporary emergency housing may be placed on a nonresidential or as
mixed-use property or on publicly-owned lands or vacant residential properties,
excluding lands designated for conservation and resource protection for temporary U)
occupancy by county residents displaced by natural or manmade disaster damage,
subject to the following conditions:
1. A no-fee building permit must be issued for the placement of the CL
temporary emergency housing unit(s).The building permit shall require
approval by the Building Official and the Planning Director of a site plan
indicating the location of the temporary emergency housing unit(s) on the
parcel, and authorization for the connection of the unit(s) to central sewer,
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CL
an on-site wastewater treatment and disposal system(s), to an existing
community wastewater treatment system or use of a holding tank with a
licensed septage hauler;
2. The placement of temporary emergency housing on vacant residential
properties is limited to travel trailers, RVs or similar sheltering units i
provided and licensed by FEMA; and i
3. The temporary emergency housing unit(s) may remain on the property for
a period not to exceed 180 days from the date of building permit issuance.
A single extension of up to an additional 180 days may be granted by the.
Building Official if he determines that good cause has been shown for the
need for the extension and that the temporary emergency housing unit is
adequately tied down and secured so as not to present an undue hazard to
persons or property in a high-wind or flood event. However, nothing in this
section shall prevent the County or any state or federal authority to
terminate without notice the authority to keep any temporary emergency CL
housing units otherwise authorized under this section should it be deemed
required for the public safety.
as
Placement of temporary emergency housing for emergency relief workers.
Notwithstanding the provisions of Chapter 130, Land Use Districts, and Chapter 138,
Rate of Growth Restrictions (ROGO/NROGO), temporary emergency housing may be
provided for temporary occupancy by emergency relief workers involved in
reconstruction activities, subject to the following conditions:
1. An emergency directive or resolution of the BOCC must be issued
authorizing the placement and duration of the temporary emergency
housing for relief workers;
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Monroe County Post-Disaster Recovery Strategy 2019
2. Placement of temporary emergency housing for relief workers must not
impede or interfere with other emergency and recovery operations or
public safety;
3. Temporary recovery or reconstruction housing facilities shall ensure that
temporary electrical and sewage lines do not constitute an attractive
nuisance to children or homeless persons in the area (i.e., sufficient
temporary fencing may be required by the Building Official);
4. A no-fee building permit must be issued for the placement of the
temporary emergency housing unit(s).The building permit shall require
approval by the Building Official and the Planning Director of a site plan
indicating the location of the temporary emergency housing unit(s) on the °b
parcel, consistent with the BOCC resolution, and a Department of Health
permit authorizing the connection of the unit(s) to an on-site wastewater
treatment and disposal system(s) or to an existing community wastewater 2
treatment system;
5. Any required demolition or building permits for the related reconstruction CL
activities must be issued within 90 days from the placement of the
temporary emergency housing for relief workers;
6. The temporary emergency housing unit(s) may remain on the site for a
period not to exceed the duration specified by the BOCC resolution, and
CL
CL
may only be extended at the discretion of the BOCC by an additional
resolution. However, nothing in this section shall prevent the County or any
state or federal authority to terminate without notice the authority to keep
any temporary emergency housing unit otherwise authorized under this
section should it be deemed required for the public safety; i
7. The only persons permitted to reside for any period in temporary i
emergency housing for relief workers are individuals who are gainfully
employed on a fulltime basis in completing cleanup and reconstruction
efforts following a natural or manmade disaster. All residents of temporary
emergency housing for relief workers who were not permanent residents
of the county prior to first occupying such housing facilities will be required
to evacuate in accordance with local evacuation orders. Residents of any
temporary emergency housing for relief workers who were permanent
residents of the county prior to first occupying such housing facilities may
not remain in temporary emergency housing for relief workers during any CL
period when a local evacuation order is in effect.
0
Placement of temporary non-emergency housing for contractors on county-owned as
airport properties. Notwithstanding the provisions of Chapter 130, Land Use Districts,
and Chapter 138, Rate of Growth Restrictions (ROGO/NROGO),temporary non-
emergency housing may be placed on county-owned airport properties for temporary
occupancy by contractors completing airport safety and capacity improvements subject
to the following conditions:
U
1. A building permit must be issued for placement of the temporary non-
emergency housing unit(s) and linked to existing airport construction
permits.The building permit shall require approval by the Building Official
and the Planning Director of a site plan indicating the location of the
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G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
temporary non-emergency housing unit(s) on the parcel, and a department
of health permit authorizing the connection of the unit(s) to an on-site
wastewater treatment and disposal system(s) or to an existing community
wastewater treatment system. All units shall be adequately tied down;
2. Placement of temporary non-emergency housing for airport construction
purposes must not impede or interfere with aviation operations or safety
and must conform to any applicable FAA regulations;
3. Temporary non-emergency housing for airport construction purposes shall
remain on the property for a period not to exceed 30 days from the date of
completion of the related airport construction work unless extended by
resolution of the BOCC. However, nothing in this section shall prevent the °b
County or any state or federal authority to terminate without notice the
authority to keep any temporary non-emergency housing unit otherwise
authorized under this section should it be deemed required for the public 2
safety; and
4. The only persons permitted to reside for any period in temporary non CL
-
emergency housing units for airport construction purposes are individuals
who while in the county are actually gainfully employed on a fulltime basis
in completing airport safety and capacity improvements at a county airport.
All residents or occupants of temporary airport construction housing
CL
CL
facilities must be required to timely evacuate in accordance with local
evacuation orders.
e
Placement of temporary non-emergency housing to provide site security for capital
improvement projects. Notwithstanding the provisions of Chapter 130, Land Use i
Districts, and Chapter 138, Rate of Growth Restrictions (ROGO/NROGO),temporary i
non-emergency housing for temporary occupancy by workers undertaking a long-term
capital improvement project may be provided in order to provide site security for the
project site, subject to the following conditions:
1. A resolution of the BOCC must be issued authorizing the placement of a
temporary non-emergency housing unit for site security.The resolution
shall specify the location (placement of the unit at the project site) and the
duration of the temporary housing unit, not to exceed 180 days. No more
than one temporary non-emergency housing unit shall be approved per CL
project site. When considering such placement,the BOCC shall take into
account the number of times a parcel has been used for temporary
non-emergency housing purposes for capital improvement projects and as
shall consider compatibility, complications and other circumstances that
may require a site to be utilized for more than 365 consecutive days and
public comment.
2. Placement of a temporary non-emergency housing unit for site security
must not impede or interfere with public safety;
3. The purpose of the temporary non-emergency housing unit shall be to 0
provide security for the project site;
4. A building permit must be issued for the placement of the temporary non-
emergency housing unit for site security, linked to the building permits for
the related construction activities (if applicable).The building permit shall
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G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
require approval by the Building Official and the Planning Director of a site
plan indicating the location of the temporary emergency housing unit on
the parcel, consistent with the BOCC resolution, and a Department of
Health permit authorizing the connection of the unit to an on-site
wastewater treatment and disposal system or to an existing community
wastewater treatment system;
5. The temporary non-emergency housing unit for site security may remain
on the site for a period not to exceed the duration specified by the BOCC
resolution, and may only be extended at the discretion of the BOCC by an
additional resolution. When considering an extension, the BOCC shall take
into account the number of times a parcel has been used for temporary (b
non-emergency housing purposes for capital improvement projects and
shall consider compatibility, complications and other circumstances that U)
may require a site to be utilized for more than 365 consecutive days and
public comment. Nothing in this section shall prevent the County or any
state or federal authority to terminate without notice the authority to keep CL
any temporary non-emergency housing unit otherwise authorized under
this section should it be deemed required for the public safety.
6. The only persons permitted to reside for any period in temporary non-
emergency housing for site security for a capital improvement project areCL
CL
individuals who are gainfully employed in completing the capital
improvement project. All residents of temporary non-emergency housing
for site security who were not permanent residents of the county prior to
first occupying such housing facilities will be required to evacuate in
accordance with local evacuation orders. Residents of any temporary i
non-emergency housing who were permanent residents of the county prior i
to first occupying such housing facilities may not remain in temporary non-
emergency housing for site security during any period when a local
evacuation order is in effect.
No clearing or filling of environmentally sensitive lands may occur as a result of
providing any type of temporary housing unit(s).
For all permitted temporary housing, upon expiration of relevant approvals and
timeframes expressly set forth in the relevant authorization, the temporary housing CL
shall be removed.
0
Resolution Allowing the placement of temporary emergency housing at mobile home parks and RV as
091-2017 parks for the temporary occupancy by residents displaced by Hurricane Irma.
0
Notwithstanding the provisions of Chapter 130, Land Use Districts, Chapter 131, Bulk
Regulations, and Chapter 138, Rate of Growth Restrictions (ROGO/NROGO), temporary
emergency housing may be provided for temporary occupancy by residents displaced
by Hurricane Irma, subject to the following conditions:
1. Temporary emergency housing is authorized for up to 360 days on mobile
home park sites and RV park sites, beginning on September 5, 2017, and
ending on August 31, 2018;
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G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
2. The Planning Director and Building Official shall have the authority to
approve the locations of the temporary emergency housing on mobile
home parks and RV parks;
3. Placement of temporary emergency housing must not impede or interfere
with other emergency and recovery operations or public safety;
4. Temporary recovery or reconstruction housing facilities shall ensure that
temporary electrical and sewage lines do not constitute an attractive
nuisance to children or homeless persons in the area (i.e., sufficient
temporary fencing may be required by the Building Official);
5. A no-fee building permit must be issued for the placement of the
temporary emergency housing unit(s).The building permit shall require (b
approval by the Building Official and the Planning Director of a site plan
indicating the location of the temporary emergency housing unit(s) on the U)
parcel, consistent with condition (1) above, and a Department of Health
permit authorizing the connection of the unit(s)to an on-site wastewater
treatment and disposal system(s) or to an existing community wastewater CL
treatment system;
6. The temporary emergency housing unit(s) may remain on the site for a
period not to exceed 180 days, and may only be extended at the discretion
of the BOCC by an additional resolution. However, nothing shall prevent
CL
CL
the County or any state or federal authority to terminate without notice
the authority to keep any temporary emergency housing unit otherwise
authorized under this resolution should it be deemed required for the
public safety;
7. The placement and use of temporary emergency housing unit(s) on mobile I
CD
home parks and RV parks as housing assistance due to Hurricane Irma does
not create a ROGO exemption nor recognize nonconforming uses.
Nonconforming uses damaged or destroyed so as to require substantial
improvement shall be repaired or restored only for uses that conform to
the provisions of the land use (zoning) district in which it is located; _
8. Pursuant to LDC Section 103-1(h), no clearing or filling of environmentally
sensitive lands may occur as a result of providing any type of temporary
housing unit(s); and
9. Pursuant to LDC Section 103-1(h),for all permitted temporary emergency
housing, upon expiration of relevant approvals and timeframes expressly CL
set forth in the relevant authorization, the temporary emergency housing
shall be removed.
as
Resolution Enacting a 180-day temporary emergency suspension of the acceptance and
214-2017 processing any new Planning and Environmental Resources Department
applications for development approval, including ROGO and NROGO
applications, for a 180-day period beginning on September 5, 2017, and ending
on March 24, 2018.
U
This 180-day temporary suspension of permit fees is limited to the following permit
types being issued as emergency permits:
1. Commercial & Residential Roofing
2. Reconnect/Safety Electrical
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Packet Pg. 1389
G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
3. Electric
4. Plumbing
5. Electric/Sewer Tie in
6. Plumbing/Sewer Tie in
7. AC Replacements within the same footprint and above base flood elevation
8. Commercial & Residential Component New/Replace
9. Stairs
10. LP Gas
11. Temporary RV/Emergency Housing
12. Temporary Use/Structure/Tents
13. Gas/Fuel Tanks (Above Ground/In-Ground) as
14. Foundation & Piling
15. Commercial & Residential Remodel/Repair Exterior/Interior U)
16. Generator Auxiliary/Building
17. Shutters
18. Demolition of items not included in permit exemptions (Exemptions: No CL
permit shall be required for any work involving the demolition/removal of
drywall, cabinet and vanities, heating/cooling and electrical systems, and
floor coverings in flooded structures and demolition of storm-damaged
accessory structures or docks, seawalls, and lifts)
CL
CL
Resolution Enacting a 60-day temporary emergency suspension of the acceptance and processing
214-2017 of applications to the Planning and Environmental Resources Department.
e
The Monroe County is enacting a 60-day temporary emergency suspension of the i
acceptance and processing any new Planning & Environmental Resources Department i
applications for development approval, including ROGO and NROGO applications,for a
60-day period beginning on September 5, 2017 and ending on November 4, 2017,
except for the following applications that may be needed during the County's initial
recovery and emergency building permit phase:
1. ROGO Exemption Requests; and
2. Requests for Letter of Development Rights Determination (LDRD)
Pending applications submitted to the Department prior to September 5, 2017, will be CL
placed on hold during the 60-day suspension. Any required deadlines for mandatory
submission requirements for suspended for 60-days.
as
Planning Commission, Development Review Committee and Historic Preservation
r_
Commission hearings are suspended for a 60-day period beginning on September 5,
2017, and ending on November 4, 2017.
Resolution Exempting the removal of nuisance exotic vegetation from the permitting requirements
215-2017 of the Monroe County Code of Ordinances for 60-days as necessary to facilitate
U
recovery from impacts associated with Hurricane Irma.
Monroe County is enacting a 60-day temporary suspension of the requirement for a
permit to remove more than ten stems of invasive exotic vegetation on Tier III parcels
where the removal is necessary for the storage and staging of storm-related debris; at
104
Packet Pg. 1390
G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
county authorized staging locations, this exemption shall not apply to the removal of
any native vegetation.The temporary suspension begins on September 5, 2017, and
ends on November 4, 2017.
Monroe County is enacting a 60-day temporary suspension of the requirement for a
permit to remove more than ten stems of invasive exotic vegetation.The temporary
suspension begins on September 5, 2017, and ends on November 4, 2017.
Resolution Allowing the placement of temporary emergency housing for temporary occupancy by
216-2017 emergency relief workers involved in reconstruction activities related to Hurricane
Irma.
as
Notwithstanding the provisions of Chapter 130, Land Use Districts, and Chapter 138,
Rate of Growth Restrictions (ROGO/NROGO),temporary emergency housing may be
2
provided for temporary occupancy by emergency relief workers involved in
reconstruction activities, subject to the following conditions:
0
CL
1. Temporary emergency housing for relief workers is authorized for up to
180-days, beginning on September 5, 2017, and ending on March 4, 2018.
2. The Planning Director and Building Official shall have the authority to
approve the locations of the temporary housing for relief workers. CL
CL
3. Placement of temporary emergency housing for relief workers must not
impede or interfere with other emergency and recovery operations or
public safety;
4. Temporary recovery or reconstruction housing facilities shall ensure that
temporary electrical and sewage lines do not constitute an attractive i
nuisance to children or homeless persons in the area (i.e., sufficient i
temporary fencing may be required by the Building Official);
5. A no-fee building permit must be issued for the placement of the
temporary emergency housing unit(s).The building permit shall require
approval by the Building Official and the Planning Director of a site plan _
indicating the location of the temporary emergency housing unit(s) on the
parcel, consistent with condition (1) above, and a Department of Health
permit authorizing the connection of the unit(s)to an on-site wastewater
treatment and disposal system(s) or to an existing community wastewater
treatment system; CL
6. Any required demolition or building permits for the related reconstruction
activities must be issued within 90 days from the placement of the
temporary emergency housing for relief workers; as
7. The temporary emergency housing unit(s) may remain on the site for a
period not to exceed 180-days, and may only be extended at the discretion
of the BOCC by an additional resolution. However, nothing shall prevent
the County or any state or federal authority to terminate without notice
the authority to keep any temporary emergency housing unit otherwise
authorized under this resolution should it be deemed required for the
public safety;
8. The only persons permitted to reside for any period in temporary
emergency housing for relief workers are individuals who are gainfully
employed on a fulltime basis in completing cleanup and reconstruction
105
Packet Pg. 1391
G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
efforts related to Hurricane Irma. All residents of temporary emergency
housing for relief workers who were not permanent residents of the county
prior to first occupying such housing facilities will be required to evacuate
in accordance with local evacuation orders. Residents of any temporary
emergency housing for relief workers who were permanent residents of
the county prior to first occupying such housing facilities may not remain in
temporary emergency housing during any period when a local evacuation
order is in effect;
9. Pursuant to Section 103-1(h), no clearing or filling of environmentally
sensitive lands may occur as a result of providing any type of temporary
housing unit(s ); and (b
10. Pursuant to Section 103-1(i), for all permitted temporary housing, upon
expiration of relevant approvals and timeframes expressly set forth in the U)
relevant authorization, the temporary housing shall be removed.
Resolution Enacted a temporary suspension of the expiration of ROGO and NROGO allocation
217-2017 awards, issuance of allocation award letters, and deferring the processing of new and CL
existing ROGO and NROGO applications and Planning Commission review.
■ Enacted a 180-day temporary emergency suspension of the expiration of ROGO
and NROGO allocation awards, due to the impacts of Hurricane Irma. For those CL
CL
allocation awards for which award letters were issued prior to September 5,
2017, and not already expired, building permits must have been issued within
180 days of September 5, 2017 (on or before March 4, 2018) notwithstanding
the deadline specified in the letter.
■ Deferred the issuance of allocation award letters. Upon the issuance of award i
letters, applicants were given 180 days to pick up building permits. i
■ Deferred the process of new and existing ROGO and NROGO applications and
Planning Commission review for Quarter 1 of the ROGO/NROGO Year 26
(7/13/17— 10/12/12). Quarter 1 of the ROGO/NROGO Year 26(7/13/17—
10/12/12) and Quarter 2 of the ROGO/NROGO Year 26 (10/13/17—1/12/18)
shall be combined for evaluation and award of allocations.
Resolution Allowing the placement of temporary emergency housing at mobile home parks for the
218-2017 temporary occupancy by residents displaced by Hurricane Irma.
Notwithstanding the provisions of Chapter 130, Land Use Districts, and Chapter 138,
Rate of Growth Restrictions (ROGO/NROGO), temporary emergency housing may be CL
provided for temporary occupancy by residents displaced by Hurricane Irma at mobile
home parks and RV parks, subject to the following conditions:
1. Temporary emergency housing is authorized for up to 180-days on mobile as
home park sites, beginning on September 5, 2017, and ending on March 4,
2018;
2. The Planning Director and Building Official shall have the authority to approve
the locations of the temporary housing on mobile home parks;
3. Placement of temporary emergency housing must not impede or interfere with
U
other emergency and recovery operations or public safety;
4. Temporary recovery or reconstruction housing facilities shall ensure that
temporary electrical and sewage lines do not constitute an attractive nuisance
to children or homeless persons in the area (i.e., sufficient temporary fencing
may be required by the Building Official);
106
Packet Pg. 1392
G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
5. A no-fee building permit must be issued for the placement of the temporary
emergency housing unit(s).The building permit shall require approval by the
Building Official and the Planning Director of a site plan indicating the location
of the temporary emergency housing unit(s) on the parcel, consistent with
condition (1) above, and a Department of Health permit authorizing the
connection of the unit(s)to an on-site wastewater treatment and disposal
system(s) or to an existing community wastewater treatment system;
6. The temporary emergency housing unit(s) may remain on the site for a period
not to exceed 180-days, and may only be extended at the discretion of the
BOCC by an additional resolution. However, nothing shall prevent the County
or any state or federal authority to terminate without notice the authority to °b
keep any temporary emergency housing unit otherwise authorized under this
resolution should it be deemed required for the public safety;
7. The placement and use of temporary emergency housing unit(s) on mobile 2
home parks as housing assistance due to Hurricane Irma does not create a
ROGO exemption nor recognize nonconforming uses. Nonconforming uses CL
damaged or destroyed so as to require substantial improvement shall be
repaired or restored only for uses that conform to the provisions of the land
use (zoning) district in which it is located;
8. Pursuant to Section 103-1 (h), no clearing or filling of environmentally sensitive
CL
CL
lands may occur as a result of providing any type of temporary housing unit(s);
and
9. Pursuant to Section 103-1(i), for all permitted temporary housing, upon
expiration of relevant approvals and timeframes expressly set forth in the
relevant authorization, the temporary housing shall be removed. i
Resolution Exempting the removal of hazardous vegetation from the permitting requirements of i
220-2017 the Monroe County Land Development Code for 60-days as necessary to facilitate
recovery from impacts associated with Hurricane Irma.
Monroe County is enacting a 60-day temporary suspension of the requirement for a _
permit for the major pruning or removal of native vegetation where imminent danger
to life or safety exists or to prevent further property damage caused by Hurricane Irma.
Property owners may prune or remove native vegetation to the minimum extent
necessary without a permit; however, photographs should be taken before and after
the necessary pruning or removal.This exemption from the permitting requirements of CL
Chapters 6-100 or of the Monroe County Code of Ordinances and Chapters 114-103
and 118-8 of the Monroe County Land Development Code shall be for a period of 60
days.The temporary suspension begins on September 5, 2017, and ends on November as
4, 2017.
Resolution Authorizing temporary emergency debris removal staging areas on parcels of land for
221-2017 the collection, storage and transfer of debris related to Hurricane Irma:
r_
as
■ Under this state of emergency, the BOCC hereby approves the following sites
U
that have been identified as available areas for such emergency debris removal
staging areas: [lists many specific parcels].
■ Additional emergency debris removal staging areas shall be authorized based
on the following. Notwithstanding the permitted uses established in Chapter
130, Land Use Districts, of the Monroe County Land Development Code,
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Packet Pg. 1393
G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
temporary emergency debris removal staging areas may be established by
Monroe County, for a period not to exceed 180 days, effective September 11,
2017, for the collection, storage, and transfer of debris related to Hurricane
Irma subject to the following conditions:
1. The temporary emergency debris removal staging area shall be
authorized by the County Engineer, Building Official and/or Planning
Director;
2. Temporary emergency debris removal staging areas shall be located on
Tier 3 designated areas;
3. No clearing of native vegetation or filling shall occur to accommodate
the temporary emergency debris removal staging areas; (b
4. Only fencing, as a temporary structure associated with a temporary
emergency debris removal staging area, may be located in any required U)
setback, unless the BOCC determines a temporary structure associated
with emergency debris removing staging area may occur temporarily
with setbacks to alleviate increased public expenses; avoid threats to CL
public health and safety; or the work cannot be readily performed
otherwise.
5. The County Engineer, Building Official and/or Planning Director may
require conditions to a specific temporary emergency debris removal
CL
CL
staging area to a) avoid substantial harm to public health or safety; b)
avoid substantial harm to, or impairment of the normal use of, a public
place; and/or c) avoid substantial harm to the environment;
6. Use of these temporary emergency debris removal staging areas shall
be limited to a period not to exceed 180 days from the effective date, i
September 11, 2017, unless extended by a subsequent resolution by i
the BOCC; and
7. Each site shall be restored to its prior condition following termination
of use as a temporary emergency debris removal staging area.
Resolution Authorizing the placement, location, duration,type of housing and gainful employment
225-2017 of relief workers.
■ Location.The approved location for the placement of temporary emergency
housing for emergency relief works is: [specific location with parcel ID
numbers].
■ Duration.The temporary emergency housing may remain on the subject CL
Property for two (2)years from the date of issuance of the required no-fee
building permits authorizing placement of temporary housing unit(s).The
duration may only be extended at the discretion of the BOCC by an additional as
resolution.
■ Gainful Employment. For purposes of compliance with LDC Section 103-1(e),
the utilization of the temporary emergency housing shall be deemed
compensation and as such relief workers temporarily occupying emergency
temporary housing shall be determined to be gainfully employed in Monroe
County.
Resolution Waiving the Planning and Environmental Resources Department Application Fee for a
290-2017 letter of ROGO exemption.
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Packet Pg. 1394
G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
■ Enacted a 180-day temporary suspension of the Planning and Environmental
Resources Department application fee for a Letter of ROGO Exemption,for
ROGO Exemption Letter applications associated with a dwelling unit(s)that
sustained damage due to Hurricane Irma.The temporary suspension shall
begin on September 27, 2017, and ends on March 24, 2018.
■ The 180-day temporary suspension of application fees is limited to ROGO
Exemption Letter requests for dwelling units that have sustained damage due
to Hurricane Irma
■ The Planning and Environmental Resources Department shall issue refunds for
qualifying ROGO Exemption Letter application fees collected between the
retroactive effective date of this resolution,September 25, 2017, and its (b
adoption.
Resolution Waiving building permit fees for 22 types of emergency permits for 180-days as U)
291-2017 necessary to facilitate recovery from impacts associated with Hurricane Irma.
U)
Monroe County is enacting a 180-day temporary suspension of building permit CL
application fees associated with emergency permits.The temporary suspension begins
on September 25, 2017, and ends on March 24, 2018.
as
0
The 180-day temporary suspension of permit fees is limited to the following permit CL
CL
types being issued as emergency permits:
1. Commercial & Residential Roofing
2. Reconnect/Safety Electrical
3. Electric
4. Plumbing i
5. Electric/Sewer Tie in i
6. Plumbing/Sewer Tie in
7. AC Replacements within the same footprint and above base flood elevation
8. Commercial & Residential Component New/Replace
9. Stairs
10. LP Gas
11. Temporary RV/Emergency Housing
12. Temporary Use/Structure/Tents
13. Gas/Fuel Tanks (Above Ground/In-Ground)
14. Foundation & Piling CL
15. Commercial & Residential Remodel/Repair Exterior/Interior
16. Generator Auxiliary/Building
17. Shutters as
18. Demolition of items not included in permit exemptions (Exemptions: No permit
shall be required for any work involving the demolition/removal of drywall,
cabinet and vanities, heating/cooling and electrical systems, and floor
coverings in flooded structures and demolition of storm-damaged accessory
structures or docks, seawalls, and lifts)
19. Site work-for FEMA temporary housing only
20. Concrete slab -for FEMA temporary housing only
21. Handicap Ramp -for FEMA temporary housing only
22. Paving/Driveway/Sidewalk-for FEMA temporary housing only
109
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G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
Resolution Authorizing additional temporary emergency staging areas on parcels of land for the
297-2017 collection, storage, and handling of vessels and marine debris related to Hurricane
Irma.
Under this state of emergency, the BOCC hereby approves the following sites that have
been identified as available areas for such emergency staging areas for vessels and
marine debris: [includes a table of specific parcels]
Resolution Relating to post-Hurricane Irma sign regulations; Establishing an interim sign permit;
342-2017 Directing County staff to study and recommend amendments to the County's Land
Development Regulations governing permitted signs.
■ Incorporation of Recitals.The foregoing recitals are incorporated herein and °b
found by the County Commission to be true and correct statements of fact.
■ Interim Sign Permits Established. For a period of two (2)years from the signed
date of this Resolution, all sign permits issued by Monroe County shall be
interim permits.The applicant shall sign a written acknowledgement that will
be placed into the file, understanding that the permit is an interim permit and CL
that it's possible in two years that the sign may become nonconforming after
which time if it is damaged more than 50%of destroyed the applicant will have
to comply with the new sign code. During the period of interim permits County
staff is directed to issue sign permits in accord with Chapter 142 of the Monroe CL
CL
County code with the specific exception that any permits issued shall have the
word "interim" added to the permit along with a clearly stated expiration date.
■ County Staff to Examine Regulations. County Staff is hereby directed to
examine, study, revise, recommend and submit proposed sign regulations
concerning the foregoing matters to the Board of County Commissioners for i
action and adoption, in the form of one or more recommended ordinances. i
■ Basic Interim Sign Permits.The Board of County Commissioners finds that the
sigh regulations of Monroe County identified in Section 2 require examination,
study and revision in order to protect and further the substantial interests of
the County and its citizens in ensuring safe vehicular travel, constitutional _
compliance,the maintenance of the aesthetic harmony and natural beauty of
the Florida Keys,the prevention of unsightly visual clutter brought about by
unmanaged nonpermanent signage and the vigorous protection of the right of
free speech and public discourse guaranteed by the First Amendment to the
Constitution of the United States and the Declaration of Rights of the Florida CL
Constitution.
■ Extension of Interim Sign.The Board of County Commissioners may, upon
finding that development of new sign regulations is continuing to occur in good as
faith, extend the length of the interim sign two-year period by adopting an
official Resolution.
Resolution Authorizing temporary emergency marine disaster debris management site and vessel
360-2017 staging area on a parcel of land for the collection, storage and transfer of marine debris
and vessels related to Hurricane Irma.
Under this state of emergency, and notwithstanding the uses as of right and permitted
uses established in Chapter 130, Land Use Districts, of the Monroe County Land
Development Code, the BOCC hereby approves the following Tier I site, which has been
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G.10.e
Monroe County Post-Disaster Recovery Strategy 2019
identified as an available area for such emergency marine disaster debris management
site or vessel staging areas: [lists specific parcel]
Additional emergency marine disaster debris management sites and marine vessel
staging areas shall be authorized on Tier 3 properties based on the following.
Notwithstanding the uses as of right and permitted uses established in Chapter 130,
Land Use Districts, of the Monroe County Land Development Code, temporary
emergency debris removal staging areas and vessel staging areas located on Tier 3
designated properties may be established by Monroe County, for a period not to
exceed 180 days, effective December 13, 2017,for the collection, storage, and transfer
of marine debris and vessels related to Hurricane Irma subject to the following (b
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1. Any temporary emergency disaster debris management sites and vessel staging
areas located on Tier 3 designated areas may be authorized by County
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Engineer, Building Official and/or Planning Director; CL
2. No clearing of native vegetation or filling shall occur to accommodate the
temporary emergency debris removal staging areas;
3. Only fencing, as a temporary structure associated with a temporary emergency
debris removal staging area, may be located in any required setback, unless the
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BOCC determines a temporary structure associated with emergency debris
removal staging area may occur temporarily within the setbacks to alleviate
increased public expenses; avoid threats to public health and safety; or the
work cannot be readily performed otherwise;
4. The County Engineer, Building Official and/or Planning Director may require
conditions to a specific temporary emergency debris removal staging area to a) i
avoid substantial harm to public health or safety; b) avoid substantial harm to,
or impairment of the normal use of, a public place; and/or c) avoid substantial
harm to the environment;
5. Use of these sites as temporary emergency debris removal staging areas shall _
be limited to a period not to exceed 180 days from the effective date,
December 13, 2017, unless extended by a subsequent resolution by the BOCC;
and
6. Each site shall be restored to its prior condition following termination of use as
a temporary emergency debris removal staging area. CL
Resolution Waiving the inclusionary housing requirements of the Monroe County Land
113-2018 Development Code on an emergency basis for the redevelopment or replacement of
existing residential dwelling units that were substantially damaged or destroyed as a as
result of Hurricane Irma.
■ The inclusionary housing requirements of Section 139-1(b) of the Monroe
County Land Development Code are hereby temporarily waived on an
emergency basis until March 21, 2020 for like for like repair, redevelopment or
replacement; or for units coming into compliance with building, flood, and land
development codes, of existing residential dwellings that were damaged or
destroyed due to Hurricane Irma, as follows:
1. Proof of the damage or destruction resulting from Hurricane Irma must be
documented through County building permits applied for no later than March
21, 2020.
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Monroe County Post-Disaster Recovery Strategy 2019
2. The waiver shall not apply to any property that has an active development
agreement for the removal and replacement of existing mobile homes with
other types of dwelling units, such as allowed by the affordable housing
incentive program pursuant to the LDC Section 139-2.This waiver shall not
apply to residential repair, redevelopment or replacement of housing units in
permitting prior to Hurricane Irma, nor shall it apply to residential
redevelopment that increases the overall size of a residential unit.
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Monroe un y ude Fb Mitigation and Sea II_w � Ruse Resike cy Pr rarr"i
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Monroe County and its municipalities request that the State of Florida create a $150 million regional program for flood
modeling, mitigation and adaptation projects in the Community Development Block Grant—Mitigation (CDBG-MIT)
Action Plan,set-aside for Monroe County.
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Success of Enhanced Building Standards: In September of 2017, Category 4 Hurricane Irma devastated the
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Florida Keys, highlighting the profound vulnerability of this island chain. When debris was cleared,the homes, which
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were built to the current wind-load and flood elevation building code standard, stood as shining examples of resilient _
construction and sound investments. Impacts from storm surge,flooding, and high winds, however, could have been far
more destructive. Future climate change projections intensify the current vulnerabilities with unprecedented sea level
rise. As a national treasure and significant contributor to the economy of the entire state and nation, the future CL
environmental and economic health of this designated Area of Critical State Concern must become a model for
enhanced resiliency.
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Planning for the Future: Monroe County has developed 24
data, projection models, plans, and pilot programs to build the
resilient infrastructure of tomorrow and mitigate inadequate, as
aging structures. In 2016, the County began its implementation as
of the GreenKeys Plan,which outlines specific actions for long- as
term community resilience. In addition, the County adopted
goals, objectives and policies into their Comprehensive Plan to �
provide a proactive policy structure to consider new 0
vulnerabilities. Also,the Florida Keys limits development
through local ordinances required by state law to ensure safe
evacuation in advance of a hurricane. In 2023, the Keys are
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projected to be at maximum development capacity,which will _
present legal challenges for both the state and local governments when private landowners cannot develop their land.
Advanced Methodologies and Technologies:The 2015 Monroe Countywide Local Mitigation Strategy(LMS)
recognizes future scenarios for increased flood risk due to sea level rise.The 2020 LMS update will incorporate advanced
methodologies and technologies for mitigation measures gained over the past four years through their Green Keys and
other resiliency planning efforts. Recently, Monroe County submitted a grant application to the Florida Department of
Environmental Protection to update its vulnerability assessment using new mobile LiDAR elevation data to better define 505
sea level rise adaptation strategies. With this information, the County will develop Adaptation Action Areas that target
programs for infrastructure and nature-based resiliency, land acquisition and voluntary buyouts, business mitigation
assistance prioritizing the designated Opportunity Zone, hardening or the restoration of shorelines with natural
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vegetation, the elevation of homes and other critical public facilities, and potential resiliency regulations for private
developments to accommodate current and future flood risk.
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Post Disaster Redevelopment: The Keys communities recently collaborated to develop a countywide Post-Disaster
Recovery Strategy to guide long-term recovery following Hurricane Irma. Together, they compiled resilient infrastructure
and critical facility projects from existing plans and projects impacted directly by the storm.The resounding theme of >
this plan is the need to mitigate against future flood and sea level rise impacts. Recognizing, the imminent legal 0
challenges on the horizon,this plan also calls for local voluntary buyout programs to allow property owners an a0'
opportunity to be compensated for land that cannot be developed in the future due to the high-risk of floods and
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evacuation concerns.
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A Nationwide Model for Resilience: With plans and policies in place for long-term mitigation the Florida Keys a
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would like to become the nationwide model for long-term and holistic flood adaptation in island communities.
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Recognizing the vulnerability of the Keys and impacts from Hurricane Irma,the communities request a set-aside of i
$150 million in funding in the CDBG-MIT Action Plan establishing the: C
Monroe County Flood Mitigation and Seal Level Rise Resiliency Program
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Phased Implementation:The implementation of this program will be led by an inter-jurisdictional group of elected r
officials and supported by city and county staff work groups as well as community members. This proposed regional,
multi-year program will include phases to not only complete modeling needed for development of projects that address c
the vulnerability of property, including critical facilities as well as residential and commercial areas but also the a
construction of new infrastructure or nature-based solutions to prepare for future flood risk.
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• - I Monroe County and its municipalities will first complete enhanced countywide
Monroe County: 2020-21modeling for sea level rise (this effort is currently underway). Using this information, y
the County can design residential elevation programs, infrastructure improvements
• ® or nature-based strategies with longer lifespans that account for sea level rise.
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• Next,the communities will consider policies that target specific areas for -a
Monroe adaptation strategies.This phase will also include implementing policies and c0c
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• Finally,the communities will work together to implement programs and break -a
• ground on new projects that reduce the vulnerability of the Keys to future _00
• - , flooding and adapt to sea level rise impacts.The communities will continue u-
countywide coordination to adddress flood and sea level rise risk.
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Keys-wide Collaboration: Monroe County has a proven track record of managing and implementing countywide
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long-term infrastructure projects. In 2017 the county and cities, celebrated the completion of a nearly twenty-year 0
project to construct a countywide sewer system throughout the entire island chain to improve nearshore water quality.
This was done as a partnership with all communities and through guidance from the Florida Department of Economic
Opportunity's Areas of Critical State Concern Program.The County and municipalities will work together to augment
their capacity through additional contractual support to ensure that these dollars are managed in accordance with HUD r
and state guidelines for CDBG-MIT funding. Q
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